This document provides an overview of lean and quality principles from various thinkers and experts. It discusses that lean and quality are long-term philosophies that require participation from all levels of an organization. It also summarizes that quality systems alone do not guarantee quality and that all processes have variation, so identifying and controlling variation takes coordinated teamwork. Continuous improvement is also characterized as endless and requiring change. Problems are viewed as opportunities for improvement rather than blame.
This document provides 20 tips for using Yammer more effectively. Some key tips include using Alt/Option+8 to add bullet points, adding "OOO until DATE" to your profile to show when you're out of the office, making notes or files "Official" to prevent edits, and allowing anyone to tag conversations with topics by clicking "Add Topics". The document aims to share strategies for improving engagement and productivity on the Yammer platform.
This document outlines Talent Selection processes to ensure effective and efficient recruitment. It describes the stages of selection including application, screening, group discussions, and personal interviews. The goals at each stage are to collect basic applicant information, assess preferences, competencies and cultural fit, and finalize job allocation. Key objectives for personal interviews are assessing cultural fit, finalizing job placement, and sign-off by executive teams. Potential pitfalls discussed include lack of interview training and poor usage of assessment tools across stages without carryover of insights between stages.
Recruitment Selection Process Methods And StepsBalakrisna
The document discusses recruitment, selection processes, and the use of psychological testing in organizations. It provides details on the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. The selection process involves preliminary interviews, tests, employment interviews, reference checks and making a final job offer. Psychological tests are used to objectively and validly measure candidate abilities and personality traits relevant to job performance. The role of recruitment consultants is also outlined along with common challenges they may face.
The memorandum announces promotions for 18 employees in the New Business Management team. The employees have demonstrated an outstanding work ethic, commitment to going above and beyond, comprehensive understanding of processes and procedures, and consistently exceeding expectations for quality and productivity. Brief profiles of 3 employees are provided, highlighting their career history, skills, and contributions that led to their promotions.
The CEO of Exclusive Protection & Associates introduces the company, which provides executive protection services including operational security plans and protection packages. They have expertise from former US Secret Service agents. Protection details include security agents, surveillance systems, and armored vehicles. Membership options provide various benefits like hourly rates and access to transportation and surveillance systems. The company aims to detect and neutralize threats to provide a safe environment for clients.
Ready-to-use Documentation for ISO 18788 with Training Kit - Free DemoGlobal Manager Group
Global Manager Group's this publication contains outline of ISO 18788:2015 documentation and training kit which is based on requirements of ISO 18788:2015 standard. The entire documents covered in 92 MS Word files which are editable and written in simple English. For more details visit our web-portal: https://www.globalmanagergroup.com/Products/iso-18788-documents-manual-training.htm
This document provides 20 tips for using Yammer more effectively. Some key tips include using Alt/Option+8 to add bullet points, adding "OOO until DATE" to your profile to show when you're out of the office, making notes or files "Official" to prevent edits, and allowing anyone to tag conversations with topics by clicking "Add Topics". The document aims to share strategies for improving engagement and productivity on the Yammer platform.
This document outlines Talent Selection processes to ensure effective and efficient recruitment. It describes the stages of selection including application, screening, group discussions, and personal interviews. The goals at each stage are to collect basic applicant information, assess preferences, competencies and cultural fit, and finalize job allocation. Key objectives for personal interviews are assessing cultural fit, finalizing job placement, and sign-off by executive teams. Potential pitfalls discussed include lack of interview training and poor usage of assessment tools across stages without carryover of insights between stages.
Recruitment Selection Process Methods And StepsBalakrisna
The document discusses recruitment, selection processes, and the use of psychological testing in organizations. It provides details on the key steps in recruitment including identifying job requirements, attracting candidates, screening applications, interviews and assessments. The selection process involves preliminary interviews, tests, employment interviews, reference checks and making a final job offer. Psychological tests are used to objectively and validly measure candidate abilities and personality traits relevant to job performance. The role of recruitment consultants is also outlined along with common challenges they may face.
The memorandum announces promotions for 18 employees in the New Business Management team. The employees have demonstrated an outstanding work ethic, commitment to going above and beyond, comprehensive understanding of processes and procedures, and consistently exceeding expectations for quality and productivity. Brief profiles of 3 employees are provided, highlighting their career history, skills, and contributions that led to their promotions.
The CEO of Exclusive Protection & Associates introduces the company, which provides executive protection services including operational security plans and protection packages. They have expertise from former US Secret Service agents. Protection details include security agents, surveillance systems, and armored vehicles. Membership options provide various benefits like hourly rates and access to transportation and surveillance systems. The company aims to detect and neutralize threats to provide a safe environment for clients.
Ready-to-use Documentation for ISO 18788 with Training Kit - Free DemoGlobal Manager Group
Global Manager Group's this publication contains outline of ISO 18788:2015 documentation and training kit which is based on requirements of ISO 18788:2015 standard. The entire documents covered in 92 MS Word files which are editable and written in simple English. For more details visit our web-portal: https://www.globalmanagergroup.com/Products/iso-18788-documents-manual-training.htm
The document discusses key performance indicators (KPIs) for a project administrator position. It provides information on developing KPIs for a project administrator, including identifying their key result areas, tasks, and methods for measuring performance. The document recommends that KPIs be clearly linked to strategy and empower employees. It also lists additional KPI materials and templates that can be found on the kpi123 website.
