The document discusses strategic planning and process improvement. It emphasizes that achieving strategic objectives requires changing processes and cross-functional process improvement. It outlines identifying key processes to improve, assigning ownership, and agreeing to projects. It discusses a methodology for process improvement involving planning, analysis, implementation, and monitoring. The document promotes establishing a process improvement infrastructure with leadership, strategic plans, initiatives, and performance teams to systematically improve processes and results.
Resources Global Professionals is a publicly-traded global professional services firm that was founded in 1996 and provides project consulting, project support, and operational support services to large multinational companies. They partner with clients to plan and execute initiatives and support day-to-day operations using dedicated teams of experienced professionals across various functions and industries. The firm has over 3,000 professionals serving clients in 66 countries with an emphasis on customized solutions, knowledge transfer, and cost-effective consulting services.
Applying Global Benchmarking To Fm And Service Alan Masterton Aug 08alan masterton
1. The document discusses applying global benchmarks to facility management and services. It outlines identifying the need for change, applying appropriate benchmarks, and implementing improvement programs to achieve gains.
2. A case study of the University of Sydney is presented, where they aimed to achieve world-class service across various business units. Benchmarking identified performance gaps and potential $30-40m in productivity gains.
3. Sustaining gains requires structures, skills, measurement systems, and continuous improvement through ongoing benchmarking, target setting, and improvements.
Suh’dutsing Technologies provides management consulting services including strategy development, operations management, finance transformation, human resources, and back office operations. They specialize in areas such as business process improvement, Lean Six Sigma, and shared services advisory. The company is tribally owned and certified as an 8(a), SDB, HUBZone, and MBE business. It has headquarters in Cedar City, UT and additional offices in California, Washington DC, and Ohio.
Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
The document discusses supply chain mapping, including what a supply chain map is, how mapping can help businesses, and how to create a supply chain map. It provides an example of how two companies, Capital Equipment Inc. and Mare Technologies, collaborated to map their supply chain, identify inefficiencies, prioritize improvements, and implement changes that reduced lead times, work-in-process, and costs. The document also covers potential difficulties in supply chain collaboration and provides an activity for mapping the peanut butter supply chain of Ritz Peanut Butter Co.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
The document outlines a service improvement process that involves identifying opportunities for strategic continuous service improvement (CSI) initiatives, defining the initiatives and expected return on investment, delivering the initiatives, and realizing benefits. It also involves measuring and reporting on CSI service measures and priorities through executive dashboards. The process aims to embed a culture of CSI through actions like training, defining roles and responsibilities, implementing metrics and targets, and conducting surveys to monitor effectiveness over time. The goal is to realize cost, quality, and delivery improvements through a virtuous cycle of tactical, strategic, and operational CSI efforts.
Resources Global Professionals is a publicly-traded global professional services firm that was founded in 1996 and provides project consulting, project support, and operational support services to large multinational companies. They partner with clients to plan and execute initiatives and support day-to-day operations using dedicated teams of experienced professionals across various functions and industries. The firm has over 3,000 professionals serving clients in 66 countries with an emphasis on customized solutions, knowledge transfer, and cost-effective consulting services.
Applying Global Benchmarking To Fm And Service Alan Masterton Aug 08alan masterton
1. The document discusses applying global benchmarks to facility management and services. It outlines identifying the need for change, applying appropriate benchmarks, and implementing improvement programs to achieve gains.
2. A case study of the University of Sydney is presented, where they aimed to achieve world-class service across various business units. Benchmarking identified performance gaps and potential $30-40m in productivity gains.
3. Sustaining gains requires structures, skills, measurement systems, and continuous improvement through ongoing benchmarking, target setting, and improvements.
Suh’dutsing Technologies provides management consulting services including strategy development, operations management, finance transformation, human resources, and back office operations. They specialize in areas such as business process improvement, Lean Six Sigma, and shared services advisory. The company is tribally owned and certified as an 8(a), SDB, HUBZone, and MBE business. It has headquarters in Cedar City, UT and additional offices in California, Washington DC, and Ohio.
Speaking with facts tq & od project dimensions(1)Beth Perez
The document discusses project planning and management using total quality principles. It compares conventional consultant approaches to total quality approaches. Total quality approaches emphasize customer needs, client values, baseline variables, and long-term perspectives. They also focus on qualified clients, clear deliverables, empowering team members, and continually communicating and collaborating with clients to meet their needs and ensure project success.
The document discusses supply chain mapping, including what a supply chain map is, how mapping can help businesses, and how to create a supply chain map. It provides an example of how two companies, Capital Equipment Inc. and Mare Technologies, collaborated to map their supply chain, identify inefficiencies, prioritize improvements, and implement changes that reduced lead times, work-in-process, and costs. The document also covers potential difficulties in supply chain collaboration and provides an activity for mapping the peanut butter supply chain of Ritz Peanut Butter Co.
This document provides an overview of 4iiii and the tools they offer for businesses. It discusses how 4iiii helps businesses define goals and measure key performance indicators to analyze processes and improve profitability through their DMAIC methodology. The document includes an example information process flow chart and simple business process map to illustrate how 4iiii captures and relates different sources of data to produce meaningful management information for decision making.
