The Sandvik Way document outlines an approach to continuous improvement. It describes establishing a culture of continuous improvement through six cultural enablers: engagement and awareness, communication, ownership and improvement, standardization, and leadership. These enablers were implemented across the Coventry business using 17 lean tools and 100% of employees were trained. The results included improved communication, empowered teams solving problems, standardized processes, and increased equipment effectiveness saving £400,000. Employees found the new approach to be an important part of the company's culture.
Kenneth Kwan is a motivational speaker and team strategist who speaks to thousands of leaders and professionals. His impactful presentations inspire managers to display his concepts in meeting rooms. He advocates changing mindsets before typical skills training and has helped organizations achieve peak performance and alignment through values, team spirit, and trust-building. His popular programs include connecting with people quickly and emotionally, building high performance teams, and instilling a desire for self-growth. He has worked with many large companies across various industries in Asia.
This document recognizes an employee for their extraordinary role in BT computing projects and contributions to the company's success by inducting them into the Qualstar Hall of Fame, a recognition and reward program. The employee is thanked for their good work by their nominator and the approval of high-level executives.
The Grünweg Curve describes the basic development stages in cultural change. And how each stages improves focus and attention on your chosen cultural design, until a habit is formed.
This client wanted to implement continuous improvement on a global scale but did not know where to start. We helped them develop an approach involving the executive team to define objectives and a deployment process, and to train champions in each location to lead the rollout. The champions were educated on improvement methods and shared learning across sites. Working with the executives and champions, we created a standardized global change program introducing continuous improvement to 15 countries. Regular audits showed cultural changes taking place as continuous improvement activities increased at each plant worldwide.
This document discusses creating a culture of continuous improvement through an engaged coaching approach. It emphasizes putting people first through training and mentoring to bridge the gap between learning and doing. This helps ensure long-term success beyond just tools and avoids problems becoming "fires" to constantly fight. True success requires continuous improvement to be a way of working and life through habitual process improvement.
This document discusses a radical improvement project to improve the capacity and efficiency of a machining cell. Key aspects of the project included collecting data, mapping the current process flow, redesigning the cell layout to improve flow, and implementing projects to minimize downtime and wear rates. As a result of these improvements, productivity was maximized and a cost saving of approximately £340,000 was achieved, utilization increased to 90%, downtime decreased to 20%, and quality improved.
Embedding the Culture of Continuous ImprovementDale Greenaway
Find out how to make business change truly sustainable. This is an overview of our master class on embedding cultural change from Manchester 2013 Continuous Improvement Conference.
Kenneth Kwan is a motivational speaker and team strategist who speaks to thousands of leaders and professionals. His impactful presentations inspire managers to display his concepts in meeting rooms. He advocates changing mindsets before typical skills training and has helped organizations achieve peak performance and alignment through values, team spirit, and trust-building. His popular programs include connecting with people quickly and emotionally, building high performance teams, and instilling a desire for self-growth. He has worked with many large companies across various industries in Asia.
This document recognizes an employee for their extraordinary role in BT computing projects and contributions to the company's success by inducting them into the Qualstar Hall of Fame, a recognition and reward program. The employee is thanked for their good work by their nominator and the approval of high-level executives.
The Grünweg Curve describes the basic development stages in cultural change. And how each stages improves focus and attention on your chosen cultural design, until a habit is formed.
This client wanted to implement continuous improvement on a global scale but did not know where to start. We helped them develop an approach involving the executive team to define objectives and a deployment process, and to train champions in each location to lead the rollout. The champions were educated on improvement methods and shared learning across sites. Working with the executives and champions, we created a standardized global change program introducing continuous improvement to 15 countries. Regular audits showed cultural changes taking place as continuous improvement activities increased at each plant worldwide.
This document discusses creating a culture of continuous improvement through an engaged coaching approach. It emphasizes putting people first through training and mentoring to bridge the gap between learning and doing. This helps ensure long-term success beyond just tools and avoids problems becoming "fires" to constantly fight. True success requires continuous improvement to be a way of working and life through habitual process improvement.