Business People Excellence is a comprehensive framework to provide guidance on improving performance of human resources management in all kind of organizations
Chapter 3 Needs Assessment: Person Analysis By NoeGil de Brando
This document discusses person analysis for employee training and development. Person analysis helps identify which employees need training based on their current or expected job performance. It involves analyzing several factors that can influence an employee's performance and learning, including their personal characteristics, the work environment/inputs, performance expectations/outputs, consequences, and feedback received. Interviews and questionnaires are used to measure these factors. The analysis determines whether training is the best solution by considering if performance issues are due to a lack of knowledge or skills, unclear expectations, insufficient resources or feedback, or other potential causes.
The document discusses the employee selection process and interviewing. It covers why interviews are used, the typical four stage interview process, six common interview types, and two types of interview errors. It also outlines an eight step process for evaluating candidates, which includes preliminary application reviews, testing, reference checks, interviews, job previews, and making a hiring decision.
Here are some potential why-why analyses for the questions provided:
Why people turnover is high in EMCO?
- Employees are overworked
- Pay/benefits are not competitive
- No growth opportunities
- Poor management/culture
Why workload is more in QF?
- Inadequate staffing levels
- Processes not optimized
- Unclear responsibilities
- Too many changes/priorities
Why PPM in QF is not effective?
- Lack of commitment from leadership
- No accountability for completion
- Tasks not prioritized
- Resources/training insufficient
Why Rajnikant is too famous?
- Excellent acting skills
- Charismatic
The annual training day for incoming club leaders equips them with the skills and knowledge to carry out their roles. This session, by Margaret Ormiston, Professor of Organisational Behaviour focuses on setting personal objectives for the coming year.
Job analysis powerpoint CHAPTER 6 ito ung report nminGia Lara
The document discusses job analysis which involves a systematic examination of job tasks, duties, and responsibilities to understand what a job entails. It outlines various methods for collecting job analysis data such as observation, interviews, questionnaires, and reviews the functional job analysis approach. The document also discusses the impact of behavioral factors on job analysis and outlines the process of job evaluation.
This document outlines the selection and onboarding process for new employees. It discusses the typical stages of recruitment, selection, onboarding, and provides details about each step. Selection involves identifying candidates through tests and interviews to evaluate competency and commitment. Onboarding aims to integrate and acculturate new employees and includes placement, orientation, induction, mentorship development, and employee engagement programs. The goal is for new employees to become successful and productive members of the organization.
This document discusses work stress and provides strategies for managing it. It defines stress as occurring when pressures exceed resources. Signs of stress include insomnia, loss of concentration, absenteeism, and depression. Common causes of work stress are job insecurity, high demands, bad management, and personal problems. Both positive (eustress) and negative (distress) stress are discussed. Individual coping methods include exercise, time management, relaxation, and assertiveness. Organizations can help by selecting appropriate employees, setting goals, improving communication, involving employees in decisions, and offering wellness programs. A five-step process for managing stress is outlined.
The document outlines the strategic recruitment process, which includes 6 steps: 1) ensuring all inputs, 2) developing an action plan, 3) preparing for execution, 4) delivering on the plan, 5) implementing change management, and 6) measuring performance. It also discusses sources of employees, both internal like computerized records, and external like recruitment agencies. Finally, it contrasts regular recruitment, which is risk-averse and traditional, with strategic recruitment, which takes more risks and innovates to be a market differentiator.
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
Executive Protection Training For Security Personnel and LEjerrymaccauley
Executive protection training for law enforcement personnel covers key differences from other security functions, including strict codes of conduct and confidentiality. Trainees learn how to blend in and protect executives discreetly through low-profile techniques like site surveys, route selection, and formations that provide concentric circles of protection. The training also includes threat assessments, emergency responses, defensive tactics, weapons handling, and scenarios to prevent accidents and embarrassment to protected principals.
A Salesforce Cloud Governance Initiative kickoff meeting was held to discuss:
1) Establishing a formal process to prioritize Salesforce change requests that add business value.
2) Representation from key business groups on a panel would engage in prioritizing the backlog of requests.
3) A standard template was proposed for submitting feature requests that describes the business need and value.
4) Next steps included individual sessions to review current requests, identifying panel members, and establishing communication routines.
The document discusses the intelligence cycle, which is the process through which intelligence is obtained, produced, and made available to users. It involves the key steps of direction, collection, production/analysis, and dissemination. The cycle feeds back upon itself to ensure intelligence stays up-to-date and responds to the commander's needs.