The document outlines a service improvement process that involves identifying opportunities for strategic continuous service improvement (CSI) initiatives, defining the initiatives and expected return on investment, delivering the initiatives, and realizing benefits. It also involves measuring and reporting on CSI service measures and priorities through executive dashboards. The process aims to embed a culture of CSI through actions like training, defining roles and responsibilities, implementing metrics and targets, and conducting surveys to monitor effectiveness over time. The goal is to realize cost, quality, and delivery improvements through a virtuous cycle of tactical, strategic, and operational CSI efforts.
Business Solution Education - PEM Introduction_1.02ThomasThane
The document provides an overview of the main activities of Business Solution Education (BSE) related to Project and Education Management (PEM) across 6 stages: 1) Pre-project, 2) Starting up, 3) Preparing, 4) Defining, 5) Developing, and 6) Implementing. Key BSE activities include conducting a training needs analysis, developing training solutions, planning training, preparing and delivering training, and analyzing training results. The goal is to assess training needs based on new business solutions, develop appropriate training content and methods, and ensure trainings are successfully completed.
This document outlines a blueprint for building operational excellence through a systematic, step-by-step process. It involves aligning strategy, deploying a value stream approach to improvement, and implementing a rhythm of rapid improvement events to drive sustainable results. Key elements include leadership involvement, dedicated resources, engaging the workforce, and measuring progress to optimize processes from order to cash.
This document summarizes a presentation on business process improvement. It discusses managing knowledge as an asset using the Deming cycle of plan-do-check-act. The presentation recommends standardizing business terminology and processes to promote a consistent way of doing business across contracts. An example process for optimizing routine maintenance is outlined with key steps such as identifying defects, scheduling work, and reviewing productivity results.
The document discusses ITIL (IT Infrastructure Library), which is a framework that provides best practices for IT service management. It describes ITIL as documenting common sense practices for how other organizations manage their IT services. The framework consists of 5 books that describe processes, functions, roles and other best practices for service lifecycles, service design, service operations, and continual service improvement.
The document summarizes the key stages and focus areas of a business transformation process for a telecom company. The process involves conducting a business audit to identify improvement areas, developing focus processes to diagnose issues like organizational culture and management systems, rolling out solutions across the organization, and institutionalizing the changes. The business audit would analyze performance, strategy, culture, processes, operations, marketing, sales and customer satisfaction. Implementation requires forming cross-functional teams and a steering committee to guide the transformation work at all levels of the organization. The goal is to achieve sustainable strategic and cultural changes that improve business results.
I Process Framework Private Equity Portfolio CoRamesh_Krish123
The document discusses an approach for reviewing company portfolios to identify "quick win" opportunities. It involves a 4-6 week analysis of the current cost base to identify efficiency opportunities. Management then prioritizes the opportunities over 2-4 weeks based on return and feasibility. The prioritized opportunities are then planned and implemented to realize savings.
The manual contains an introduction to job evaluation, outlining what it is and its purpose. It also describes Descon Chemicals' job evaluation scheme, which uses 15 factors to evaluate jobs, including technical know-how, management know-how, and responsibility levels. Guidelines are provided for how to rate jobs on these factors and maintain the job evaluation program.
Chrysalis Performance is a business consulting firm formed in 2008 with 75 combined years of experience in operational performance improvement. They focus on delivering measurable business results for clients through mentoring, process improvements, organizational change management, and project/program management. Their expertise includes strategic consulting, sales and marketing support, credit management, HR and training, and business process development. They aim to help clients improve bottom line results through measurable operational enhancements.
Chrysalis Performance is a company formed in 2008 with a combined 75 years of experience in operational performance improvement. They focus on delivering measurable business results for their clients through core competencies like business mentoring, integrating process and people solutions, and planning and implementing organizational change. Their areas of expertise include strategic and operational coaching, organizational change, continuous improvement, sales and marketing support, credit management, procurement and supplies, and service quality assessment. Their goal is to be recognized for delivering measurable results to satisfy themselves and their clients that they are providing value.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
This document outlines a lean logistics operations process map to streamline processes, reduce inventory, and control supply chain networks. The process map details four phases - Plan, Do, Check, Act - to continuously improve customer satisfaction, reliability, supplier performance, and total logistics costs through strategic planning, tactical execution, performance monitoring, and root cause analysis. Key performance indicators are tracked to stabilize and sustain the lean supply chain long-term.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
The document describes a decision support tool called the Global Sourcing of Services (GSS) model that helps organizations determine effective sourcing strategies. The GSS model analyzes five environmental characteristics to identify the optimal sourcing mode - whether to outsource/keep in-house and onshore/offshore location. It then calculates the expected value and risk of each mode. A case study applies the GSS model to a company's supply chain process and outputs that outsourced offshore with light management has the highest expected value and rank.
Holistic Business Life Cycle addresses the need for businesses to continuously change and improve through innovation. It presents a 7-layer Standard Business Framework (SBF) to manage this process. The SBF layers include requirements, implementation, optimization, and monitoring & control. It emphasizes that change, risk, impact, and learning are ongoing and integral to business maturity and growth over time. Key aspects of the framework include stakeholder engagement, requirements analysis, cost/benefit analysis, implementation validation, and continuous improvement through data analysis and decision-making.
