When it comes to B2B integration, organizations have a choice: Should you continue on the traditional route or consider modernizing via the cloud? Learn how to position B2B integration as a strategic asset for future growth -- while driving faster ROI:
https://ibm.biz/BdrrvD
The Road to B2B Modernization [Infographic]Lightwell
More and more organizations are making the choice to invest in B2B collaboration, with 38% of executives expecting to make significant change with their managed services within the next three years. While B2B Modernization is no game, it requires the same strategic decision making that leads to success.
The document discusses the role of the Chief Operations Officer (COO) in an enterprise organization. It describes the COO as the CEO's problem solver who focuses on daily operations, optimizing performance, and managing risk. The COO owns the business model and vision and is responsible for implementing transformational projects. Typical COO backgrounds include operations director or finance director, and they tend to be senior members of the executive team. The COO manages a team of directors and is responsible for objectives like reducing costs, increasing efficiency, and supporting growth opportunities.
Greenlight is facing environmental and reputational issues that are resulting in penalties. They are considering two options to address this: investing internally to build similar sustainability capabilities, or purchasing RubberUp, a sustainable rubber company. PwC can help with valuation services, tax implications, financial analysis, and consulting on sustainability, operations and risk management. Purchasing RubberUp would cost $4.45 million but provide quick action, an established reputation in sustainability, and increase Greenlight's core competitive abilities.
I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
When it comes to B2B integration, organizations have a choice: Should you continue on the traditional route or consider modernizing via the cloud? Learn how to position B2B integration as a strategic asset for future growth -- while driving faster ROI:
https://ibm.biz/BdrrvD
The Road to B2B Modernization [Infographic]Lightwell
More and more organizations are making the choice to invest in B2B collaboration, with 38% of executives expecting to make significant change with their managed services within the next three years. While B2B Modernization is no game, it requires the same strategic decision making that leads to success.
The document discusses the role of the Chief Operations Officer (COO) in an enterprise organization. It describes the COO as the CEO's problem solver who focuses on daily operations, optimizing performance, and managing risk. The COO owns the business model and vision and is responsible for implementing transformational projects. Typical COO backgrounds include operations director or finance director, and they tend to be senior members of the executive team. The COO manages a team of directors and is responsible for objectives like reducing costs, increasing efficiency, and supporting growth opportunities.
Greenlight is facing environmental and reputational issues that are resulting in penalties. They are considering two options to address this: investing internally to build similar sustainability capabilities, or purchasing RubberUp, a sustainable rubber company. PwC can help with valuation services, tax implications, financial analysis, and consulting on sustainability, operations and risk management. Purchasing RubberUp would cost $4.45 million but provide quick action, an established reputation in sustainability, and increase Greenlight's core competitive abilities.
I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
10 Commandments for Lean in Government (and Beyond)KaiNexus
Harry Kenworthy presented a webinar on applying Lean principles in government. He outlined 10 "commandments" for Lean in government, including understanding customer needs, setting challenge goals, continuous improvement, learning to see processes in detail, benchmarking, and developing great leaders. Kenworthy emphasized that culture change is key to Lean success and leaders must develop a culture of continuous improvement. He also discussed Lean tools like 5S, visual management, and PDCA problem solving. The webinar provided an overview of Lean and how its principles can help reduce waste and improve services for government agencies and beyond.
The Outstanding Organization Introduction & Chapter 1TKMG, Inc.
This is the Introduction & Chapter 1 for the Shingo Award-winning The Outstanding Organization. The book addresses the 4 fundamental organizational behaviors required for outstanding performance: clarity, focus, discipline, and engagement. For more information, visit http://www.ksmartin.com/TOO.
Technical Excellence: Why does it not stick even now?Antti Kirjavainen
Technical excellence, meaning e.g. quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment, is the pre-requisite of sustainable software development. Sustainability of software development is essential for improving the Return On Investment and extending the life cycle of software products and services.
In my talk I will explain why the majority of organizations is still not making effective management decisions to ensure they get technical excellence.
I will argue that technical excellence is impossible to buy from a software vendor and impossible to enforce in contractual terms.
The other side to this subject is my second argument: the only way to ensure technical excellence is to have a skilled and motivated team that takes responsible of it, and giving that team the responsibility and means to ensure technical excellence
I will go over my personal experiences relating to management decisions regarding technical excellence and illustrate the thinking that is behind the ineffective decision-making related to technical excellence.
In conclusion, I will describe what kind of change of mindset is required for making effective management decisions regarding technical excellence.
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
A consultant offers services to help companies improve productivity through developing and executing a productivity improvement plan. The consultant will teach employees basic tools for identifying waste and provide project management and reporting. Services include assistance with management policies and procedures, materials management, quality systems, new product introductions, international business, vendor/customer management, human resources functions like organizational development, health and safety, labor relations, and manufacturing processes like process flow, quality control, and maintenance. The consultant can also help with productivity improvements through methods like 5S, JIT, lean, kaizen, and lot size analysis.