MAL 515 - Emotional Intelligence & CoachingLindy Ryan
This document discusses emotional intelligence and its importance in coaching. It defines emotional intelligence as the ability to understand oneself and relate well to others. The four domains of emotional intelligence are self-awareness, self-management, social awareness, and relationship management. Coaching is identified as an effective way to develop emotional intelligence competencies in oneself and others. Feedback from 360-degree surveys is highlighted as an important tool for measuring improvement in emotional intelligence over time.
This document discusses key performance indicator (KPI) examples for security. It provides lists of common KPIs, performance appraisal metrics, and resources for developing KPI systems. The document outlines steps for creating KPIs such as defining objectives, identifying key result areas and tasks, and determining methods to measure results. It also discusses common mistakes when developing KPIs, such as creating too many KPIs or ones that do not change based on goals. Finally, the document describes different types of KPIs including process, input, output, leading, lagging, outcome, qualitative and quantitative.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
There are two representations for organizing process areas in CMMI models: continuous and staged. The continuous representation offers flexibility to improve specific trouble spots or closely aligned processes at different rates. The staged representation provides a systematic path for process improvement by organizing process areas into maturity levels that define the improvement path. While the staged representation benefits from demonstrated return on investment and guidance on improvement order, the continuous representation allows customizing the order and rates of improving different processes. When selecting a representation, an organization should consider its business objectives, culture, and past experience with other models.
This document discusses performance management as a methodology for assessing and reporting on organizational progress, management, and governance impact. It provides an overview of performance management systems, including their purpose of achieving objectives, process optimization, and managing outcomes. Various models of performance management systems are described, such as the balanced scorecard and critical few model. Methods for evaluating performance management systems include the SMART-ER test, quality check, and three criteria test. Key aspects of effective performance management systems are outlined.
Local school board members are a key link between school districts and communities. They represent public concerns around testing and can hold district officials accountable. Given the critical role that local school boards play, Achieve and the National School Boards Association have developed “Assessment 101” resources for school board members. This professional development module is designed to:
· outline the critical role school boards play in supporting high quality assessment systems;
· introduce school board members to key assessment concepts and issues;
· provide an introduction to the Student Assessment Inventory for School Districts as a process to streamline testing and support limited, high-quality assessments for all students.
The document appears to be a Lean Manufacturing exam that tests knowledge of key Lean concepts and tools through multiple choice and short answer questions. It covers topics like value stream mapping, takt time, 5S, mistake proofing, 8D problem solving, statistical process control, total productive maintenance, Kanban systems, and waste elimination. The exam is designed to evaluate understanding of Lean principles and their application across various manufacturing processes and environments.
The document discusses key performance indicators (KPIs) for a project administrator position. It provides information on developing KPIs for a project administrator, including identifying their key result areas, tasks, and methods for measuring performance. The document recommends that KPIs be clearly linked to strategy and empower employees. It also lists additional KPI materials and templates that can be found on the kpi123 website.
Business People Excellence is a comprehensive framework to provide guidance on improving performance of human resources management in all kind of organizations
Chapter 3 Needs Assessment: Person Analysis By NoeGil de Brando
This document discusses person analysis for employee training and development. Person analysis helps identify which employees need training based on their current or expected job performance. It involves analyzing several factors that can influence an employee's performance and learning, including their personal characteristics, the work environment/inputs, performance expectations/outputs, consequences, and feedback received. Interviews and questionnaires are used to measure these factors. The analysis determines whether training is the best solution by considering if performance issues are due to a lack of knowledge or skills, unclear expectations, insufficient resources or feedback, or other potential causes.
The document discusses the employee selection process and interviewing. It covers why interviews are used, the typical four stage interview process, six common interview types, and two types of interview errors. It also outlines an eight step process for evaluating candidates, which includes preliminary application reviews, testing, reference checks, interviews, job previews, and making a hiring decision.
Here are some potential why-why analyses for the questions provided:
Why people turnover is high in EMCO?
- Employees are overworked
- Pay/benefits are not competitive
- No growth opportunities
- Poor management/culture
Why workload is more in QF?
- Inadequate staffing levels
- Processes not optimized
- Unclear responsibilities
- Too many changes/priorities
Why PPM in QF is not effective?
- Lack of commitment from leadership
- No accountability for completion
- Tasks not prioritized
- Resources/training insufficient
Why Rajnikant is too famous?
- Excellent acting skills
- Charismatic
The annual training day for incoming club leaders equips them with the skills and knowledge to carry out their roles. This session, by Margaret Ormiston, Professor of Organisational Behaviour focuses on setting personal objectives for the coming year.
Job analysis powerpoint CHAPTER 6 ito ung report nminGia Lara
The document discusses job analysis which involves a systematic examination of job tasks, duties, and responsibilities to understand what a job entails. It outlines various methods for collecting job analysis data such as observation, interviews, questionnaires, and reviews the functional job analysis approach. The document also discusses the impact of behavioral factors on job analysis and outlines the process of job evaluation.
This document outlines the selection and onboarding process for new employees. It discusses the typical stages of recruitment, selection, onboarding, and provides details about each step. Selection involves identifying candidates through tests and interviews to evaluate competency and commitment. Onboarding aims to integrate and acculturate new employees and includes placement, orientation, induction, mentorship development, and employee engagement programs. The goal is for new employees to become successful and productive members of the organization.
