The document discusses lean operations excellence. It describes how lean aims to maintain the best way of working through standardization while continuously improving via problem solving and kaizen. Standard work establishes standards to stabilize processes, while kaizen seeks to develop better methods. Problem solving is used to address performance issues and bring processes back in line with standards. The document provides examples of standard work documentation and discusses using visual management like kamishibai cards to facilitate standard work.
This document is a PowerPoint presentation on operations management. It covers topics such as what operations management is, the heritage and evolution of OM, characteristics of goods and services, and critical decisions that operations managers must make. Key figures discussed include Eli Whitney, Frederick Taylor, the Gilbreths, Henry Ford, and W. Edwards Deming. The presentation also examines new challenges in OM and trends toward globalization and customization.
The document discusses what business expectations are of HR leaders and how HR can align its strategies with business strategies. It outlines that businesses expect HR leaders to address current challenges, add value, create impact, drive change, and build for the future. It then provides guidance on how an HR leader can meet these expectations, such as understanding the business, offering solutions, focusing on outcomes, and building credibility. Finally, it discusses aligning business and HR strategies through steps like defining capabilities needed, identifying practices to develop them, and measuring effectiveness.
"Information needs for the lean organization" by Jean CunninghamOperae Partners
The traditional cost statements and metrics will derail a lean transformation. Standard cost systems drive production to capacity rather than customer demand. Providing simple, easy, Jean Cunningham's presentation at the 1st European Lean IT Summit held in Paris in October 2011.
The document discusses improving knowledge worker productivity through informal learning. It notes that management must focus on increasing knowledge worker productivity, as future economic prosperity will increasingly depend on it. Informal learning such as collaborating, sharing knowledge and searching for information can help improve productivity by 20-30%. However, more research is needed to quantify the impact of informal versus formal learning.
Lean principles and practices have been widely adopted to significantly improve business excellence and foster long-term benefits. Pioneered by Toyota, Lean focuses on eliminating waste through tools like 5S, visual management, total productive maintenance, and pull systems. It provides a new paradigm that is more effective than mass production. Today, leading companies are implementing Lean to gain competitive advantages.
In recent years, concern for quality in the ICT sector has increased, so that many companies are looking for models and certifications that allow them to demonstrate to customers and to the market their commitment to quality, industry best practices and international standards.
The first decision to be taken by a company, that wants to implement an improvement program, is the choice of process model or standard to be used as roadmap on the path of continuous improvement. On some occasions, there may be no choice to be made because, the sector itself, the requirements of a government or of large buyers have already established which is the a reference model. However, in other cases, it is necessary to define what are the business objectives of the company, and then, define the improvement project and the process model that best fits their needs.
This presentation gives an overview of the components that are part of a successful improvement program and places special emphasis on the most recognized models in the market (EFQM, ISO 9001, COBIT, People CMM, CMMI, ITMARK, IDEAL), especially the scope and structure of each one. Exercises will be presented to reinforce the theory and allow interaction with participants.
This document is a PowerPoint presentation on operations management. It covers topics such as what operations management is, the heritage and evolution of OM, characteristics of goods and services, and critical decisions that operations managers must make. Key figures discussed include Eli Whitney, Frederick Taylor, the Gilbreths, Henry Ford, and W. Edwards Deming. The presentation also examines new challenges in OM and trends toward globalization and customization.
The document discusses what business expectations are of HR leaders and how HR can align its strategies with business strategies. It outlines that businesses expect HR leaders to address current challenges, add value, create impact, drive change, and build for the future. It then provides guidance on how an HR leader can meet these expectations, such as understanding the business, offering solutions, focusing on outcomes, and building credibility. Finally, it discusses aligning business and HR strategies through steps like defining capabilities needed, identifying practices to develop them, and measuring effectiveness.
"Information needs for the lean organization" by Jean CunninghamOperae Partners
The traditional cost statements and metrics will derail a lean transformation. Standard cost systems drive production to capacity rather than customer demand. Providing simple, easy, Jean Cunningham's presentation at the 1st European Lean IT Summit held in Paris in October 2011.
