This is the presentation made at ALE2014 in Krakow about the importance of storytelling in organisations, business and leadership and the key factors to build a good story.
Velocity EU 2013 What is the velocity of an unladen swallow?pdyball
Seatwave was growing fast, success was unabated, and industry awards were landing on their doormat. Infrastructure had been revamped, load patterns were understood. Everything was going just great…
Until…
The marketing team planned Seatwave’s first UK TV campaign – all regions – simultaneously, but only told the engineering team the day before the first advert was due to run!
10 seconds into the advert the site melted and there was a collective thud as heads hit desks.
It was expensive lesson to learn but also the wake up call that forced everyone in Seatwave to focus on the performance of their site.
In this session we’ll share that pain we experienced, and how we improved performance so that when all our competitors crashed during the UKs largest concert ticket sale, we were able to take 20 days revenue in just 2 hours!
However, maintaining performance is a challenge, product owners want new features, the site starts to put on weight and slowly performance starts to degrade once more.
Will it take another disaster to focus everyone on performance or is there another way to avoid “boom and bust”?
We’ll talk about the steps we’re taking to avoid “boom and bust” by making both performance and the impact performance has on our customers visible to everyone across Seatwave including:
Our Adobe Site Catalyst installation with a custom implementation of the W3C Navigation Timing API allowing us to segment our business KPI’s by speed.
How we’re using a WebPageTest within continuous integration for our QA and production builds.
How we constantly review our performance against competitors using our own installation of the HTTPArchive.
Join us on our quest in search of the Holy Grail of truly understanding how web site performance affects our business, and the processes and systems we are putting in place to ensure we keep speed at the heart of our product development roadmap.
The document discusses engaging young minds through creativity and innovation. It references indexing creativity in the present and future and always learning. It also mentions global collaboration and connections as well as creating without limits through platforms like Flickr, YouTube, and Realebooks.com.
This document presents several optical illusion images and asks the reader what they see in each image. It includes images that contain two faces or objects that can be seen alternatively, as well as images containing multiple objects or faces that can be seen simultaneously or separately. The document poses questions about the order and number of items the reader sees in each image and cites the source of each image.
Discovery-to-delivery: marketing library e-resources at the point of needPatrick "Tod" Colegrove
(Track B "Web Presence", session B103 "It's All About the Customer'"; presented at Internet Librarian 2011, Monterey CA)
With heavy reliance on Google and other search engines an overwhelming first choice for end-users in their information seeking, and convenience often dictating the selections of student and faculty alike, how best can the library connect end-users with the information they seek? Learn what's working and what isn't as we share the results of multiple trials utilizing various tech approaches to marketing library e-resources at the point of need, directly to the customers of the library. From printed bit.ly links and QR codes on traditional library display materials to Google AdWords and FaceBook ads targeted to individual searchers' information needs, learn practical tips that you can use to start targeting e-content at little to no cost to your end-users; including a peek inside the recent enhancements to the Google AdWords API to explore the possibilities of use in the context of the academic library.
The document discusses the use of the phrase "going to" to make predictions about future events that are considered certain to occur based on available evidence. It provides examples of using "going to" to describe several photos showing situations where people or objects appear poised to experience accidents, mishaps, or other foreseeable outcomes.
This document discusses Thanksgiving traditions like eating treats and telling stories. It suggests that this year's Thanksgiving may involve different kinds of visits or taking a first step. It provides links to inspiring StoryCorps interviews and credits the sources of various images used.
The document contains quotes from the novel One Flew Over the Cuckoo's Nest that show the power struggle and character development between Randle McMurphy and the Chief. McMurphy asserts his dominance over the other patients and encourages the Chief to stand up to Nurse Ratched. Over time, the Chief gains confidence and realizes that mental illness can be a source of power. In the end, McMurphy empowers the Chief to believe he can succeed on his own outside the institution.