Presented by Deondra Wardelle
President & CEO, "Kata Geek"
The webinar will cover:
1) Introduction to Kata – define Kata and explain the Improvement Kata steps and include industry-examples of Kata in practice. This session of the webinar will be designed for people who are curious about Kata, just started their Kata journey, and/or may have been 1st-time attendees at the recent KataCon from Lean Frontiers.
2) Kata Community – share Coaching Kata best practices, tips, and tricks I’ve picked up from other Kata Geeks.
3) Kata in the Community – provide examples of how the Improvement Kata can be used for non-manufacturing processes.
A straight forward and repeatable approach to creating Enterprise Agility by Connecting Strategy to Execution through the use of Facilitated Articulation, A3 Planning, Kanban Project Management, and Agile technology development. The approach results in alignment and drives effective change management.
On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day – led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.
Traditional annual budgets are becoming obsolete due to rapidly changing business environments. Rolling forecasts that are updated regularly provide a more accurate picture of business performance. They extend beyond the fiscal year and cover a standard number of periods. Implementing a rolling forecast requires focusing on key business drivers, enabling rapid forecast creation, blending actual performance with updated forecasts, ensuring cultural buy-in, and providing technology support. Rolling forecasts allow for more frequent resource allocation and back-testing accuracy compared to traditional annual budgets.
The document discusses overcoming obstacles to sustained innovation. The three main obstacles are: 1) Fostering a culture of innovation, 2) Establishing a continuous innovation process, and 3) Properly measuring and managing innovation outcomes. It provides strategies for overcoming each obstacle, such as creating an engaging culture, running continuous crowdsourcing challenges, and tracking ideas from conception to market. The overall message is that addressing all aspects from culture to measurement is needed to achieve sustained innovation impact.
Many organisations struggle with managing more than one change initiative. This presentation provides insights from research and practice in leading organisations in Australia.
This presentation was delivered at the October 2014 Change Management conference in Canberra, Australia.
The Why, How and What of Continuous Improvement v2KaiNexus
A webinar presented by Jeff Roussel of KaiNexus
In this webinar you will learn:
Four aspects of great lean leadership
Four common themes of great lean processes
Five problems that CI technology solves
Five focus areas to build a world class lean organization
Business Review Presentation | PowerPoint ThemeSlideUpLift
Download this Business Review Presentation- https://bit.ly/3piF6NK
The main purpose of a business review is not just to examine what you have achieved and what’s outstanding. Instead, business review revolves around the business, the steps that should be taken to increase its growth, understand the business's potential, opportunities, areas it can target, and the goals it can reach.
Our business review deck presentation templates are a set of templates for your business review, business analysis, business report, or business updates which will let you jump-start with your business.
This business review deck template contains a set of 100% editable professionally planned slides that sustain a uniform look & feel and include all data visualization tools and lets you present your business review in a visually appealing manner.
The document provides an overview of Objectives and Key Results (OKRs), including:
- OKRs are goal-setting frameworks used by large, fast-growing companies consisting of objectives (what to achieve) and key results (how to measure achievement).
- OKRs originated from concepts like management by objectives and SMART goals, and were popularized by companies like Intel and Google.
- Effective OKRs are focused, align teams/goals, have commitment to tracking results, and stretch goals. Regular check-ins help with transparency and progress.
- The document outlines best practices for writing OKRs and implementing them in organizations through quarterly and annual goal-setting.
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
Michael S. McCalla presents an outcome measurement model for assessing agile adoption. The model focuses on measuring strategic objectives and tactical goals at the enterprise, unit, program, team and individual levels. Self-assessments are an important part of the model to gather feedback on agile practices and identify areas for improvement. The desired outcome of agile adoption should be clear and measurable. Both leading and lagging metrics should be tracked to evaluate progress towards outcomes. The model is demonstrated through a case study of a financial services company aiming to improve customer satisfaction through agile.
1. A study of over 200 companies over 10 years found that those who consistently followed a formula of focusing on 4 key factors (strategy, execution, culture, structure) and 2 secondary factors had a 90% chance of sustained business success.
2. The 4 key factors are having a clear strategy, flawless operational execution, a performance-oriented culture, and a flexible and efficient organizational structure.
3. The secondary factors that contributed to success were talent management, innovation, strong leadership, and effective mergers and acquisitions.
Is your consulting spend aligned with your strategy?Helene LAFFITTE
This document discusses how to ensure consulting spend is aligned with company strategy. It identifies common mistakes like overusing, underusing or using consulting on the wrong projects. It recommends reviewing past 12 months of consulting projects to determine which directly supported strategy. Strategic projects directly advance long-term vision or enable other strategic work. Non-strategic projects should be evaluated for necessity. The document also suggests defining a consulting strategy by mapping activities to clusters and priorities to ensure sequencing is optimal and resources are reinforcing strategic goals.
