Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
The GEAE Account Image Update project aimed to improve the process of updating and replicating computer images used by GEAE end-users. The existing process took around 34.78 hours on average with extensive administration. The team implemented an automated daily Robocopy program with email notifications to transfer images. This reduced the cycle time to just 0.39 hours. The process improvement eliminated administration costs and ensured all equipment was issued with current images, resulting in estimated annual savings of $11,000.
Retificação edital de teorias para o mestrado - sousacapacitacaoufcg
O documento retifica o período de inscrição para um curso de capacitação de 17 a 25 de fevereiro e especifica que as inscrições só serão confirmadas após a chefia imediata dos candidatos confirmarem a inscrição via e-mail.
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
The document provides stock information for Etisalat on 2003/3/24. It lists the company name and stock price of Etisalat as 34.25. The stock trend for Etisalat on this date saw an increase of 0.58.
The GEAE Account Image Update project aimed to improve the process of updating and replicating computer images used by GEAE end-users. The existing process took around 34.78 hours on average with extensive administration. The team implemented an automated daily Robocopy program with email notifications to transfer images. This reduced the cycle time to just 0.39 hours. The process improvement eliminated administration costs and ensured all equipment was issued with current images, resulting in estimated annual savings of $11,000.
Retificação edital de teorias para o mestrado - sousacapacitacaoufcg
O documento retifica o período de inscrição para um curso de capacitação de 17 a 25 de fevereiro e especifica que as inscrições só serão confirmadas após a chefia imediata dos candidatos confirmarem a inscrição via e-mail.
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
The document provides stock information for Etisalat on 2003/3/24. It lists the company name and stock price of Etisalat as 34.25. The stock trend for Etisalat on this date saw an increase of 0.58.
Small Print baker & coffee maker is proud to introduce small print office catering more sophisticated than the others,small print catering platters give you,your clients and your boss a new take on office lunching. More More information visit us at - http://bit.ly/1XEpuPy
The MAST pod provides a flexible platform for testing sensor systems. It has configurable bays for nose, tail, and center payloads. The pod collects data through an onboard system and can transmit data via L-band downlink. It is designed to accommodate different payloads and a subsonic aircraft flight envelope.
Article in Periodica Del Meta 31 March - 6 April 2016 - mentioning Monica Or being the International Guest Speaker at the COTELCO - Colombian Hotel and Tourism Association's Annual Conference (Article written in Spanish)
The cellular provider faced challenges keeping up with constant market changes and needed a flexible system to quickly adapt sales incentives. Their existing mostly manual process had become too cumbersome and inconsistent. By outsourcing to Optymyze, they gained automated management of complex multi-channel compensation plans and location-based sales data. This enabled faster execution of new sales strategies and more accurate rep payments.
The EEOC sued Pitre Car Dealership for allowing a male coworker to sexually harass and abuse other male employees over a period of 10 years. The harassment included unwanted touching, grabbing, biting of intimate body parts and solicitation of sex acts. Management was aware of the harassment but did not intervene and instead retaliated against employees who complained. The lawsuit aims to obtain relief for victims, enact anti-discrimination policies, and prevent future harassment.
O relatório da Defesa Civil de Brazópolis solicita uma rota alternativa para veículos agrícolas que trafegam em uma estrada movimentada devido aos riscos de acidentes. A Defesa Civil também solicita um projeto de engenharia para desviar um córrego e construir uma ponte para melhorar o acesso.
Mr. Armstrong has taken dozens of cases to both jury and bench trials. During his career, Mr. Armstrong gained extensive experience defending felonies and misdemeanors, including, but not limited to: drug possession, drug sales, grand theft, assault, battery, possession of a firearm by a convicted felon, attempted murder, credit card fraud, driving under the influence (“DUI”), boating under the influence (“BUI”), child abuse, criminal mischief, false imprisonment, domestic battery, and worthless checks – to name a few.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
1) The BMW marketing and sales headquarters had inefficient image deployment times averaging 45 minutes and up to 1 week.