The document contains quotes from the novel One Flew Over the Cuckoo's Nest that show the power struggle and character development between Randle McMurphy and the Chief. McMurphy asserts his dominance over the other patients and encourages the Chief to stand up to Nurse Ratched. Over time, the Chief gains confidence and realizes that mental illness can be a source of power. In the end, McMurphy empowers the Chief to believe he can succeed on his own outside the institution.
Velocity EU 2013 What is the velocity of an unladen swallow?pdyball
Seatwave was growing fast, success was unabated, and industry awards were landing on their doormat. Infrastructure had been revamped, load patterns were understood. Everything was going just great…
Until…
The marketing team planned Seatwave’s first UK TV campaign – all regions – simultaneously, but only told the engineering team the day before the first advert was due to run!
10 seconds into the advert the site melted and there was a collective thud as heads hit desks.
It was expensive lesson to learn but also the wake up call that forced everyone in Seatwave to focus on the performance of their site.
In this session we’ll share that pain we experienced, and how we improved performance so that when all our competitors crashed during the UKs largest concert ticket sale, we were able to take 20 days revenue in just 2 hours!
However, maintaining performance is a challenge, product owners want new features, the site starts to put on weight and slowly performance starts to degrade once more.
Will it take another disaster to focus everyone on performance or is there another way to avoid “boom and bust”?
We’ll talk about the steps we’re taking to avoid “boom and bust” by making both performance and the impact performance has on our customers visible to everyone across Seatwave including:
Our Adobe Site Catalyst installation with a custom implementation of the W3C Navigation Timing API allowing us to segment our business KPI’s by speed.
How we’re using a WebPageTest within continuous integration for our QA and production builds.
How we constantly review our performance against competitors using our own installation of the HTTPArchive.
Join us on our quest in search of the Holy Grail of truly understanding how web site performance affects our business, and the processes and systems we are putting in place to ensure we keep speed at the heart of our product development roadmap.
The document discusses engaging young minds through creativity and innovation. It references indexing creativity in the present and future and always learning. It also mentions global collaboration and connections as well as creating without limits through platforms like Flickr, YouTube, and Realebooks.com.
This document presents several optical illusion images and asks the reader what they see in each image. It includes images that contain two faces or objects that can be seen alternatively, as well as images containing multiple objects or faces that can be seen simultaneously or separately. The document poses questions about the order and number of items the reader sees in each image and cites the source of each image.
Discovery-to-delivery: marketing library e-resources at the point of needPatrick "Tod" Colegrove
(Track B "Web Presence", session B103 "It's All About the Customer'"; presented at Internet Librarian 2011, Monterey CA)
With heavy reliance on Google and other search engines an overwhelming first choice for end-users in their information seeking, and convenience often dictating the selections of student and faculty alike, how best can the library connect end-users with the information they seek? Learn what's working and what isn't as we share the results of multiple trials utilizing various tech approaches to marketing library e-resources at the point of need, directly to the customers of the library. From printed bit.ly links and QR codes on traditional library display materials to Google AdWords and FaceBook ads targeted to individual searchers' information needs, learn practical tips that you can use to start targeting e-content at little to no cost to your end-users; including a peek inside the recent enhancements to the Google AdWords API to explore the possibilities of use in the context of the academic library.
The document discusses the use of the phrase "going to" to make predictions about future events that are considered certain to occur based on available evidence. It provides examples of using "going to" to describe several photos showing situations where people or objects appear poised to experience accidents, mishaps, or other foreseeable outcomes.
This document discusses Thanksgiving traditions like eating treats and telling stories. It suggests that this year's Thanksgiving may involve different kinds of visits or taking a first step. It provides links to inspiring StoryCorps interviews and credits the sources of various images used.
The document contains quotes from the novel One Flew Over the Cuckoo's Nest that show the power struggle and character development between Randle McMurphy and the Chief. McMurphy asserts his dominance over the other patients and encourages the Chief to stand up to Nurse Ratched. Over time, the Chief gains confidence and realizes that mental illness can be a source of power. In the end, McMurphy empowers the Chief to believe he can succeed on his own outside the institution.