The document outlines a strategic plan for the State University System of Florida from 2012-2025. It was approved on November 10, 2011. The plan discusses the context and challenges facing the university system, including declining state funding. It establishes a mission and vision for the system to better serve Florida's economic and workforce needs through 2025. Goals are outlined to improve access, affordability, graduation rates, research funding, and facilities funding over the next 13 years.
The document is a draft report from the Florida Blue Ribbon Task Force on State Higher Education Reform. It includes a letter from the chair introducing the task force's work over 6 months to assess the state university system. The draft report contains sections on strengths and weaknesses of the system, and recommendations related to accountability, funding, and governance. It emphasizes the complexity of higher education issues and the need for the university system to improve its standing and contributions to the state.
The document is the final report of the Florida Blue Ribbon Task Force on State Higher Education Reform from November 2012. It provides recommendations on accountability, funding, and governance for the Florida State University System. The task force organized their work around these three areas and provided a strengths/weaknesses analysis of the system. They recommend a set of linked accountability, funding, and governance changes intended to improve understanding between universities and funding stakeholders and help the system better demonstrate its value and operational innovation.
Strategic Action Plan for Ministry of Education TTMOEWebDev
This Plan represents a major milestone in the Trinidad and Tobago Government's policy to transform the educational sector into an efficient and relevant mechanism for the development of our country's human resource capital.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
Business Solution Education - PEM Introduction_1.02ThomasThane
The document provides an overview of the main activities of Business Solution Education (BSE) related to Project and Education Management (PEM) across 6 stages: 1) Pre-project, 2) Starting up, 3) Preparing, 4) Defining, 5) Developing, and 6) Implementing. Key BSE activities include conducting a training needs analysis, developing training solutions, planning training, preparing and delivering training, and analyzing training results. The goal is to assess training needs based on new business solutions, develop appropriate training content and methods, and ensure trainings are successfully completed.
This document outlines a blueprint for building operational excellence through a systematic, step-by-step process. It involves aligning strategy, deploying a value stream approach to improvement, and implementing a rhythm of rapid improvement events to drive sustainable results. Key elements include leadership involvement, dedicated resources, engaging the workforce, and measuring progress to optimize processes from order to cash.
This document summarizes a presentation on business process improvement. It discusses managing knowledge as an asset using the Deming cycle of plan-do-check-act. The presentation recommends standardizing business terminology and processes to promote a consistent way of doing business across contracts. An example process for optimizing routine maintenance is outlined with key steps such as identifying defects, scheduling work, and reviewing productivity results.
The document discusses ITIL (IT Infrastructure Library), which is a framework that provides best practices for IT service management. It describes ITIL as documenting common sense practices for how other organizations manage their IT services. The framework consists of 5 books that describe processes, functions, roles and other best practices for service lifecycles, service design, service operations, and continual service improvement.
The document summarizes the key stages and focus areas of a business transformation process for a telecom company. The process involves conducting a business audit to identify improvement areas, developing focus processes to diagnose issues like organizational culture and management systems, rolling out solutions across the organization, and institutionalizing the changes. The business audit would analyze performance, strategy, culture, processes, operations, marketing, sales and customer satisfaction. Implementation requires forming cross-functional teams and a steering committee to guide the transformation work at all levels of the organization. The goal is to achieve sustainable strategic and cultural changes that improve business results.
I Process Framework Private Equity Portfolio CoRamesh_Krish123
The document discusses an approach for reviewing company portfolios to identify "quick win" opportunities. It involves a 4-6 week analysis of the current cost base to identify efficiency opportunities. Management then prioritizes the opportunities over 2-4 weeks based on return and feasibility. The prioritized opportunities are then planned and implemented to realize savings.
The manual contains an introduction to job evaluation, outlining what it is and its purpose. It also describes Descon Chemicals' job evaluation scheme, which uses 15 factors to evaluate jobs, including technical know-how, management know-how, and responsibility levels. Guidelines are provided for how to rate jobs on these factors and maintain the job evaluation program.
Chrysalis Performance is a business consulting firm formed in 2008 with 75 combined years of experience in operational performance improvement. They focus on delivering measurable business results for clients through mentoring, process improvements, organizational change management, and project/program management. Their expertise includes strategic consulting, sales and marketing support, credit management, HR and training, and business process development. They aim to help clients improve bottom line results through measurable operational enhancements.
Chrysalis Performance is a company formed in 2008 with a combined 75 years of experience in operational performance improvement. They focus on delivering measurable business results for their clients through core competencies like business mentoring, integrating process and people solutions, and planning and implementing organizational change. Their areas of expertise include strategic and operational coaching, organizational change, continuous improvement, sales and marketing support, credit management, procurement and supplies, and service quality assessment. Their goal is to be recognized for delivering measurable results to satisfy themselves and their clients that they are providing value.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
The document discusses training need analysis for organizations. It outlines several challenges for conducting training need analysis, including identifying training needs, objectives, content, delivery methods, and evaluation. It then describes the training development process and key steps in training need analysis, including performing a gap analysis of competencies and individual performance. Finally, it provides a model for training needs analysis with five stages from establishing organizational commitment to designing training evaluation.