This document discusses work stress and provides strategies for managing it. It defines stress as occurring when pressures exceed resources. Signs of stress include insomnia, loss of concentration, absenteeism, and depression. Common causes of work stress are job insecurity, high demands, bad management, and personal problems. Both positive (eustress) and negative (distress) stress are discussed. Individual coping methods include exercise, time management, relaxation, and assertiveness. Organizations can help by selecting appropriate employees, setting goals, improving communication, involving employees in decisions, and offering wellness programs. A five-step process for managing stress is outlined.
The document outlines the strategic recruitment process, which includes 6 steps: 1) ensuring all inputs, 2) developing an action plan, 3) preparing for execution, 4) delivering on the plan, 5) implementing change management, and 6) measuring performance. It also discusses sources of employees, both internal like computerized records, and external like recruitment agencies. Finally, it contrasts regular recruitment, which is risk-averse and traditional, with strategic recruitment, which takes more risks and innovates to be a market differentiator.
ITIL Incident Management aims to minimize disruption to the business by restoring service operation to agreed levels as quickly as possible. Incident Management is often the first process instigated when introducing the ITIL quality framework to a Service Desk, and it offers the most immediate and highly visible cost reduction and quality gains.
Executive Protection Training For Security Personnel and LEjerrymaccauley
Executive protection training for law enforcement personnel covers key differences from other security functions, including strict codes of conduct and confidentiality. Trainees learn how to blend in and protect executives discreetly through low-profile techniques like site surveys, route selection, and formations that provide concentric circles of protection. The training also includes threat assessments, emergency responses, defensive tactics, weapons handling, and scenarios to prevent accidents and embarrassment to protected principals.
A Salesforce Cloud Governance Initiative kickoff meeting was held to discuss:
1) Establishing a formal process to prioritize Salesforce change requests that add business value.
2) Representation from key business groups on a panel would engage in prioritizing the backlog of requests.
3) A standard template was proposed for submitting feature requests that describes the business need and value.
4) Next steps included individual sessions to review current requests, identifying panel members, and establishing communication routines.
The document discusses the intelligence cycle, which is the process through which intelligence is obtained, produced, and made available to users. It involves the key steps of direction, collection, production/analysis, and dissemination. The cycle feeds back upon itself to ensure intelligence stays up-to-date and responds to the commander's needs.
MAL 515 - Emotional Intelligence & CoachingLindy Ryan
This document discusses emotional intelligence and its importance in coaching. It defines emotional intelligence as the ability to understand oneself and relate well to others. The four domains of emotional intelligence are self-awareness, self-management, social awareness, and relationship management. Coaching is identified as an effective way to develop emotional intelligence competencies in oneself and others. Feedback from 360-degree surveys is highlighted as an important tool for measuring improvement in emotional intelligence over time.
This document discusses key performance indicator (KPI) examples for security. It provides lists of common KPIs, performance appraisal metrics, and resources for developing KPI systems. The document outlines steps for creating KPIs such as defining objectives, identifying key result areas and tasks, and determining methods to measure results. It also discusses common mistakes when developing KPIs, such as creating too many KPIs or ones that do not change based on goals. Finally, the document describes different types of KPIs including process, input, output, leading, lagging, outcome, qualitative and quantitative.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
There are two representations for organizing process areas in CMMI models: continuous and staged. The continuous representation offers flexibility to improve specific trouble spots or closely aligned processes at different rates. The staged representation provides a systematic path for process improvement by organizing process areas into maturity levels that define the improvement path. While the staged representation benefits from demonstrated return on investment and guidance on improvement order, the continuous representation allows customizing the order and rates of improving different processes. When selecting a representation, an organization should consider its business objectives, culture, and past experience with other models.
This document discusses performance management as a methodology for assessing and reporting on organizational progress, management, and governance impact. It provides an overview of performance management systems, including their purpose of achieving objectives, process optimization, and managing outcomes. Various models of performance management systems are described, such as the balanced scorecard and critical few model. Methods for evaluating performance management systems include the SMART-ER test, quality check, and three criteria test. Key aspects of effective performance management systems are outlined.
Local school board members are a key link between school districts and communities. They represent public concerns around testing and can hold district officials accountable. Given the critical role that local school boards play, Achieve and the National School Boards Association have developed “Assessment 101” resources for school board members. This professional development module is designed to:
· outline the critical role school boards play in supporting high quality assessment systems;
· introduce school board members to key assessment concepts and issues;
· provide an introduction to the Student Assessment Inventory for School Districts as a process to streamline testing and support limited, high-quality assessments for all students.
The document appears to be a Lean Manufacturing exam that tests knowledge of key Lean concepts and tools through multiple choice and short answer questions. It covers topics like value stream mapping, takt time, 5S, mistake proofing, 8D problem solving, statistical process control, total productive maintenance, Kanban systems, and waste elimination. The exam is designed to evaluate understanding of Lean principles and their application across various manufacturing processes and environments.
