1. The document provides an introduction to the Theory of Constraints (TOC) and its thinking processes, which are tools that use logic and cause-and-effect reasoning to solve problems and develop strategies. 2. TOC approaches problem-solving similarly to how doctors treat patients, by first identifying the underlying cause of symptoms, then developing a treatment plan to resolve the cause and ensure the best outcome. 3. TOC addresses problems in organizations by answering three questions: what is the core conflict causing issues, what should the solution to the conflict be, and how can the solution be successfully implemented?
This document discusses tools and techniques for quality management, including those for planning, data collection, analysis, and continuous improvement. It describes several important tools, such as Pareto diagrams, statistical sampling, control charts, and the Seven Basic Tools of Quality which includes Ishikawa diagrams, check sheets, histograms, Pareto charts, scatter diagrams, and stratified sampling. The document also discusses challenges in implementing total quality management programs and emphasizes the importance of quality in today's global markets.
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
The document outlines the agenda for a 4-day seminar on quality, productivity, and competitive position featuring lectures and discussions on W. Edwards Deming's work, including his system of profound knowledge and views on management, variation, and systems thinking. Attendees will examine Deming's theories through group work and case studies with the goal of gaining a deeper understanding of his philosophy and how it can be applied to improve organizations. The seminar combines lectures, facilitated discussions, exercises and working group sessions to explore key aspects of Deming's work and its implications for leadership, management and performance improvement.
This document summarizes the challenges organizations face in implementing process improvement programs. It presents a causal loop diagram that shows how:
1) Efforts to improve process capability (working smarter) are undermined as organizations rely on increasing worker effort (working harder) to close performance gaps.
2) Increasing pressure to meet performance targets leads workers to spend less time on improvement activities and more time on direct work.
3) This sets up a reinforcing feedback loop where working harder becomes the norm rather than an occasional response, preventing organizations from fully benefiting from process improvement efforts.
Profit Gaps and Short-Term Heuristics: Systems Dynamics Understanding as a Re...Dr. Elliot Bendoly
Increasingly organizations implement process improvement efforts aimed at increasing revenue and/or decreasing cost. While some efforts lead to success (Honeywell, Seagate e.g. Huber and Launsby, 2002), others lead to failure. For instance, Home Depot implemented Six Sigma and their American Customer Satisfaction Index ranking dropped from a top spot to the bottom of their industry. Initially profitability soared at Home Depot, but then their stock price plummeted. Home Depot was able to cut costs with Six Sigma, but the energy and emphasis placed on these efforts at cost containment ultimately lead them to lose focus on the customer (thus threatening their underlying revenue stream).
Our research investigates how organization approach decisions to direct their improvement efforts toward either revenue improvement or cost reduction. We examine this by considering the perspectives that individual managers have regarding the operational and performance dynamics that follow these changes at their firms. Our study leverages a multi-stage survey and interview protocol approach, uniquely leveraging system dynamics simulation as a critical component of the interview process. The surveys provide a foundation for assessing the broad of perceptions held by managers, while the interview provides an iterative mechanism for critical analysis, model calibration and case development. As a result we are able to triangulate areas where certain fateful perceptions regarding organizational dynamics in the face of change and resource tradeoffs exists, as well as areas where more in depth consideration tends to provide clarifying adjustments to managerial perceptions regarding those dynamics.
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Creating the Improvement-Minded OrganizationTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/.
These are the slides from my keynote talk at the ASQ Lean and Six Sigma conference on February 28, 2012 in Phoenix.
This document discusses tools and techniques for quality management, including those for planning, data collection, analysis, and continuous improvement. It describes several important tools, such as Pareto diagrams, statistical sampling, control charts, and the Seven Basic Tools of Quality which includes Ishikawa diagrams, check sheets, histograms, Pareto charts, scatter diagrams, and stratified sampling. The document also discusses challenges in implementing total quality management programs and emphasizes the importance of quality in today's global markets.
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
The document outlines the agenda for a 4-day seminar on quality, productivity, and competitive position featuring lectures and discussions on W. Edwards Deming's work, including his system of profound knowledge and views on management, variation, and systems thinking. Attendees will examine Deming's theories through group work and case studies with the goal of gaining a deeper understanding of his philosophy and how it can be applied to improve organizations. The seminar combines lectures, facilitated discussions, exercises and working group sessions to explore key aspects of Deming's work and its implications for leadership, management and performance improvement.
This document summarizes the challenges organizations face in implementing process improvement programs. It presents a causal loop diagram that shows how:
1) Efforts to improve process capability (working smarter) are undermined as organizations rely on increasing worker effort (working harder) to close performance gaps.
2) Increasing pressure to meet performance targets leads workers to spend less time on improvement activities and more time on direct work.
3) This sets up a reinforcing feedback loop where working harder becomes the norm rather than an occasional response, preventing organizations from fully benefiting from process improvement efforts.
Profit Gaps and Short-Term Heuristics: Systems Dynamics Understanding as a Re...Dr. Elliot Bendoly
Increasingly organizations implement process improvement efforts aimed at increasing revenue and/or decreasing cost. While some efforts lead to success (Honeywell, Seagate e.g. Huber and Launsby, 2002), others lead to failure. For instance, Home Depot implemented Six Sigma and their American Customer Satisfaction Index ranking dropped from a top spot to the bottom of their industry. Initially profitability soared at Home Depot, but then their stock price plummeted. Home Depot was able to cut costs with Six Sigma, but the energy and emphasis placed on these efforts at cost containment ultimately lead them to lose focus on the customer (thus threatening their underlying revenue stream).
Our research investigates how organization approach decisions to direct their improvement efforts toward either revenue improvement or cost reduction. We examine this by considering the perspectives that individual managers have regarding the operational and performance dynamics that follow these changes at their firms. Our study leverages a multi-stage survey and interview protocol approach, uniquely leveraging system dynamics simulation as a critical component of the interview process. The surveys provide a foundation for assessing the broad of perceptions held by managers, while the interview provides an iterative mechanism for critical analysis, model calibration and case development. As a result we are able to triangulate areas where certain fateful perceptions regarding organizational dynamics in the face of change and resource tradeoffs exists, as well as areas where more in depth consideration tends to provide clarifying adjustments to managerial perceptions regarding those dynamics.
