In this presentation will examine Over Processing within Six Sigma. Over Processing, unnecessary steps will waste time causing slow down in production lines. This waste can result in loss of time and money.
This 1-hour workshop marries the best practices from product strategy with those of fast and efficient technology teamwork and delivery. You’ll learn how to get your product organization working as a single cohesive, well-oiled machine to deliver the right product to market as quickly as possible. We will cover how to use both qualitative and quantitative measures to ensure that your product is solving the right problem; how to optimize and streamline the way your team designs, builds, and deploys software to your customers; and, how to beat the competition in strategy and execution.
LaShica Woodard is applying for a new position and providing her resume. She has over 4 years of experience as a Production Planner Specialist and Production Scheduler at BAE Systems, where she has been promoted twice due to her hard work. She has expertise in various software programs including Cognos, Deltek, Concur, Costpoint, Cobra, Primavera P6, Microsoft Project, Word, Excel, and Outlook. Currently she creates reports, analyzes blueprints, and produces weekly metrics reports. She graduated from the Alabama School of Math & Science with a focus on Computer Science and the University of Alabama with a degree in Business Administration specializing in Management of Information Systems.
gineering teams. This workshop will cover everything you need to know to work seamlessly with engineering teams that use agile principles and practices.
What you will learn:
• Basics of the agile methods.
• Tips you can apply the very next day at work.
• Actionable tools and tactics to handle different product team scenarios that a product manager face.
Who is this workshop for:
• Software engineers who want to transition to Product Management
• MBAs with a finance/consulting background who want to work in high-tech companies as a Product Manager
• Project Managers, Marketers, Designers who are seeking for new opportunities in Product Management
Baby steps and why it's more important than your code skillsRamon Victor
"In this talk I'd like to explain why many startups fail when trying to build a product with fancy code and a "scalable" solution before learning what business/design needs they're trying to solve. Actually, it's not only for startups, it's also for you, as designer or developer. Why we should understand our ideas is more likely to fail than succeed? This is for sure much more important than learning Material Design, ReactJS or any other buzzword of our field."
This talk was given at http://frontinamsterdam.nl/
Ask the Expert: Lean Leadership - Can We Talk About OEE?MileyJames
This document discusses how to calculate Overall Equipment Effectiveness (OEE) and factors like set-up time, utilization, efficiency, and first-pass yield. It recommends measuring set-up times separately to better understand their impact on machine throughput. An example calculation shows an OEE of 59% based on 75% utilization, 90% efficiency, and 88% first-pass yield. It outlines collecting OEE data by machine to identify improvement opportunities, educating operators, and holding supervisors accountable for addressing issues to improve effective use of resources.
Week 6: Chris email+productivity toolsTalou Diallo
The document summarizes key lessons from lean thinking sessions over the past two weeks. It recommends productivity tools like 5S and Kanban boards. It then recaps a class simulation where the group inherited a broken value stream. Through changes like reducing transportation waste and adding workers to bottlenecks, they increased process deliveries from 17 to 78 while improving customer delivery times and doubling staff satisfaction. Revenues jumped from $2,800 to $13,000, showing how lean improvements can boost profitability by reducing waste and increasing velocity.
Q-Scribe is a mobile app for field data collection on the iPad. It aims to make field work more efficient by digitizing paper-based processes. Paper-based workflows are inefficient while laptops and PDAs were not suitable for field work. The introduction of the iPad in 2010 provided an ideal portable device for construction field teams. Q-Scribe allows field technicians to enter data in real-time, access documents digitally, and improve communication and productivity compared to paper-based systems.
The document discusses bringing Lean principles to office environments. It notes that culture change is the most difficult part of any Lean implementation. The document then provides an example of ineffective marketing material that did not understand customer needs in a rural area. Finally, it offers suggestions for applying Lean tools like 5S, standardization, kanban, and visual management boards to office processes to reduce waste and improve communication and problem solving.
This 1-hour workshop marries the best practices from product strategy with those of fast and efficient technology teamwork and delivery. You’ll learn how to get your product organization working as a single cohesive, well-oiled machine to deliver the right product to market as quickly as possible. We will cover how to use both qualitative and quantitative measures to ensure that your product is solving the right problem; how to optimize and streamline the way your team designs, builds, and deploys software to your customers; and, how to beat the competition in strategy and execution.