This document discusses different software process models and provides an overview of agile software development. It covers the waterfall model, incremental development, and reuse-oriented engineering as traditional models. For agile, it outlines the agile manifesto, 12 agile principles, and different agile frameworks under the agile umbrella including Scrum, Kanban, Extreme Programming, Lean, and Feature-Driven Development. It concludes with common FAQs about agile.
DOES16 San Francisco - Gene Kim & John Willis - Beyond the Phoenix ProjectGene Kim
Beyond the Phoenix Project - a conversation with Gene Kim and John Willis
John Willis, Director of Ecosystem Development, Docker
Gene Kim, author, researcher, and founder of IT Revolution
A fireside chat - looking beyond "The Phoenix Project."
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
The document provides advice for establishing an effective project management office (PMO) based on the author's experience. It recommends hiring a professional to assess existing capabilities rather than doing it yourself, following a long-term roadmap focused on functionality, leveraging prior experience in building the PMO rather than reinventing processes, and defining value based on stakeholder needs to continuously improve the PMO through simple, incremental changes.
contaminación ambiental que se produce por la tecnología Mariana Torero
La contaminación ambiental causada por los desechos tecnológicos está aumentando debido a la falta de conocimiento sobre el reciclaje adecuado de estos artefactos. Como resultado, las personas arrojan sus desechos electrónicos a los vertederos comunes, contaminando ríos y el medio ambiente y afectando la calidad de vida. Se necesitan soluciones como educar a las personas sobre el reciclaje responsable, promover que las empresas se hagan cargo del reciclaje de sus propios productos y aplicar políticas que incentiven el diseño de
10 Commandments for Lean in Government (and Beyond)KaiNexus
Harry Kenworthy presented a webinar on applying Lean principles in government. He outlined 10 "commandments" for Lean in government, including understanding customer needs, setting challenge goals, continuous improvement, learning to see processes in detail, benchmarking, and developing great leaders. Kenworthy emphasized that culture change is key to Lean success and leaders must develop a culture of continuous improvement. He also discussed Lean tools like 5S, visual management, and PDCA problem solving. The webinar provided an overview of Lean and how its principles can help reduce waste and improve services for government agencies and beyond.
The Outstanding Organization Introduction & Chapter 1TKMG, Inc.
This is the Introduction & Chapter 1 for the Shingo Award-winning The Outstanding Organization. The book addresses the 4 fundamental organizational behaviors required for outstanding performance: clarity, focus, discipline, and engagement. For more information, visit http://www.ksmartin.com/TOO.
Technical Excellence: Why does it not stick even now?Antti Kirjavainen
Technical excellence, meaning e.g. quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment, is the pre-requisite of sustainable software development. Sustainability of software development is essential for improving the Return On Investment and extending the life cycle of software products and services.
In my talk I will explain why the majority of organizations is still not making effective management decisions to ensure they get technical excellence.
I will argue that technical excellence is impossible to buy from a software vendor and impossible to enforce in contractual terms.
The other side to this subject is my second argument: the only way to ensure technical excellence is to have a skilled and motivated team that takes responsible of it, and giving that team the responsibility and means to ensure technical excellence
I will go over my personal experiences relating to management decisions regarding technical excellence and illustrate the thinking that is behind the ineffective decision-making related to technical excellence.
In conclusion, I will describe what kind of change of mindset is required for making effective management decisions regarding technical excellence.
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
A consultant offers services to help companies improve productivity through developing and executing a productivity improvement plan. The consultant will teach employees basic tools for identifying waste and provide project management and reporting. Services include assistance with management policies and procedures, materials management, quality systems, new product introductions, international business, vendor/customer management, human resources functions like organizational development, health and safety, labor relations, and manufacturing processes like process flow, quality control, and maintenance. The consultant can also help with productivity improvements through methods like 5S, JIT, lean, kaizen, and lot size analysis.
Presented by Deondra Wardelle
President & CEO, "Kata Geek"
The webinar will cover:
1) Introduction to Kata – define Kata and explain the Improvement Kata steps and include industry-examples of Kata in practice. This session of the webinar will be designed for people who are curious about Kata, just started their Kata journey, and/or may have been 1st-time attendees at the recent KataCon from Lean Frontiers.
2) Kata Community – share Coaching Kata best practices, tips, and tricks I’ve picked up from other Kata Geeks.
3) Kata in the Community – provide examples of how the Improvement Kata can be used for non-manufacturing processes.
A straight forward and repeatable approach to creating Enterprise Agility by Connecting Strategy to Execution through the use of Facilitated Articulation, A3 Planning, Kanban Project Management, and Agile technology development. The approach results in alignment and drives effective change management.
On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day – led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.