The document contains quotes from the novel One Flew Over the Cuckoo's Nest that show the power struggle and character development between Randle McMurphy and the Chief. McMurphy asserts his dominance over the other patients and encourages the Chief to stand up to Nurse Ratched. Over time, the Chief gains confidence and realizes that mental illness can be a source of power. In the end, McMurphy empowers the Chief to believe he can succeed on his own outside the institution.
This document discusses models of organizational change. It describes how organizations emerge, grow, decline and die in two loops - a dominant system and an emerging system. As the dominant system reaches its peak and starts declining, pioneers in the emerging system connect, share purposes and protect each other as their innovations take hold. The document provides exercises to help identify pioneers of change, connect them, and nourish and protect them as the dominant system transitions toward a new emerging system. It also discusses how to provide compassion and illumination to the dying dominant system.
Change The Perspective On Change at Agile IndiaOana Juncu
Organisations are living systems not industrial pipelines. This is the support of my workshop presenting the 2 Loops model by Berkana Institute, a model of change in society and organisations inspired by the cycle of life of living systems
This si the support of a workshop hosted at Agile India 2020. It presents a pattern to work our courage by befriending with our fears to access our authentic leadership. It highlights the relationship between fears, transformation, and the Theory U model as tools to see fears as our life journey friends or as "symptoms" we need to listen to.
Organisations are living systems and change just as every living being: rise, peak, decline and die. This is the support of the workshop the "2 Loops" Change Model from the Berkana Institute, combined with Theory U, Dave Gray approach on working on the Liminal Space, as presented at DDDEU22 conference.
The Process Work part was not presented. The support covers more that it could be presented in a 2 hours workshop. This is a sample of a 2 days workshop.
Please contact me if you are interested.
Accéder à votre Leadership par le storytellingOana Juncu
Nous pouvons accéder à notre leadership par la façon dont nous racontons des histoires qui comptent pour nous. Cela nous connecte à nos valeurs profondes et nous rendent visibles.
Ceci est le support de mon workshop sur l'accès à notre leadership par les histoires"
Pour pouvoir regarder nos peurs et les transformer en alliés, un premier pas est d'augmenter notre résilience. Ceci est le support de mon webinar "Dansons, jouons avec nos peurs https://www.eventbrite.fr/e/billets-dansons-jouons-avec-nos-peurs-108965777574#
If we talk about "fathers Founder of a nation" , I want to honour the women founders of IT". This Presentation honours the names of women who made the digital world possible
The document discusses human systems design and organizational change. It introduces the Cynefin model for classifying systems as simple, complicated, complex, or chaotic. For organizations facing change, threat levels increase from simple to chaotic systems. The document advocates applying theories like Theory U and Deep Democracy to guide organizations through change using practices like suspending viewpoints, prototyping solutions, and achieving group consensus. The goal is to help organizations transition from rigid to resilient, antifragile systems capable of learning and adapting to change.
Le cout de nos peurs ou comment prendre des décisions courageuses Oana Juncu
Ceci est le support de l'atelier "Le cout de la peur" présenté à Agile Tour Paris 2018. Il tente de mettre en lumière comment nos scénarios d'évitement influence notre posture, nos interactions avec les autres et influence fortement le comportement collectif que nous appelons des fois "culture de l'entreprise". Le décryptage s'appuie entre autres sur la Thérie U
Le support de l'atelier à FlowConFR Paris 2018 : une illustration de la théorie U , comme protocole de changement avec un éclairage sur le lien possible entre l'émergence des solution et le passage par une étape de chaos
The most up to date version fo the workshop support on relating human behaviour related to danger and survival scenarios from an individual and organisation perspective. We may invest a lot in avoiding to get out of the status quo.