1. The document provides multiple choice questions related to software testing concepts and terms. It covers topics like test case design, test levels, defect management, risk analysis, test techniques and tools.
2. Several questions test knowledge of terms related to test coverage, test types, integration testing techniques, defect prioritization and analysis. Other topics assessed include test planning, test metrics, compatibility testing and quality perspectives.
3. The document contains 75 multiple choice questions to evaluate understanding of key software testing concepts and best practices. The breadth of topics covered provides a comprehensive skills assessment.
This document provides an overview of ITIL (Information Technology Infrastructure Library) concepts including the ITIL service lifecycle. It defines key terms like service, service management, and discusses ITIL versions 2 and 3. It also covers ITIL principles such as focusing on customer satisfaction and the strategic role of IT. Process models, organizational roles, and the five stages of the ITIL service lifecycle are outlined.
I have created this basic spreadsheet in attempt to *clearly* explain Schema.org to newbies or just busy website owners who have no time to figure that out.
This document discusses quality in the software industry. It defines software quality and discusses its importance. It covers various types of metrics that can be used to measure quality, including metrics related to products, processes, projects, resources, and defects. It also provides examples of metrics for effort, schedule, size, productivity, quality, and cost. Case studies are presented on development and testing projects as well as support groups. Software quality assurance is defined as monitoring and improving the software development process by ensuring standards and procedures are followed.
ITIL Foundation V2 200 Sample QuestionsRoberto Pena
The Incident Manager's role in this situation would be to:
A. Escalate the incident to Problem Management.
B. Take over responsibility for resolving the incident from the solution team.
C. Review the incident record and solution approach so far.
D. All of the above.
Answer: D
46. Which of the following is NOT a key element of the Service Catalogue?
A. Service descriptions
B. Service level agreements
C. Service level requirements
D. Service pricing models
Answer: B
47. Which process is responsible for ensuring that sufficient capacity is available to meet agreed service levels?
A. Availability Management
This document provides 25 questions to measure and improve processes and activities at three levels: individual, team, and organizational. The questions address topics such as problem solving effectiveness, sustaining change, process alignment with goals, distinguishing normal from abnormal performance, continuous improvement practices, stopping processes when needed, highlighting the right issues, visual management, job design, employee understanding, and more. The overall goal is to assess processes and activities to identify improvement opportunities.
Itil v3 release and deployment managementkunaljoy11
This document provides an overview of ITIL v3 Release and Deployment Management. It discusses the scope and objectives of Release and Deployment Management, including efficiently building, testing and deploying releases while minimizing impact on production services. Key activities are outlined such as release planning, build and verification, testing, and production deployment. Interfaces with other ITIL processes are also mentioned.
This document discusses software configuration management (SCM). It provides definitions of SCM from sources like IEEE standards and the SWEBOK. SCM is defined as the process of managing changes to software projects through their lifecycle. Key aspects of SCM discussed include configuration items, versions and variants, baselines, change requests, SCM tools, and the unified change management process.
The document discusses the key components needed for successful and sustainable process improvement through lean implementation. It summarizes lessons learned from championing a lean implementation at a manufacturing facility. The key points highlighted include the need for alignment, having the right team, clear commitment from management, consistent and constant communication, consistent discipline, focusing on the biggest problems, and having an aligned rewards and recognition system. Celebrating small wins and what employees are proud of is also important.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
Identifying and Overcoming Roadblocks to Changerhefner
How many dedicated improvement program leaders have pushed the proverbial boulder up the hill only to watch it roll back down, sometimes flattening the change agents and even the executive sponsor in the process? Why do we focus on the management of change (e.g., the models, processes, methods, plans and tactics) and fail to acknowledge and address the importance of cultural barriers and change leadership? This presentation will explain how to identify and overcome common roadblocks to successful change, including lack of alignment, siloed thinking, decision dysfunction, execution and endurance problems, and missing measurements.
Learning Objectives:
Understand the difference between managing and leading change efforts
Discuss the symptoms of barriers to change, the root causes, and how to address them
Learn how to perform a critical assessment of "change readiness" and use the findings to plan for the change
Learn how to tailor your improvement plans based on organizational readiness and maturity
Creating a Lean PMO. Empower People, Enable FlowJulee Everett
Align. Fund teams, not projects. Leave them alone to do what they said they would do. Adapt. Sound easy? Then why do we make it so complicated? Stop being good at process & start getting good at business.
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
The document provides an overview of Six Sigma and quality management. It defines Six Sigma as a methodology that aims for 3.4 defects per million opportunities by reducing variation and defects in processes. It explains the DMAIC cycle of Define, Measure, Analyze, Improve, and Control used in Six Sigma to systematically improve processes. It also discusses understanding customer requirements, process mapping, and measuring process performance as key aspects of Six Sigma.