This document outlines a lean logistics operations process map to streamline processes, reduce inventory, and control supply chain networks. The process map details four phases - Plan, Do, Check, Act - to continuously improve customer satisfaction, reliability, supplier performance, and total logistics costs through strategic planning, tactical execution, performance monitoring, and root cause analysis. Key performance indicators are tracked to stabilize and sustain the lean supply chain long-term.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
The document describes a decision support tool called the Global Sourcing of Services (GSS) model that helps organizations determine effective sourcing strategies. The GSS model analyzes five environmental characteristics to identify the optimal sourcing mode - whether to outsource/keep in-house and onshore/offshore location. It then calculates the expected value and risk of each mode. A case study applies the GSS model to a company's supply chain process and outputs that outsourced offshore with light management has the highest expected value and rank.
Holistic Business Life Cycle addresses the need for businesses to continuously change and improve through innovation. It presents a 7-layer Standard Business Framework (SBF) to manage this process. The SBF layers include requirements, implementation, optimization, and monitoring & control. It emphasizes that change, risk, impact, and learning are ongoing and integral to business maturity and growth over time. Key aspects of the framework include stakeholder engagement, requirements analysis, cost/benefit analysis, implementation validation, and continuous improvement through data analysis and decision-making.
The document outlines a strategic plan for the State University System of Florida from 2012-2025. It was approved on November 10, 2011. The plan discusses the context and challenges facing the university system, including declining state funding. It establishes a mission and vision for the system to better serve Florida's economic and workforce needs through 2025. Goals are outlined to improve access, affordability, graduation rates, research funding, and facilities funding over the next 13 years.
The document is a draft report from the Florida Blue Ribbon Task Force on State Higher Education Reform. It includes a letter from the chair introducing the task force's work over 6 months to assess the state university system. The draft report contains sections on strengths and weaknesses of the system, and recommendations related to accountability, funding, and governance. It emphasizes the complexity of higher education issues and the need for the university system to improve its standing and contributions to the state.
The document is the final report of the Florida Blue Ribbon Task Force on State Higher Education Reform from November 2012. It provides recommendations on accountability, funding, and governance for the Florida State University System. The task force organized their work around these three areas and provided a strengths/weaknesses analysis of the system. They recommend a set of linked accountability, funding, and governance changes intended to improve understanding between universities and funding stakeholders and help the system better demonstrate its value and operational innovation.
Strategic Action Plan for Ministry of Education TTMOEWebDev
This Plan represents a major milestone in the Trinidad and Tobago Government's policy to transform the educational sector into an efficient and relevant mechanism for the development of our country's human resource capital.
This document provides a business plan for a Dosa restaurant. It outlines objectives to keep food costs below 35% of revenue and expand marketing. The plan details the restaurant's mission to provide excellent food and service. It will feature indoor and outdoor seating with a unique Indian design. The menu will focus on dosas and other South Indian cuisine. The plan analyzes the target market and identifies competitors. It proposes strategies for marketing, sales, management, hiring staff, and financial projections.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
Zella Determining the Right Framework to Improve New Technology Venture Proce...the nciia
Continuous process improvement (CPI) has improved product and business performance in many industries and business sectors. However, it has not been widely adopted in the new technology venture (NTV) sector. The resistance to CPI adoption has been attributed to the perception of insufficient payoff and protracted timelines. In addition, there has been a tendency toward heroic management of chaotic ad hoc processes in a rapid response environment with an overarching first-to-market imperative. Western Michigan University is developing a study to determine if CPI would improve product and business performance in this sector. This paper describes how and why new technology ventures may benefit from CPI initiatives that arose from the aerospace industry. If this study confirms the applicability and benefit in the NTV sector, findings could equip practitioners with a proven framework, CMMI®, to aid in systematically increasing the successful launch rates of new technology ventures.
Business Process Reengineering - The Way To Business SuccessSagar Mandal
This document discusses business process reengineering (BPR). BPR involves fundamentally rethinking and redesigning business processes to achieve dramatic improvements in areas like cost, quality, service, and speed. It summarizes why organizations reengineer processes due to demanding customers, competition, and changing needs. However, complacency, political resistance, and fear of failure can prevent reengineering. BPR seeks to improve cost, service, quality, and speed using a systems perspective focused on end customers and radical process improvement through integrated change. Key steps involve selecting processes, understanding the current process, developing a vision for improvement, and executing the plan.
This document discusses various process improvement frameworks including CMMI, Six Sigma, DFSS, and their relationships. It provides details on:
1) The stages and goals of Six Sigma (DMAIC), DFSS (DMADV), and other process improvement methods.
2) The maturity levels and process areas addressed by CMMI for improving project management, engineering, and process management.
3) The tools commonly used with each framework, with DFSS placing additional emphasis on customer needs analysis and designing reliability into new products and services from the start.