Traditional annual budgets are becoming obsolete due to rapidly changing business environments. Rolling forecasts that are updated regularly provide a more accurate picture of business performance. They extend beyond the fiscal year and cover a standard number of periods. Implementing a rolling forecast requires focusing on key business drivers, enabling rapid forecast creation, blending actual performance with updated forecasts, ensuring cultural buy-in, and providing technology support. Rolling forecasts allow for more frequent resource allocation and back-testing accuracy compared to traditional annual budgets.
The document discusses overcoming obstacles to sustained innovation. The three main obstacles are: 1) Fostering a culture of innovation, 2) Establishing a continuous innovation process, and 3) Properly measuring and managing innovation outcomes. It provides strategies for overcoming each obstacle, such as creating an engaging culture, running continuous crowdsourcing challenges, and tracking ideas from conception to market. The overall message is that addressing all aspects from culture to measurement is needed to achieve sustained innovation impact.
Many organisations struggle with managing more than one change initiative. This presentation provides insights from research and practice in leading organisations in Australia.
This presentation was delivered at the October 2014 Change Management conference in Canberra, Australia.
The Why, How and What of Continuous Improvement v2KaiNexus
A webinar presented by Jeff Roussel of KaiNexus
In this webinar you will learn:
Four aspects of great lean leadership
Four common themes of great lean processes
Five problems that CI technology solves
Five focus areas to build a world class lean organization
Business Review Presentation | PowerPoint ThemeSlideUpLift
Download this Business Review Presentation- https://bit.ly/3piF6NK
The main purpose of a business review is not just to examine what you have achieved and what’s outstanding. Instead, business review revolves around the business, the steps that should be taken to increase its growth, understand the business's potential, opportunities, areas it can target, and the goals it can reach.
Our business review deck presentation templates are a set of templates for your business review, business analysis, business report, or business updates which will let you jump-start with your business.
This business review deck template contains a set of 100% editable professionally planned slides that sustain a uniform look & feel and include all data visualization tools and lets you present your business review in a visually appealing manner.
The document provides an overview of Objectives and Key Results (OKRs), including:
- OKRs are goal-setting frameworks used by large, fast-growing companies consisting of objectives (what to achieve) and key results (how to measure achievement).
- OKRs originated from concepts like management by objectives and SMART goals, and were popularized by companies like Intel and Google.
- Effective OKRs are focused, align teams/goals, have commitment to tracking results, and stretch goals. Regular check-ins help with transparency and progress.
- The document outlines best practices for writing OKRs and implementing them in organizations through quarterly and annual goal-setting.
An Outcome Measurement Model: Is your Agile Adoption Moving the Needle?Cprime
Michael S. McCalla presents an outcome measurement model for assessing agile adoption. The model focuses on measuring strategic objectives and tactical goals at the enterprise, unit, program, team and individual levels. Self-assessments are an important part of the model to gather feedback on agile practices and identify areas for improvement. The desired outcome of agile adoption should be clear and measurable. Both leading and lagging metrics should be tracked to evaluate progress towards outcomes. The model is demonstrated through a case study of a financial services company aiming to improve customer satisfaction through agile.
1. A study of over 200 companies over 10 years found that those who consistently followed a formula of focusing on 4 key factors (strategy, execution, culture, structure) and 2 secondary factors had a 90% chance of sustained business success.
2. The 4 key factors are having a clear strategy, flawless operational execution, a performance-oriented culture, and a flexible and efficient organizational structure.
3. The secondary factors that contributed to success were talent management, innovation, strong leadership, and effective mergers and acquisitions.
Is your consulting spend aligned with your strategy?Helene LAFFITTE
This document discusses how to ensure consulting spend is aligned with company strategy. It identifies common mistakes like overusing, underusing or using consulting on the wrong projects. It recommends reviewing past 12 months of consulting projects to determine which directly supported strategy. Strategic projects directly advance long-term vision or enable other strategic work. Non-strategic projects should be evaluated for necessity. The document also suggests defining a consulting strategy by mapping activities to clusters and priorities to ensure sequencing is optimal and resources are reinforcing strategic goals.
This document discusses different software process models and provides an overview of agile software development. It covers the waterfall model, incremental development, and reuse-oriented engineering as traditional models. For agile, it outlines the agile manifesto, 12 agile principles, and different agile frameworks under the agile umbrella including Scrum, Kanban, Extreme Programming, Lean, and Feature-Driven Development. It concludes with common FAQs about agile.
DOES16 San Francisco - Gene Kim & John Willis - Beyond the Phoenix ProjectGene Kim
Beyond the Phoenix Project - a conversation with Gene Kim and John Willis
John Willis, Director of Ecosystem Development, Docker
Gene Kim, author, researcher, and founder of IT Revolution
A fireside chat - looking beyond "The Phoenix Project."
What are the differences between KPI and OKR frameworks?