LaShica Woodard is applying for a new position and providing her resume. She has over 4 years of experience as a Production Planner Specialist and Production Scheduler at BAE Systems, where she has been promoted twice due to her hard work. She has expertise in various software programs including Cognos, Deltek, Concur, Costpoint, Cobra, Primavera P6, Microsoft Project, Word, Excel, and Outlook. Currently she creates reports, analyzes blueprints, and produces weekly metrics reports. She graduated from the Alabama School of Math & Science with a focus on Computer Science and the University of Alabama with a degree in Business Administration specializing in Management of Information Systems.
gineering teams. This workshop will cover everything you need to know to work seamlessly with engineering teams that use agile principles and practices.
What you will learn:
• Basics of the agile methods.
• Tips you can apply the very next day at work.
• Actionable tools and tactics to handle different product team scenarios that a product manager face.
Who is this workshop for:
• Software engineers who want to transition to Product Management
• MBAs with a finance/consulting background who want to work in high-tech companies as a Product Manager
• Project Managers, Marketers, Designers who are seeking for new opportunities in Product Management
Baby steps and why it's more important than your code skillsRamon Victor
"In this talk I'd like to explain why many startups fail when trying to build a product with fancy code and a "scalable" solution before learning what business/design needs they're trying to solve. Actually, it's not only for startups, it's also for you, as designer or developer. Why we should understand our ideas is more likely to fail than succeed? This is for sure much more important than learning Material Design, ReactJS or any other buzzword of our field."
This talk was given at http://frontinamsterdam.nl/
Ask the Expert: Lean Leadership - Can We Talk About OEE?MileyJames
This document discusses how to calculate Overall Equipment Effectiveness (OEE) and factors like set-up time, utilization, efficiency, and first-pass yield. It recommends measuring set-up times separately to better understand their impact on machine throughput. An example calculation shows an OEE of 59% based on 75% utilization, 90% efficiency, and 88% first-pass yield. It outlines collecting OEE data by machine to identify improvement opportunities, educating operators, and holding supervisors accountable for addressing issues to improve effective use of resources.
Week 6: Chris email+productivity toolsTalou Diallo
The document summarizes key lessons from lean thinking sessions over the past two weeks. It recommends productivity tools like 5S and Kanban boards. It then recaps a class simulation where the group inherited a broken value stream. Through changes like reducing transportation waste and adding workers to bottlenecks, they increased process deliveries from 17 to 78 while improving customer delivery times and doubling staff satisfaction. Revenues jumped from $2,800 to $13,000, showing how lean improvements can boost profitability by reducing waste and increasing velocity.
Q-Scribe is a mobile app for field data collection on the iPad. It aims to make field work more efficient by digitizing paper-based processes. Paper-based workflows are inefficient while laptops and PDAs were not suitable for field work. The introduction of the iPad in 2010 provided an ideal portable device for construction field teams. Q-Scribe allows field technicians to enter data in real-time, access documents digitally, and improve communication and productivity compared to paper-based systems.
The document discusses bringing Lean principles to office environments. It notes that culture change is the most difficult part of any Lean implementation. The document then provides an example of ineffective marketing material that did not understand customer needs in a rural area. Finally, it offers suggestions for applying Lean tools like 5S, standardization, kanban, and visual management boards to office processes to reduce waste and improve communication and problem solving.
This document discusses manufacturing systems and processes. It begins by defining what a manufacturing process entails and lists some common process and product strategies used. It then discusses some examples of enterprise systems like SAP, Oracle, and Microsoft Dynamics. It notes pros and cons of different systems. The document also mentions a methodology called Iconix process that the author has found successful. It concludes by discussing costs, noting that off-the-shelf systems require customization, implementation costs more than $50k, and that calling consultants from the start can be cheaper.
This document appears to be a slide presentation for NETNHOST Web Solutions. It provides information about the company in brief sections on 8 slides. The slides introduce NETNHOST as a small but efficient team, discuss their expertise, services, customers, and testimonials. The final slides highlight why NETNHOST is a good choice, noting their agile development process, experience, customer focus, tools/processes, support culture, costs, and global client base. The last slide thanks the viewer for their patience and indicates there are no more slides.
Publishers' Graphics provides printing and distribution solutions including customized systems for ordering, production, and response. They accept and process electronic orders from vendors like Amazon and publishers. They also have global distribution services with printing facilities around the world and partnerships to streamline delivery. Publishers' Graphics advocates for a vertical model to limit human interaction with orders and automate processes. They highlight their proven track record, experience, focus on technology, and ability to customize solutions as reasons for customers to do business with them.