The document discusses improving knowledge worker productivity through informal learning. It notes that management must focus on increasing knowledge worker productivity, as future economic prosperity will increasingly depend on it. Informal learning such as collaborating, sharing knowledge and searching for information can help improve productivity by 20-30%. However, more research is needed to quantify the impact of informal versus formal learning.
Lean principles and practices have been widely adopted to significantly improve business excellence and foster long-term benefits. Pioneered by Toyota, Lean focuses on eliminating waste through tools like 5S, visual management, total productive maintenance, and pull systems. It provides a new paradigm that is more effective than mass production. Today, leading companies are implementing Lean to gain competitive advantages.
In recent years, concern for quality in the ICT sector has increased, so that many companies are looking for models and certifications that allow them to demonstrate to customers and to the market their commitment to quality, industry best practices and international standards.
The first decision to be taken by a company, that wants to implement an improvement program, is the choice of process model or standard to be used as roadmap on the path of continuous improvement. On some occasions, there may be no choice to be made because, the sector itself, the requirements of a government or of large buyers have already established which is the a reference model. However, in other cases, it is necessary to define what are the business objectives of the company, and then, define the improvement project and the process model that best fits their needs.
This presentation gives an overview of the components that are part of a successful improvement program and places special emphasis on the most recognized models in the market (EFQM, ISO 9001, COBIT, People CMM, CMMI, ITMARK, IDEAL), especially the scope and structure of each one. Exercises will be presented to reinforce the theory and allow interaction with participants.
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
Keynote (EN): Beyond Budgeting in Practice, at Quality & Excellence Conferenc...Gebhard Borck
The document discusses the need for a new management model beyond traditional budgeting and command-and-control hierarchies. It notes that the world has become more dynamic, complex, and customer-focused, requiring organizations to be more adaptive, decentralized, and responsive. It then outlines principles of the Beyond Budgeting model, which focuses on customer responsibility, devolved leadership, relative targets, transparency, and dynamic processes rather than annual planning and control. Examples are given of companies like Handelsbanken that have successfully implemented aspects of this new model.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
The document outlines key topics in operations management including:
1. It provides learning objectives for the chapter on operations and productivity such as defining operations management, distinguishing between goods and services, and calculating productivity metrics.
2. It gives examples of organizational charts for different types of companies to illustrate the operations, marketing, and finance functions.
3. It describes the 10 critical decisions that operations managers must make, such as design of goods/services, quality management, and supply chain management.
Performance driven dashboards & role based portals d hill bmick arc orlando 2008ARC Advisory Group
The document discusses performance driven dashboards and role-based portals. It notes that businesses are implementing these tools to improve operations effectiveness, integrate information sources, address information overload, and foster innovation. Role-based portals provide the right information to users based on their role in order to improve decision making, productivity, and flexibility. The document outlines strategies for developing these tools, including defining clear business objectives and partnering with software suppliers that provide technology platforms and industry-specific solutions.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
This document discusses a course on innovating business processes. It covers various topics:
- Definitions of innovation and different types of innovation like sustaining and disruptive innovation. Mid-level managers play a key role in innovation.
- Capabilities required for innovation including resources, processes, values which evolve over time. Tactics like using heavyweight teams must fit an organization's needs.
- Process innovation versus improvement and degrees of change. Managing a portfolio of business process innovation projects.
- Building innovation capabilities within an organization through leadership, structures, and employee engagement. Relating innovation and improvement models.
"Scoping Lean IT: asking the right questions" by Daniel T JonesOperae Partners
A presentation by Daniel T Jones from The Lean Enterprise Academy at the 1st European Lean IT Summit held in Paris, France in October 2011.
www.lean-it-summit.com
The document provides an agenda and overview for an Oracle EPM 11.1.1 Release Update Workshop. The agenda covers introductions, presentations on the 11.1.1 release highlights and roadmap, and deep dives on various Oracle EPM and BI products. Key highlights of the 11.1.1 release include a new EPM Workspace, enhancements to Smart View, Calculation Manager, and lifecycle management tools, as well as new features for various Oracle EPM applications. The roadmap discusses integrating Oracle EPM and BI products further and delivering a unified EPM system.