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
The document discusses Crowe Horwath LLP's bottom-line approach to performance improvement that focuses on identifying root causes of poor performance and implementing solutions to streamline processes and improve management effectiveness, resulting in direct and measurable financial benefits. A key part of Crowe's approach is installing their proprietary Accountability and Management Performance System (CHAMPS) balanced scorecard methodology. The document outlines Crowe's performance improvement services and provides examples of their demonstrated success across various industries.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
Excellence in execution workshop uploadJack Sloggett
The document discusses a workshop on excellence in execution, outlining an approach called FTEA (Focusing, Targeting, Evaluating, and Acting) to help organizations improve performance by engaging employees in measuring and improving their work based on key success factors and metrics. It provides examples of how to identify the important steps in a business process, choose key performance indicators, and establish targets and evaluation processes to drive continuous incremental improvement.
Design your business processes to embrace people Kobi Vider
The document discusses using agile business processes and strategic policy deployment (SPD) to support high maturity organizational performance management (OPM). SPD is presented as a solution that combines clear priorities, behavior changes, continuous improvement thinking, and waste elimination to achieve business goals. It involves deploying annual strategy and commitments down the organization to ensure cross-functional alignment through shared measures and accountability. Frequent review helps identify obstacles to goals and empower employees to take rapid corrective action through kaizen.
The Crowe Horwath Performance Improvement team helps businesses achieve measurable profitability gains by identifying root causes of poor performance and designing targeted solutions. They take a hands-on approach, delivering immediate bottom-line benefits while establishing foundations for long-term growth. Key factors in their success include industry expertise, a proven systematic methodology, and commitment to sustained results. Their work in a variety of industries has generated significant profitability improvements across many business functions.
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
Lean Six Sigma Project Management Oct11th2010[ (1)Arunima Thakur
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
Strategic management involves four key components: environmental scanning, strategy formulation, strategy implementation, and evaluation and control. The process begins with assessing internal and external factors, then formulating objectives and strategies. Implementation involves developing programs, budgets, and procedures. Finally, performance is monitored and strategies are adapted based on evaluation. The overall process aims to determine the organization's long-term path and manage change.
This document provides an overview of performance appraisals. It discusses the introduction and objective of performance appraisals, which is to evaluate an employee's job performance and worth to the organization. It then outlines the process for performance appraisals, which includes setting standards, communicating standards, measuring performance, and comparing results. Several methods for performance appraisals are described, including traditional and modern methods. The document also discusses limitations of performance appraisals, 360 degree feedback, performance appraisal interviews, and how appraisals can be used for career development purposes.
Integrated methodology for testing and quality management.Mindtree Ltd.
MindtestTM is an integrated testing methodology that meshes all the components of a testing engagement, manages the quality of testing, and delivers measurable and predictable software quality.
An introduction to_service_management_(itil)nuwulang
The document provides an overview of service management concepts from the ITIL framework. It discusses the goals and considerations of service strategy, design, transition, and continual service improvement. Key points include designing services to meet business needs, ensuring quality and reducing costs, and continually improving services through measurement and optimization. Generic roles like service manager, owner, and process owner are also outlined.
An introduction to service management (itil)nuwulang
The document provides an overview of service management concepts from the ITIL framework. It discusses the goals and considerations of service strategy, design, transition, and continual service improvement. Key points include designing services to meet business needs, ensuring quality and reducing costs, and continually improving services through measurement and optimization. Generic roles like service manager, owner, and process owner are also outlined.
Lean & Agile Project Management: For Large Distributed Virtual TeamsDavid Rico
Dr. David F. Rico is an expert in lean and agile project management with over 28 years of experience working on large government IT projects around the world. He has authored several books and articles on agile program management and lean development practices. The document discusses key concepts of agility, agile project management, how lean and agile intersect, a lean and agile project management model, virtual teams, advantages and pitfalls of virtual teams, and varieties of virtual team structures.
In today’s economic environment, all companies strive to control expenses and manage resources efficiently. Most feel this goal is achieved through deploying technology. That is not always the case.
In this session, learn how Amylin Pharmaceutical’s top continuous improvement project surpassed tough targets in procurement and accounts payable, without introducing technology. Discover how to:
- Use Kaizen methodologies with a cross-functional team
- Find solutions without adding software or capital expenditures
- Save money and redirect staff to perform value-added tasks
The document outlines The 5% Solution Strategy, an economic development model aimed at increasing spending within the Black community. The strategy seeks to (1) assist Black businesses in attracting a larger share of dollars currently spent, (2) recognize the economic contributions of Black businesses, and (3) redirect current and future resources towards supporting Black business growth. The goal is for the Black community to gain faster economic benefits by utilizing existing assets rather than outside influences. Key aspects of the strategy include increasing Black spending with Black businesses and organizations by 5% annually and improving customer satisfaction for Black businesses.
Raising level of black economics changing the paradigmJoseph Hudson
This document discusses a strategy called the "5% Solution" to promote economic development in Black communities through Black business. It proposes that Black consumers and businesses increase their spending with each other by 5% annually. This would create jobs, tax revenue, and other economic benefits. The strategy aims to change the narrative around Black business from one of entitlement to recognition of their value as important economic engines. It provides data showing the potential impact of a 5% spending increase on Black unemployment. The document advocates expressing Black business success in terms of economic returns rather than individual achievement.