This document discusses a radical improvement project to improve the capacity and efficiency of a machining cell. Key aspects of the project included collecting data, mapping the current process flow, redesigning the cell layout to improve flow, and implementing projects to minimize downtime and wear rates. As a result of these improvements, productivity was maximized and a cost saving of approximately £340,000 was achieved, utilization increased to 90%, downtime decreased to 20%, and quality improved.
Embedding the Culture of Continuous ImprovementDale Greenaway
Find out how to make business change truly sustainable. This is an overview of our master class on embedding cultural change from Manchester 2013 Continuous Improvement Conference.
Keynote from Architecture World 2009 in Bangalore.
Explores the migration to Outside-In and its impact on the way we measure performance. More on this theme in the webinar series at http://www.bpgroup.org
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
Evaluation Quick Tricks and Easy Tools for Nonprofits4Good.org
Non-profits leaders are responsible for attracting, retaining, and growing the financial, human, and capital resources required to deliver programs and work towards satisfying the mission. Often this work is done with lean staff and budgets. Although leaders understand the importance of performance and outcome evaluation, they often lack the staff, resources, time, and expertise to fully utilize these efforts. This interactive workshop will explore five easy and effective elements of evaluation. These strategies and tools are inexpensive and simple to implement. Participants will learn how to effectively capture and use data and information to achieve desired results. An overview of specific methods for measuring your mission and transforming results into powerful communication tools will be presented.
Lessons from the Cornish Software Minesallan kelly
The document summarizes the results of an evaluation of an "Agile Programme" in Cornwall, England that was intended to help small and medium enterprises (SMEs) and create jobs. The evaluation found that half the participating businesses created new jobs, totaling 50 new positions. Many businesses saw increases in revenue, profitability, and customers. The programme provided training, coaching, and ongoing support over several months. Coaching focused on both process improvements and technical skills like test-driven development. The multi-dimensional coaching approach addressed company strategy, product development processes, and code quality. The programme was deemed a success in meeting its goals of supporting businesses and creating new jobs in Cornwall.
The talent report a measured approach to improving workplace productivity Jason Buchanan
This document provides an overview of a framework for measuring and improving workplace productivity and business performance. It discusses how measuring key drivers such as employee engagement, commitment, recruitment fit, and organizational design can help companies create a more productive workforce. A productivity pulse survey and total workplace productivity audit are proposed as ways to assess these drivers over time and identify areas for improvement. The goal is to better understand what influences employee performance in order to enhance both employee and overall business outcomes.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
The document discusses creating a culture of continuous improvement through engaging employees. It emphasizes that implementing lean tools alone is not sufficient for sustainable change and that building a supportive culture is essential. A key part of developing this culture involves using a "learn by doing" approach to give employees hands-on experience and education in problem solving. The document also provides a framework for assessing organizational progress towards a culture of continuous improvement, including a 10x6 matrix to evaluate behaviors within different categories.
Work motivation measuring progress toward alignmentRizkiani Soraya
This document discusses measuring progress toward alignment in an organization's culture. It presents a model that tracks employee motivation and customer satisfaction as they influence each other positively. Six factors that can shape an organization's culture are identified: leadership, internal communication, customer delight, measurement, recognition, and operational systems. Regular surveys can measure employee motivation and how emphasis on customer delight impacts employees. The document also discusses using secret shoppers to evaluate the total customer experience across multiple interactions.
Arun Prakash Ray, the training head of Fullerton Securities & Wealth Advisors Ltd, believes training is essential for employees in the financial services industry to avoid improper selling practices. He discusses Fullerton's training processes which include a mandatory induction program for new hires and ongoing refresher training. Ray also emphasizes measuring the impact of training through customer satisfaction surveys and analyzing pre-and post-training data to ensure training is effective. Both internal and external training is used, but Fullerton focuses on in-house training for products and processes while occasionally consulting experts for behavioral training.