This document outlines topics related to quality management and total quality management (TQM). It includes definitions of quality, discussions of quality standards like ISO 9000 and Baldrige criteria. It also summarizes quality tools and strategies like cost of quality analysis, continuous improvement, Six Sigma, and Just in Time. The overall document provides an overview of key concepts in quality management.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
This document provides information about a White Belt Certification course in Six Sigma. The course teaches foundational Six Sigma concepts like customer-supplier relationships, effective problem solving, and quality metrics. It covers topics such as defining customers and suppliers, understanding customer requirements, the benefits of Six Sigma, and how to apply the DMAIC process for problem solving. The goal is to provide students with the knowledge needed to pursue more advanced Six Sigma certifications.
TCL is a global software testing company that aims to deliver world-class, innovative, structured, and professional testing solutions. It has expertise across various domains and services, including enterprise systems, web applications, telecom, healthcare, and embedded systems. TCL seeks to become a global center of testing excellence through rigorous training, a culture of continuous improvement, and flexible engagement models.
This document discusses developing a sustainable continuous improvement capability using Lean Six Sigma. It outlines a four step methodology: 1) Assess current processes, 2) Define improvement projects, 3) Implement projects using DMAIC, and 4) Sustain improvements through training and embedding in the organization. Accenture supports capability development through workshops, training, project delivery, and transformation tailored to clients' needs, with typical benefits including 20% lower costs and 40% faster times to market.
This PowerPoint presentation covers key topics in developing operations strategy in a global environment, including:
- Developing missions and strategies to achieve competitive advantage through operations.
- The ten strategic operations management decisions companies must make.
- Issues in operations strategy and developing and implementing strategy globally.
- Four global operations strategy options: international, multidomestic, global, and transnational.
- Factors to consider in global product design, process design, facility location analysis, and managing the impact of culture and ethics.
Book Review: The Toyota Way by Harish Vermaopepiimraipur
The Toyota Way outlines 14 principles organized into 4 sections that make up Toyota's management philosophy of continuous improvement and respect for people, including creating continuous process flow to eliminate waste, using pull systems and leveling out workload, building a culture of stopping to fix all problems, and growing leaders who thoroughly understand the work and live the company's philosophy.
Business Architecture based Performance TransformationSteve Kerzman
Major business change initiatives often fail because there is a gap between leadership's stated vision and strategy and what is ultimately delivered. This can be addressed through developing a business architecture, which bridges this gap by providing a common framework that aligns people, processes, technology, and other assets to achieve the desired outcomes. An effective business architecture increases the chances of implementing major changes successfully in one try. It should be used for large, complex changes but may not be needed for small, routine improvements.
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
Brend Brevé - Philips Industry ConsultingThemadagen
The document discusses lean operations excellence and eliminating waste through lean thinking. It defines lean as creating flow without disruptions by eliminating waste. It then discusses the seven types of waste according to Toyota and explains that lean focuses on increasing value-added activities which are only 5% of total lead time. Finally, it provides the main steps in lean as specifying value, identifying the value stream, making value flow, involving employees, and continuously improving.
Description of:
1) business model innovation
2) process innovation
3) product/service innovation
4) innovation culture
and the tools and models needed to understand , create and implement.
Seven Secrets Of Tapping Into The Power Of Your PeopleAndrewLi
My presentation leads you through the most effective, cutting edge techniques in the world for getting your people to go with you on any journey of change. Contact me to assist you with your key stakeholders.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
Keynote (EN): Beyond Budgeting in Practice, at Quality & Excellence Conferenc...Gebhard Borck
The document discusses the need for a new management model beyond traditional budgeting and command-and-control hierarchies. It notes that the world has become more dynamic, complex, and customer-focused, requiring organizations to be more adaptive, decentralized, and responsive. It then outlines principles of the Beyond Budgeting model, which focuses on customer responsibility, devolved leadership, relative targets, transparency, and dynamic processes rather than annual planning and control. Examples are given of companies like Handelsbanken that have successfully implemented aspects of this new model.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
The document outlines key topics in operations management including:
1. It provides learning objectives for the chapter on operations and productivity such as defining operations management, distinguishing between goods and services, and calculating productivity metrics.
2. It gives examples of organizational charts for different types of companies to illustrate the operations, marketing, and finance functions.
3. It describes the 10 critical decisions that operations managers must make, such as design of goods/services, quality management, and supply chain management.
