This document outlines the key aspects of transitioning an organization from a traditional hierarchical structure to a process-centered one. It discusses shifting the focus from tasks to processes, empowering employees as professionals rather than workers, moving from managers to process owners, removing unnecessary non-value adding work, rethinking strategy around processes, and ensuring the corporate culture supports ongoing learning and change. The overall goal is to design processes that meet customer needs in the most efficient and effective way to improve outcomes.
Productivity facilitates the utilization of its resources available to yield desired goods/services for customers or clients. The productivity of an organization helps to measure the performance and track progress. Productivity also helps to use all available resources effectively and efficiently in the best possible manner. Its always better to check the productivity and analyse if there is any room for betterment in delivering the final projects.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
Productivity facilitates the utilization of its resources available to yield desired goods/services for customers or clients. The productivity of an organization helps to measure the performance and track progress. Productivity also helps to use all available resources effectively and efficiently in the best possible manner. Its always better to check the productivity and analyse if there is any room for betterment in delivering the final projects.
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Kaizen, also known as continuous improvement, is an approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.
Introduction to Business Process Re-engineering. A practical guide to positive change. Jim Warner, managing partner at Monument Cloud Solutions, discusses the background and application of BPR using a simple framework.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
The influence of Deming's 14 points to ISO 9001:2015PECB
Deming’s 14 points are key principles for management to follow for significantly improving the effectiveness of a business or organization. Deming's 14 points are as relevant today as they were when they were originally created. The question that is set out to answer is to what degree has Deming’s approach influenced the ISO 9001:2015.
Main points covered:
• Analyzing Deming’s 14 points and their relevance to ISO 9001:2015
• How to create constancy of purpose toward improvement of product
• How to become competitive and stay in business with Deming’s 14 points
Presenter:
This webinar was presented Mahadevan Hariharan; Mahadevan is a Quality professional with over 40 years of experience in the areas of Total Quality Management, Business Excellence, Manufacturing Excellence and Change Management Program. He is also PECB certified Lead auditor and trainer.
Link of the recorded session published on YouTube:https://youtu.be/T43qGC0VGXs
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement.
Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
LEARNING OBJECTIVES
1. Gain knowledge on the key concepts, philosophies and principles of Quality
2. Understand the Total Quality frameworks, methods and tools
3. Identify the challenges and best practices of Total Quality
CONTENTS
1. Key Concepts of Quality
2. Quality Philosophies and Principles
3. Quality Frameworks and Models
4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
Training Within Industry (TWI) is an integral part of Lean to reinforce the practice of Standard Work. Standardized work eliminates waste and provides a baseline for process improvement.
The TWI Job Instruction program teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously. This tried and tested methodology is based on the 4-Step Method of Job Instruction and utilizes tools such as the Job Breakdown Sheet and Training Timetable.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
OBJECTIVES:
1. Conduct training based on the 4-Step Method of Job Instruction
2. Apply the Job Breakdown process to define the important steps, key points and reasons used
3. Utilize a Time Table for Training to identify, prioritize and schedule the training necessary for productivity improvement
CONTENTS:
1. Introduction to Job Instruction
2. Role of Supervisors in Lean Transformation
3. Five Needs of Good Supervisors
4. Workforce Instruction – Two Ineffective Methods
5. Four Steps of Job Instruction
6. Four Steps to Get Ready
7. Job Breakdown – Important Steps, Key Points & Reasons
8. Training Timetables
9. Special Instruction Problems (and how to handle them)
10. Standard Work & Problem Solving
11. How to Implement Job Instruction
This training presentation comes with the Job Breakdown Sheet (Word format) and the Training Timetable (Word format).
TO DOWNLOAD THIS COMPLETE TRAINING PRESENTATION, PLEASE VISIT:
http://www.oeconsulting.com.sg
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Kaizen, also known as continuous improvement, is an approach to work that systematically seeks to achieve small, incremental changes in processes in order to improve efficiency and quality.
Introduction to Business Process Re-engineering. A practical guide to positive change. Jim Warner, managing partner at Monument Cloud Solutions, discusses the background and application of BPR using a simple framework.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
The influence of Deming's 14 points to ISO 9001:2015PECB
Deming’s 14 points are key principles for management to follow for significantly improving the effectiveness of a business or organization. Deming's 14 points are as relevant today as they were when they were originally created. The question that is set out to answer is to what degree has Deming’s approach influenced the ISO 9001:2015.
Main points covered:
• Analyzing Deming’s 14 points and their relevance to ISO 9001:2015
• How to create constancy of purpose toward improvement of product
• How to become competitive and stay in business with Deming’s 14 points
Presenter:
This webinar was presented Mahadevan Hariharan; Mahadevan is a Quality professional with over 40 years of experience in the areas of Total Quality Management, Business Excellence, Manufacturing Excellence and Change Management Program. He is also PECB certified Lead auditor and trainer.