WP&C's Complexity Workshop helps identify the most disruptive complexity drivers in your business, quantify the size of the opportunity, and chart a course to improved performance.
Creating a Culture of Operational Discipline that leads to Operational Excell...Wilson Perumal and Company
As the world becomes more complex, the best companies and leaders are beginning to realize that improving culture is their greatest lever for achieving Operational Excellence. Complex systems require a different kind of culture—one with a specific set of guiding principles. In order to instill these principles in your organization, it is necessary to learn what the current culture is and what people think it ought to be like, establish the guiding principles necessary to be successful, align them to every level of the organization, and develop and sustain them through committed leadership and integration into key management system processes.
Wilson Perumal & Company has a long track record of helping companies in all industries transform their cultures and dramatically improve operational results. In this Vantage Point, we will share the most important lessons we have learned through our research and experience working directly with High-Reliability Organizations (HROs) and our clients as they pursue Operational Excellence.
Creating the Improvement-Minded OrganizationTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/.
These are the slides from my keynote talk at the ASQ Lean and Six Sigma conference on February 28, 2012 in Phoenix.
This document provides an introduction to the work and teachings of W. Edwards Deming, a statistician and quality management consultant. It summarizes key quotes and concepts from Deming, including his System of Profound Knowledge (SOPK), the famous Plan-Do-Check-Act cycle, and his famous "14 Points" and "7 Deadly Diseases" of management. The document also describes a variant of the "Red Bead Experiment" activity used to demonstrate Deming's teachings in practice.
This document provides information on an upcoming two-day seminar on Design of Experiments (DOE) led by Jim Leonard. The seminar will provide attendees with a solid foundation in DOE techniques for improving product and process performance and consistency. Attendees will learn how to set up experiments, analyze results, identify significant factors, and design further experiments. The seminar is intended for engineers, scientists, managers and others involved in product or process development who want to learn how to apply DOE principles.
00 Vital Links Lean Six Sigma Change Acceleration 38 Pgsfreelean
The document discusses the integration of Lean, Six Sigma, and Change Management methodologies within a Continuous Improvement Process (CIP). It explains that Lean focuses on eliminating waste, Six Sigma aims to reduce variation, and Change Management ensures improvements are sustained. When combined, these approaches can powerfully impact culture and drive results through metrics that matter to customers. Additional Lean tools help achieve process excellence and organizational objectives.
Accelerating Outcomes: Diagnosing and Treating Organizational Resistancemoxwizard
This presentation discusses the business reasons why it is critical that your organization have the internal capability to diagnose, track, and treat resistance to change on any given initiative. Don't leave value on the table.
The document outlines a decision analysis framework for making choices that involves establishing a decision statement, objectives, alternatives, and considering consequences. It discusses defining objectives as "musts" and "wants", generating and evaluating alternatives, and exploring potential adverse consequences of alternatives in terms of probability and seriousness. An example case applies the framework to choose between a music concert or seminar event for a company. Alternatives are evaluated and scored against objectives, with the Malcolm Gladwell seminar having a higher total score and being selected despite security risks for the concert alternative.
This document outlines a change management framework to transform an organization from $10 million to $100 million in 5 years. It discusses conducting a SWOT analysis, reexamining the vision and mission, and implementing a multi-phase change process using the ADKAR model. Key elements include training managers and employees, regular communication through town halls, addressing resistance through skills development, and assessing employees along a competency maturity path. The overall goal is to successfully enable both the technical and people sides of change.
While Lean Sigma is not a silver bullet for driving business performance improvement, it is a key element of a high-performing business ecosystem which provides the ongoing catalyst to drive innovation while also improving business outcomes.
The document discusses the Theory of Constraints (TOC), an overall management philosophy introduced by Dr. Eliyahu M. Goldratt. TOC helps organizations continually achieve their goals by identifying the core constraints blocking them, then devising strategies to overcome those constraints. It uses a five-step process to identify the constraint, exploit it, subordinate everything else to addressing it, elevate its performance, and re-evaluate if the constraint has shifted. TOC has been applied successfully across industries to improve production, project management, distribution, supplier relations, and marketing. It provides an integrated problem-solving methodology to develop sustainable strategies that benefit all stakeholders.
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
Experience of a Transformation to a Reliability Culture_v13Paul Monus
This document summarizes the experience of transforming an organization from a "defect creator" to a "defect eliminator" in order to establish a reliability culture. It discusses three key elements of any transformative experience - function, being, and will.
Function relates to the behaviors and tasks involved, like maintenance and defect elimination. Being relates to how people work together towards shared goals of production and equipment preservation. Will relates to the organization's motivation to produce and make a profit.
The transformation is best approached as a project with three streams - engaging workers in defect elimination, engaging leaders to improve reliability, and engaging managers in determining the magnitude of change needed. It should be implemented in three phases - creating decision-
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
Harnessing resistance: Using the Theory of Constraints to Assist Change Manag...umarbutt790
Re‐examines traditional views on change management, in particular the resistance to change, and to suggest alternative views and a practical approach for better managing change. The literature on change management contains numerous prerequisites for successful change, with a predominantly negative view on the issue of resistance to change. Some authors have argued for the positive utility of resistance, but have lamented a lack of management theories which support this view. Describes a management methodology called the theory of constraints (TOC) which views resistance as a necessary and positive force, and we demonstrate how it was applied in a case study involving a bank merger. Reviews how TOC handles the various types of resistance identified in the change management literature, and posit that the TOC framework helps lead and manage change by providing practical guidance on, inter alia, situational assessment, assumption surfacing, conflict resolution, planning and implementation of successful change
Is Lean Management applicable to the hospital and for which results?IJMREMJournal
lean management is a mode of organism inspired by Toyotism; His practice is evident throughout the world and
is one of the most affected institutions, except that the latter is a different profession. There is no shared vision
among the different actors on measuring the performance of the hospital. The activity of the hospital applies to
unique "products": each patient, with its peculiar specificity. The relationship of the workers with the patient is
radically different from the relationship of the worker with his product. That is why the practice of Lean has a
certain specificity in the health field.