Jonathan Smart gave a presentation on implementing agile transformations and continuous compliance. Some key points included:
1) When transforming, focus on outcomes like value, quality, happiness, and safety rather than mandating a specific methodology. Give people a voice and invite participation rather than inflicting change.
2) Take a whole enterprise approach and view the organization as a network of interdependent services focused on strategic objectives and delivering value.
3) Implement continuous compliance and lean portfolio management to ensure the right work is being done while still meeting compliance requirements.
4) Use hypothesis-driven investment and quarterly business outcomes with rolling waves to incrementally build business cases and focus on learning over sunk costs.
The document discusses making a quality management system paperless to reduce costs and improve efficiency. It notes that paper is more expensive than commonly thought due to storage, copying, printing and other costs. Going paperless can save thousands per employee annually. Dimensional inspection reports are used as an example of how digitizing forms can automate quality checks and make the information more accessible and actionable. The document recommends using web-based tools like databases and collaboration software to standardize processes, link to quality standards, track employee training and conduct audits. This allows real-time monitoring and makes the quality management system more nimble for continuous improvement.
This document provides a guide for implementing benefits realization from a rostering improvement project. It outlines a process that begins with gathering baseline data on current spending, fill rates, and non-effective rostering. Training is then provided on rostering theory and creating a roster template. The first roster is implemented after one month, and reviews are conducted at 2, 3, and 4 months to evaluate impacts on costs, fill rates, overtime usage, and other metrics. The goal is to identify actions to improve rostering performance and efficiency over time. Regular monitoring will help ensure agreed-upon actions are implemented and wards are properly administered. While all issues may not be solved, this provides an initial framework to start identifying areas for rostering improvements
This PPT makes you aware of the points of operational excellence and how they are helpful in your organizational growth. The strategic trading approach to improve the profitability of your organization. So create standard work for flow easily with operational excellence.
Transition your business online by Adam Stott Adam Stott
This document discusses transitioning a business online. It recommends deconstructing existing business processes and systematically replacing them to form a new online operating system. This allows businesses to reach more people, gain more inquiries, reduce costs and take advantage of business opportunities globally. It acknowledges common fears around technology but stresses the benefits of an online transition include increased productivity, future-proofing the business, and less travel. The document provides guidance on moving marketing, sales, and relationship building processes online and investing any cost savings into online assets to scale results.
The document discusses the growth of home-based agents and the benefits of home shoring for both businesses and employees. It states that data predicts a 37% increase in home agents over the next 5 years. Home shoring allows businesses to reduce costs while increasing customer satisfaction and improving disaster recovery. It also benefits employees by offering tax deductions, reduced stress from commuting, increased flexibility and productivity, and savings on transportation and food costs. The document outlines the home shoring process and notes that many customer service, sales, and technical support jobs can be done remotely.
LKCE16 - How Kanban saved a Salvation Army hospital in Indonesia by Marcus Ha...Lean Kanban Central Europe
The kanban system saved a Salvation Army hospital in Indonesia twice. They implemented kanban to address cash flow issues by visualizing their process, limiting work in process, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively. This increased transparency and accountability, and moved them from a 12.5 million rupiah deficit to being profitable again. Later, when their operational permit was at risk due to issues, they again used kanban to refine their processes, communicate better, and get their permit renewed.
This document proposes a partnership between Kserve Enterprise Software Products and another company to sell Kserve's portfolio of enterprise applications. The portfolio includes ERP, CRM, payroll/HR, and custom software solutions. The proposal outlines benefits like high returns through incentives, access to a growing customer base, and opportunities to enhance the partner's brand and customer relationships with minimal effort or investment required. It provides an overview of Kserve's various software products and services and describes their roadmap for growth through industry-specific solutions, new products, and expanding their partner network across India.
The PEX event discussed why BPM so often fails. This presentation reveals why that is so, and then demonstrates how, by following a well trodden path we can all get it right.
It is BPM Jim but not as we know it!
The document discusses how improving productivity can help businesses make more money. It recommends analyzing processes to identify wasted time from unnecessary, repetitive, or redundant work. Examples show how automating data entry or orders can save thousands per year. The key is to quantify current costs, get staff input, implement solutions, and track results. Improving productivity through eliminating waste in processes can significantly increase profits.
CEOs best practices to win time back & focus on what mattersTheFamily
30% of executives' time is spent on low-value or delegable tasks. The document provides tips for remote CEOs to save time, including setting focus time with notifications turned off, communicating asynchronously through organized tools, limiting distractions from emails and notifications, establishing routines, planning the week in advance, and regularly reviewing time spent. The overall message is that working remotely requires being intentional with how time is spent each day and week.