Performance Management: Influencing High Performance in Human Resource Manage...WINNERS-at-WORK Pty Ltd
This two-day seminar overview discusses improving performance management systems. Day 1 includes sessions on motivating high performance during an economic downturn, challenging common management myths, and creating an agile performance culture. Barriers to performance conversations are also examined. Day 2 focuses on generational differences in expectations, shifting to a performance focus rather than job focus, an agile performance management framework, and effective performance conversation models. The goal is for attendees to develop action plans to update their organizations' performance management systems in line with current best practices.
This document outlines key principles for organizational transformation, including showing and doing over teaching and telling, taking a top-down and bottom-up approach, prioritizing culture and leadership, becoming agile before scaling agility, and optimizing for end-to-end delivery. It discusses empowering teams, engaging leadership, and celebrating successes as part of cultural transformation.
The document discusses various quality improvement processes such as the Model for Improvement, Rapid Cycle Quality Improvement, PDSA cycles, Human Factors, Lean Methodology, 5S, Failure Modes and Effects Analysis, and Root Cause Analysis. It provides examples of how these processes can be applied, such as using PDSA cycles to test improvements on a small scale before broader implementation. The goal is to lay the groundwork for future training on continuously and incrementally improving healthcare quality, safety, and efficiency.
Understanding and Implementing Organizational ChangeCourtney Doutherd
This document outlines an agenda for a two-day workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness, provide templates and tools for managing change, and review methodologies like PROSCI. The goal is for participants to understand how to plan and implement organizational change by recognizing the human factor and utilizing best practices in change management.
The document provides an overview of Lean Six Sigma. It defines Lean and Six Sigma, compares their objectives and focuses, and outlines their evolution. It describes the five principles of Lean to eliminate waste, including the eight main types of waste. It also introduces the Lean tool of 5S and provides examples of its implementation. The document then defines Six Sigma and discusses it as both a methodology and metric to reduce variation. It outlines the DMAIC methodology and tools used in Six Sigma.
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
This document outlines a people development program for 117 employees of Pertamina Medco E&P Tomori Sulawesi located in Luwuk and Jakarta. The program aims to build capabilities in technical systems, mindset, and leadership over 3-6 months. It includes workshops on management values surveys, operational excellence awareness training, safety induction training, DISC behavior analysis, and financial planning. Trainers from SuksesMuliaInsani will facilitate the workshops and provide coaching to help participants improve performance through continuous improvement.
Lean Six Sigma Black Belt Training Part 3Lean Insight
Are you looking for lean six sigma black belt training, then consult lean-insight.com
At lean Insight you will get training for six sigma green belt and black belt plus lean six sigma training.
For more details visit: http://lean-insight.com/six-sigma-training-bangalore/
This document outlines an agenda for a workshop on organizational change management. The workshop will cover what organizational change management is, why it is important, and the five pillars of successful change: communication, sponsorship, stakeholder management, readiness, and training. It will discuss how to assess an organization's change readiness and provide templates and tools to develop a change management strategy and plan. The objectives are to help participants understand organizational change management, recognize the human factor in change at the organizational level, and learn fundamentals, tools and templates to plan and implement change initiatives.
Transform your business: Create a Culture for Continuous Improvement - Prof D...Invest Northern Ireland
You have improved the operation of your business or are looking to do so. But how do you keep it going?
How do you keep everyone moving forward?
If you want better outputs, more motivated staff, increasing profits and a culture of continuous improvement you need to attend this conference.
With the future uncertain you need to be in control of your business growth. At this event there will be a practical workshop session led by a specialist in the field.
Cultural Change & Leadership Keynote: Professor David Bamford, Operations Management Huddersfield Business School
This document discusses the roots and evolution of agile methodologies. It traces agile back to problems with traditional heavyweight processes in the 1980s and the development of early agile frameworks like Scrum, XP, and DSDM. It then covers key agile concepts like collaboration, communication, and self-organizing teams. Finally, it summarizes popular methodologies like Scrum, XP, and Kanban, and looks at future trends like Scrumban, lean startup, and the potential decline of rigid project constraints. The overarching message is that teams should adopt agile principles and tailor processes and practices to their specific needs.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
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quality 101
1. PLS Six Sigma Orientation Parker Confidential 1the way we things
Lean and Quality Overview
Robert Thompson
2. PLS Six Sigma Orientation Parker Confidential 2the way we things
Lean and Quality
Objectives
Brief overview of some fundamentals behind lean
and quality (8)
Not an exhaustive list
Doesn't go into the detail
My opinions, you may disagree?