OptumHealth, a business segment of United Health Group, underwent a major change in 2007 by moving segments of their staff from working in offices to working remotely from home. The change aimed to consolidate the workforce and realize bottom line savings in facilities costs. While communication of the change was a recurring challenge, OptumHealth did manage to transition staff to telecommuting. However, leadership could have done more to gain staff buy-in during planning and implementation stages. In the long run, the change helped leadership adapt to a new work environment and become more innovative in dealing with situations.
Ppt on organisational change , Development and StressBhuwanGupta9
This document summarizes a case study of organizational change at International Bio-Synthetics (IBIS) to increase productivity and reduce costs. The company originally had a traditional hierarchical structure but in 1984 formed a team to evaluate opportunities for improvement. They implemented changes including forming autonomous self-regulating teams, moving supervisors to a supportive role, introducing new performance management and scheduling processes, and installing new technology to improve information sharing. These changes helped improve process performance by 40% and align the organization with its goals. The case demonstrates how concurrent changes to organizational structure, roles, processes, technology, and culture can enable significant organizational improvements.
This document provides an overview of business environment analysis. It discusses what business environment analysis is, the stages and techniques involved, and the approaches used. Business environment analysis is a strategic tool that identifies internal and external factors affecting an organization to understand their impact. It helps align strategies with the firm's environment. The main techniques covered are PESTLE analysis, which examines political, economic, social, technological, legal and environmental factors, and SWOT analysis, which evaluates strengths, weaknesses, opportunities and threats. Understanding the business environment through analysis is important for organizational success and adapting to changes.
LASA 1
Course Project Task 1
Introduction
Breast reconstruction is a type of surgery where women have had breast removed or shaped.
Birth control pills-this are pills used to control pregnancy
Viagra-this is an oral treatment for erectile dysfunctionality.
The insurance making payments on breast recontructions,birth control pills and Viagra is a controversial issue since there are various opinions on the issues. The issues have brought discussions whether the insurance should pay for them. Some people agree to it and others and others disagree.
The arguments drawn
When different argument on breast reconstruction is made conclusions is drawn, that breast reconstruction is for health reasons and insurance will reduce its cost. Also it is for beauty reasons that are personal it can be self esteem if the breast are too small too big that one needs to shape them
The insurance should pay for the breast reconstruction
The issue on birth control pills brings varied conclusions, people prevent pregnancy for various reason, health reasons, to control the number of children.
The controversy comes when children under the age of 18 use the pills
The arguments drawn
Viagra brings a lot of discussions since it is suppose to be used when you are impotent. The conclusion was Viagra should not be used for no reason when engaging in sex since it has side effects.
The insurance company's should not pay for Viagra
Different evidence
Breast reconstruction as researched by the America research of plastic surgery, it is advantageous for people having breast cancer. Insurance will reduce its cost. In the book Hunt, K. (2008). Breast cancer. New York: Springer advantages of reconstruction is stated.
Birth control pills according to planned parent hood is advice and visiting the doctor before using any contraceptive
Different evidence
Viagra according to the Drug center has various side effects to the user. According to the study cause
Vision changes
Penis erection for a long time which is painful
Vision changes
Irregular heartbeat
With this evidence conclusion is draw that Viagra is harmful to our health
In the book Bonnard, M. (1999). The Viagra alternative. Rochester, Vt.: Healing Arts Press.the side effects are also stated
conclusions
Because of the different researches that has lead to different conclusions that are mentioned above. However the conclusion too have peoples opinions that counter.
For instance the birth control pills arguments parents argue against it that it bring a lot of immorality in the society
They also argue that there are side effects that are caused by hormone based pills.
Conclusions
In conclusions the insurance company in my state should be required to pay for insurance on breast reconstruction, birth control pills and not on Viagra
According to the discussions it is of help to pay for insurance more on breast reconstructions because of the breast cancer patient.
References
Hunt, K. ( ...
Issue analysis aids strategic intelligence efforts by helping companies anticipate changes in their external environments and shape public policy. It involves identifying issues, analyzing them based on factors like impact and probability, and selecting issues for action. Key steps are issue identification through methods like media scanning, assessment using matrices to evaluate impact and probability, and selecting a response strategy like altering behavior, contesting the issue, or ignoring it. Issue analysis supports decision-making by prioritizing issues and recommending where to focus resources.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
1 Origins of Organization TheoryLearning ObjectivesAf.docxoswald1horne84988
1 Origins of Organization Theory
Learning Objectives
After reading this chapter, you should be able to:
• Apply organization theory to health care organizations.
• Define and identify the major elements of theory.
• Trace the history of organization theory and the development of management as a profession.
• Examine the major foundational organization theories.
Ford Motor Co./Associated Press
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_01_c01_001-032.indd 1 4/23/14 10:00 AM
Henry Ford’s Revolutionary Vision:
Affordable Cars, a Caring Workplace
After creating the Model T car in 1908, Henry Ford revolutionized the automobile industry by
instituting the assembly-line mode of production. In 1914 he caused a national sensation by dou-
bling the prevailing wage for factory work to $5 a day. Ford recognized that to implement his vision
of building affordable cars, he needed a workforce of skilled and stable employees. To achieve this
objective, he offered attractive incentives such as profit sharing to encourage his employees to save
for their futures. This policy was highly effective: In 1914 the average Ford worker had $207.14 in
savings; 5 years later this figure was $2,171.14 (Snow, 2013).
The Model T was the first car specifically designed to be
affordable for the average consumer. Its price was made
possible by production innovations like assembly-line
manufacturing and interchangeable parts. The $5 daily
minimum wage for Ford workers and the company’s
initiatives to improve employee health and social wel-
fare were as revolutionary as Ford’s manufacturing pro-
cesses. Together, all of these groundbreaking tactics were
successful: By 1918 half of all cars on American roads
were Model Ts. The Ford Motor Company’s story illus-
trates how organization theory evolved in the context of
changes in business processes and how employee health
and well-being began to be recognized as an important
asset for a successful company.