Performance driven dashboards & role based portals d hill bmick arc orlando 2008ARC Advisory Group
The document discusses performance driven dashboards and role-based portals. It notes that businesses are implementing these tools to improve operations effectiveness, integrate information sources, address information overload, and foster innovation. Role-based portals provide the right information to users based on their role in order to improve decision making, productivity, and flexibility. The document outlines strategies for developing these tools, including defining clear business objectives and partnering with software suppliers that provide technology platforms and industry-specific solutions.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
This document discusses a course on innovating business processes. It covers various topics:
- Definitions of innovation and different types of innovation like sustaining and disruptive innovation. Mid-level managers play a key role in innovation.
- Capabilities required for innovation including resources, processes, values which evolve over time. Tactics like using heavyweight teams must fit an organization's needs.
- Process innovation versus improvement and degrees of change. Managing a portfolio of business process innovation projects.
- Building innovation capabilities within an organization through leadership, structures, and employee engagement. Relating innovation and improvement models.
"Scoping Lean IT: asking the right questions" by Daniel T JonesOperae Partners
A presentation by Daniel T Jones from The Lean Enterprise Academy at the 1st European Lean IT Summit held in Paris, France in October 2011.
www.lean-it-summit.com
The document provides an agenda and overview for an Oracle EPM 11.1.1 Release Update Workshop. The agenda covers introductions, presentations on the 11.1.1 release highlights and roadmap, and deep dives on various Oracle EPM and BI products. Key highlights of the 11.1.1 release include a new EPM Workspace, enhancements to Smart View, Calculation Manager, and lifecycle management tools, as well as new features for various Oracle EPM applications. The roadmap discusses integrating Oracle EPM and BI products further and delivering a unified EPM system.
This document outlines topics related to quality management and total quality management (TQM). It includes definitions of quality, discussions of quality standards like ISO 9000 and Baldrige criteria. It also summarizes quality tools and strategies like cost of quality analysis, continuous improvement, Six Sigma, and Just in Time. The overall document provides an overview of key concepts in quality management.
The document outlines the key topics in Chapter 2 of the Operations Management textbook. It includes an outline of the chapter sections on global company profiles, developing missions and strategies, achieving competitive advantage, operations strategy options, and strategic operations management decisions. It also lists learning objectives and provides examples of global strategies and suppliers for Boeing. The document provides an overview of the concepts and content covered in the chapter.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
This document provides information about a White Belt Certification course in Six Sigma. The course teaches foundational Six Sigma concepts like customer-supplier relationships, effective problem solving, and quality metrics. It covers topics such as defining customers and suppliers, understanding customer requirements, the benefits of Six Sigma, and how to apply the DMAIC process for problem solving. The goal is to provide students with the knowledge needed to pursue more advanced Six Sigma certifications.
TCL is a global software testing company that aims to deliver world-class, innovative, structured, and professional testing solutions. It has expertise across various domains and services, including enterprise systems, web applications, telecom, healthcare, and embedded systems. TCL seeks to become a global center of testing excellence through rigorous training, a culture of continuous improvement, and flexible engagement models.
This document discusses developing a sustainable continuous improvement capability using Lean Six Sigma. It outlines a four step methodology: 1) Assess current processes, 2) Define improvement projects, 3) Implement projects using DMAIC, and 4) Sustain improvements through training and embedding in the organization. Accenture supports capability development through workshops, training, project delivery, and transformation tailored to clients' needs, with typical benefits including 20% lower costs and 40% faster times to market.
This PowerPoint presentation covers key topics in developing operations strategy in a global environment, including:
- Developing missions and strategies to achieve competitive advantage through operations.
- The ten strategic operations management decisions companies must make.
- Issues in operations strategy and developing and implementing strategy globally.
- Four global operations strategy options: international, multidomestic, global, and transnational.
- Factors to consider in global product design, process design, facility location analysis, and managing the impact of culture and ethics.
Book Review: The Toyota Way by Harish Vermaopepiimraipur
The Toyota Way outlines 14 principles organized into 4 sections that make up Toyota's management philosophy of continuous improvement and respect for people, including creating continuous process flow to eliminate waste, using pull systems and leveling out workload, building a culture of stopping to fix all problems, and growing leaders who thoroughly understand the work and live the company's philosophy.