The document describes IDEAL, a 7-step business architecture model that uses frameworks like the Baldrige criteria and Blue Ocean strategy tools to help organizations plan, design, and assess their performance through a virtual conference room and coaching sessions. It provides samples of the types of questions asked in each step to help organizations understand customer perceptions, opportunities for improvement, and develop a strategy for success. The process can also incorporate reengineering and problem-solving tools to help define tactics and processes.
Atlanta business league strategy blueprint presentationJoseph Hudson
The document discusses Operation Turnover, an economic development strategy and blueprint for black business in Atlanta. The strategy aims to (1) increase the share of dollars currently spent by black consumers, businesses, and organizations that go to black businesses, (2) recognize the economic contributions of black businesses, and (3) redirect current and future resources to support black business growth. Operation Turnover builds on assets already in the black community to generate faster economic benefits.
Organizational presentation community buildingJoseph Hudson
The Hudson Strategic Group provides leadership support services to help organizations assure stakeholder buy-in. They do this through a process of gathering stakeholder input to align management actions with stakeholder interests. Their services include discovering current realities, naming a shared vision, developing bridges between the current state and vision, and monitoring progress. They help organizations build collaboration through community meetings, cross-functional discussions, and planning support.
The document discusses providing organizational blueprints to help companies achieve true excellence in one day. It notes that blueprints identify actions, linkages, and process changes needed, but do not implement them. Blueprints leverage a company's expertise and provide a map to guide them on the path to excellence. The service claims to develop excellence blueprints in one business day that identify the most important opportunities for improvement and immediate benefits.
Blue ocean strategy pp education (short version)Joseph Hudson
This document provides an overview of blue ocean strategy (BOS) and how to develop a BOS. It discusses key principles of BOS including reconstructing market boundaries, focusing on value innovation rather than competition, and getting the strategic sequence right. The document outlines tools for analyzing the current market situation, identifying new opportunities, and addressing barriers to implementing a new strategy. The overall goal of BOS is to create new demand by shifting focus from competitors to value creation for customers.
CITIworks® through GSAABO is an economic development program that aims to redirect spending in the Black community towards Black businesses in order to create jobs and economic growth. It works to assist Black businesses in attracting more spending from Black consumers, organizations, and each other. Increased spending within the Black community would generate more revenue for Black businesses, allowing them to hire more employees and contribute more in taxes. CITIworks® uses economic indicators to evaluate its progress and provides tools to help cities develop local strategies to realize these economic benefits.
New day for black community and black businessJoseph Hudson
The document proposes a strategy for the Hudson Strategic Group (HsG) to develop a program using the criteria from the Baldrige Performance Excellence Program and Malcolm Baldrige National Quality Award. This program would use assessments and balanced scorecards to help small and medium enterprises strengthen their performance and competitiveness. It would bring communities and businesses together to plan and measure metrics. The goal is to help organizations achieve sustainable success by addressing leadership, strategic planning, customer focus, and results.
The document discusses services provided by Hudson Strategic Group to help non-profit organizations with governance, strategy, and effectiveness. They use approaches like Policy Governance and Baldrige criteria to design governance structures aligned with the organization's vision and measure outcomes. Their IDEAL process involves assessing the organization, redesigning aspects not achieving the vision, and validating changes over time.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
Biological screening of herbal drugs: Introduction and Need for
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
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• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
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This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A Survey of Techniques for Maximizing LLM Performance.pptx
Public schools presentation
1. Strategic Intent and Communication Tools
To Meet Customer Performance Requirements
Joseph R. Hudson
jrhudson@hudgroup.com
2. Strategic Action Planning
Agreeing to the projects and initiatives needed to
achieve the strategic objectives
Making the link between those projects and
initiatives and corresponding processes
Analyzing the processes to be improved to
achieve the strategic objectives
Improved results requires changing a process.
It’s all about results…
Hudson Strategic Group
3. Implementing the Strategic Plan
Strategic planning calls for different and
improved results with respect to the
organization’s core work.
Strategic outcomes demand strategic process
changes.
Effecting organizational change requires process
change.
Cross-functional process change requires cross-
functional project teams.
Hudson Strategic Group
4. The Time is Right for Cross-
Functional Process Improvement
Implementing a Balanced Scorecard
Documenting departmental procedures and
processes
Utilizing other assessments as a organizational
change catalyst
Changing external requirements
Hudson Strategic Group
5. What is a Process?
Process
Input Completion
Requirements Criteria
Outputs
Inputs Processes (Results)
Meeting Requirements Value Creation Steps With Valuable
Attributes
Satisfaction
Criteria
Deliverable
Usability
Reoccurrence
Prevention Feedback Criteria
Criteria Usability & Problem Solving
New Requirements
External Internal
Feedback Feedback
Any ACT of Creating Value
Hudson Strategic Group
6. Processes are EVERYWHERE
Functions are about “Being”
Processes are about “Doing”
“ To tell a manager about processes is
like telling a fish about water. ”
“ There is no product and/or service
without a process. Likewise, there is no
process without a product or service.”