Open Source Software Development Practices that WorksChoong Ping Teo
The document discusses open source software development practices that focus on being agile and iterative. Some key practices include using user stories instead of heavy documentation, delivering working software in short iterations, estimating tasks by breaking work down, respecting teammates, having daily standups, keeping to-do lists short, writing tests, holding retrospectives, and continuously improving through learning and adjustments. The overall message is that these agile practices work because they are simple, allow flexibility to adapt to changes, and focus on delivering working software.
The document discusses applying total quality management (TQM) principles for small and medium enterprises (SMEs) to make manufacturing processes better and cheaper. It suggests that many SMEs currently have traditional manufacturing characteristics like high inventory, long setup times, and high costs. To improve, SMEs should balance the use of people, equipment, and materials to reduce waste and lower manufacturing costs through continuous workflow, engaging workers, eliminating waste, and improving safety.
This talk teaches you about queues and how the choices we make to manage them can make or break your predictability. This is a primer to queueing theory without statistics. It ends with suggestions on how to monitor indicators of predictability.
1) The document discusses introducing an e-tracking system to improve order tracking and communication between employees and customers.
2) Currently, when a customer orders a product there is no easy way for employees or the customer to check the status of the order. This leads to unnecessary emails and phone calls trying to get order status updates.
3) The proposed e-tracking system would track orders from placement to delivery/installation and give real-time order status updates accessible by employees and customers online. This would streamline communication and provide better visibility into delivery timelines.
Tapping Your Inner CEO: Management Tips to Stay on Budget and DeadlineKim Schroeder
This document discusses business principles and best practices for managing digitization projects and staying on budget. It emphasizes the importance of understanding costs, tracking staff time, evaluating workflows, and incorporating feedback to improve efficiency. Business tools like budgets, time tracking, and data analysis can help archives complete projects on time and on budget while maintaining quality. Regular evaluation of metrics helps identify issues early and make adjustments to workflows before projects fall behind schedule or go over budget.
This document discusses manufacturing systems and processes. It begins by defining what a manufacturing process entails and lists some common process and product strategies used. It then discusses some examples of enterprise systems like SAP, Oracle, and Microsoft Dynamics. It notes pros and cons of different systems. The document also mentions a methodology called Iconix process that the author has found successful. It concludes by discussing costs, noting that off-the-shelf systems require customization, implementation costs more than $50k, and that calling consultants from the start can be cheaper.
This document appears to be a slide presentation for NETNHOST Web Solutions. It provides information about the company in brief sections on 8 slides. The slides introduce NETNHOST as a small but efficient team, discuss their expertise, services, customers, and testimonials. The final slides highlight why NETNHOST is a good choice, noting their agile development process, experience, customer focus, tools/processes, support culture, costs, and global client base. The last slide thanks the viewer for their patience and indicates there are no more slides.
Publishers' Graphics provides printing and distribution solutions including customized systems for ordering, production, and response. They accept and process electronic orders from vendors like Amazon and publishers. They also have global distribution services with printing facilities around the world and partnerships to streamline delivery. Publishers' Graphics advocates for a vertical model to limit human interaction with orders and automate processes. They highlight their proven track record, experience, focus on technology, and ability to customize solutions as reasons for customers to do business with them.
Jonathan Smart gave a presentation on implementing agile transformations and continuous compliance. Some key points included:
1) When transforming, focus on outcomes like value, quality, happiness, and safety rather than mandating a specific methodology. Give people a voice and invite participation rather than inflicting change.
2) Take a whole enterprise approach and view the organization as a network of interdependent services focused on strategic objectives and delivering value.
3) Implement continuous compliance and lean portfolio management to ensure the right work is being done while still meeting compliance requirements.
4) Use hypothesis-driven investment and quarterly business outcomes with rolling waves to incrementally build business cases and focus on learning over sunk costs.
The document discusses making a quality management system paperless to reduce costs and improve efficiency. It notes that paper is more expensive than commonly thought due to storage, copying, printing and other costs. Going paperless can save thousands per employee annually. Dimensional inspection reports are used as an example of how digitizing forms can automate quality checks and make the information more accessible and actionable. The document recommends using web-based tools like databases and collaboration software to standardize processes, link to quality standards, track employee training and conduct audits. This allows real-time monitoring and makes the quality management system more nimble for continuous improvement.