OKRs identifies the main objective as well as the key results — the framework and the way to get there. To achieve the objectives identified with OKR, teams must establish measurable actions to take in order to achieve high-level goals. OKRs are often highly ambitious and are designed to align and push the company into full-gear as a cohesive unit, but also give individual contributors autonomy, which encourages innovation on the road to goal achievement.
The document provides advice for establishing an effective project management office (PMO) based on the author's experience. It recommends hiring a professional to assess existing capabilities rather than doing it yourself, following a long-term roadmap focused on functionality, leveraging prior experience in building the PMO rather than reinventing processes, and defining value based on stakeholder needs to continuously improve the PMO through simple, incremental changes.
contaminación ambiental que se produce por la tecnología Mariana Torero
La contaminación ambiental causada por los desechos tecnológicos está aumentando debido a la falta de conocimiento sobre el reciclaje adecuado de estos artefactos. Como resultado, las personas arrojan sus desechos electrónicos a los vertederos comunes, contaminando ríos y el medio ambiente y afectando la calidad de vida. Se necesitan soluciones como educar a las personas sobre el reciclaje responsable, promover que las empresas se hagan cargo del reciclaje de sus propios productos y aplicar políticas que incentiven el diseño de
Stethoscope, by itself, is really a broadly recognized medical instrument that's worn round the necks of doctors.
Hearing the patient’s lung area via a stethoscope can be challenging and challenging, even when you're in the very best conditions.
But, with frequent practice, you are able to hone your hearing capability to perfectly pay attention to the lungs’ sounds.
Dalia, a 10-year-old girl, suffocated and died in a cupboard in 1918 while hiding from her schizophrenic mother who had just murdered Dalia's father. In 1940, another girl named Cynthia moves into the house and begins playing with Dalia's ghost, who traps and suffocates Cynthia in the same cupboard. In 2015, a third girl named Jessie moves into the house and is lured by Dalia and Cynthia's ghosts to play, putting her in danger of also being suffocated.
Friday saw another rise in the price of gold, a 16 per cent rise since the year began. However, with rising prices, the market has also slipped into a historically high discount for physical
delivery. In the past two days, a discount of $30 an ounce or higher (Rs 680-700 per 10g) was quoted. In Ahmadabad on Friday, it was $32.5 an oz, by NCDEX poll data.
Manuel Pereira is seeking a senior position in supply chain management where he can utilize over 22 years of experience in inventory management, materials planning, and store operations. He has a proven track record of introducing systems to optimize inventory levels and storage facilities. Pereira is proficient in ERP systems like Oracle and Tally, and looks to leverage his strong communication and team leadership skills.
The document contains existing and proposed views of a site from College Avenue, north of Lindo Paseo. The existing view looks north along the project site. The proposed view also looks north along the project site but shows what is planned after project completion.
Sr. officer Stores having extensive 22yrs of experience in Handling various supply chain management and material handling techniques, controlling inventory , Material Planning, Materials Accountability i.e., receiving, stocking and issuing. Focused on continual process improvement and cost reduction. Stock Taking ,stock Replenishment. Known for having excellent time management, communication and customer handling skills. Worked under Tally 9 & Presently Oracle platform system.
The document discusses audience demographics for three films - The Dark Knight, Shutter Island, and Spectre - based on similar, previous films. For The Dark Knight, the audience was primarily young males aged 15-34 based on data from Batman Begins. For Shutter Island, the audience was likely varied in age but primarily male, around 62%, based on data from The Departed. For Spectre, the audience was predicted to be those aged 15 and up, from socioeconomic classes AB and C, based on data from the previous James Bond film Skyfall.
Dokumen ini membahas tentang masa nifas atau masa post partum, yang merupakan masa setelah bayi dilahirkan dan plasenta keluar sampai 6 minggu berikutnya. Masa ini ditandai dengan pemulihan organ reproduksi ibu dan penyembuhan luka melahirkan. Dokumen ini juga menjelaskan tujuan asuhan masa nifas untuk menjaga kesehatan ibu dan bayi, melakukan skrining, memberikan edukasi, dan pelayanan keluarga ber
Inspired by the memories of the vacation of pacific island this series will give you everything you need to relax in comfort and luxury
Check us out: https://www.gooddegg.com
The document describes a program called "Driving Innovation" which is designed to help businesses increase the rate and value of their innovation efforts. The 12-month program embeds agile principles and establishes world-leading innovation disciplines. It delivers up to 200 hours of in-business support for $40,000, with 50% funding provided by Callaghan Innovation. The program involves four phases - Discovery, Challenge, Consolidate, and Integrate - to benchmark practices, challenge the status quo, institutionalize new practices, and create ongoing engagement opportunities.
The 9 secrets of successful customer feedback and action programsGenroe
Ever wondered how successful customer feedback and action programs differ from unsuccessful programs? We did. So we asked 80 organizations, operating at various levels of success, what they were doing.