Hudson Strategic Group
7. Which BCS outcome measures are the
most predictable and why ?
Hudson Strategic Group
8. Why is it important to focus on
Cross-Functional Processes?
All work results are produced by the
processes used.
Processes are functional and cross-
functional.
A focus on processes will permit better
analysis and control.
Hudson Strategic Group
9. A Focus on Cross-Functional
Processes can be a Powerful Tool
Strategic Benefits
Ability to execute strategies to achieve student success.
Higher customer retention.
Realize the customer value proposition.
Stakeholder Benefits
Greater customer satisfaction.
Differentiated services.
Lower service delivery cost.
Operational Benefits
Lower direct costs.
Better use of assets.
Faster cycle time.
Increased accuracy.
More added value.
Hudson Strategic Group
10. Identifying and Understanding
Cross-Functional Process
Begins outside a department and ends outside the
department with the customer.
Utilizes customer requirements.
Uses inputs and specific steps to convert inputs into
outputs.
Evaluates if outputs of the process are usable as
determined by the customer.
Evaluates overall process effectiveness and usability
for employees and end users.
Utilizes feedback for continuous process
improvement .
Hudson Strategic Group
11. Identifying Objective and Process
Ownership
Begin with a Balanced Scorecard objective.
Identify cross-functional process(es) that are
used to produce that objective.
Determine the attributes that make the
objective strategic.
Determine the key functions that are involved
in the process in order to achieve the
objective.
Select an owner from the key functions
involved.
Hudson Strategic Group
12. Process vs. Function Owners
The Process Owner is Responsible for Doing
The Right Thing: Results for Customers
The Function Owner is Responsible for Doing
the Thing Right: Resources and Rules
Senior Leaders are Usually BOTH
Process Owners and Function Owners
Hudson Strategic Group
13. The Good, the Bad & the Ugly
“Good” Transactions are PROCESSED ROUTINELY by
the existing process with minimum outside intervention and
shortest cycle time.
“Bad” Transactions are those which are NORMALLY BAD.
They require exception processing, but only suffer from
known problems which can be addressed by known
solutions - longer than normal cycle times.
“Ugly” Transactions are those which are NOT HANDLED
within the existing process and require outside intervention
or assistance. They have very long cycle times - often not
tracked or monitored.
Hudson Strategic Group
14. Use Transaction Cycle Times to
Target Improvements
Number of Transactions
“Good” Transactions
“Bad” Transactions
“Ugly” Transactions
Short Very Long
Actual Cycle Times (ElBCSed Time to Complete)
Hudson Strategic Group
15. Transactions-Empirical Data
THE GOOD, BAD, and UGLY
Number of Transactions
283
300
250
200
150 112
100 67
50
0
1-60 days 61-120 days 120+
Total of 462 unique Quality Ranges
events
Hudson Strategic Group
16. Strategic Action Planning –
Assignments
Example: Cross-Functional Process “A”
Start
Inputs
Follow BCS Rules
Schools
1 2 9
YES
Rule
Staff
C&I
3 4a 7a
Rule NO
Purchase
YES
Rule
YES 4 7
“Swim Lanes”
NO
Legal
5
Rule Departments Own
HR Support Tasks
Mgmt
YES
6
Hr or IT
8
2a
SRT
Assign a Lead for Strategic Actions
Finance
10a 10
Related to Process “A”
END
Outputs
Hudson Strategic Group (Results)
17. Functional vs. Process Focus
Functional Focus Process Focus
• Employees are the problem. • The Process is the problem.
• Doing my job. • Help to get things done.
• Measuring individuals. • Measuring the process.
• Motivate people. • Remove barriers.
• Controlling employees. • Developing people.
• Don’t trust anyone. • We are all in this together.
• Who made the error? • What allowed the error to occur?
• Correct errors. • Reduce variation.
• Bottom-line driven. • Customer driven.
• Inherently values stability. • Inherently values flexibility
Hudson Strategic Group
18. BCS Approach to Process
Improvement
2005
• Create standards,
2006
guidelines and tools
for regulation, policy • Completion of
and procedures. departmental
• Creation of BCS regulation, policy and
procedures. 2007
Methodology for
Process Improvement. • Selection of key • Continue to address
• Establish process improvement District priorities and
prioritization of work projects to be key areas.
based on strategy, executed for the
Deloitte District.
recommendations and • Implement project
District priorities. teams to address
process initiatives and
action plans.
Hudson Strategic Group
19. BCS Process Improvement Methodology
Phases
Planning & Execution &
Initiation Closing
Analysis Monitoring
Create Project Create Project Plan
Project Build Project Solution Present Project
Management Charter and WBS
Solution
Organize for Collect Data and
Process Validate and Continuous
Improvement
Process Document Complete Implementation
Detailed Analysis Redesign Improvement
Improvement
Create Change &
Change
Create Sense of Communications Execute Change Management Plan Monitor Progress
Management
Urgency Strategy
Deliverables
Approved Project Approved Project Approved Project
Implemented Project Solution
Charter Plan & Budget Closure Report
Hudson Strategic Group
20. Process Management – Next Steps
Form a Senior Management Process Owner Steering Committee
(Send a Message)
Assign permanent, middle management, cross functional teams to:
Review data in specific areas, present data (organized &
formatted) to senior leaders.