Fear is a survival mechanism, therefore it's sane. Nevertheless, we, as individuals ans organisations invest a great quota of our energy to reassure ourselves and the system we're contributing to. This slide deck is the support of an workshop that help us tap in our organisation's collective "unconscious" behaviour and discover how much higher you may invest in risk adverse activities rather than delivering value for customers.
Our brain's one job is survival, therefore has to decide fast. To take the best decisions in the fastest way, our brain is a learning machine that builds patterns continuously. While building patterns, it installs cognitive biases. This is our brain's most fascinating contradiction. Let's take a journey through our most frequent cognitive biases;
The Demo Driven Product Development AbstractOana Juncu
Iterative product development is like a TV series: You tell a story about the product where customers are heroes. User Experience is nothing more or less than good empathetic storytelling.
The 3 cycles of Agile Adoptions I experienced over time : the "Agile asa how-to technically bring another method in the organisation", the "Agile as state of mind way", the "Clarified Intention beyond Agile". The story of Agile implementation goes from linear thinking through cultural change shock toward system thinking.
This document discusses stages of agile adoption from different perspectives - "HowTo", "Therapy", and "Purpose". It describes three stages: (1) viewing agile as a silver bullet solution, (2) despairing when agile is not working, and (3) intentionally contributing value through collaboration and experimentation. The final stage involves refactoring culture with a shared vision and a focus on usefulness, prototyping ideas, and driving transformational change.
Our brain is set-up to make fast decisions - To make fast decisions we base them on our assumptions rather on field reality. So our decisions are biased by our own cognitive process. Getting some awareness how our cognitive biases operate, may help change leaders, product managers, and pretty much everyone who's interacting with other people....
If we want to be a culture change player, it helps to understand what are our own beliefs and assumptions before trying to change others. Based on the Liminal Thinking Approach and the Third Culture Kids profile (TCK) , here is a tool for a journey to deconstruct our confirmation and attribution biases.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
This document discusses models of organizational change. It describes how organizations emerge, grow, decline and die in two loops - a dominant system and an emerging system. As the dominant system reaches its peak and starts declining, pioneers in the emerging system connect, share purposes and protect each other as their innovations take hold. The document provides exercises to help identify pioneers of change, connect them, and nourish and protect them as the dominant system transitions toward a new emerging system. It also discusses how to provide compassion and illumination to the dying dominant system.
Change The Perspective On Change at Agile IndiaOana Juncu
Organisations are living systems not industrial pipelines. This is the support of my workshop presenting the 2 Loops model by Berkana Institute, a model of change in society and organisations inspired by the cycle of life of living systems
This si the support of a workshop hosted at Agile India 2020. It presents a pattern to work our courage by befriending with our fears to access our authentic leadership. It highlights the relationship between fears, transformation, and the Theory U model as tools to see fears as our life journey friends or as "symptoms" we need to listen to.
Organisations are living systems and change just as every living being: rise, peak, decline and die. This is the support of the workshop the "2 Loops" Change Model from the Berkana Institute, combined with Theory U, Dave Gray approach on working on the Liminal Space, as presented at DDDEU22 conference.
The Process Work part was not presented. The support covers more that it could be presented in a 2 hours workshop. This is a sample of a 2 days workshop.
Please contact me if you are interested.
Accéder à votre Leadership par le storytellingOana Juncu
Nous pouvons accéder à notre leadership par la façon dont nous racontons des histoires qui comptent pour nous. Cela nous connecte à nos valeurs profondes et nous rendent visibles.