This document provides a guide for implementing benefits realization from a rostering improvement project. It outlines a process that begins with gathering baseline data on current spending, fill rates, and non-effective rostering. Training is then provided on rostering theory and creating a roster template. The first roster is implemented after one month, and reviews are conducted at 2, 3, and 4 months to evaluate impacts on costs, fill rates, overtime usage, and other metrics. The goal is to identify actions to improve rostering performance and efficiency over time. Regular monitoring will help ensure agreed-upon actions are implemented and wards are properly administered. While all issues may not be solved, this provides an initial framework to start identifying areas for rostering improvements
This PPT makes you aware of the points of operational excellence and how they are helpful in your organizational growth. The strategic trading approach to improve the profitability of your organization. So create standard work for flow easily with operational excellence.
Transition your business online by Adam Stott Adam Stott
This document discusses transitioning a business online. It recommends deconstructing existing business processes and systematically replacing them to form a new online operating system. This allows businesses to reach more people, gain more inquiries, reduce costs and take advantage of business opportunities globally. It acknowledges common fears around technology but stresses the benefits of an online transition include increased productivity, future-proofing the business, and less travel. The document provides guidance on moving marketing, sales, and relationship building processes online and investing any cost savings into online assets to scale results.
The document discusses the growth of home-based agents and the benefits of home shoring for both businesses and employees. It states that data predicts a 37% increase in home agents over the next 5 years. Home shoring allows businesses to reduce costs while increasing customer satisfaction and improving disaster recovery. It also benefits employees by offering tax deductions, reduced stress from commuting, increased flexibility and productivity, and savings on transportation and food costs. The document outlines the home shoring process and notes that many customer service, sales, and technical support jobs can be done remotely.
LKCE16 - How Kanban saved a Salvation Army hospital in Indonesia by Marcus Ha...Lean Kanban Central Europe
The kanban system saved a Salvation Army hospital in Indonesia twice. They implemented kanban to address cash flow issues by visualizing their process, limiting work in process, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively. This increased transparency and accountability, and moved them from a 12.5 million rupiah deficit to being profitable again. Later, when their operational permit was at risk due to issues, they again used kanban to refine their processes, communicate better, and get their permit renewed.
This document proposes a partnership between Kserve Enterprise Software Products and another company to sell Kserve's portfolio of enterprise applications. The portfolio includes ERP, CRM, payroll/HR, and custom software solutions. The proposal outlines benefits like high returns through incentives, access to a growing customer base, and opportunities to enhance the partner's brand and customer relationships with minimal effort or investment required. It provides an overview of Kserve's various software products and services and describes their roadmap for growth through industry-specific solutions, new products, and expanding their partner network across India.
The PEX event discussed why BPM so often fails. This presentation reveals why that is so, and then demonstrates how, by following a well trodden path we can all get it right.
It is BPM Jim but not as we know it!
The document discusses how improving productivity can help businesses make more money. It recommends analyzing processes to identify wasted time from unnecessary, repetitive, or redundant work. Examples show how automating data entry or orders can save thousands per year. The key is to quantify current costs, get staff input, implement solutions, and track results. Improving productivity through eliminating waste in processes can significantly increase profits.
CEOs best practices to win time back & focus on what mattersTheFamily
30% of executives' time is spent on low-value or delegable tasks. The document provides tips for remote CEOs to save time, including setting focus time with notifications turned off, communicating asynchronously through organized tools, limiting distractions from emails and notifications, establishing routines, planning the week in advance, and regularly reviewing time spent. The overall message is that working remotely requires being intentional with how time is spent each day and week.
Open Source Software Development Practices that WorksChoong Ping Teo
The document discusses open source software development practices that focus on being agile and iterative. Some key practices include using user stories instead of heavy documentation, delivering working software in short iterations, estimating tasks by breaking work down, respecting teammates, having daily standups, keeping to-do lists short, writing tests, holding retrospectives, and continuously improving through learning and adjustments. The overall message is that these agile practices work because they are simple, allow flexibility to adapt to changes, and focus on delivering working software.
The document discusses applying total quality management (TQM) principles for small and medium enterprises (SMEs) to make manufacturing processes better and cheaper. It suggests that many SMEs currently have traditional manufacturing characteristics like high inventory, long setup times, and high costs. To improve, SMEs should balance the use of people, equipment, and materials to reduce waste and lower manufacturing costs through continuous workflow, engaging workers, eliminating waste, and improving safety.
This talk teaches you about queues and how the choices we make to manage them can make or break your predictability. This is a primer to queueing theory without statistics. It ends with suggestions on how to monitor indicators of predictability.
1) The document discusses introducing an e-tracking system to improve order tracking and communication between employees and customers.