ICC dan KIK - keperluan dan perlaksanaan dalam organisasiParman Ambo
This document discusses continuous improvement (CI) in businesses. It provides an overview of CI, including that it typically occurs incrementally over long periods rather than through sudden changes. CI can begin on a small scale in one team or department and expand across the business. The document also discusses implementing a CI mindset and using a Plan-Do-Check-Act model. It provides examples of applying CI to positive, negative, and neutral areas of a business. Finally, it discusses Prasarana's use of innovative convention competitions (ICCs) to promote innovation and CI among its staff.
thinkBIG 2015: Insights into the challenges and opportunities facing Australian SMEs.
Small and medium-sized enterprises (SMEs) continue to face a myriad of challenges in the current business environment and this is unlikely to change in the near future. Disruptive technologies and innovation are accelerating the need for change and are having a profound impact on many traditional business models and their revenue streams. To compete effectively, businesses must adapt and evolve quickly to respond to what is becoming the new “norm”.
Operationally this is being made easier by digital technologies such as customer relationship management (CRM) systems and other business intelligence (BI) systems that let businesses get a clearer view of who their customers are and how to target them. However, culturally, this requires a significant shift in thinking.
Competition for customers and share of wallet is intensifying and now, more than ever, business owners need to be better connected to customers with a real focus on sales planning as part of their overall business strategy.
Despite official interest rates hitting a historical low, consumer sentiment and spending remain subdued. Business owners are also feeling the pinch from a tightened cash cycle.
RSM Bird Cameron’s latest thinkBIG report found that 74% of SMEs consider their business to be successful. Many SMEs also stated that they expect their business to grow in the next 12 months. However, owners are cautiously optimistic about the medium-term prospects for their business. The red flag here is the readiness and capability of business owners to reposition their business to handle the challenges and take advantage of future opportunities.
RSM Bird Cameron has provided advice and support to Australian SMEs for more than 90 years. Trusted advisors work with business owners through all phases of the business from start-up and expansion to wealth management and succession or exit planning.
2015 marks the 10th year that RSM Bird Cameron has conducted its thinkBIG study where we spoke to close to 500 business owners, from startups to medium-sized businesses and companies that have survived several generations.
thinkBIG measures the pulse of the Australian SME sector, benchmarking business confidence and identifying the attitudes of owners towards wealth creation, retirement and succession planning.
The report has been structured around five areas: business growth and profitability, business planning, exit planning, superannuation planning and future trends.
Peter Sirman from PA Consulting chaired the 2015 PEX conference. Here are four burning questions we hear from our clients and our point of view on how to fix them.
The document discusses policy deployment as a process for aligning strategy execution across an organization. It begins by explaining the importance of strategy and outlines the policy deployment process. This includes developing objectives at each level of the organization from corporate down to individual employee objectives. Projects are then selected and prioritized to achieve the objectives. Progress is monitored using metrics in a policy deployment matrix to ensure the strategy is executed successfully.
Changing Behaviours For Better Performance GuideDotYou
The document describes a business owner's experience with the Wakefield Business Support Programme. It helped the owner in several ways:
1) Through an Enterprise Development Grant and business mentoring, the Programme provided both financial and advisory support that helped the owner establish and grow their business.
2) The mentoring helped with creating a business plan and providing business insights and knowledge to other enterprises.
3) As a result of the extensive and high-quality support, the owner's business has been able to grow at a much faster pace than would have been possible without the Programme's assistance.
The document discusses operational excellence and business strategies. It recommends adopting a three pillar approach of capital effectiveness, asset productivity, and operations risk management. It promotes the use of six sigma methodologies to drive financial benefits, improve processes, and increase customer satisfaction. Finally, it proposes initiating operational excellence efforts at the company by setting up a team to identify improvement opportunities and complete projects in a phased manner over several months.
The document discusses operational excellence and outlines key principles for achieving it. It emphasizes making difficult choices based on available information, taking action even with uncertainty, and adjusting strategies through learning. It also stresses the importance of developing a differentiated strategy and cites examples where companies succeeded by focusing on new competitive dimensions rather than competing on existing terms. Overall the document provides a framework for operational excellence through strategic management, Six Sigma methodology, and setting up a measurement system to track performance and drive continuous improvement.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
This document defines key quality management terms and concepts. It discusses definitions of quality, dimensions of quality, quality planning, quality costs, total quality management (TQM), strategic planning, barriers to TQM, the role of senior management, quality councils, and the six basic concepts of TQM. Key terms defined include continuous improvement, prevention costs, appraisal costs, internal failure costs, external failure costs, activity based costing, trend analysis, Pareto analysis, vision statements, mission statements, and quality policies.
Leadership Champions combines research, strategy, and employee engagement tool sets ideally suited to Tier 1-3 specialist Contractors operating in the Global Transport Sector.
Our business winning approach helps teams quickly gain a deep understanding of the changing nature of construction, collaboration (BS11000) and sustainability (BS8903).