Business Architecture based Performance TransformationSteve Kerzman
Major business change initiatives often fail because there is a gap between leadership's stated vision and strategy and what is ultimately delivered. This can be addressed through developing a business architecture, which bridges this gap by providing a common framework that aligns people, processes, technology, and other assets to achieve the desired outcomes. An effective business architecture increases the chances of implementing major changes successfully in one try. It should be used for large, complex changes but may not be needed for small, routine improvements.
1) Organizational structure refers to how job tasks are divided, grouped, and coordinated through elements like work specialization, departmentalization, and span of control.
2) Common structures include bureaucracies, matrix structures, and team structures, with characteristics suited to different strategies, sizes, technologies, and environments.
3) While bureaucracy remains prevalent, new structures aim to be flexible through teams, outsourcing, and boundaryless designs, though tradeoffs exist for control and coordination.
Brend Brevé - Philips Industry ConsultingThemadagen
The document discusses lean operations excellence and eliminating waste through lean thinking. It defines lean as creating flow without disruptions by eliminating waste. It then discusses the seven types of waste according to Toyota and explains that lean focuses on increasing value-added activities which are only 5% of total lead time. Finally, it provides the main steps in lean as specifying value, identifying the value stream, making value flow, involving employees, and continuously improving.
Description of:
1) business model innovation
2) process innovation
3) product/service innovation
4) innovation culture
and the tools and models needed to understand , create and implement.
This chapter discusses operations management. It defines operations management as planning, organizing, leading, and controlling resources to create value through an organization's goods and services. The chapter describes the transformation system that converts inputs through a process into outputs. It explains how operations management objectives like quality, speed, dependability, flexibility, and cost are important. It also outlines the direct, indirect, and broader responsibilities of operations managers.
1. The document discusses Bosch's approach to process management, including its core processes of product engineering, production engineering, procurement, production, and order fulfillment.
2. It provides an overview of Bosch's Order Fulfillment Process and its adoption of a BPS (Bosch Production System) approach.
3. The BPS aims to achieve lean production through principles, tools, and elements that empower workers to execute the principles, with the goal of achieving best-in-class status.
A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com
The document discusses effective project management. It argues that being "agile" is less important than being effective. Projects should be viewed as releasing products, and a project's success is determined by how well its processes align with the product's maturity. The document outlines a 5-step approach: 1) Don't focus on being agile but on being effective; 2) View projects as releasing products; 3) Align a project's processes with a product's maturity to determine if it is born a winner or loser; check a project's "DNA".
The economic downturn provides an excellent opportunity for organisations to exploit their idle resources to maximise their innovation efforts.
This is the time for an organisation to assess their innovation capabilities and to reposition them for when the economic tides will change.
This slideshow shares how to determine your innovation capability, and what to do in these times with regards to being innovative.
Exensys is a global technology consulting firm focused on business transformation. Their vision is to be a trusted global name for business transformation, technology and consulting. Their mission is to help clients win through innovation. Exensys offers enterprise software products and IT services across industries. They have a global presence with offices worldwide and over 1200 employees.
Presentation at Knowit Lean Experience 2012
Experience and practical examples from the Lean transformation of the product development at Volvo Penta, in particular the program set up to drive cultural change in operation.
The document discusses agile business processes and process improvement. It begins with an agenda covering needs and challenges, process as a tool, and an agile approach to process improvement. It then discusses market trends driving the need for agile and adaptable processes. The presentation emphasizes that process improvement should be driven by business needs and objectives, with industry models and methodologies serving as tools to guide improvements rather than ends in themselves. A multimodel approach is recommended to address different aspects of the business. The document provides an overview of assessing the current "as is" process and defining the target "to be" process to guide implementation efforts.
The document discusses agile business processes and process improvement. It begins with an agenda covering needs and challenges, process as a tool, and an agile approach to process improvement. It then discusses market trends driving the need for agile and adaptable processes. The presentation emphasizes that process improvement should be driven by business needs and objectives, with industry models and methodologies used as tools to guide improvements rather than ends in themselves. A multimodel approach is recommended to address different aspects of the business. The document provides a roadmap for conducting process improvements in an agile manner.