2) A new imaging server setup with 24 port switches and workstation areas reduced the average deployment time to 1 minute, saving $170,000 annually.
3) Process capability improved from 1.5 to over 2,000 with the new system and trained engineers deploying images via the dedicated server.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Fiatech 2016 - Advanced Work Packaging: from Theory to PracticeCCT International
This document discusses advanced work packaging (AWP) in oil and gas plant projects. It provides examples of how AWP was implemented in the Rabab Harweel Integrated Project (RHIP) in Oman, including defining work fronts and installation work packages, front-end loading, and developing a workflow using BIM tools. The benefits realized from using AWP in RHIP included improved forecasting of manpower needs, increased crew productivity, and submission of installation work packages before planned start dates. Future applications of AWP are also discussed.
Here are the key steps to create the missing 'On-Prem Database' service in ITSI:
1. Navigate to the 'Services' page and click 'Create Service'
2. Provide a name ('On-Prem Database') and description for the new service
3. Add relevant KPIs to monitor the database, such as 'Database Response Time', 'CPU Utilization', 'Memory Used' etc. Configure the KPI searches, thresholds etc.
4. Define dependencies - the 'On-Prem Database' service depends on the 'Infrastructure' service
5. Review the new service in the service tree to ensure it is monitoring as expected
This will setup the
This document discusses updates to NASA's external cost and schedule performance reporting processes. Key points include:
1) Two new semi-annual reports have been added - GAO Quick Look reviews and 'High Risk' metrics for OMB.
2) NASA policies and processes for quarterly reporting to OMB have been updated, including distinguishing between margin held by projects versus programs.
3) Reporting will continue to evolve as NASA works with stakeholders to refine items like contract cost growth explanations and confidence levels.
Standardized data templates are used to collect cost and schedule data from Mission Directorates on a quarterly basis to populate external reports to oversight agencies.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
Small Print baker & coffee maker is proud to introduce small print office catering more sophisticated than the others,small print catering platters give you,your clients and your boss a new take on office lunching. More More information visit us at - http://bit.ly/1XEpuPy
The MAST pod provides a flexible platform for testing sensor systems. It has configurable bays for nose, tail, and center payloads. The pod collects data through an onboard system and can transmit data via L-band downlink. It is designed to accommodate different payloads and a subsonic aircraft flight envelope.
Article in Periodica Del Meta 31 March - 6 April 2016 - mentioning Monica Or being the International Guest Speaker at the COTELCO - Colombian Hotel and Tourism Association's Annual Conference (Article written in Spanish)
The cellular provider faced challenges keeping up with constant market changes and needed a flexible system to quickly adapt sales incentives. Their existing mostly manual process had become too cumbersome and inconsistent. By outsourcing to Optymyze, they gained automated management of complex multi-channel compensation plans and location-based sales data. This enabled faster execution of new sales strategies and more accurate rep payments.
The EEOC sued Pitre Car Dealership for allowing a male coworker to sexually harass and abuse other male employees over a period of 10 years. The harassment included unwanted touching, grabbing, biting of intimate body parts and solicitation of sex acts. Management was aware of the harassment but did not intervene and instead retaliated against employees who complained. The lawsuit aims to obtain relief for victims, enact anti-discrimination policies, and prevent future harassment.
O relatório da Defesa Civil de Brazópolis solicita uma rota alternativa para veículos agrícolas que trafegam em uma estrada movimentada devido aos riscos de acidentes. A Defesa Civil também solicita um projeto de engenharia para desviar um córrego e construir uma ponte para melhorar o acesso.
Mr. Armstrong has taken dozens of cases to both jury and bench trials. During his career, Mr. Armstrong gained extensive experience defending felonies and misdemeanors, including, but not limited to: drug possession, drug sales, grand theft, assault, battery, possession of a firearm by a convicted felon, attempted murder, credit card fraud, driving under the influence (“DUI”), boating under the influence (“BUI”), child abuse, criminal mischief, false imprisonment, domestic battery, and worthless checks – to name a few.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
1) The BMW marketing and sales headquarters had inefficient image deployment times averaging 45 minutes and up to 1 week.