The traditional annual performance review is frozen in time. Employees dread it, and employers feel the same way. Its problems are structural and serious. Can it be saved?
There is hope! Crowdsourcing is a terrific way to revitalize the stale performance review and make it relevant to your talent management and culture. In this webinar, Jennifer Sartor and Darcy Jacobsen from Globoforce will discuss how to debunk the myths surrounding the traditional review, and build a smarter performance management system that:
Uses social recognition to inject new life into the troubled traditional performance review.
Offers managers new insight into performance, based on crowdsourced data.
Provides a vision for 2020 that realigns performance management with top-level business objectives.
Join us as we explore this fascinating topic.
1) GE flattened its organizational structure and mandated self-directed work teams to cut costs and increase customer satisfaction.
2) At GE's Business Information Center, the LIFO training helped build strong teams by having employees understand each other's communication styles and balance strengths.
3) Call volume increased 53% while costs plunged 34% as the self-directed work teams developed their own rewards program.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and enhance loyalty. Experience mapping involves interviewing patients to understand emotional needs and pain points, then prioritizing areas for improvement. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of teamwork, patient-centered care, and continuous monitoring and improvement of the end-to-end experience.
I promoted people to management who never supervised before and they ran into challenges. Debora worked with our employees to assist them with their leadership roles.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and drive loyalty. Experience mapping involves understanding the current experience through interviews, designing an ideal experience, and implementing changes and monitoring impact. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of patient-centered care, team-based medical practices, and emphasis on quality over financial metrics.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
The HR Edge: Performance & Productivityhumanityatwork
The document discusses how proud and productive workplaces motivate employees and improve performance. It argues that meaningful work, community, and collaboration are important for employee engagement and productivity. A case study highlights how a coffee shop creates a proud and productive workplace through positive employee interactions. The document also discusses how forming cross-functional teams, as in Health Shared Services BC's Centers of Excellence, can improve strategic decision making and organizational performance.
This document discusses the concept of continuous improvement, also known as Kaizen. It explains that Kaizen is a core concept in Japanese management that emphasizes ongoing, incremental improvement involving everyone in an organization. Kaizen focuses on problem identification and aims to improve all processes and aspects of an organization continuously over time through small, ongoing changes. The document provides examples from Motorola to illustrate how Kaizen was applied through ambitious stretch goals to dramatically improve quality.
Keynote from Architecture World 2009 in Bangalore.
Explores the migration to Outside-In and its impact on the way we measure performance. More on this theme in the webinar series at http://www.bpgroup.org
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
Evaluation Quick Tricks and Easy Tools for Nonprofits4Good.org
Non-profits leaders are responsible for attracting, retaining, and growing the financial, human, and capital resources required to deliver programs and work towards satisfying the mission. Often this work is done with lean staff and budgets. Although leaders understand the importance of performance and outcome evaluation, they often lack the staff, resources, time, and expertise to fully utilize these efforts. This interactive workshop will explore five easy and effective elements of evaluation. These strategies and tools are inexpensive and simple to implement. Participants will learn how to effectively capture and use data and information to achieve desired results. An overview of specific methods for measuring your mission and transforming results into powerful communication tools will be presented.
Lessons from the Cornish Software Minesallan kelly
The document summarizes the results of an evaluation of an "Agile Programme" in Cornwall, England that was intended to help small and medium enterprises (SMEs) and create jobs. The evaluation found that half the participating businesses created new jobs, totaling 50 new positions. Many businesses saw increases in revenue, profitability, and customers. The programme provided training, coaching, and ongoing support over several months. Coaching focused on both process improvements and technical skills like test-driven development. The multi-dimensional coaching approach addressed company strategy, product development processes, and code quality. The programme was deemed a success in meeting its goals of supporting businesses and creating new jobs in Cornwall.