1) The document discusses evolving research and development practices through the contributions of TRIZ, a theory of inventive problem solving.
2) It outlines the stages of an inventive design method including problem formulation, contradiction analysis, and solution concept generation using TRIZ techniques.
3) Case studies with industrial partners apply the method to real problems in areas like high-speed trains and steel casting to evolve from research to industry applications of TRIZ.
The document discusses the journey of the Hi-Technology Group from 2005 to the present in improving their business performance. Initially, they faced issues like low investment, poor training, and a major customer offshoring. Through benchmarking, they identified areas to improve like scheduling, inventory levels, and people skills. They implemented principles like customer focus, leadership, and continual improvement. As a result, their benchmark results showed excellence across customer satisfaction, safety, management, and other key areas. The business framework they developed helped create ownership and pride to lead to success.
The document discusses the concept of Kaizen, which originated in Japan and means continual improvement. It explains that Kaizen involves making many small improvements over time through activities like quality circles and employee suggestion systems. This contrasts with Western ideas of innovation that focus on occasional large changes. The document also outlines how Kaizen can be applied through management systems, problem solving tools, and changing corporate culture to emphasize continuous incremental improvement.
Enterprise Architecture Governance for an Enterprise Transformation Journey: ...Marcelo Sávio
This document discusses IBM's enterprise architecture governance approach during its transformation journey from the 20th to 21st century. It highlights three key points:
1. IBM underwent a major transformation to transition from a multinational to a globally integrated enterprise, standardizing processes across 172 countries.
2. Enterprise architecture and governance were important to this transformation by providing a framework to simplify, standardize, integrate, and increase flexibility across the company.
3. Lessons from IBM's experience include establishing governance owners for key business processes, taking an outside-in approach focused on customers and partners, and adding continuous transformation as a core leadership competency.
The document discusses a robotics company's business model, segments, position in the industry, and factors for its past success. It then considers where the company wants to be in the future, including overall and specific objectives. It analyzes challenges the company faces, provides a winning formula framework, and makes recommendations around core growth options, strategic bets, talent management, and strategic alliances.
CEO Study Insights; Career Resiliency In Time of ChangeIBMGovernmentCA
From the Webcast in the Smarter Government Virtual Briefing Center. This presentation offers insights on how leading organizations are
preparing their workforces to seize opportunity whenever and wherever it arises—in an increasingly borderless world. Through three main themes, learn what boundaries
may be preventing your organization from matching resources with opportunities,
and how your leaders can more rapidly develop workforce skills and capabilities.
The document describes SCOPI, a regional pioneer in organizational excellence and human performance improvement. SCOPI blends expertise from consultants, coaches, and trainers with technology to help organizations achieve high levels of performance, productivity, and profitability. SCOPI's methodology involves understanding business requirements, providing the right solutions like training and consulting, and ensuring continuous satisfaction through monitoring and support. SCOPI has expertise across various industries and focuses on areas like business excellence, organizational development, and human resources management.
Business architecture is a disciplined approach to creating and maintaining a set of business-owned information assets that serve as a blueprint for planning and executing strategy. Organizations can take a top-down or bottom-up approach to business architecture. A bottom-up approach focuses on techniques and best practices among operational teams but may lack strategic alignment. A top-down approach ties documentation to strategic goals but can lack tactical execution. Most organizations get stuck taking both approaches without integrating them, failing to connect strategic goals to operations. To be successful, an organization needs both senior leadership buy-in and skills in business architecture modeling, bringing together strategy and analysis.
Similar to Roel Berkhout - Philips Industry Consulting (20)
The document discusses adhesive bonding as an alternative joining method to welding, soldering, mechanical fasteners, and other techniques. It covers bonding theory, surface treatment methods, adhesive types, design considerations, examples of bonding applications, and trends in the industry. Success in bonding projects requires close collaboration between the customer, adhesive manufacturer, and equipment suppliers from the initial design phase.