Link of the recorded session published on YouTube:https://youtu.be/T43qGC0VGXs
Kaizen or Continuous improvement through suggestions of employees is a proven Japenese technique worth adopting by all. It is a necessary tool in Lean Manufacturing.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement.
Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
LEARNING OBJECTIVES
1. Gain knowledge on the key concepts, philosophies and principles of Quality
2. Understand the Total Quality frameworks, methods and tools
3. Identify the challenges and best practices of Total Quality
CONTENTS
1. Key Concepts of Quality
2. Quality Philosophies and Principles
3. Quality Frameworks and Models
4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
Training Within Industry (TWI) is an integral part of Lean to reinforce the practice of Standard Work. Standardized work eliminates waste and provides a baseline for process improvement.
The TWI Job Instruction program teaches supervisors how to quickly train employees to do a job correctly, safely, and conscientiously. This tried and tested methodology is based on the 4-Step Method of Job Instruction and utilizes tools such as the Job Breakdown Sheet and Training Timetable.
Companies that have implemented TWI have reported improvements of 25% and more in increased production, reduced training time, reduced scrap and reduced labor-hours.
OBJECTIVES:
1. Conduct training based on the 4-Step Method of Job Instruction
2. Apply the Job Breakdown process to define the important steps, key points and reasons used
3. Utilize a Time Table for Training to identify, prioritize and schedule the training necessary for productivity improvement
CONTENTS:
1. Introduction to Job Instruction
2. Role of Supervisors in Lean Transformation
3. Five Needs of Good Supervisors
4. Workforce Instruction – Two Ineffective Methods
5. Four Steps of Job Instruction
6. Four Steps to Get Ready
7. Job Breakdown – Important Steps, Key Points & Reasons
8. Training Timetables
9. Special Instruction Problems (and how to handle them)
10. Standard Work & Problem Solving
11. How to Implement Job Instruction
This training presentation comes with the Job Breakdown Sheet (Word format) and the Training Timetable (Word format).
TO DOWNLOAD THIS COMPLETE TRAINING PRESENTATION, PLEASE VISIT:
http://www.oeconsulting.com.sg
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
This presentation holds 15 Productivity improvement techniques required for effective management of employees and the organization as such, holds few slides for individual productivity improvement too for personal productivity. this ppt is prepared for Project planning and Implementation subject.
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
Vygantas Kazlauskas - How Agile saved Christmas in EstoniaAgile Lietuva
In Estonia, Omniva delivers 18 million parcels per year. In 2018, we set the goal to completely renew our information system by Christmas which is our busiest time of the year. We also opened a brand new logistics centre with the most modern automated sorting line in the Baltics. Without Agile, Christmas could have been very sad in Estonia…
Seven ways business owners inspire agile teamsMaryann Snider
My personal story about agile transition, and seven ways business owners inspire teams. Why I believe Business Owners need agile training, else they will not realize the full benefits of agility.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
1. Agenda
• Facts of the old world
• Background
• The four changing areas
• The customers role
• Changing from worker to
professional
• From manager to process
owner
• The end of the org chart
• Process centering
• The design
• The process view
• The customers role
• The organisational
changes
• Reducing non-value
adding work
• Rethinking strategy
• The corporate soul
2. Contents
• The Customer's Role in a
Process
• How to Focus on Process
• From Worker to Professional
Role Shifts
• What Does It Mean for the
employee?
• From Manager to Process
Owner
• The Process Owner
• Coach and Advocate
• The End of the
Organizational Chart
• The Soul of the Company
• Rethinking Strategy
• The Process of Change
• Picking Tomorrow's
Winners Company
Character
3. Facts
• Aetna Life & Casualty
– Twenty-eight days to process applications for homeowner's
insurance
– Twenty-six minutes of real productive work.
• Chrysler
– When buying even small stationery items costing less than $10,
incurred internal expenses of $300 in reviews, sign-offs, and
approvals.
• Texas Instruments
– 180 days to fill an order for an integrated circuit while a competitor
could often do it in thirty days.
• Pepsi
– 44 percent of the invoices that it sent retailers contained errors,
leading to enormous reconciliation costs and endless squabbles
with customers.
4. Food for thought
• How much time does your processes take?
• How accurate are your processes?
• How efficient are your processes?
• How much does it cost you for internal
purchases?
5. Background
• Realisation that managers and workers were
applying task solutions to process problems
– A task is a unit of work, a business activity usually performed by
an individual while a process is a related group of tasks that
together create value for the customer
6. The four areas
1. In Work, as every employee is transformed into a
professional.
2. In Management, as managers shift from being
supervisors to being process owners or coaches.
3. In the Enterprise, as the business transforms its
strategic planning to develop strategies based on
processes.