Ceci est le support de mon workshop sur l'accès à notre leadership par les histoires"
Pour pouvoir regarder nos peurs et les transformer en alliés, un premier pas est d'augmenter notre résilience. Ceci est le support de mon webinar "Dansons, jouons avec nos peurs https://www.eventbrite.fr/e/billets-dansons-jouons-avec-nos-peurs-108965777574#
If we talk about "fathers Founder of a nation" , I want to honour the women founders of IT". This Presentation honours the names of women who made the digital world possible
The document discusses human systems design and organizational change. It introduces the Cynefin model for classifying systems as simple, complicated, complex, or chaotic. For organizations facing change, threat levels increase from simple to chaotic systems. The document advocates applying theories like Theory U and Deep Democracy to guide organizations through change using practices like suspending viewpoints, prototyping solutions, and achieving group consensus. The goal is to help organizations transition from rigid to resilient, antifragile systems capable of learning and adapting to change.
Le cout de nos peurs ou comment prendre des décisions courageuses Oana Juncu
Ceci est le support de l'atelier "Le cout de la peur" présenté à Agile Tour Paris 2018. Il tente de mettre en lumière comment nos scénarios d'évitement influence notre posture, nos interactions avec les autres et influence fortement le comportement collectif que nous appelons des fois "culture de l'entreprise". Le décryptage s'appuie entre autres sur la Thérie U
Le support de l'atelier à FlowConFR Paris 2018 : une illustration de la théorie U , comme protocole de changement avec un éclairage sur le lien possible entre l'émergence des solution et le passage par une étape de chaos
The most up to date version fo the workshop support on relating human behaviour related to danger and survival scenarios from an individual and organisation perspective. We may invest a lot in avoiding to get out of the status quo.
Fear is a survival mechanism, therefore it's sane. Nevertheless, we, as individuals ans organisations invest a great quota of our energy to reassure ourselves and the system we're contributing to. This slide deck is the support of an workshop that help us tap in our organisation's collective "unconscious" behaviour and discover how much higher you may invest in risk adverse activities rather than delivering value for customers.
Our brain's one job is survival, therefore has to decide fast. To take the best decisions in the fastest way, our brain is a learning machine that builds patterns continuously. While building patterns, it installs cognitive biases. This is our brain's most fascinating contradiction. Let's take a journey through our most frequent cognitive biases;
The Demo Driven Product Development AbstractOana Juncu
Iterative product development is like a TV series: You tell a story about the product where customers are heroes. User Experience is nothing more or less than good empathetic storytelling.
The 3 cycles of Agile Adoptions I experienced over time : the "Agile asa how-to technically bring another method in the organisation", the "Agile as state of mind way", the "Clarified Intention beyond Agile". The story of Agile implementation goes from linear thinking through cultural change shock toward system thinking.
This document discusses stages of agile adoption from different perspectives - "HowTo", "Therapy", and "Purpose". It describes three stages: (1) viewing agile as a silver bullet solution, (2) despairing when agile is not working, and (3) intentionally contributing value through collaboration and experimentation. The final stage involves refactoring culture with a shared vision and a focus on usefulness, prototyping ideas, and driving transformational change.
Our brain is set-up to make fast decisions - To make fast decisions we base them on our assumptions rather on field reality. So our decisions are biased by our own cognitive process. Getting some awareness how our cognitive biases operate, may help change leaders, product managers, and pretty much everyone who's interacting with other people....
If we want to be a culture change player, it helps to understand what are our own beliefs and assumptions before trying to change others. Based on the Liminal Thinking Approach and the Third Culture Kids profile (TCK) , here is a tool for a journey to deconstruct our confirmation and attribution biases.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
5. @ojuncu
Change relies on stories that shape an emerging
www.coemerge.com
http://oanasagile.blogspot.com/
culture
6. simply, it means you didn’t
@ojuncu
« If you cannot tell it
understand it »
www.coemerge.com
http://oanasagile.blogspot.com/
7. @ojuncu
“Gravity is not a force but the geometry of the space-time
www.coemerge.com
The General Relativity Theory
http://oanasagile.blogspot.com/
referential”
15. A B
@ojuncu
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A Story Is A Passage Rite
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The Passage Rite is a set of circles
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Make It Sticky !
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