3. PLS Six Sigma Orientation Parker Confidential 3the way we things
Lean and quality are long-term
philosophies
Top managers and middle managers must be bold enough to delegate as much
authority as possible. It is a management system in which all employees participate,
from the top down and from the bottom up …
Ishikawa, K. 1985. What is Total Quality Control?: The Japanese Way
With hoshin kanri... the daily crush of events and quarterly bottom-line pressures do
not take precedence over strategic plans, rather, these short-term activities are
determined and managed by the plans themselves …
Akao, Yoji, ed (Jap: 1988, Eng: 1991) Hoshin Kanri, policy deployment for successful TQM
4. PLS Six Sigma Orientation Parker Confidential 4the way we things
•Selection
•Common Goals
•Cross-Training
Fastest to Mark et ,
Highest Qualit y, Low est Cost
through Short ening t he Value Stream
Just-in-Time
Jidoka
Empow ered Employees
Lean Fundam entals
Tracking Centers &
Strategy Deployment
Orientation Training
Day by Hour Tracking
5S + Safety
Automatic
Stops
Standard Work/
Management Audits
Total Productive Maintenance
Value Stream Mapping
Quick
Changeover
Pull Systems
Continuous
Flow (Site,
Cell)
Six Sigma
Quality
Control
Andon
Leveled Production
Takt Time
Planning
Integrated
Logistics
•Team
Improvement
Process
•Kaizen
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement
Error
Proofing
Plan For Every Part
Visual Controls
•Selection
•Common Goals
•Cross-Training
Fastest to Mark et ,
Highest Qualit y, Low est Cost
through Short ening t he Value Stream
Just-in-Time
Jidoka
Empow ered Employees
Lean Fundam entals
Tracking Centers &
Strategy Deployment
Orientation Training
Day by Hour Tracking
5S + Safety
Automatic
Stops
Standard Work/
Management Audits
Total Productive Maintenance
Value Stream Mapping
Quick
Changeover
Pull Systems
Continuous
Flow (Site,
Cell)
Six Sigma
Quality
Control
Andon
Leveled Production
Takt Time
Planning
Integrated
Logistics
•Team
Improvement
Process
•Kaizen
•5 Why’s
•Eyes for Waste
•Problem Solving
Continuous Improvement
Error
Proofing
Plan For Every Part
Visual Controls
Parker Lean System
1. Identify value through the customer’s
eyes
2. Define the value stream
3. Flow
4. Pull
5. Perfection Womack James P., Jones Daniel T. (2003), Lean Thinking: Banish Waste and Create Wealth in Your Corporation
5. PLS Six Sigma Orientation Parker Confidential 5the way we things
Pull
6. PLS Six Sigma Orientation Parker Confidential 6the way we things
Quality systems are important but
don’t guarantee quality
7. PLS Six Sigma Orientation Parker Confidential 7the way we things
Quality systems are important but
don’t guarantee quality
8. PLS Six Sigma Orientation Parker Confidential 8the way we things
Everything is a process
Deming, W. Edwards (1986). Out of the Crisis
A system must be managed. It will not manage
itself. A bad system will beat a good person
every time.
Deming, W. Edwards. 1993. The New Economics for Industry
94 percent of the variation in any system is
attributable to the system, not to the people
working in the system
Deming, W. Edwards. 1993. The New Economics for Industry
9. PLS Six Sigma Orientation Parker Confidential 9the way we things
Every process has variation
If I had to reduce my message for
management to just a few words, I’d say it all
had to do with reducing variation.
Deming
10. PLS Six Sigma Orientation Parker Confidential 10the way we things
Identifying and controlling variation
requires a coordinated team effort
11. PLS Six Sigma Orientation Parker Confidential 11the way we things
Improvement requires change
Improvement usually means doing something
that we have never done before.
- Shigeo Shingo
12. PLS Six Sigma Orientation Parker Confidential 12the way we things
Resistant Doesn’t Get In Way Driving Change
WillGetOnBoard
Early
Adopters
MustBe
Shown/Convinced
Will
Resist
AssistsInSetting
DirectionAnd
MakingItHappen
ChangeAgents
SelfSelectors
Improvement requires change
Spectrum of Involvement in Change
13. PLS Six Sigma Orientation Parker Confidential 13the way we things
Problems are opportunities
Treat problems as opportunities for improvement
rather than opportunities to assign blame
Problems must be treated as "system" failures rather
than people failures
All employees must be empowered to identify and
solve problems
14. PLS Six Sigma Orientation Parker Confidential 14the way we things
Problems are opportunities
… every issue an organisation faces should be captured on
a single sheet of paper. This enables everyone touching the
issue to see it through the same lens
Shook, J 2009, Managing to Learn
15. PLS Six Sigma Orientation Parker Confidential 15the way we things
Continuous improvement is endless
A P
C D
A S
C D
Improvement
Time
Kaizen
A S
C D
A S
C D
A P
C D
Kaizen
1. Masaaki Imai, Gemba Kaizen (New York: McGraw-Hill, 1997)
It is not necessary to change. Survival is not
mandatory
Deming
16. PLS Six Sigma Orientation Parker Confidential 16the way we things
Thank you for listening
Editor's Notes
:: Thanks for taking the time
:: Difficult to boil lean and quality down to 15 mins
Deming called this: “Consistency of Purpose”
Not short-term initiatives or a set of tools
Senior Management -
:: start with the goal of generating value from the customer
:: create a shared sense of purpose
:: managers should be aware of the shadows they cast (explain)
started to use Strategy Deployment (Hoshin Planning) at Parker
KEY x 2
Explain matrix
WHAT DOES A LEAN SYSTEM LOOK LIKE?
PLS similar to Toyota Production System or Thinking Production System
In summary:
KEY
In, Lean Thinking 5 key principles of this system are identified.