The talent report a measured approach to improving workplace productivity Jason Buchanan
This document provides an overview of a framework for measuring and improving workplace productivity and business performance. It discusses how measuring key drivers such as employee engagement, commitment, recruitment fit, and organizational design can help companies create a more productive workforce. A productivity pulse survey and total workplace productivity audit are proposed as ways to assess these drivers over time and identify areas for improvement. The goal is to better understand what influences employee performance in order to enhance both employee and overall business outcomes.
This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
The document provides an overview of a training course for the Service Excellence Program, outlining objectives to help participants understand how to apply problem-solving tools to improve processes using Lean Six Sigma methodologies and recognizing how the culture of Ventura County is evolving. The training will involve exercises and simulations to give hands-on experience applying concepts taught in the course.
The document discusses creating a culture of continuous improvement through engaging employees. It emphasizes that implementing lean tools alone is not sufficient for sustainable change and that building a supportive culture is essential. A key part of developing this culture involves using a "learn by doing" approach to give employees hands-on experience and education in problem solving. The document also provides a framework for assessing organizational progress towards a culture of continuous improvement, including a 10x6 matrix to evaluate behaviors within different categories.
Work motivation measuring progress toward alignmentRizkiani Soraya
This document discusses measuring progress toward alignment in an organization's culture. It presents a model that tracks employee motivation and customer satisfaction as they influence each other positively. Six factors that can shape an organization's culture are identified: leadership, internal communication, customer delight, measurement, recognition, and operational systems. Regular surveys can measure employee motivation and how emphasis on customer delight impacts employees. The document also discusses using secret shoppers to evaluate the total customer experience across multiple interactions.
Arun Prakash Ray, the training head of Fullerton Securities & Wealth Advisors Ltd, believes training is essential for employees in the financial services industry to avoid improper selling practices. He discusses Fullerton's training processes which include a mandatory induction program for new hires and ongoing refresher training. Ray also emphasizes measuring the impact of training through customer satisfaction surveys and analyzing pre-and post-training data to ensure training is effective. Both internal and external training is used, but Fullerton focuses on in-house training for products and processes while occasionally consulting experts for behavioral training.
The traditional annual performance review is frozen in time. Employees dread it, and employers feel the same way. Its problems are structural and serious. Can it be saved?
There is hope! Crowdsourcing is a terrific way to revitalize the stale performance review and make it relevant to your talent management and culture. In this webinar, Jennifer Sartor and Darcy Jacobsen from Globoforce will discuss how to debunk the myths surrounding the traditional review, and build a smarter performance management system that:
Uses social recognition to inject new life into the troubled traditional performance review.
Offers managers new insight into performance, based on crowdsourced data.
Provides a vision for 2020 that realigns performance management with top-level business objectives.
Join us as we explore this fascinating topic.
1) GE flattened its organizational structure and mandated self-directed work teams to cut costs and increase customer satisfaction.
2) At GE's Business Information Center, the LIFO training helped build strong teams by having employees understand each other's communication styles and balance strengths.
3) Call volume increased 53% while costs plunged 34% as the self-directed work teams developed their own rewards program.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and enhance loyalty. Experience mapping involves interviewing patients to understand emotional needs and pain points, then prioritizing areas for improvement. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of teamwork, patient-centered care, and continuous monitoring and improvement of the end-to-end experience.
I promoted people to management who never supervised before and they ran into challenges. Debora worked with our employees to assist them with their leadership roles.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and drive loyalty. Experience mapping involves understanding the current experience through interviews, designing an ideal experience, and implementing changes and monitoring impact. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of patient-centered care, team-based medical practices, and emphasis on quality over financial metrics.
The document summarizes a presentation on measuring employee engagement in high performance organizations. It discusses the importance of measuring employee opinions through surveys to understand satisfaction, engagement, and motivation. Regular surveys can help identify issues, facilitate strategic alignment between HR and business goals, and ensure the organization has the right people and culture to execute its strategy. The results should be openly shared and used to develop action plans and programs to improve the work environment and increase engagement. Engaged employees are more productive, innovative, and better retain customers compared to satisfied but disengaged employees. Leadership, clear communication, and aligned HR practices can help boost engagement.
