The document discusses the Plan-Do-Check-Act (PDCA) cycle and how it can be used as a model for continuous process improvement. It explains the four steps of the cycle as: 1) Plan - identify and analyze the problem, 2) Do - develop and test a potential solution, 3) Check - measure the effectiveness of the test solution, and 4) Act - fully implement the improved solution. Examples are provided for each step to illustrate how to methodically solve problems and implement solutions using this approach.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
De presentatie die Daan Odijk hield over VARA's Social Videoplayer tijdens het Cross Media Café Uit het Lab op 12 februari 2013. Meer info: http://www.immovator.nl/cross-media-cafe-uit-het-lab
This event will allow you to meet and interact with key decision-makers who are making critical strides in improving their systems by cutting costs and time to better meet the needs of the warfighter.
I am Continuously seeking to improve my competencies and skills to provide first class professional Project Management training courses; and develop my scope experience in Project Management functions.
I am confident that my innovative and results-focused approach would make significant contribution to the continued success of your organization.
this is the first presentations uploaded to Slide Share,
For more information do not hesitate to contact me.
Ahmad H. Maharma - PMP®
Ramallah, Palestine
Phone: + (972) (2) 2968644
Mobile: + (972) (599) 001155E-Mail: ahmad.maharma@gmail.com
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
De presentatie die Daan Odijk hield over VARA's Social Videoplayer tijdens het Cross Media Café Uit het Lab op 12 februari 2013. Meer info: http://www.immovator.nl/cross-media-cafe-uit-het-lab
This event will allow you to meet and interact with key decision-makers who are making critical strides in improving their systems by cutting costs and time to better meet the needs of the warfighter.
The Consumer Price Index basket now contains 412 products compared to the 396 in the previous basket. The updated basket was released today with several new products added and some being removed.
The contents of the basket is based on the results of the Living Conditions Survey, also released today.
Weights of the CPI represent the proportion of total household expenditure over a 12-month period.
New products included in the basket include several convenience foods such as instant noodles, frozen pastry products such as pizza and pies, and ready mix flour products. Also added to the basket is levies for sectional title property.
Most notable products that are no longer in the basket are stamps, DVDs and CDs as well as public hospital fees.
For more information, go to http://www.statssa.gov.za/?p=9450
A new methodology for processing electronic transaction data is presented, which aims at reducing the methodological differences across data sets in the Dutch CPI. Articles/GTINs are combined into “homogeneous products”, each of which is defined by a set of article characteristics. Price increases after relaunches of GTINs can be captured in this way.
Price indices are calculated as a ratio of a turnover index and a weighted quantity index. Product weights are calculated for each product from multi-period prices, which allows the timely inclusion of new products. The method does not lead to chain drift and does not require price imputations.
The new methodology is intended to replace the current sample-based methods in the CPI for a department store and for mobile phones in January 2016.
http://www.istat.it/en/archive/168897
http://www.istat.it/it/archivio/168890
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
A lynda.com assignment on Lean Six Sigma. This presentation is a summary of the certification on Lean Six Sigma Foundations and my understanding regarding the assignment.
This article is the brief of need of Six Sigma in any organization. It helps to undergo the process improvement by reducing cost and increasing value. Helps to identify for defective products and any variation in the process which do not add value to customer needs.
This presentation was created as part of the Brevard Public Schools Baldrige National Education Award Application effort. This presentation describes the relationship between the Facilities Department key work processes and the District's Strategic Plan and key performance indicators.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Road to cpi #2
1. Dennis Bonny
Director
THE ROAD TO
Jim Hudson CONTINUOUS PROCESS
Maintenance
Coordinator IMPROVEMENT (CPI)
Jim Varney
Work Control
WORKSHOP
Supervisor
1254 South Florida Ave
Rockledge, Florida
32955
By Robert J. Wiebel
Project Administration Specialist II
2. Plant Operations and Maintenance
Business Transformation
Question:
Does your plant operations and maintenance
organization have the processes, discipline,
and organizational mindset to provide
meaningful organizational innovative services
for your customers on a continuous basis?
3. Lean Six Sigma
Lean six Sigma in Education is a
Continuous Process Improvement
(CPI) strategic approach for developing
a school facilities culture of continuous
improvement in the areas of HVAC
systems reliability, work order process
cycle times, work order costs in terms
of less total resource consumption, and
maintenance and repair quality, and
productivity.
4. Lean Six Sigma
LEAN
SIX
SIGMA
Lean Six Sigma is a business improvement methodology that maximizes value by achieving the
fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested
capital. The fusion of Lean and Six Sigma improvement methods is required because1:
•Lean cannot bring a process under statistical control.