2) Currently, when a customer orders a product there is no easy way for employees or the customer to check the status of the order. This leads to unnecessary emails and phone calls trying to get order status updates.
3) The proposed e-tracking system would track orders from placement to delivery/installation and give real-time order status updates accessible by employees and customers online. This would streamline communication and provide better visibility into delivery timelines.
Tapping Your Inner CEO: Management Tips to Stay on Budget and DeadlineKim Schroeder
This document discusses business principles and best practices for managing digitization projects and staying on budget. It emphasizes the importance of understanding costs, tracking staff time, evaluating workflows, and incorporating feedback to improve efficiency. Business tools like budgets, time tracking, and data analysis can help archives complete projects on time and on budget while maintaining quality. Regular evaluation of metrics helps identify issues early and make adjustments to workflows before projects fall behind schedule or go over budget.
Lean Six Sigma Basics is used for basic training to team,jitendrayadav245782
This document provides an overview of Lean Six Sigma basics. It defines Lean and Six Sigma, explaining that Lean reduces waste through process simplification while Six Sigma reduces defects. It notes that Lean Six Sigma combines these approaches to problem solving and process improvement for greater results. The document outlines the Lean concepts of types of waste and the Six Sigma concepts of measuring process performance and methodologies. It provides examples of applying Lean principles to software development to reduce types of waste like task switching.
The document outlines an 8-step process for business analysts and IT teams to collaboratively define requirements for a new process or system. Step 1 involves defining the desired customer outcomes. Step 2 defines the process scope from the customer perspective. Step 3 documents the current process. Step 4 improves or defines the new process. Step 5 links process tasks to procedural steps. Step 6 links the procedures to business requirements. Step 7 links requirements to test scenarios. Step 8 builds the solution iteratively. Following this process provides traceability from customer needs to delivery.
Six Sigma is a method that provides tools to improve business processes, leading to reduced defects, improved profits and quality, and increased employee morale. It aims to reduce process variation to within ±3 standard deviations from the process centerline. Examples of successful Six Sigma projects include reducing cycle times, defects, repairs, downtime, and waste in various processes. Good Six Sigma projects focus on reducing external and internal defects, inefficiencies, costs, and variations through understanding and controlling key inputs and processes. The balanced scorecard is a strategic management system used to align all business activities and KPIs to an organization's vision, by translating high-level goals into practical departmental and cross-functional objectives and metrics.
What Workplace Decision-Makers Can Learn from Lean Manufacturing TechniquesMileyJames
Lean manufacturing techniques developed for streamlining production processes can also benefit office environments and workflows. Some key lean strategies include eliminating waste, creating a culture of continuous improvement, respecting employees, mistake-proofing work, implementing just-in-time production, and leveling production schedules. Office managers can look for ways to reduce transport, inventory, motion, waiting times, over-processing and defects. They can also engage employees in submitting process improvement ideas and make business decisions with employee impact and satisfaction in mind.
White Paper - Checklist for Business Process ImprovementCraig Maye
This white paper provides a checklist for businesses to improve their processes before transitioning to paperless systems. It recommends that companies first analyze their current business processes to understand where inefficiencies and waste exist. The document advises focusing process improvement efforts on departments that deal with multiple documents and steps. Companies should identify key process components, details, and ways to reduce unnecessary tasks and errors. Only after thorough process analysis and improvement should a business consider automating processes with paperless solutions.
This document outlines three steps to driving business efficiency: 1) identify warning signs that current systems are outdated, 2) understand how shifting to a modern integrated system can provide agility and insights, and 3) take action to replace manual processes with a complete business management solution. Key warning signs include spending too much time on reports and reconciling spreadsheets, lacking visibility into data for strategic decisions, and having systems that don't fit unique business needs. Integrated solutions can automate processes, improve collaboration, and provide better reporting and decision making to streamline operations and focus on growth. Companies that upgrade systems can reduce costs, focus on strategy, and gain a competitive advantage.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
A real world case study of the results achieved with the implementation of lean manufacturing. Eliminate waste (muda) using lean manufacturing tools. By Jerry Helms, PMP, Non Stop Portals
The document discusses Six Sigma and addresses some common questions and misconceptions about it. Six Sigma is not a new concept, statistical idea, or fad, but rather builds upon existing quality approaches like ISO 9001 and TQM. While previous approaches did not achieve desired profitability, Six Sigma aims to do so by focusing on customer requirements, measuring defects precisely, and identifying and addressing the root causes of variation through a data-driven approach. The document outlines the key principles and methodology of Six Sigma for process improvement, design, and management.