1 / Identify value through the customer’s eyes
define value in terms of:
:: specific products with
:: specific capabilities offered at
:: specific prices through a dialogue with
:: specific customers.
Providing the wrong good or service the right way is waste.
:: QFD / WINMAP / WINVALUE
2 / Define the Value Stream
The value stream is the set of all the specific actions required to bring a specific product through:
:: concept to design to engineering to launch,
:: order-taking through detailed scheduling to delivery
:: raw materials to finished product into the customers’ hands
3 / Flow
Flow value to the customer at the rate of customer demand, without waste in all of its forms.
When we cannot flow, we Pull.
EXAMPLE OF PULL
Why is a vending machine a good example of a pull system?
the customer pulls product from the vending machine:
:: the exact item
:: quantity wanted
:: and at the time it is needed
:: Then, the supplier replenishes only the items that need to be replaced.
Talk about 5 / Perfection later.
NEXT, QUALITY SYSTEMS
++++++++++++++++++++++++
Imbalanced work cycle times
Intermittent work stoppages: lack of parts
Slow change-overs
Implemented many quality systems:
:: 9001
:: 13485
Also, 14001, 18001
Example:
Manage quality at 3 UK plants and support to Oxnard
Sheffield
The model itself is sound: <<run through 9001 model>>
Cover processes in more detail later
I SEE QUALITY SYSTEMS LIKE THIS ….
“wedge” that …
:: holds the EVOLUTIONARY gains achieved along the quality journey
:: prevents good practices from slipping
Example:
Customer audits at Birtley
Diagram from Deming
KEY x 2
Management are responsible for developing stable, capable processes
Gives
:: repeatable work, reliable equipment, minimal quality issues
- 5S (identify big wastes) and
- standard work
:: identify the basic work steps,
:: record the time for each step,
:: draw a picture of the work area and operators flow
Foundation for value added flow
DEVELOPING STABLE, CAPABLE PROCESSES IS NOT EASY … WHY?
Demings Red Bead Training Activity:
:: Illustrates Operators are at the mercy of a process that is not capable, but are expected by their management to produce good parts.
- Variation is any deviation from target.
- Too much variation causes poor quality!
KEY
Variation exists in all of these categories
KEY
There are two types of variation: - Common Causes - Special Causes
Our job is to seek out and find variation (SPC)
:: then eliminate it :: reduce, or :: control it.
As stability and capability is a pre-requisite for creating flow
HOW? ….
One person does not have all the answers
The people working on the process each day are the experts
Example:
:: What I done when I first became a manager (monkeys)
:: Move towards coaching, forced: team size
Example:
HPWT
:: Set team guidelines: expected behaviours and standards
:: Charter: Why we exist
:: Barriers which exist stop us from achieving the Charter
:: Empower the team to remove the barriers
:: Define boundary conditions
- multi-skilling
+++++++++++++++++++++++++++
Break down the job - Present the operation
- what to do, - how to do, - why you have to do it
Try under supervision - Ongoing support
KEY
CONSIDER THE STAKEHOLDERS INVOLVED IN THE CHANGE ….
+++++++++++++++++++++++++++
Increase urgency - inspire people to move, make objectives real and relevant.
Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels.
Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency.
Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. De-clutter communications - make technology work for you rather than against.
Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements.
Create short-term wins - Set aims that are easy to achieve - in bite-size chunks. Manageable numbers of initiatives. Finish current stages before starting new ones.
Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones.
Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders. Weave change into culture.
LHS – CAVEmen
Citizens, Against, Virtually, Everything
:: 80 / 20 rule – 80% of your time is spent on 20% of the people involved
Example:
Parker change loop - explain
:: Begin with the end in mind
:: Active dissatisfaction
:: WDGLL
:: Future state
CHANGE OFTEN IS REACTIVE ….
KEY
Treat problems as opportunities for improvement rather than opportunities to assign blame
:: When a problem occurs, the first thing people want to know is "who did it?“
:: Operator error = root cause, re-training
:: Problem occurs again
KEY
Problems must be treated as "system" failures rather than people failures.
:: Earlier slide (94%) – people are at the mercy of the system or process
KEY
All employees must be empowered to identify and solve problems.
:: Earlier slide – coordinated team effort
:: process which people can identify
:: solve or elevate problems to be addressed.
IN PARKER WE USE THE A3 PROCESS …..
CAPA processes form part of the quality system
Sometimes too constraining when looking at themes
Intimidating for Operators
KEY
:: Explain A3
If you can explain the issue on 1 sheet of A3, you truly understand the problem
KEY
FINALLY
Mentioned earlier 5th point from “LEAN THINKING”
This is the concept that defines CI as a journey, not a destination.
CI is a process that is repeated continuously.
As one level is achieved, the next opportunities for CI reveal themselves.
Changes can be evolutionary (like the quality system wedge) or ….
KEY
Revolutionary or step-changes
KEY MESSAGE
:: continuously pursue perfection.
:: don’t become complacent
Leave the last word to Deming ,,,,
KEY