Make process improvement action recommendations to the senior
council. (no function specific presentations allowed)
Empower cross functional teams to create cross functional action
teams (as needed – short lived) to engage functions in projects to
improve processes.
Integrate implications into operational planning and resource planning
Modify your communications strategy and plan to inform internal and
external customers of their role
Hudson Strategic Group
21. Why a Senior Team should focus
on Process Improvement?
The BCS staff needs to know that process
management matters to you because they already
know that results matter to you.
You need them to believe in process management so
that results can be achieved consistently and
systematically rather than unreliably through heroic
efforts.
You need them to be able to sustain and improve the
results without your direct involvement.
You need them to render the whole system visible –
available to be examined, criticized, and improved (get
it out of people’s heads and down on paper).
Hudson Strategic Group
22. Establish a Process Improvement
Infrastructure
What How Who
(Recommended Management System)
Mission/Vision Market / Data Analysis Leadership
(Purpose) w/ School Board
Strategic Plan Goals & Objectives Sr. Mgmt Team (Cabinet)
(Strategy Map) (w/Lagging Indicators) Management Steering
Committee
Initiatives & Processes for Middle Management
Programs Delivery
(Strategic (Change Management) Permanent Performance
Actions) Improvement Team(s)
Tactics Activities
Line Management
(w/Leading Indicators)
Chartered Project
New Tasks Changed Tasks Teams (Six-Sigma
and Other)
Results Skills & Abilities Associated with Individuals,
(Source of (New or Improved Systems, and Jobs
Measurement Data) Capabilities)
Hudson Strategic Group
23. Implementing the Strategic Plan
Strategic objectives call for different and
improved results.
Improved results demand strategic process
changes.
Cross-functional process change requires cross-
functional project teams.
Leadership and Ownership are required at each
step.
Hudson Strategic Group
24. Strategic Action Planning
Analyzing the strategic objectives to determine
what processes must be improved to achieve the
objectives.
Assigning ownership for the processes and
related objectives.
Agreeing to the projects and initiatives needed to
improve the processes identified.
Hudson Strategic Group
The Process Owner is Responsible for Doing The Right Thing: Responsible for the Quality & Quantity of the Customer Deliverables Responsible for the overall Quality of the Process – And improvements there-to (They Need Strategic Projects / Actions) Supported by the Various Functions involved in creating the Deliverable (w/Service Level Agreements whenever possible or feasible) Responsible for providing Requirements to all of the supporting Functions Responsible for providing feedback on the usability of support services Responsible for reporting on the impact being made on the Organization’s Strategic Objectives The Function Owner is Responsible for Doing the Thing Right: Responsible for their own Functional Excellence & Regulatory Compliance Responsible for Meeting and Reporting on SLAs Managing Resources to optimizing utilization
11 Examine Core Processes based on Contribution to Objectives Usability of Process Overall Quality w/Respect to Customer Requirements and Expectations Examine Core Processes base on Transaction Cycle Times Good transactions = Those which simply work as expected – Normal Cycle Times Bad Transaction = Bad (defective) in the usual ways – Known Problems – Longer Than Normal Ugly Transaction = Bad in various un-usual ways – Un Predictably Long Cycle Times
13
8
Form a Senior Management Process/Project Council to review BCS process performance regularly (1-2 hours per month) and approve improvement actions Assign permanent middle management cross functional teams to review data in specific areas, present data (organized format) to senior leaders, and make process improvement action recommendations to the senior council. (no function specific presentations allowed) Empower cross functional teams to create (as needed – short lived) cross functional action teams to engage functions in projects to improve processes. Integrate implications into strategic planning and resource planning Modify your communications strategy and plan to inform internal and external customers of their role in BCS process management efforts (get buy-in as to how the results are to be sustained and improved). Internal and external customer feedback on errors and usability are key ingredients to sustainable success.
Separate the people from the Processes they manage
18 Anatomy of a Transaction Phase 1 Discussion The Suppliers offer is prepared base on the suppliers view of the customer’s concern - Taking into consideration internal capabilities . The Customer agrees based on their view of the concern only. Ending with some kind of agreement. Phase 2 Execution Begins The conditions of satisfaction are supposed to be negotiated or discussed, very often they are assumed by the people involved, again based on their view of the concern and what is required to address it. Conditions of Satisfaction also exit within each transaction, sometimes communicated sometimes not. Phase 3 Product Delivery Execution of the agreed upon transaction ending with the Deliverable Phase 4 Implementation The customer will always make an assessment of the transaction as to it the deliverable actually addressed the concern. This is without regard to weather the concern was actually communicated. Usually the request or the offer are the only things communicated. - Ending with the development of Feedback. Phase 5 Dealing With Feedback This has an ongoing effect on the relationship - communicated or not. Negative feedback - particularly uncommunicated - can have an extreme negative impact.