2) A new imaging server setup with 24 port switches and workstation areas reduced the average deployment time to 1 minute, saving $170,000 annually.
3) Process capability improved from 1.5 to over 2,000 with the new system and trained engineers deploying images via the dedicated server.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Fiatech 2016 - Advanced Work Packaging: from Theory to PracticeCCT International
This document discusses advanced work packaging (AWP) in oil and gas plant projects. It provides examples of how AWP was implemented in the Rabab Harweel Integrated Project (RHIP) in Oman, including defining work fronts and installation work packages, front-end loading, and developing a workflow using BIM tools. The benefits realized from using AWP in RHIP included improved forecasting of manpower needs, increased crew productivity, and submission of installation work packages before planned start dates. Future applications of AWP are also discussed.
Here are the key steps to create the missing 'On-Prem Database' service in ITSI:
1. Navigate to the 'Services' page and click 'Create Service'
2. Provide a name ('On-Prem Database') and description for the new service
3. Add relevant KPIs to monitor the database, such as 'Database Response Time', 'CPU Utilization', 'Memory Used' etc. Configure the KPI searches, thresholds etc.
4. Define dependencies - the 'On-Prem Database' service depends on the 'Infrastructure' service
5. Review the new service in the service tree to ensure it is monitoring as expected
This will setup the
This document discusses updates to NASA's external cost and schedule performance reporting processes. Key points include:
1) Two new semi-annual reports have been added - GAO Quick Look reviews and 'High Risk' metrics for OMB.
2) NASA policies and processes for quarterly reporting to OMB have been updated, including distinguishing between margin held by projects versus programs.
3) Reporting will continue to evolve as NASA works with stakeholders to refine items like contract cost growth explanations and confidence levels.
Standardized data templates are used to collect cost and schedule data from Mission Directorates on a quarterly basis to populate external reports to oversight agencies.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
Six Sigma Project Case Study Overview by Master Black Belt Steven Bonacorsi, International Standard for Lean Six Sigma (ISLSS). General Electic ACFC "At the Customer, for the Customer"
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
Lean Six Sigma Group Free Project Case Study Overviews http://www.linkedin.com/groups/Lean-Six-Sigma-37987
Sponsored by the International Standard for Lean Six Sigma, e-Zsigma http://www.e-zsigma.com, IQPC, and PEX Network.
Please contact Lean Six Sigma Master Black Belt, Steven Bonacorsi, Owner of the Lean Six Sigma Group to have your project case studies to be added to the Lean Six Sigma Group Library. Steve Bonacorsi sbonacorsi@comcast.net
The document introduces the new TPC-E benchmark for evaluating OLTP performance. It explains that the current TPC-C benchmark is over 14 years old and no longer adequately represents modern workloads and system configurations. TPC-E was created to address this by modeling a more complex brokerage firm workload with enforced constraints running on configurations similar to what clients use. Key differences between TPC-E and TPC-C include more complex database transactions and layouts as well as RAID-protected data in TPC-E. The document outlines the details of the TPC-E benchmark and discusses how it will benefit both clients and vendors.
Comparative Analysis of P-I, I-P, PID and Fuzzy Controllers for Speed Control...IRJET Journal
This document compares the performance of P-I, I-P, PID, and fuzzy logic controllers for speed control of a DC motor. It first presents the mathematical modeling of a DC motor. It then describes the design and implementation of the four controllers using MATLAB/Simulink. The P-I, I-P, and PID controllers are tuned using the Ziegler-Nichols method. Simulation results show that the fuzzy logic controller eliminates overshoot completely and achieves the fastest settling time, performing better than the other controllers.
Recommended for CIOs and Applications Managers
In this session we will discuss how next generation business applications enable the
creation of much needed hyper-personalized experiences for customers and employees.