•Six Sigma alone cannot dramatically improve process speed or reduce invested capital.
•Both enable the reduction of the cost of complexity.
1. U.S. Army Business Transformation Office Definition
5. Lean Six Sigma
LEAN
SIX
SIGMA
Reduce cost through Meeting customer and/or 1. Goal: Increased
process optimization stakeholder requirements and/or service not just cost-
expectations and improving cutting.
quality by measuring and 2. Aim: Effectiveness not
eliminating defects. just efficiency.
LEAN
ANALYZE PLAN FOCUS DELIVER IMPROVE
OPPORTUNITY IMPROVEMENT IMPROVEMENT PERFORMANCE PERFORMANCE
SIX SIGMA
DEFINE MEASURE ANALYZE IMPROVE CONTROL
OPPORTUNITY PERFORMANCE OPPORTUNITY PERFORMANCE PERFORMANCE
1. IBM Global Business Services – Driving operational Innovation Using Lean Six Sigma
6. Manufacturing Lean Six
Sigma Wastes
1. Transportation: Moving materials and output unnecessarily.
2. Inventory: Overproduction resulting in too much stock.
3. Motion: Inappropriate sitting of teams or equipment.
4. Waiting: Equipment failure, for example, which causes delays.
5. Over-Processing: Performing unnecessary processing steps.
6. Over-Production: Producing more stock or producing it earlier than
needed.
7. Defects: Dealing with rework.
8. Lean Flow
Putting Lean Flow to work1
Implementing a Lean Flow requires having the right data and knowing how to use it. There are a
number of different approaches taken by organizations, but fundamentally, Lean Flow is achieved
by:
• Analyzing the steps of a process and determining which steps add value and which do not.
• Calculating the costs associated with removing non-value-added steps and comparing those
costs versus expected benefits.
• Determining the resources required to support value-added steps while eliminating non-value-
added steps.
• Taking action.
1. XEROX Lean Six Sigma in Higher Education.
10. The Deming Wheel
When to Use Plan–Do–Check–Act
1. As a model for continuous Improvement.
2. When starting a new improvement project.
3. When developing a new or improved
design of a process, product or service.
4. When defining a repetitive work process.
5. When planning data collection and analysis
in order to verify and prioritize problems or
root causes.
6. When implementing any change
11. The Deming Wheel
Plan–Do–Check–Act Procedure
1. Plan: Identifying and analyzing the
problem.
2. Do: Developing and testing a potential
solution.
3. Check: Measuring how effective the test
solution was, and analyzing whether it
could be improved in any way.
4. Act: Implementing the improved solution
fully.
12. How to Use The Tool
The PDCA Cycle encourages you to be methodical in your approach to problem solving and implementing solutions. Follow the
steps below every time to ensure you get the highest quality solution possible.
Step 1: Plan
First, identify exactly what your problem is. You may find it useful to use tools like Drill Down, Cause and Effect Diagrams, and
the 5 Whys to help you really get to the root of it. Once you've done this, it may be appropriate for you to map the process that is
at the root of the problem
Next, draw together any other information you need that will help you start sketching out solutions.
Step 2: Do
This phase involves several activities:
Generate possible solutions.
Select the best of these solutions, perhaps using techniques like Impact Analysis to scrutinize them.
Implement a pilot project on a small scale basis, with a small group, or in a limited geographical area, or using some other trial
design appropriate to the nature of your problem, product or initiative.
Our section on Practical Creativity includes several tools that can help you generate ideas and solutions. Our section on Decision
Making includes a number of tools that will help you to choose in a scientific and dispassionate way between the various potential
solutions you generate.
Note:
The phrase "Plan Do Check Act" or PDCA is easy to remember, but it's important you are quite clear exactly what "Do" means.
""Do" means "Try" or "Test". It does not mean "Implement fully." Full implementation happens in the "Act" phase.
13. How to Use The Tool
Step 3: Check
In this phase, you measure how effective the pilot solution has been, and gather together any
learning from it that could make it even better.
Depending on the success of the pilot, the number of areas for improvement you have
identified, and the scope of the whole initiative, you may decide to repeat the "Do" and
"Check" phases, incorporating your additional improvements.
Once you are finally satisfied that the costs would outweigh the benefits of repeating the Do-
Check sub-cycle any more, you can move on to the final phase.
Step 4: Act
Now you implement your solution fully. However, your use of the PDCA Cycle doesn't
necessarily stop there. If you are using the PDCA or Deming Wheel as part of a continuous
improvement initiative, you need to loop back to the Plan Phase (Step 1), and seek out further
areas for improvement.