Employers today are increasingly including wellness
programs in their health insurance benefits; a grow-
ing number offer incentives for participation and for
achieving specific health outcomes. According to the
National Business Group on Health (2012), a coali-
tion of large public and private employers that pro-
vide health insurance to more than 55 million people,
80% of member firms reward program participation,
and 38% have penalties for noncompletion. The most
popular incentives are premium reductions (used by
61% of employers); cash or gift cards (used by 55% of employers); and employer-sponsored contri-
butions to a health savings account or similar health care–based savings vehicle (used by 27% of
employers). Table 1.1 describes the wellness incentive programs used by several major corporations
(Wieczner, 2013).
Copyright Bettmann/Corbis/AP Images
Henry Ford built affordable cars using
well-paid workers.
H1
KT
SN ST
fra81455_01_c01_001-032.indd 2 4/23/14 .
This document provides an introduction to the work and teachings of W. Edwards Deming, a statistician and quality management consultant. It summarizes key quotes and concepts from Deming, including his System of Profound Knowledge (SOPK), the famous Plan-Do-Check-Act cycle, and his famous "14 Points" and "7 Deadly Diseases" of management. The document also describes a variant of the "Red Bead Experiment" activity used to demonstrate Deming's teachings in practice.
This document provides information on an upcoming two-day seminar on Design of Experiments (DOE) led by Jim Leonard. The seminar will provide attendees with a solid foundation in DOE techniques for improving product and process performance and consistency. Attendees will learn how to set up experiments, analyze results, identify significant factors, and design further experiments. The seminar is intended for engineers, scientists, managers and others involved in product or process development who want to learn how to apply DOE principles.
00 Vital Links Lean Six Sigma Change Acceleration 38 Pgsfreelean
The document discusses the integration of Lean, Six Sigma, and Change Management methodologies within a Continuous Improvement Process (CIP). It explains that Lean focuses on eliminating waste, Six Sigma aims to reduce variation, and Change Management ensures improvements are sustained. When combined, these approaches can powerfully impact culture and drive results through metrics that matter to customers. Additional Lean tools help achieve process excellence and organizational objectives.
Accelerating Outcomes: Diagnosing and Treating Organizational Resistancemoxwizard
This presentation discusses the business reasons why it is critical that your organization have the internal capability to diagnose, track, and treat resistance to change on any given initiative. Don't leave value on the table.
The document outlines a decision analysis framework for making choices that involves establishing a decision statement, objectives, alternatives, and considering consequences. It discusses defining objectives as "musts" and "wants", generating and evaluating alternatives, and exploring potential adverse consequences of alternatives in terms of probability and seriousness. An example case applies the framework to choose between a music concert or seminar event for a company. Alternatives are evaluated and scored against objectives, with the Malcolm Gladwell seminar having a higher total score and being selected despite security risks for the concert alternative.
This document outlines a change management framework to transform an organization from $10 million to $100 million in 5 years. It discusses conducting a SWOT analysis, reexamining the vision and mission, and implementing a multi-phase change process using the ADKAR model. Key elements include training managers and employees, regular communication through town halls, addressing resistance through skills development, and assessing employees along a competency maturity path. The overall goal is to successfully enable both the technical and people sides of change.
While Lean Sigma is not a silver bullet for driving business performance improvement, it is a key element of a high-performing business ecosystem which provides the ongoing catalyst to drive innovation while also improving business outcomes.
The document discusses the Theory of Constraints (TOC), an overall management philosophy introduced by Dr. Eliyahu M. Goldratt. TOC helps organizations continually achieve their goals by identifying the core constraints blocking them, then devising strategies to overcome those constraints. It uses a five-step process to identify the constraint, exploit it, subordinate everything else to addressing it, elevate its performance, and re-evaluate if the constraint has shifted. TOC has been applied successfully across industries to improve production, project management, distribution, supplier relations, and marketing. It provides an integrated problem-solving methodology to develop sustainable strategies that benefit all stakeholders.
Foundation of Organization Design (MGMT673)Reading Materia.docxericbrooks84875
Foundation of Organization Design
(MGMT673)
Reading Material
Professional Ethics
Humanistic Values
Organizational development (OD) practitioners traditionally encouraged having valued human beings, open communications, employment involvement, and personal growth. These values emerged at the end of World War II on both sides of the Atlantic. They were strengthened by early experiments in British coal mines and studies carried out in a plant in Illinois. These studies demonstrated that paying attention to workers improved productivity. Numerous studies that followed have demonstrated again and again that people do matter and are quite capable. When redesigning organizations, it is wise to use these early lessons as well as research performed by behavioral economists.
Helping Relationships
Helping can take on numerous forms and carries personal responsibility. The responsibilities for an OD consultant working on team building may be different from those of one working on organizational redesign, but they have many of the same issues with which to contend. Both can have a major impact not only on productivity and efficiency but on people’s lives as well.
As previously mentioned, organizational development practitioners are members of the helping profession and like the other helping professions, they have a professional code of ethics because their work has direct ethical implications on individuals, organizations, and society.
Ethical Dilemmas
Though having and following an ethical code can prevent problems, OD practitioners do encounter ethical dilemmas in their work. As with most ethical problems that emerge, individuals and organizations do not start out wanting to be unethical; they generally just slide into unethical behavior because they do not stop and reflect, or are in a big hurry to accomplish something or get specific results.
Value Conflict and Misplaced Interest
Not taking the time to adequately address value differences, taking shortcuts, misusing data, using coercion to save time or money, and misrepresenting skills or knowledge are major causes of ethical misdeeds and corporate failures. Taking the time to be ethical is good business not only for the OD practitioner but for the entire organization
Organizational Diagnosis
Before taking action, it is necessary to understand the situation. Organizational diagnosis is the process the consultant goes through to understand the current situation and includes the following:
· Determining an appropriate diagnostic strategy
· Gathering data through review of important organizational documents
· Developing an interview and research protocol
· Data gathering including conducting interviews
· Analysis of qualitative and quantitative data
· Assessment of information
· Discussing potential options with key organizational leaders and stakeholders to determine what is to be done and how to implement an intervention
An organizational diagnosis needs to be done before beginning.