The document discusses achieving reliable micro interconnections with long lifetime expectations. It describes common failure mechanisms for solder and adhesive micro interconnects, such as fatigue, creep, corrosion and brittle fracture. It also discusses how to improve interconnect design through careful material selection, understanding failure mechanisms, analyzing stress conditions, improving product design with modeling, and exploring new technologies like laser-induced forward transfer. The goal is to create systems with enhanced lifetimes through optimized interconnect design and technology.
Benjamin Mehlmann - Fraunhofer InstituteThemadagen
This document discusses laser micro joining processes and applications in research and development. It outlines laser beam sources and beam manipulation strategies used for micro joining applications in energy storage, electronics, and lightweight construction. Current approaches in research include welding copper with spatial and temporal power modulation to increase weld depth and quality. Developments aim to enable precision melt engineering through dynamic beam manipulation and modeling of laser micro joining processes.
This document discusses organic photovoltaic (OPV) technology and the Solliance OPV Program. The program aims to develop a complete technology toolbox for OPV to improve efficiency, lifetime, and lower costs. Current status shows efficiencies over 10% in the lab but lower efficiencies in modules. The program focuses on both solution processing and evaporated OPV using scalable printing and coating techniques. The goal is to achieve over 13% cell efficiency, 5% module efficiency, and manufacturing costs below €0.50/Wp by 2015.
This document provides an overview of a presentation on organic and printed electronics. The presentation covers topics such as OLED lighting and its potential market impact if OLEDs capture 10% of the lighting replacement market. It also discusses flexible OLEDs and OPVs, noting their potential applications in rollable, wearable, and easily integrated devices. The presentation reviews roll-to-roll manufacturing processes for these applications and the importance of techniques like slot die coating to enable low-cost, large-area production. It emphasizes the need for strict contamination control in OLED manufacturing. Finally, it provides a high-level summary and introduces the Holst Centre's work on large-area printing and coating technologies.
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Avantes is a developer and manufacturer of compact spectrometers, light sources, fiber optics, and accessories. It has sold over 17,000 spectrometers since 1994 and has annual worldwide sales of 10 million euros. Avantes uses its core spectrometer technology across multiple markets including life sciences and health, industrial processes, optical diagnosis spectroscopy and imaging, safety and security, agriculture and food, and green energy and environment. The document provides examples of spectroscopy applications for Avantes' products in areas such as LED measurements, solar panel measurements, thin film measurements, blood analyses, and food quality analysis.
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Roel Berkhout - Philips Industry Consulting
1. Lean Operations
Excellence
De Motor van Lean
Philips Industry Consulting Eindhoven
Roel Berkhout, May 2012
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Maintain the best way of working Lean Operations
Excellence
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Philips Industry Consulting Mei 2012, Page 1
2. Performance improvement in reality Lean Operations
Excellence
gap!
Performance
Time
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Lean Operations
Problems improve the work place Excellence
and the work itself
“ No one has more trouble that the person
who claims to have no trouble.” - Taiichi Ohno
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3. Standardization versus improvementLean Operations
Excellence
Stabilize
Stabilize
Standardise
Standardize
Continuous
Improvement
Improve
Improve
Challenge
Challenge
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Lean Operations
Standardization perspective Excellence
Actual
(Performance)
Performance
Kaizen
Standard
Problem
Kaizen (Capability)
Problem
Time
Standard: Problem: Kaizen:
Record of best Actual Develop a better
known method performance has method to perform
to perform work fallen below work repeatedly
repeatedly proven capability
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4. Performance improvement on Lean Operations
Excellence
the shop floor ….
Do you have a No Create and Implement
good standard? a good standard
Yes
Make adherence to Are standards No
being followed? Follow the standard
standard visible
Yes
Are there big No
deviations from Kaizen
the standard?