4. In Society, as the changes in work and
organizations will reshape the world around us
7. The process view
• all people in the company recognize and
focus on their processes
• A process perspective sees not individual
tasks in isolation, but the entire collection of
tasks that contribute to a desired outcome
• Processes are concerned with results, not
with what it takes to produce them
8. Steps to process centering
Identify processes e.g. order fulfilment, product development,
order acquisition, provide after sales support
Ensure that everyone in the company is aware of these
processes and their importance to the company
Process measurement - e.g. cycle time, accuracy, process cost,
Asset utilisation etc
Process management – continued focus on processes to
Cater to changing business environment
1
2
3
4
9. The customers role
• A process perspective on a business is the
customer's perspective
• The customer does not see or care about the
company's organizational structure or its
management philosophies
• The customer sees only the company's
products and services, all of which are
produced by its processes
10. Organisational changes
• Replace simple and
complex processes
with simple processes
and complex jobs
• Autonomy and
responsibility are
integral to process-
centered jobs
• Work is classified as
Value-adding work, or work
for which the customer is
willing to pay.
Non-value-adding work,
which creates no value for
the customer but is
required in order to get the
value-adding work done.
Waste, or work that neither adds nor
enables value
Non-value-adding work is the glue that binds together the value-adding work in conventional
processes. It is all the administrative overhead—the reporting, checking, supervising,
controlling, reviewing, and liaisoning. It is work that is needed to make conventional processes
function, but it is also the source of errors, delay, inflexibility, and rigidity.
It adds expense and complexity to processes, and makes them error-prone and hard to change.
11. Reducing Non-Value Adding
Work
• More the number of people involved more the
need for coordination, communication, and
checking
• Even when one person cannot perform an entire
process, it is still possible to have every person
who is involved in the process understand it in its
entirety and focus on its outcome
• Consequences
– frees people from administrative hassles
– Jobs become bigger and more complex
– changes the boundaries of traditional jobs
12. From worker to professional
• Worker - does what he
is told
– Boss
– Activity
– Task
• Success depends on
– Pleasing the boss
– Keep doing your task
to keep the activity
levels up
• Professional - does
what it takes
– Customer
– Result
– Process
• Success depends on
– Knowledge
– Perspective
– Attitude
13. Addressing employee concerns
• Will I succeed in this new world of work?
– Success depends on knowledge, perspective & attitude
• What title will I have?
– titles that people have will describe their professions
rather than their ranks in some pecking order
• What sort of future can I expect?
– Instead of being promoted from one job to a more
senior one, your career is about personal growth, about
doing more and doing it better
14. From Manager to Process Owner
• A manager is someone who does the things that
workers cannot do for themselves
– In a process world the workers have the ability to work
without supervision
• The process owner owns the
– Design, documentation & training process performers
in its structure and conduct
• The process owner should be a guide and a
facilitator not boss
• The process owner must have a broad knowledge
of the process, an intuition of the needs of
customers
15. End of the Org Chart !
Who is your boss ?
• Who is your boss? In a process-centred organization there are five possible
answers.
• Perhaps the first person for the boss's title is the process owner. He or she
defines your work and specifies how it should be carried out. You may
have considerable latitude in execution, but at the end of the day he or she
designs the process.
• Your coach is also something of a boss. He or she is responsible for hiring
and firing you and for training and developing you. Counselling, raises,
etc are all delivered by your coach.
• When it comes to making operating decisions, you are your own boss..
• Team-mates are your bosses because their evaluations of you and your
performance are the most important. They're the closest to you, they know
when you're performing well and have a vested interest in informing you
when you're not.
• Finally, you could reply that the customer who ultimately pays your salary
is your boss. In the sense of setting your priorities and determining where
you should be directing your energy, the customer definitely has the most
clout.
16. Rethinking Strategy
• Intensification:
improving processes to
serve current customers
better
• Extention: using strong
processes to enter new
markets
• Augmentation:
expanding processes to
provide additional services
to current customers
• Conversion: taking a
process that you perform
well and performing it as a
service for other
companies
• Innovation: applying
processes that you
perform well to create and
deliver different goods or
services
• Diversification: creating
new processes to deliver
new goods or services
17. The corporate soul
• Open inquiry
– Can it accept unpleasant
news and reject
conventional wisdom? Does
politics rear its ugly head?
• Morale
– Do the employees believe
in the company or do they
suffer from corporate
cynicism?
• Humility
– Do people take their
success for granted? Do
they behave as if their past
triumphs guarantee the
future?
• Learning
– Are learning and
experimentation organized
disciplines in the company
or are they haphazard
practices?
• Sustainability
– Are these virtues the
creation of one individual
or are they an intrinsic part
of the organization? Will
they last of will they fade?
18. The design
• So process design must begin with the following questions
– What should the process really provide for its customers?
– How much are customers willing to pay for the result of the
process?
– How quickly do they need it?
– How much flexibility do they demand?
– What degree of precision is required?
• In addition to meeting customer requirements
– The design should meet the company's needs: for profitability,
return on assets, growth etc
19. • If I can tell you precisely what
to do, then I don’t need you to
do it. I can tell a machine to do
it, and the machine is cheaper
and doesn’t need vacations