Experience of a Transformation to a Reliability Culture_v13Paul Monus
This document summarizes the experience of transforming an organization from a "defect creator" to a "defect eliminator" in order to establish a reliability culture. It discusses three key elements of any transformative experience - function, being, and will.
Function relates to the behaviors and tasks involved, like maintenance and defect elimination. Being relates to how people work together towards shared goals of production and equipment preservation. Will relates to the organization's motivation to produce and make a profit.
The transformation is best approached as a project with three streams - engaging workers in defect elimination, engaging leaders to improve reliability, and engaging managers in determining the magnitude of change needed. It should be implemented in three phases - creating decision-
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
Harnessing resistance: Using the Theory of Constraints to Assist Change Manag...umarbutt790
Re‐examines traditional views on change management, in particular the resistance to change, and to suggest alternative views and a practical approach for better managing change. The literature on change management contains numerous prerequisites for successful change, with a predominantly negative view on the issue of resistance to change. Some authors have argued for the positive utility of resistance, but have lamented a lack of management theories which support this view. Describes a management methodology called the theory of constraints (TOC) which views resistance as a necessary and positive force, and we demonstrate how it was applied in a case study involving a bank merger. Reviews how TOC handles the various types of resistance identified in the change management literature, and posit that the TOC framework helps lead and manage change by providing practical guidance on, inter alia, situational assessment, assumption surfacing, conflict resolution, planning and implementation of successful change
Is Lean Management applicable to the hospital and for which results?IJMREMJournal
lean management is a mode of organism inspired by Toyotism; His practice is evident throughout the world and
is one of the most affected institutions, except that the latter is a different profession. There is no shared vision
among the different actors on measuring the performance of the hospital. The activity of the hospital applies to
unique "products": each patient, with its peculiar specificity. The relationship of the workers with the patient is
radically different from the relationship of the worker with his product. That is why the practice of Lean has a
certain specificity in the health field.
OptumHealth, a business segment of United Health Group, underwent a major change in 2007 by moving segments of their staff from working in offices to working remotely from home. The change aimed to consolidate the workforce and realize bottom line savings in facilities costs. While communication of the change was a recurring challenge, OptumHealth did manage to transition staff to telecommuting. However, leadership could have done more to gain staff buy-in during planning and implementation stages. In the long run, the change helped leadership adapt to a new work environment and become more innovative in dealing with situations.
Ppt on organisational change , Development and StressBhuwanGupta9
This document summarizes a case study of organizational change at International Bio-Synthetics (IBIS) to increase productivity and reduce costs. The company originally had a traditional hierarchical structure but in 1984 formed a team to evaluate opportunities for improvement. They implemented changes including forming autonomous self-regulating teams, moving supervisors to a supportive role, introducing new performance management and scheduling processes, and installing new technology to improve information sharing. These changes helped improve process performance by 40% and align the organization with its goals. The case demonstrates how concurrent changes to organizational structure, roles, processes, technology, and culture can enable significant organizational improvements.
This document provides an overview of business environment analysis. It discusses what business environment analysis is, the stages and techniques involved, and the approaches used. Business environment analysis is a strategic tool that identifies internal and external factors affecting an organization to understand their impact. It helps align strategies with the firm's environment. The main techniques covered are PESTLE analysis, which examines political, economic, social, technological, legal and environmental factors, and SWOT analysis, which evaluates strengths, weaknesses, opportunities and threats. Understanding the business environment through analysis is important for organizational success and adapting to changes.
LASA 1
Course Project Task 1
Introduction
Breast reconstruction is a type of surgery where women have had breast removed or shaped.
Birth control pills-this are pills used to control pregnancy
Viagra-this is an oral treatment for erectile dysfunctionality.
The insurance making payments on breast recontructions,birth control pills and Viagra is a controversial issue since there are various opinions on the issues. The issues have brought discussions whether the insurance should pay for them. Some people agree to it and others and others disagree.
The arguments drawn
When different argument on breast reconstruction is made conclusions is drawn, that breast reconstruction is for health reasons and insurance will reduce its cost. Also it is for beauty reasons that are personal it can be self esteem if the breast are too small too big that one needs to shape them
The insurance should pay for the breast reconstruction
The issue on birth control pills brings varied conclusions, people prevent pregnancy for various reason, health reasons, to control the number of children.
The controversy comes when children under the age of 18 use the pills
The arguments drawn
Viagra brings a lot of discussions since it is suppose to be used when you are impotent. The conclusion was Viagra should not be used for no reason when engaging in sex since it has side effects.
The insurance company's should not pay for Viagra
Different evidence
Breast reconstruction as researched by the America research of plastic surgery, it is advantageous for people having breast cancer. Insurance will reduce its cost. In the book Hunt, K. (2008). Breast cancer. New York: Springer advantages of reconstruction is stated.
Birth control pills according to planned parent hood is advice and visiting the doctor before using any contraceptive
Different evidence
Viagra according to the Drug center has various side effects to the user. According to the study cause
Vision changes
Penis erection for a long time which is painful
Vision changes
Irregular heartbeat
With this evidence conclusion is draw that Viagra is harmful to our health
In the book Bonnard, M. (1999). The Viagra alternative. Rochester, Vt.: Healing Arts Press.the side effects are also stated
conclusions
Because of the different researches that has lead to different conclusions that are mentioned above. However the conclusion too have peoples opinions that counter.
For instance the birth control pills arguments parents argue against it that it bring a lot of immorality in the society
They also argue that there are side effects that are caused by hormone based pills.
Conclusions
In conclusions the insurance company in my state should be required to pay for insurance on breast reconstruction, birth control pills and not on Viagra
According to the discussions it is of help to pay for insurance more on breast reconstructions because of the breast cancer patient.
