Star Guide Delivery Performance (2.2)
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I put this presentation together in response to a request to describe the most challenging supply chain problem or issue I’ve had to face. While this challenge was only one of many I have faced in my career, and it is hard to say which was the most challenging, I like this one because it illustrates the two key tools for operational excellence - S&OP and lean
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This document outlines the transformation of an organization from a traditional to a Lean/Kanban structure. It describes the existing siloed structure organized around products and services and the new structure organized around cross-functional areas. The LeanOps inception established cadences, goal setting, and metrics to track improvements. Challenges were addressed by applying Lean principles like eliminating waste, building quality in, and continuous improvement. Metrics showed reductions in release duration, downtime, and rework as well as improvements in quality, on-time delivery, and customer satisfaction.
We've Had it All Wrong: Manage Processes, Not people
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
KDANIEL RESUME 110916
The document is a resume for Karen L. Daniel outlining her experience in quality management, manufacturing, and customer service roles over 10 years at McDanel Advanced Ceramic Technologies, where she held positions including Quality Manager, Sales Office Manager, Product Engineering Manager, and Interim Manufacturing Manager, and was responsible for quality assurance, ISO certification, process improvement, and reducing customer complaints. Her background includes a B.S. in Ceramic Engineering and project management and lean manufacturing training.
S Mc Connell Resume10
Stephen McConnell is seeking a position in business administration. He has over 6 years of experience supervising and leading teams of 15+ employees in manufacturing. He is expected to graduate from DeVry University in June 2013 with a Bachelor's degree in Business Administration and a GPA of 3.75. His relevant coursework includes project management, human resources, marketing, and Microsoft Office programs. He is currently a Lead Person at King Plastic Corporation where he creates reports, inspects products, assists in new product development, and has trained over 20 employees.
Northeast Lean Conference 2019 - Employee Engagement - McMahon Roman.ppt
Lean organizations make use of Daily Management systems, a structured process to focus employee’s actions to continuously improve their day-to-day work. Daily Management empowers employees to identify potential process concerns, recommend potential solutions, and learn by implementing process changes. Daily Management, if done right, can be a critical tool in any organization’s toolbox to engage frontline staff in problem-solving and to deliver customer value.
MARK RESUME 021016
Mark Schulte has over 35 years of experience in quality engineering management roles in manufacturing environments. He has exceptional skills in quality engineering, supplier management, continual improvement, regulatory compliance, and more. Most recently, as Senior Engineering Manager at Seagate Technology/Xyratex International from 2003 to 2016, he managed site operations, quality management systems, process improvements, and established two sites to be in ISO compliance. Prior to that, as Senior Quality Manager at J D S Uniphase from 1999 to 2002, he implemented quality reporting systems and training to improve defects rates.
Process Change: Communication & Training Tips
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
Hi Performance Manufacturing
Kepner Tregoe is an international consulting firm founded in 1958 that provides services in problem solving, decision making, risk management, and project management. They focus on configuring their proprietary processes into models that deliver tangible results, especially for manufacturing clients. Their Hi Performance Manufacturing approach aims to achieve manufacturing perfection through a focus on safety, quality, reliability, on-time delivery, and cost reduction. Kepner Tregoe recommends using data-driven analysis to identify improvement projects and a systematic implementation process using full-time resources and disciplined project management to ensure sustainability of results.
Consulting Services: McDaniel Consulting
The document provides information about siloing in business and defines it as non-communication between departments, incompatible goal setting, inter-company snobbery, or outright hostility within an organization. It notes that siloing refers to the sealed-off nature of silos rather than their utility for storing grain, and at its most extreme can lead to destructive competition among groups within a company while enabling the abuse of agricultural metaphors. An example of siloing given is "There’s so much siloing among our divisions, we’ll need to hire bodyguards for the company picnic."
John Gwozdz - resume 8-10-16
This document provides a summary of John E. Gwozdz's professional experience and qualifications. He has over 20 years of experience in quality management roles in the automotive manufacturing industry. Currently, he works as a Quality Assurance, Environmental, Health & Safety Manager at GKN Driveline, where he oversees quality management systems and interfaces with eight automotive customers. He has a proven track record of ensuring quality product and processes, and has received numerous awards and certifications over his career in the industry.
Modeling Mastery Performance
Modeling Mastery Performance and Systematically Deriving the Enablers - ISPI Spring Conf April 2006 - Guy W Wallace, CPT. Instructional and Performance Improvement analysis of the PACT Processes and EPPI
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Qm0011 principles & philosophies of quality management
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Initiating a new operations excellence project - Innovate Vancouver
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Lean And Kanban From The Trenches by Vijay Bandaru - Lean India Summit
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We've Had it All Wrong: Manage Processes, Not people
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一比一原版新西兰奥塔哥大学毕业证（otago毕业证）如何办理
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Digital Transformation Frameworks: Driving Digital Excellence
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
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Star Guide Delivery Performance (2.2)
- 1. Operational Excellence Illustrated in the context of improving delivery performance at a contract manufacturer June 21, 2011 Dan Dodd
- 2. Operational Excellence – Two Keys 2 Modern operational excellence is 75% lean and 25% S&OP in terms of effort/focus, but S&OP comes first because it sets the direction
- 3. An Example From My Experience My resume – the delivery improvement example is highlighted Early Stage Ventures (Synvasive and TranS1) Corporate Operations Excellence (Cooper Industries) Contract Manufacturing (Accellent – 120 person $30M Star Guide factory) Internal Consulting (Bell Labs) Consulting (PB Farradyne) The issue: transforming the factory from a laggard to a leader in delivery performance
- 4. The Situation & the Changes Changes in people, processes, and systems
- 5. End Result Factory went from ~#9 out of 10 in division in delivery performance to #1 or #2 From missing 5-40 orders a month (out of ~ 200 orders/month) To some months with no late orders Inventory turns and quality improved Revenues doubled Margins improved Promotions all around