We often work with Institutions globally, regionally, and locally, and share insight across a range of sectors, government departments, learning and research environments, and of course Transport environments.
As renowned thought leaders in business strategy execution working, Leadership Champions continues to develop solutions that generate real business value.
If you would like to know more about our work, contact us by email - hello@leadership-champions.com
Pearson principles of business implementing strategy lecture 2moduledesign
This document outlines Kotter's 8 steps for implementing strategy and developing a balanced scorecard. The 8 steps are: create urgency, form a guiding coalition, create a vision, communicate the vision, remove obstacles, create short-term wins, build on initial successes, and anchor changes in corporate culture. It also provides an example of a balanced scorecard for a transportation company, with financial, customer, internal process, and learning/growth objectives. The company's mission is to be the personal transportation brand of choice by making outstanding products.
Although Big Data is changing enterprise data architecture models, support for Big Data extends beyond the walls of IT. The most successful companies are focused on building strong business cases for Big Data to drive support, adoption and funding though the enterprise.
This webinar investigated the two perspectives in constructing a business case for Big Data as well as how to create a compelling business case for Big Data success.
During this webinar, we covered:
-Challenges Creating Business Cases for Big Data
-Two perspectives for building Big Data business-cases
-Building the business-focused case and getting to monetized benefits
-Fortifying your business case with IT-benefits
The document summarizes a leadership development program called "Unlocking Potential" delivered through a partnership between Heinz and Pilat Consulting. It discusses the design of the program which includes 360-degree feedback, a 3-day workshop, and follow-up sessions. It provides examples of how several Heinz leaders applied lessons from the program to drive business results, yielding an estimated total return on investment of over £1 million. The program is credited with shifting leadership behaviors and driving cultural evolution at Heinz.
Achieving Optimal Results Consulting LLC provides Lean Six Sigma consulting services to help organizations improve processes and drive continuous improvement. The company works to identify waste and inefficiencies, develop corrective strategies, and provide valuable assistance to clients' CI initiatives. Achieving Optimal Results Consulting LLC founder Don Gooden has over 40 years of manufacturing experience and Lean Six Sigma certifications.
It May be Time to Reinvent Your Firm - CPAFMA National Practice Management Co...Tom Hood, CPA,CITP,CGMA
The document discusses the need for CPA firms to reinvent themselves through innovation. It notes that while most firms see the need for innovation, few have identified clear innovation priorities or developed an innovative culture. The document provides strategies for firms to develop an innovation mindset, including understanding trends, prioritizing innovation initiatives, and cultivating skills like strategic thinking. It emphasizes that innovation must be a firm-wide, continuous effort to develop new offerings that create value for both existing and new clients.
Make Every Touchpoint Count: How to Drive Revenue in an Increasingly Online W...Optimizely
Chris Stein is a lead consultant who helps enterprises determine ROI forecasts, pricing strategies, timelines, and resource needs. He has experience as a product manager for fintech SaaS solutions and has managed core product development. Some of his past roles include leading BPO and change management projects, spearheading agile project management processes, and inspiring customers to build experimentation as a strategic part of their business at Optimizely. Chris provides strategic consulting in digital experience optimization, program structures, and experiment-driven product development for enterprise customers.
Pillars of productivity redux final -photoRon Luken
There are essential elements to improving productivity that are not techniques to do so. This is the first of three articles to describe those "pillars".
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
Complete Self-write Restaurant Business Plan Guide for Entrepreneurs
Productivity Master Class
1. The Top Ten Secrets of the World's Most
Efficient Manufacturers
Presented by
Keith Findlay
2. Part of Consulting
About us
• Keith Findlay and Productivity Leaders
• Companies that have benefited
• Values of success
• Pain Points Questionnaire
3. Part of Consulting
Value of Success
• £6.9m savings within the automotive industry
• £130k savings within the supply chain industry
• Increase in utilisation of 25% in the supply chain industry
• 24% increase in performance in the drinks industry
• 83% increase in availability within the food/ingredient industry
• £287k savings within the medical & healthcare industry
• 12% increase in yield in the FMCG industry
5. Part of Consulting
What’s in the Room?
99% of what we’re about to go through and discuss is
already known by the people in this room
6. Part of Consulting
Nicholas Chapman – Office of the Chief Economic Adviser
First estimates for 2014 suggest that output per hour in the UK was 20 percentage points
below the average for the rest of the major G7 advanced economies, the widest productivity
gap since comparable estimates began in 1991”“
US
Canada
Japan
France
Germany
UK
Italy
9. Part of Consulting
Leading Global Brands – Top 10 Secrets
Quite simply – Invest, belief, energy and commitment
Plus having a company vision that incorporates
a sound business/manufacturing strategy that
is embedded into the culture of the company.
10. Part of Consulting
What do they all have in common?