Center Office is a new delivery model that is emerging in response to the need to deliver
end to end hyper-personalized solutions that improve on older enterprise (legacy)
applications. Center Office relies on technologies such as APIs, microservices and
Hyperautomation (next level of automation that meshes AI tools with RPA,, enabling
scaling for complex business processes).
How do we manage employees' experiences as well as preserve talent and create
collaborative workplaces for teams? which new skills are needed? what will the
workforce of the future look like? Which new tools are needed for HR (employee well-
being)?
The document discusses various quality tools and techniques including a project charter, check sheet, Pareto analysis, cause-and-effect diagram, and matrix. It provides details on how to create and use each tool. A project charter is used to define the goals, metrics, scope, team, and plan for a quality project. Check sheets collect attribute and variable data to identify defects, locations, and causes. Pareto analysis arranges information to establish improvement priorities by highlighting the most common issues. A cause-and-effect diagram displays potential factors that influence a problem or quality characteristic.
The document discusses the process of evaluating risks and costs associated with technology development projects in order to assess their financial viability. It notes that the substantive process drives the cost calculation, together with revenue projections, which determines the net value. Technical and firm-specific risks form the basis for discount rates used. The document advocates identifying risks that could defer income or raise costs, focusing on significant risks, and mitigating or avoiding risks to increase project value.
Similar to Serrver Imaging Six Sigma Case Study (20)
This document contains references to training videos related to Lean Six Sigma. It is organized into sections for the Define, Measure, Analyze, and Improve phases. Each section includes 3-4 sets of 10 video references on topics like voice of the customer, SIPOC diagrams, process mapping, data analysis techniques, problem solving tools, and process improvement methods. The videos are from sources like Gemba Academy, SigmaXL, and LinkedIn learning groups.
The document outlines the analyze phase of a Lean Six Sigma project. It includes reviewing project charter and scope, identifying and prioritizing root causes through various tools like value stream mapping, Pareto analysis, hypothesis testing, and cause-and-effect matrices. Quick wins are targeted using tools like 5S, setup reduction, and Kaizen events. The phase culminates in a tollgate review to develop potential solutions before moving to the improve phase.
The document discusses the Improve phase of the Lean Six Sigma methodology. It provides an overview of the key tools and activities used in the Improve phase, including identifying and prioritizing root causes, developing and selecting solutions, implementing pilots, and developing implementation plans. It also discusses tollgate reviews, which are checkpoints to review progress. The Improve phase aims to develop, test, and select solutions to address the root causes identified in the Analyze phase in order to meet the project goals.
This document outlines the tools and activities used in the Measure phase of a Lean Six Sigma DMAIC project. It includes reviewing project documents, validating measurements, identifying quick wins, collecting baseline data, conducting an MSA, analyzing process capabilities, and documenting conclusions. The tools covered are process mapping, data collection planning, operational definitions, basic statistics, histograms, control charts, and calculating sigma levels.
This document provides templates and guidelines for Lean Six Sigma project tollgates at each phase of the DMAIC process. It includes tollgate checklists for the Define, Measure, Analyze, Improve, and Control phases with key deliverables and questions for review. Accompanying videos are referenced for each phase to provide additional guidance on success criteria. A variety of Lean Six Sigma tools that can be used across the phases are also listed. The templates are meant to guide documentation and ensure critical elements are reviewed at tollgates, but can be modified as needed for specific projects.
The document outlines the control phase tools and activities for a Lean Six Sigma project. It includes reviewing project documentation, validating goals and benefits, developing standard operating procedures and controls, implementing and monitoring the solution, confirming attainment of goals, identifying opportunities for replication, and transitioning the project to the process owner. Key metrics are monitored to ensure the process remains in control. Lessons learned are captured to improve future projects.