Given that law firms are service-based, revenue earned in the legal profession is mainly based on hours billed for work on behalf of their clients. These are the kinds of tasks and hours that law firms want to maximize, so they can run revenue-driven businesses.
In this interactive session hosted by Lawyaw’s Cory Bates-Rogers, we will help you better understand how your law firm can automate and optimize with tech solutions and the improvement of internal processes. We will cover:
- How optimization and automation can benefit your practice
- 6 Steps to begin automating your workflow
- Tips to consider when evaluating new technology for your law firm
- Workflow optimization best practices
- Process mapping
This document provides an overview of Lean Six Sigma. It defines quality and traces its evolution from reactive to proactive approaches. Six Sigma is introduced as a methodology for continuous improvement and reducing defects. Lean focuses on eliminating waste and ensuring smooth flow of value-adding activities. Together, Lean Six Sigma combines problem-solving tools from both approaches to improve processes, products, and services by removing waste and reducing variations. The document explains key Lean and Six Sigma concepts like the eight wastes, sigma levels, and their business impacts. Examples are given to illustrate quality metrics and how approaches like Lean and Six Sigma can help achieve higher levels of quality.
The future for performance management, quality and true continuous improvement for local council planning services. Uses much of the data that councils already send to government, supplements it with some new approaches to customer and quality feedback, and brings it all together in one tidy, holistic report.
The document discusses key aspects of project management using an Agile approach. It defines what projects are and aren't, and describes different common project approaches like Waterfall and Agile. It outlines the Scrum process used in Agile, including sprints, product and sprint backlogs, and roles like the Scrum Master and Product Owner. It emphasizes values like commitment, openness, focus and courage needed to implement Agile successfully in a business.
Basic overview six sigma, Six Sigma is a production philosophy that uses data, processes, and tools to nearly eliminate defects and bring performance close to perfection. Specifically, achieving Six Sigma means that no more than 3.4 defects occur per one million “opportunities” to create an acceptable output
Amy S Friend & Jerry Tavormina- Waste Watchers: Applying Lean to Technical Co...Amy S. Friend
The document provides an overview of lean concepts and how to identify and reduce waste in technical communications processes. It defines lean as eliminating waste to optimize flow and value. The three main types of waste are muda (non-value added activities), mura (unevenness), and muri (overburdening work). Examples of each type of waste in technical communications are given. Methods for identifying waste such as process mapping and the 5 principles of lean (value, value stream, flow, pull, perfection) are also outlined.
Amy Friend- STC Spectrum- From Epic to Short Story: A Process to Reduce Cycle...Amy S. Friend
Amy S Friend presented this session for STC Spectrum. The concepts are timeless and still apply for improving business processes. This white paper accompanies the presentation slides. Learn how to analyze your business process to reduce cycle time and improve the value-added time. For more information on this subject, contact Amy Friend at amysfriend.ny@gmail or visit her website at www.amysfriend.com
This document provides an overview of Lean Six Sigma methodology. It discusses the key concepts of Lean, Six Sigma, and their synergistic relationship. It outlines the critical elements for successful Lean Six Sigma deployment, including executive commitment and financial accountability. Key roles like Master Black Belt, Black Belt and Green Belt are defined. The DMAIC process for process improvement projects is summarized. Guidelines for selecting high-impact projects and avoiding poorly-defined projects are also provided.
The document discusses barriers to starting technology innovation companies and how those barriers have become easier to overcome in recent years. Specifically, it addresses how infrastructure, investment, time, and talent barriers that once required significant money and resources can now be addressed more easily through cloud services, lower startup costs, leveraging existing customer bases, and outsourcing talent. The key is seeing opportunities rather than barriers and being willing to start small, test ideas quickly, and iterate based on customer feedback.
Similar to Six Sigma Quality - Over Processing (20)
The document outlines an organization chart for a marine services company. It defines the roles and responsibilities of key leadership positions including the CEO, COO, CFO, and managers overseeing operations, quality control, finance, human resources, technology, revenue, and more. For each role, it lists primary duties, required skills, experience, cognitive attributes, and key performance indicators to evaluate the role. The organization chart is intended to define the reporting structure and responsibilities of all positions within the company.
Six Sigma DMADV DMAIC - Project CharterDavid Nichols
In this Slide Share we will examine the Project Charter. The Project Charter is the first step in the DMADV and DMAIC processes. The Project Charter will start the project or will kill it. Without this document properly executed, the project will be limited.