THEY ALL HAVE A PLAN WHICH SEE THEM THROUGH THE FOLLOWING FEW
YEARS
SOME COMPANIES HAVE CHOSEN TO CALL THIS THEIR 20/20 VISION OR MORE
APPROPRIATELY,
HAVING A PLAN TO SEE THE BUSINESS THROUGH TO THE YEAR 2020
11. Part of Consulting
Manufacturing Systems
The list of systems, philosophies, theories and practices is
quite extensive.
Some of these, or all, can be implemented.
Any of these, if applied with the correct mind-set, can deliver
the results that you planned
12. Part of Consulting
Dispel some Myths
• It is natural for people to feel defensive towards any system that
claims it can improve their work
• They take the subtext of a new process improvement initiative as an
accusation that they are working poorly
• While natural, this defensive instinct, when taken to the extreme, can
prevent us from developing our skills and making meaningful progress
• The purpose is to provide everyone in the organisation with an
opportunity to better themselves and achieve greater success as a
team
13. Part of Consulting
#1
Have the commitment to stick
with what you set out to do
If you had time to decide this was the plan then have the time to believe in it
and let it grow/develop
14. Part of Consulting
#2
Believe that it will not go as well
as planned but don’t be swayed
by this result
There are always ups and downs in any project delivery. Just because a
programme is simple doesn’t omit it from being susceptible to problems
15. Part of Consulting
#3
Have realism about what will be
accomplished but energise your
team for more
Your energy is key to your teams success. Set targets that are achievable but
with effort, and motivate your team to deliver more
16. Part of Consulting
#4
Be committed to the
programme, be visible and show
your involvement
If the workforce see you are involved, then they will believe too
17. Part of Consulting
#5
When it doesn’t go to plan
(and it won’t!)
commit to problem solving as a
way to recover
This will empower your people to be accountable and responsible for the
outcome, both good and bad
18. Part of Consulting
#6
Celebrate your successes when
they happen
At each milestone of achievement get the teams who were involved and
celebrate with them. Invest in Reward and Recognition. It goes a long way to
sustaining a programme.
This doesn’t need to involve payments of any kind either
19. Part of Consulting
#7
Commit to the Standard
– start as you mean to go on
If you enforce this, then this will become custom.
A habit exists after at least 21 occurrences of doing it repeatedly
– make it a habit
20. Part of Consulting
Standards are a baseline for measuring
change
This change cannot take place without
creativity
Standards stimulate innovation
21. Part of Consulting
#8
Visually promote the message –
advertise your intentions
Never under estimate the power of visual reminders. It begins at saturation till
adopted, then it tapers to memory joggers. People need reminding more than
they need to be told! Invest in it
22. Part of Consulting
#9
Know that this will need financial
investment of some kind
Endeavour to release the funds to complete tasks in a timely manner.
Momentum is everything
23. Part of Consulting
#10
Be committed to the plan, believe
that it will come to fruition, have
the energy to see it through and
invest both financially and
emotionally in making it happen
It is following this maxim that turns ‘Good’ to ‘Great’
24. Part of Consulting
Pain Points of Manufacturing
• Sectors in the room
Logistics Construction
Manufacturing Automotive
Packaging Engineering
Food and Drink Printing
Chemicals Carpets and Upholstery
Control Systems Modular
25. Part of Consulting
Statistics Even though
there are 12
different sectors
within the room
the issues
affecting
Productivity are
similar and
shared
26. Part of Consulting
Case Studies
Some examples of how expertly delivered
projects can benefit the business
27. Part of Consulting
Sector
Automotive
Supply Chain
Food & Drink
Healthcare
Packaging
Printing
Revenue
£19.3 Billion
£141 Million
£246 Million
£27.8 Million
£3.5 Million
£23.5 Million
Headcount
27.9k
>1000
4.9k
>300
>50
>150
Project & Saving
Six Sigma – £6.9 Million. 2 Projects – Wheels and Demister
Utilisation - £130k. Material Flow and Staff Utilisation
Performance – 24% increase. Autonomous Maintenance
Waste Reduction - £287k Savings. Raw Material Profile and Generation
Waste Reduction - £15k Savings. Change Over and Machine Setup
5S & Visual Factory - £9.7k Saving. Workplace Layout and Organisation
Case Studies
28. Part of Consulting
• Lean Manufacturing – A full Manufacturing System overview
• Workplace Organisation – How to implement, Sustain and Audit
• BRC, ISO and Internal Management Systems
• Value Stream Management
• Change Management
Upcoming Events
29. Part of Consulting
• Full Lean Manufacturing Systems Implementation
• Individual Elements such as;
• 5S and Visual Factory
• Standardised Work Instructions
• Training
• Internal Auditing Standards (ISO, BRC, IMS)
• Total Professional Maintenance
• Capacity Analysis
• Value Stream Mapping
….. and many more
Services and Support