Leading change through Employee Engagement fricker67
The document discusses leading change at the Metropolitan Police Service (MPS) in London through engaging employees. It describes designing values for the MPS which included input from over 20,000 employees. The values were then embedded through leadership programs and other initiatives. Challenges to change included an existing blame culture and focus on targets. The document also discusses implementing change at the local level through a program called "LA local" which empowered employees and improved morale, community engagement, and performance.
The HR Edge: Performance & Productivityhumanityatwork
The document discusses how proud and productive workplaces motivate employees and improve performance. It argues that meaningful work, community, and collaboration are important for employee engagement and productivity. A case study highlights how a coffee shop creates a proud and productive workplace through positive employee interactions. The document also discusses how forming cross-functional teams, as in Health Shared Services BC's Centers of Excellence, can improve strategic decision making and organizational performance.
This document discusses the concept of continuous improvement, also known as Kaizen. It explains that Kaizen is a core concept in Japanese management that emphasizes ongoing, incremental improvement involving everyone in an organization. Kaizen focuses on problem identification and aims to improve all processes and aspects of an organization continuously over time through small, ongoing changes. The document provides examples from Motorola to illustrate how Kaizen was applied through ambitious stretch goals to dramatically improve quality.
Similar to SHMC review continuous improvement (20)
1. The Sandvik Way
Approach to Continuous Improvement
Put quite simply it is a way of working.
Which helps to provide the ability and
control for everyone to Continuously
Improve.
2. SHM Coventry
Aim – Create a Culture of Continuous
Improvement
11
Cultural Enablers
6
elements
17 20Lean Tools
steps
3. Engagement & Awareness
For everyone
•
•
•
•
Everyone found out ‘What it is all about!’
Identified Vision of not getting left behind, and
Continuous Improvement = Best In Group.
Need to Improve to get more sales.
And message delivered of ‘Where you can
help!’
100%
of Coventry Business
225
have been through the Introduction training
awareness
4. Communication
Spanning the Business
•
•
•
•
Much Improved Communication up and down the
business.
Effective communication and teamwork
People involved and skills and experience utilised
Health, Safety and Environment focus improved 9 170 people attend a Communication Centre at
• Improving as a Team least once a day.
Communication Centres
5. Ownership & Improvement
Teams improving together
• Workplace Standard improvement
• Different dept. support with Observation
• Team based problem solving
• Employee empowerment with 3S ownership
• Personal Development review and planning for
all workforce
100%
Of people received a new and
improved appraisal. “The best
system ever.”
15
Training in Problem Solving
100%
Production workforce trained in
Action Review (3S) and using.
160
People trained in Workplace
Standards (5S) and given ZONE
facilitation
ownership.
6. Standardise
Maintaining the foundation
• New Operations Process Audits with Senior Team support and
Involvement
• Support service involvement and Audits
• Single piece flow and Pull Production (KanBan) improvements
• Overall Equipment Effectiveness used to improve machinery and
personnel involvement
100%
Of machines measured for
effectiveness and Downtime
£400,000
Improvements - identified through
Overall Equipment Effectiveness
62
Manager Audits every year to
support Non Conformances
3
Daily Supervisor Audits to identify
Non Conformance's
7. "one of the most
What people had to say important things for our
Production Operatives culture is people being
happy, that's why we are
"why hasn't this been getting there" P.S
done before“ J.S
"we need a better way of
"I might not know much filling in our OEE, because "I've got some
about TSW, I haven't we are over processing“ ideas on how to
been on my training yet; B.C
remove this
but I can see it making a motion
difference" "I'm really fired up pumped
and ready to go and waste, come
A.P and see" M.D
improve" N.M
8. “It is the way we behave,
What people had to say it is REAL compared to
Managers other systems I have
“It’s a way of life“ seen" C.B
E.S
“It is like electricity, the
heartbeat of Coventry“
“It helps inspire myself, M.F “Simply, it is
and encourage others" OUR culture"
R.C “Everything we are striving A.H
for"
S.F