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This document discusses process improvement approaches like Lean management, Six Sigma, and business process management. It explores the origins of the word "munca" in several languages and how process improvement can transform difficult work into something more efficient. The document presents Ascendis Process Management as a company with experts in process optimization who help clients improve processes and transition organizations from a traditional to a world-class model through tools like Lean and Six Sigma.
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- 1. Process centric organizations Dowe need process improvement ?
- 2. 2 Lean management Six Sigma Business process management Do we need :
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- 4. 4 Indo-European “werg”(5500 years) Old German “werkan” (2500 years) Old English “weorc, worc” – something well done, action, business, military fortification WORK
- 5. 5 Sanskrit :“Rabh-ate” become military commander Latin : Labor – will to transform, to make a sustainable thing, to make it last for long time Latin family: LAVORO (italian), LABOR (spanish), LAVOR (portuguese)
- 6. 6 The origin ofRomanian word : MUNCA ?
- 7. 7 Old slavonian:“mąka” Megl : “moncă” MUNCA
- 8. 8 Slavona veche: “mąka” Megl : “moncă” Múncă – pain, torture. Cuvantul romanesc : MUNCA
- 9. 9 The numbersindicate the processes steps The lines show: Moving one working object (eq order, complaint, form etc) ... ... By one employee… ... At a given moment !!!; Before improvement – lot of munca
- 10. 10 After improvement –less munca
- 11. 11 New process 3 timesfaster ! Other examples - Number of manual activities reduced from 30 to 2 - Number of decision points reduced from 27 to 5
- 12. 12 METHODOLOGY DECISION TREE 34 Process ManagementKaizen DMAIC DFSS Just Do It Lean Process performance understood? Can the problem be solved in less than 5 days? Is it a process flow / cycle time problem? Is it a variation / defect driven problem? Is a new process or redesign required? Start Is the solution to the problem simple & known? No Yes No Explore Other Methodologies No No No No Yes Yes Yes Yes Yes Decision tree
- 13. 13 Organizational Index rating. 40%60% Organizational Readiness 27% •New culture •Getting started •Lean •Six sigma •Word Class Enterprise •Progress 0% 20% 80% 90% Time •Traditional Enterprise Process Improvement Journey
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- 15. 15 Ascendis Process Management CEETraining Center
- 16. 16 20 yearsrelevant experience Master black belt Project management in numerous process optimisation programs Projects in various industries worldwide: Energy, Minning, Banking in USA, ASIA, EUROPE President of Lean Six Sigma International Association of Professionals (www.lssiap.org) 20 years of relevant experience LEAN Six Sigma Master Black Belt Quality Professional Deliver LEAN and Six Sigma Green Belt & Black Belt training worldwide Leading LEAN Six Sigma projects in the field of energy, IT, banking, industry (France, Switzerland, UK, Nederlanden, Romania) Alexandra Niculae 8 years relevant experience LEAN Six Sigma Black Belt Project experience using LEAN methods Numerous process optimisation projects in various industries Relevant experience in Chemicals, Oil and Pharma 4 years of project experience in financial fields Dolf Hannert Constantin Stan 20 year of relevant experience Didier Varlot 12 years relevant experience Lean Six Sigma Master Black Belt HR Professional Deliver Lean and Six Sigma Green Belt & Black Belt training Leading Lean Six Sigma projects in the field of energy, banking, industry Managing Human Resources Department Laura Marin 20 years of top management positions (C level) Strategy Management Professional Deliver process management coaching worldwide Leading process improvement projects in the field of energy, manufacturing, industry (France, Switzerland, UK, Brasil, US, Romania)
- 17. 17 We are transforming “MUNCA”in “WORK !”
- 18. 18 “If you can'tdescribe what you are doing as a process, then you don't know what you're doing.” W. Edwards Deming
- 19. 19 Lean management Six Sigma Business process management WHAT NEXT ?
Editor's Notes
- #13 Presenter 2011-01-13 21:32:53 -------------------------------------------- Notes: There are different methods for different problems. Six of the most useful that solve most process problems are Process Management, Just Do It, Kaizen, Lean, Six Sigma DMAIC, and Design for Six Sigma (DFSS). Educating yourself about these methods is important because if you only know one way of improving processes it is like owning a sledge hammer and for every problem whether it is hitting a nail into a wall or chopping down a tree. You hit it with a sledge hammer. The key here is to choose the right method for the problem. To navigate the decision tree ask yourself if the solution to the problem is known and simple. For example you need to upgrade your software or change a code on the system. In these cases Just Do It. Don’t make a song and dance about it . So often people engage in lengthy projects for simple solutions that could have been executed in a few days. If however your solution to the problem is not known and is not simple then ask if yourself if them process has flow, cycle time or waste issues. If yes then run a Lean project. If the problem is more defect driven and the process has a lot of variation and you need to drill down into the root causes of then choose Six Sigma , DMAIC. If your problem requires a new or complete redesign then, choose Design for Six Sigma. Both of these methods Six Sigma and Design for Six Sigma are covered in other courses. If your problem cannot be solved by these 6 popular methods then you will need to explore other methodologies
- #14 Presenter 2011-01-13 21:32:53 -------------------------------------------- Notes:
- #18 When done right it impacts the annual operating budget and the annual report (reference GE's annual report for 97/98/99. See GE's website or call AAA office for a copy).
- #19 When done right it impacts the annual operating budget and the annual report (reference GE's annual report for 97/98/99. See GE's website or call AAA office for a copy).