Bringing program excellence to process excellenceSteven Bonacorsi
Randy Clark, PowerSteering's Director of Six Sigma, has 20 years of experience in continuous improvement, Six Sigma, and quality management, as well as a longstanding involvement with the Baldridge National Quality Award program. At PowerSteering, Randy consults with global practitioners on maximizing process improvement efforts and has architected the technique of “Applying Six Sigma to Six Sigma” to continuously improve deployment results.How can you ensure that your process excellence projects are getting the best return on your efforts? In this lively discussion, Randy Clark – PowerSteering’s Director of Six Sigma, a Black-Belt trained member of the American Society of Quality, and a three-year examiner for the Malcolm Baldrige National Quality Award – will demonstrate how applying program management principles to Process Excellence can accelerate PEX results and address the challenges of executives, deployment managers, project members, and financial representatives alike. He’ll reveal key ways to improve executive visibility, team productivity, and both top- and bottom-line benefits.
Join this webinar to:
- Learn how you can gather, assess, and prioritize project ideas to ensure resources are focused on the highest-value opportunities
- Get new ideas on embedding best practices into project templates to reduce cycle time and improve accountability, execution and control
- Identify ways to leverage real-time dashboards to monitor key performance indicators and identify where management attention is required
- Recognize opportunities to replicate successful projects and eliminate redundant efforts
- Look at how you can streamline status reporting, gate reviews, and approvals as well as track and validate financial impact
This webinar takes place at 11:00 AM EDT (New York) / 16:00 BST (London) / 17:00 CEST (Paris) / 23:00 HKT (Hong Kong) / 01:00 EST (Sydney). >> Register for free Webinar http://tiny.cc/3aerrw
14th Annual Asian Lean Six Sigma And Process Improvement SummitSteven Bonacorsi
This document provides an agenda for a two-day Lean Six Sigma and Process Improvement Summit in Singapore on March 19-20, 2013. Day 1 of the conference will feature keynote speeches and panels on strategies for business process improvement. It will also include case studies and sessions on tailoring Lean Six Sigma approaches for different industries, quantifying investments in process improvement, and applying leadership skills for innovation. The agenda outlines three concurrent session streams on benchmarking Lean Six Sigma, developing team skills, and re-innovating processes.
Performance Strategy & Change Management Brochure 11 13 2012Steven Bonacorsi
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to creating and sustaining organizational change, combining change management and performance methods/tools, and measuring results. Attendees can choose from plenary and breakout sessions on topics such as strategy mapping, managing change through performance scorecards, and building a balanced scorecard system. There will also be pre-conference workshops on topics like the neurobiology of change and developing leading indicators. The goal is to help executives and managers enhance strategy, enable change, and increase performance and productivity within their organizations.
The article discusses the lack of real strategy in most strategic plans and outlines a better strategic planning process. It argues that typical plans focus on justifying current activities rather than developing strategy. A better approach starts with defining a vision and strategic result, then identifying 3-4 strategic themes and results. Objectives and initiatives are developed to achieve these results. This ensures strategy drives operations rather than the other way around. The process results in greater employee engagement and organizational alignment around strategic priorities.
The document discusses making performance improvement strategic by starting with high-level strategic thinking and aligning initiatives with organizational goals and strategy. It recommends developing a strategic framework that includes strategic elements, objectives mapped in a strategy map, and performance initiatives to address gaps in objectives. This allows initiatives to be logically tied to vision and strategy. The approach ensures line-of-sight alignment between goals, strategy, and performance at all levels of the organization.
The document discusses how news delivery has evolved from print newspapers to online sources. It notes that newspapers represent a 20th century model where information is filtered and delivered by editors, resulting in lag between events and readers learning about them. Online news allows for more reader-based filtering and real-time updates. This evolution reflects the general shift from static, authority-based "Web 1.0" to dynamic, community-driven "Web 2.0" models of information sharing. Similarly, business performance management has shifted from static, lagging finance reports produced by analysts to interactive systems allowing up-to-date access to both financial and non-financial strategic metrics through a balanced scorecard approach. The best automation tools support this Web 2
This document discusses the Balanced Scorecard performance management system. It can be used by both private and public sector organizations to align strategies with operations. The Balanced Scorecard allows organizations to view performance through four perspectives: financial, customer, internal business processes, and learning and growth. It helps ensure strategies are executed effectively through objectives, measures, targets and initiatives set in each perspective. The document explores how to develop and implement a Balanced Scorecard system and shares lessons from organizations that have adopted this framework.