References
Hunt, K. ( ...
Issue analysis aids strategic intelligence efforts by helping companies anticipate changes in their external environments and shape public policy. It involves identifying issues, analyzing them based on factors like impact and probability, and selecting issues for action. Key steps are issue identification through methods like media scanning, assessment using matrices to evaluate impact and probability, and selecting a response strategy like altering behavior, contesting the issue, or ignoring it. Issue analysis supports decision-making by prioritizing issues and recommending where to focus resources.
This is a legacy publication from the NHS Institute for Innovation and Improvement. It outlines a framework of five models for thinking about making change happen, based on the work of McKinsey and Co
This document discusses change management models and trends in organizational change. It describes Lewin's three-stage change management model of unfreezing, transitioning, and refreezing. It also outlines McKinsey's 7-S model and Kotter's 8-step change model. The document notes that internal and external forces can drive organizational change and lists common catalysts like crises, performance gaps, and new technologies. Finally, it discusses trends organizations often follow in changing like flattening hierarchies, decentralizing decision-making, increasing employee empowerment and adaptability.
1 Origins of Organization TheoryLearning ObjectivesAf.docxoswald1horne84988
1 Origins of Organization Theory
Learning Objectives
After reading this chapter, you should be able to:
• Apply organization theory to health care organizations.
• Define and identify the major elements of theory.
• Trace the history of organization theory and the development of management as a profession.
• Examine the major foundational organization theories.
Ford Motor Co./Associated Press
CN
CT
CO_LO
CO_TX
CO_BL
CO_CRD
fra81455_01_c01_001-032.indd 1 4/23/14 10:00 AM
Henry Ford’s Revolutionary Vision:
Affordable Cars, a Caring Workplace
After creating the Model T car in 1908, Henry Ford revolutionized the automobile industry by
instituting the assembly-line mode of production. In 1914 he caused a national sensation by dou-
bling the prevailing wage for factory work to $5 a day. Ford recognized that to implement his vision
of building affordable cars, he needed a workforce of skilled and stable employees. To achieve this
objective, he offered attractive incentives such as profit sharing to encourage his employees to save
for their futures. This policy was highly effective: In 1914 the average Ford worker had $207.14 in
savings; 5 years later this figure was $2,171.14 (Snow, 2013).
The Model T was the first car specifically designed to be
affordable for the average consumer. Its price was made
possible by production innovations like assembly-line
manufacturing and interchangeable parts. The $5 daily
minimum wage for Ford workers and the company’s
initiatives to improve employee health and social wel-
fare were as revolutionary as Ford’s manufacturing pro-
cesses. Together, all of these groundbreaking tactics were
successful: By 1918 half of all cars on American roads
were Model Ts. The Ford Motor Company’s story illus-
trates how organization theory evolved in the context of
changes in business processes and how employee health
and well-being began to be recognized as an important
asset for a successful company.
Employers today are increasingly including wellness
programs in their health insurance benefits; a grow-
ing number offer incentives for participation and for
achieving specific health outcomes. According to the
National Business Group on Health (2012), a coali-
tion of large public and private employers that pro-
vide health insurance to more than 55 million people,
80% of member firms reward program participation,
and 38% have penalties for noncompletion. The most
popular incentives are premium reductions (used by
61% of employers); cash or gift cards (used by 55% of employers); and employer-sponsored contri-
butions to a health savings account or similar health care–based savings vehicle (used by 27% of
employers). Table 1.1 describes the wellness incentive programs used by several major corporations
(Wieczner, 2013).
Copyright Bettmann/Corbis/AP Images
Henry Ford built affordable cars using
well-paid workers.
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fra81455_01_c01_001-032.indd 2 4/23/14 .
Reducing Inefficency on the Obstetric ServiceRobert Knuppel
This document discusses the need to reduce inefficiencies in obstetric services through implementing process improvement methodologies from business, such as Lean Six Sigma. It notes that obstetrics deals with complex issues and rising costs/risks. Business process improvement approaches can help leadership initiate continuous improvements to patient experience and safety. Some key steps outlined include engaging management, improving communication, conducting structured brainstorming to identify waste/inefficiencies, creating visual maps of current processes, and ensuring reliable data collection to guide improvements. The goal is to standardize processes, reduce variation and waste, and ultimately enhance quality of care while lowering costs.
Organizational Development (OD) interventions refer to a set of planned and systematic activities intended to improve an organization's effectiveness and health. The application of OD interventions is crucial to ensure that an organization can adapt to changes in the internal and external environment. There are various types of OD interventions that organizations can apply, such as team building activities, leadership workshops, culture change programs, and performance management systems.
Team building activities are useful in developing and improving interpersonal relationships within teams, while leadership workshops aim to enhance the leadership skills of managers to effectively guide their teams. Culture change programs are effective in facilitating organizational change, while performance management systems help align individual efforts with organizational goals.
Overall, OD interventions are essential in ensuring that an organization continuously improves and adapts to changes in the environment. Therefore, organizations should prioritize the application of OD interventions to enhance their performance, productivity, and overall effectiveness.
This document outlines the process of clinical audit, which involves comparing aspects of patient care against explicit criteria to improve outcomes. It discusses establishing structure, measuring processes, and evaluating outcomes. The document also describes the audit cycle of preparing, selecting criteria, measuring performance, making improvements, and sustaining them over time. Clinical audit is presented as a way for healthcare professionals and organizations to critically examine practices and ensure patients receive optimal care.
Agile Practices and Design Thinking.pptxtosoyo4069
The document discusses key concepts in systems thinking and agile practices. It provides an overview of systems thinking principles like interconnectedness, synthesis, emergence, feedback loops and causality. It also describes the iceberg model in systems thinking which looks at events, trends, structures and mental models. The document then discusses value chain analysis and its use in understanding how activities within an organization add value. It outlines the value chain for software development and discusses capability optimization using the Capability Maturity Model. Finally, it covers the evolution and core values of agile methodology and lists the twelve principles of the Agile Manifesto.