Yes
Yes No
Problem Solve Is data available? Collect /improve Data
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A3 problem solving method Lean Operations
Excellence
1. Clarify the Problem
2. Break Down the Problem
A3, similar 3. Target Setting
To 8D
4. Root Cause Analysis
5. Develop Countermeasures
6. Implement Countermeasures
7. Monitor Both Results and Processes
8. Standardize Successful Processes,
learn from failures
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5. Standardization Lean Operations
Excellence
Standard Work Standard Procedures
focused on focused on solving
NORMAL ABNORMALITIES
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Standard work Lean Operations
Excellence
The written current best method for safe and efficient
work that meets the regular quality and provides the
standards for improvement
Four Elements:
1. Work elements & sequence
the order in which the work elements are done in a process
2. Total standard time & standard time per work element
3. Input materials, tools and information required
4. (Standard Work-in-Process)
minimum number of unfinished jobs necessary for a smooth completion
of a work sequence
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6. Standard work by position Lean Operations
Excellence
Standard work is LESS structured Executive
• % of time standard
• Specific sequence
• Specific time of day
• More time for discretionary tasks
Supervisor and
Supporting Roles
(Engineering, Maintenance,
Sales, Finance, Continuous
Standard work is MORE structured
Improvement, Purchasing)
• % of time standard
• Specific sequence
Team Leader
• Specific time of day
• Less time for discretionary Operator
SHOP FLOOR
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Standard Work Lean Operations
Excellence
Document No.: xxxx
STANDARD OPERATION Washington
F IS - F -P S- 2 41 / EN
P la nt:
ver s io n 0 1 Revision Level: 4
Part Work- Page
Number xxx Part Name
Bolster Line :
EQ Bolster station: Woodstock No: 1/1
Tim e:
No. Operation = SAFETY = QUALITY = TIP
30 Sec
Sketches / Photo's / etc.
Remove cavities 3 & 4 from the mould tool. 4
1 Remove parts from tool Place parts onto left side of bench (Fig1)
S piking
Remove the spiking Remove the waste then place the frame onto the bench
Ca vitie
2 frame from the upper
Ensure frame handle is pointing away from you and spikes are pointing upwards. 1
4 Cavitie s 1
3 2
2
tool
Fig 1.
3
Fold waste and place Fold the waste from the frame and place it onto the granulator cooling stand, using it to
3 onto to stand.
push the existing
waste into the granulator (fig 2).
Gra n u la to r
Remove the spiked Remove the spiked frame from underneath the bench place it into the guides on the
Co o ling s ta nd
upper mould tool (fig 1)
4 frame from the
underneath bench Ensure that the handle is pointing towards you is fully located against the censor
Fig 2.
Wh ite 5
- Take one white & green LH clip from the dispenser.
Place one white & green - Place the green clip into the center clip position and the white into the bottom location
5 clip into cavities 3&4
on cavity 4.
- Take one white & green RH clip from the dispencer.
- Place the green clip into the center cl
Gre e n
Wh ite
Fig 3.
Issued S ig na tur e Checked S ig na ture Approved S ig na t ur e SKILLED S ig na t ur e Non Conforming Product:
Name: Name: Name: OPERAT OR P la c e reje c ts in re je c t c o nta ine r. Re c o rd o n P ro c e s s M o nito r
Function: Function: Function: Name: She e t. If 3 o r m o re re je c ts fo und with s a m e fa ult ca ll Ga p Le a de r.
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7. Lean Operations
Kamishibai Excellence
Manager Standard Work
• Select card
• Follow instructions on card
• Turn green side if OK / turn red
side out if not
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Lean Operations
Excellence
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8. Problem solving, kaizen and Lean Operations
Excellence
standardization
standards …. to describe how
to keep the best
normal operating
conditions
Performance
kaizen
problem solving …. to develop a better
…. to bring the performance back method to perform the
to the level of proven work repeatedly
performance
Time
15 Industry Consulting
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Lean Operations
Standardization perspective Excellence
Actual
(Performance)
Performance
Kaizen
Standard
Problem
Kaizen (Capability)
Problem
Time
Standard: Problem: Kaizen:
Record of best Actual Develop a better
known method performance has method to perform
to perform work fallen below work repeatedly
repeatedly proven capability
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Philips Industry Consulting Mei 2012, Page 8
9. Lean Operations
Types of kaizen for SME Excellence
Quick and easy kaizen
Team Member = Short Kaizen or OPL
Kaizen Event / Blitz
Line team + support
Structured guided learning event
Full-time ca. 1 week
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Lean Operations
Excellence
Benefits of mobilizing the organization
Circle of
Concern
Circle of
Influence
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1
Philips Industry Consulting Mei 2012, Page 9
10. Lean Operations
Excellence
Roel Berkhout
Roel.Berkhout@Philips.com
+31610924113
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