The document introduces the Strategic Management Maturity Model (SMMM), which was developed to help organizations assess the maturity of their strategic management capabilities. The SMMM evaluates performance across eight key dimensions of strategic management: leadership, culture and values, strategic thinking and planning, alignment, performance measurement, performance management, process improvement, and sustainability of strategic management. It is intended to help organizations understand where they stand compared to other high-performing organizations and identify best practices to improve strategic management maturity over time.
The document discusses how balanced scorecards can be used to align organizations through strategic planning and management. It describes balanced scorecards as strategic planning systems that communicate strategy throughout an organization and align objectives with resources. The author outlines the major components of a balanced scorecard system, including leadership, vision, strategy map, objectives, measures, initiatives and more. He explains that a balanced scorecard is developed through a systematic process of defining these various strategic elements and connecting them to form a comprehensive strategic management system.
The document uses a metaphor comparing organizational strategic planning to a professional sports team to explain the balanced scorecard approach. It describes how a balanced scorecard strategy map would translate objectives across organizational capacity, internal processes, customers, and financials to different aspects of running a team. However, it notes that measuring only financial success can provide an inaccurate picture, just as only looking at a sports team's profits ignored other measures of success. Organizations should consider non-financial strategic objectives, like pleasing fans in the case of a team, to achieve true balance.
The champion of a Balanced Scorecard training was struggling to explain strategic themes to employees who were unfamiliar with strategy terminology. The employees had proposed themes like "Partner with Microsoft" and "Improve Customer Satisfaction" which were more like objectives or initiatives rather than overarching themes. The consultant explains that champions must be good teachers in order to convey abstract concepts effectively. He provides examples to show that themes should be recurring patterns across an organization's strategy, not single projects or objectives, and outlines how to properly introduce the concept of themes to students.
Technology Company Balanced Scorecard Systems 06222010 FinalSteven Bonacorsi
This document discusses strategy-based balanced scorecards for technology companies. It explains that strategy-based scorecards align employee work with organizational strategy and vision. The document outlines how to develop a strategy-based balanced scorecard including defining mission, vision, strategic perspectives and objectives. It emphasizes linking these strategic components to create organizational alignment and communicate value creation for customers.
The document discusses how organizations can integrate innovation into their overall strategy using a balanced scorecard approach. It defines breakthrough and sustaining innovation and argues both can be managed. A balanced scorecard maps objectives across financial, customer, process, and capacity perspectives to ensure innovation supports the organization's mission and vision. Innovation becomes strategic when fully integrated into planning and management through objectives, measures, and initiatives on a strategic theme map.
1. Image Update
GEAE Account
Project Leader: Brian Boyce Jr. Master Black Belt:
Steven Bonacorsi
Customer Engineer/ Certified Greenbelt
Start Date:
April 30, 2002
2. Six Sigma in Action
Image Updates
Customer Profile – 18,000-Seat Aircraft Engine Manufacturing and Service Company
Business Problem & Impact Process Capability – Before (0 Sigma)
All PC Equipment issued to GEAE end-users is preloaded
by GE ITS with a standard image. These images are
updated & maintained by GEAE. All released images must
be replicated to the GE ITS servers so they can be loaded
on end-user equipment. The current process could take as
long as one week with extensive administration involvement.
Measure & Analyze
Data Collection: The time it took to transfer an image was
measured at 34.78 Hours. The existing process sigma was 0.
Root Causes: No notification by GEAE Image Group and no Pr o c e s s Ca p a b ility A n a ly s is f o r Cy c le Time
clear process documentation were identified as the main root Process Capability – After (Over 6 Sigma)
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