1Running head CHANGE MANAGEMENT PROPOSAL2CHANGE M.docxdrennanmicah
1
Running head: CHANGE MANAGEMENT PROPOSAL
2
CHANGE MANAGEMENT PROPOSAL
Change Management Proposal
HR006: Leadership, System Thinking, and Change Management
Yasmin Abdulghafour
Walden University Comment by Dr. Steve: Yasmin – this report is intended to be one paper (two parts) – please combine your Part I and Part II into a single document when you re-submit.
Executive Summary
Organizational change is the process in which any organization brings or desires to bring changes in its organizational culture, structure, strategies, functions or technologies to cause the change within the company to achieve certain goals and improve the overall performance of the company. This study is based on proposing a change management model for Ronald Reagan UCLA medical Medical center Center which is located in Los Angeles. UCLA medical Medical center Center is focused on continuously improving its services by implementing the concept of “True North” which suggests to improve and idealize different aspect of services including quality, equity, care experience, safety, financial stewardship, and workforce development and care.
This change management proposal recommends the use of Kotter's 8-step change model to bring the change in the organizational culture of the UCLA Health System. This proposal also highlights the role of communication in bringing change in the organization. Moreover, this study suggests the strategies to motivate employees to embrace the process of change and recommends the training strategies that can be used to implement the process of change successfully. This study also provides a guideline of how the change process can be evaluated and measured on the basis of organizational and individual performances. Comment by Dr. Steve: Good
Change Management Proposal
Introduction of the Organization
Ronald Reagan UCLA medical Medical centerCenter, a 520-bed facility, is a medical service providing organization located in Los Angeles. It was founded in 1955 and initially started as UCLA medical Medical center Center but, later it became Ronald Reagan UCLA Medical center Center in 2008. The medical center has highly qualified staff which provides 24 hours of medical services. This center offers many clinical services including cancer services, cardiovascular services, pediatric services, transplantation facilities, men and women health services, and weight management programs, etc. the facility has about ten 10 floors, and every floor contains dialysis storage, satellite pharmacy, respiratory therapy workrooms, and restrooms for doctors and residents. What is your resource for this information? Comment by Dr. Steve: Run on sentence – try re-writing this as two sentences
The mission of UCLA health Health is to deliver timely and leading research, education, and patient care. It is aimed at healing humankind by providing medical services and acts of kindness. UCLA Health is focused on providing the best health care services throu.
This document summarizes key aspects of change management in organizations. It discusses that organizations can change reactively in response to external factors or proactively through internal decisions. It also describes how organizational change can influence and be influenced by various internal features like mission, goals, management styles, structure, products and processes. The document outlines some common external triggers for change like changes in demand or competition. It also lists internal triggers like changes in strategy or needs to improve efficiency. Resistance to change is discussed, emphasizing the need to address people's objections and fears rather than simply persuading them of the benefits of change. A three stage model of unfreezing, changing and refreezing behavior is presented as an approach to managing change.
Endüstri Mühendisliği - Yöneylem teknikleriyle Sağlık Tedarik Zinciri Modellemesidir. Maalesef dünya bu yöntemleri taşıyacak kadar deterministik değildir. Zaten sonraki aşamada fiili model denemesi planlanmış.
Tahmin ve internet tabanlı kolaylaştırmaya dayalı bir çalışma. Haiti' de elektrik kesintileri, internet erişim kesintileri, İngilizce - Fransızca - yerel dil, düşük eğitim profili, ada olmaktan kaynaklanan lojistik zorluk, fakirlik, kolera salgını,... engellere rağmen iyileşme sağlanmış.
Tahran' daki 5 hastanenin Tedarik Zinciri incelenmiş ve temel sorunun ortamdaki belirsizlik olduğu ortaya çıkmış. Kısıtlar Teorisi tarzında bir çözümleme yapılmış.
The healthcare supply chain faces increasing pressures from growing complexity, global demand, and quality issues. The current supply chain model will not be able to meet these challenges. Developing new capabilities around segmentation, agility, measurement, alignment and collaboration can help transform supply chain performance. This would lower costs, improve access to healthcare, and enhance patient safety, while also providing strategic benefits to companies. Transforming healthcare supply chains requires an integrated, cross-functional effort.
BJC HealthCare and Medtronic won awards for innovative supply chain initiatives in healthcare. BJC partnered with Cardinal Health and Cook Medical to centralize medical device inventory, providing visibility and reducing costs. Medtronic developed a program to manage hospital cath labs end-to-end, creating cost savings and improved outcomes for providers. Both winners demonstrated collaboration across the healthcare value chain can improve efficiency, lower costs and enhance patient care.
McKinsey Sağlık Tedarik Zinciriyle, FMCG Tedarik Zinciri karşılaştırıyor. Sağlık Tedarik Zincirindeki iyileştirme fırsatına ve toplumsal boyutuna dikkat çekiyor.
DMO, diğer OECD ülkelerindeki gibi merkezi alım ve kamu için ortak tedarikçi olma eğilimindedir. Böylece stoklar paylaşılabilecek, aşırı alımlar bitecek, ölçek ekonomisi sağlanacaktır. İlaç ve Tıbbi Sarf Malzemesi DMO gündemindedir.
Cari Kakınma Planıdır, KOBİ - girişimci - inovasyon - yerli sermaye vurguludur, sağlık - lojistik öncelikli sektördür, kamu desteğiyle büyüme modelinden söz edilir. SCHAIN bu gruplamaya uygundur.
Sağlık Bakanlığı 2013/09 sayılı genelgeyle bağlı kurumlardaki ilaç, tıbbi sarf malzemesi yönetimini düzenlemek istiyor. Problemler tespit edilmiş, çözümler eski paradigmaya ait...
LODER ve MTSO tarafından düzenlenen IV. Ulusal Lojistik Proje Yarışması Bireysel Kategoride ödüle layık görülen projemdir. Perakendeciler için Lojistik firmaları tarafından işletilen "tamamlama-replenishment" servisidir.