Your team is the most valuable asset to your company. The utilization of your team should be your top priority. In this slide presentation we will look at this very concept.
The document discusses business continuity planning and provides guidance on developing an effective plan. It defines business continuity planning as developing plans to handle issues that may cause business interruptions. It also defines business interruption and lists some common threats like power outages, natural disasters, and personnel or technology issues. The document then outlines a 12 step process for developing a quality business continuity plan, including performing a risk assessment, developing recovery strategies, creating response teams and plans, and maintaining an ongoing program through training and testing.
In this section we examine the Defects section of Six Sigma Quality. Defects has a huge cost within business. However, there are several steps that can be taken to reduce the costs.
In this slide presentation we will examine the 5S Methodology. This methodology provides a sound structure to proceed with any project, professional or personal. Please Like It and Share It with your community.
In this presentation we examine the Motion Waste in Six Sigma Quality Platform. When eliminating the Motion Waste, you gain efficiency, time, and money. This slide presentation also starts a conversation of 5S practices.
This document discusses Six Sigma and inventory management. It provides guidance on inventory goals, including properly identifying, slotting, accounting for, and ensuring inventory is sellable. It recommends reviewing inventory movement overall and by item, looking for gaps in sales before items become obsolete, and arranging inventory to improve efficiency. The document also covers overages, shortages and damages on receiving; timely returns processing; and using specific time frames or cycle counts for physical inventories.
The document outlines several benefits of implementing a Six Sigma methodology in a business. It discusses how Six Sigma can help improve customer loyalty by better understanding customers' needs, help employees manage their time more effectively to increase productivity, and use precise planning tools like DMAIC to reduce cycle times. It also notes that Six Sigma can help with employee development and motivation by sharing problem-solving tools and techniques, and play an integral role in strategic planning by helping focus on areas for improvement.
This Slide Share presentation will cover the elements within the S.M.A.R.T., an organizing business principle. It also includes a case study utilizing this principle.
This slide presentation reviews the Six Sigma DMAIC Fundamentals. It provides a real Case Study on how the process was utilized to develop substantial financial improvements.
This document discusses various quality and process improvement concepts in manufacturing. It covers transportation options, the importance of having the right inventory available, using straight line motion to reduce issues in production and distribution, minimizing waiting times, avoiding overprocessing and overproduction, reducing defects, and matching employee skills to roles. It also introduces the DMAIC process of define, measure, analyze, design, and verify that is used to develop improved processes.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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2. SIX SIGMA
Six Sigma is a quality program that, when all is
said and done, improves your customer’s
experience, lowers your costs, and builds
better leaders. –JackWelch
3. In this segment we will examine the fifth point of
Six Sigma, Over Processing.
Do you have a step that does not add value?
Do you have a step that waste time & money?
If you eliminate such step, the integrity of the end product
is still the same.
This is Over Processing.
4. What is the shortest point
between two points?
A Straight Line.
To eliminate Over Processing, you need to look at your
processes as a straight line. How do I get from point A to
point Z without unnecessary steps.
5. Years ago I worked for a company that was in growth
mode. The budget was to open 2 stores per week.
The store had a certain value of fixtures that was
purchased for it. If the total went over the budget
amount, the CAPEX form would have to be signed by
the CEO of the parent company.
Why?The money was already spent.
He knew of the expenditures.
The company policy was too tight.
6. Have you ever received a report, an email which you
did nothing? The information had no value, had no
bearing on your job nor on your staff requirements.
Did you ask why you were receiving the emails?
Another example of Over Processing.
7. Painting an area that will not be seen and it is absent
from possible corrosion.
Unnecessary steps such as this cost time and raw
material.
Tolerances are too tight or not properly defined.
Your defect rate is increased and your rework costs
are increased.
8. Have you ever printed a report that will be placed in
an endless file; never to be reviewed and eventually
trashed. Why print the report?
This over process cost paper, sender person time, receiver
person time, filer person time, storage and space. Make sure
the correct reports are sent to the right people at the right time.
9. Extra steps in a process.
Over polishing an area that does not require it.
Sentence that is long.
Unnecessary collaboration in a project.
Re-entering data and duplicating data.
Overdesigned Equipment.
More examples of Over Processing.
10. Over Processing can be defined in many different
ways. This waste can be extended in many different
functions other than production.
What can you find in your job
which is Over Processing?
What can you do to streamline the process?
11. We have completed the
Over Processing
section of Six Sigma.
The next presentation we will examine Over
Production.
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