This document summarizes key points from an article that challenges common assumptions about supply chain metrics and operational success. It makes the following key points:
1. Minimizing unit cost is often assumed to maximize ROI, but this "deep truth" is actually false and can impede organizational effectiveness.
2. True operational success depends more on maximizing the speed and smoothness of material and information flows throughout the supply chain.
3. Common metrics like unit cost calculations are inappropriate for decision making because they do not capture the complex, nonlinear behavior of supply chain systems.
This document summarizes key steps in transitioning a supply chain from a push model to a pull model focused on demand. The 5 steps are: 1) Accept the new normal of increased variability, 2) Embrace flow and how it drives ROI, 3) Design an operational model around flow using decoupling points and control points, 4) Bring the demand-driven model to the organization, and 5) Use smart metrics to operate and sustain the demand-driven model. Decoupling points break the connection between variability and flow, while control points help manage execution within lead time horizons. Strategically placing these points can significantly compress lead times to meet market needs.
This document discusses strategies for sustaining a demand-driven operating model using smart metrics. It argues that a cost-centric strategy focused on resource efficiency and unit cost reduction does not correlate to return on investment, while a flow-centric strategy aimed at maximizing system flow to meet demand can increase ROI. It provides a comparison of metrics used in cost-centric versus flow-centric strategies and emphasizes the importance of thinking systemically to identify policies, measures, and tactics that protect and promote flow through the supply chain.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
2. 2
TABLE OF CONTENTS
INTRODUCTION...............................................................3
PROCESS-A HEALTHCARE ANALOGY................................ 4
APPLYING TOC TO ORGANIZATIONS............................... 5
WHAT TO CHANGE............................................... 5
WHAT TO CHANGE TO ..........................................6
HOW TO CAUSE THE CHANGE...............................7
OVERCOMING RESISTANCE TO CHANGE................ 8
THE FIVE FOCUSING STEPS OF TOC.............................. 9
The core constraint of virtually every
organization AGI - Goldratt Institute
has worked with over the past 20+
years is that organizations are
structured, measured, and managed
in parts, rather than as a whole. The
results of this are lower than ex-pected
overall performance results,
difficulties securing or maintaining a
strategic advantage in the market-place,
financial hardships, seemingly
constant firefighting, customer
service expectations being rarely
met, the constraint constantly
shifting from one place to another,
and chronic conflicts between people
representing different parts of the
organization, to name a few.
Once the barriers that block those
parts from working together as an
integrated system are removed,
significant and sustainable improve-ment
in each and every problem
mentioned above is the result.
What blocks organizations from
tearing down these barriers? Organi-zations
are often so consumed by
the pressures to achieve their short-term
performance targets, that taking
the time to plan for the future is a
luxury they can’t afford. Or, they
have plans for the future, but are
faced with the difficulties of balancing
the risks of change with the opportu-nities
they create – “if it ain’t broke,
don’t fix it!”
Is it possible to use change to create
a competitive advantage? Is it
possible to do that quickly, without
risk, and while creating a reliable
platform from which to seize the
opportunities of tomorrow?
Summary of an Independent Study
Sampling of Companies Using TOC
65%
49%
44%
63%
Source: The World of the Theory of Constraints, Vicky Mabin
and Steven Balderstone, St. Lucie Press, 1999.
Due Date Performance
(On-time Delivery):
Mean Improvement
Revenue/Throughput:
Combined Financial Mean Increase
Variable:
Mean Increase
Lead Times:
Mean Reduction
Cycle Times:
Mean Reduction
Inventory Levels:
70% Mean Reduction
73%
3. 3
In not-for-profit organizations, change
means achieving higher levels of
human or social capital with less
budget.
INTRODUCTION
Today, more than ever, change is essential to satisfying expectations. Cus-tomers
expect higher product and service quality than the price they’re
willing to pay to acquire those products and services. More than ever,
employees expect security in their jobs. Shareholders expect that today’s
investments will yield a higher rate of return over a shorter timeframe. Yet,
“to make ends meet,” management is constantly pressured to keep costs
under control.
In light of today’s competitive pressures and a rapidly changing environment,
to not change is to give way to one’s competitors. Hence, we should under-stand
that to improve means to change. We know that to improve means we
must:
• Provide products and services that solve customers’ problems
• Release products and services consistent with market demand
• Reduce variability in our processes
• Have measurements that indicate success relative to achieving our
goal
• Reward people for their contribution to change
Rather than reacting to external change, or being subjected to random internal
change, many organizations have concluded that a process of on-going
improvement is an absolute necessity. For an organization to have a process
of on-going improvement, certain basic questions need to be answered faster
and more effectively. Those fundamental questions are:
• “What To Change?”
• “What To Change To?”
• “How To Cause The Change?”
This white paper provides an introduction to the Theory of Constraints and its
Thinking Processes.
What are some of AGI’s customers using
the TOC Thinking Processes for?
• Design of Manufacturing Systems
• New product development
• New market entry
• Pipeline Management
• Segmentation of existing markets
• Strategic Planning
• System of Systems Design
4. PROCESS – A HEALTHCARE ANALOGY
The Theory of Constraints (TOC) applies the cause-and-effect thinking
processes used in the hard sciences to understand and improve all systems,
but particularly, organizations. The process a clinician applies to treating a
patient is an excellent analogy for explaining how TOC recommends going
about solving a systems problem. If we were to describe the overall process
used by a clinician treating a patient it would look something like:
1. Diagnosis: Knowing the futility of treating the symptoms,
4
a clinician begins with a list of observable symptoms and
uses cause and effect to seek out the underlying common
cause for all of them, the “disease” or core problem.
2. Design of a Treatment Plan: Considering the unique-ness
of the patient and his/her diagnosis, a treatment plan
is developed that first and foremost treats the disease
(e.g., surgery), but also suggests what other things must
be done alongside that “cure” to ensure the treatment will
work (e.g., pain relief and bed rest) and that the best
possible health is restored to the patient (e.g., physical
therapy). In this process, any potential side effects of the
treatment are identified, and the means for preventing or
mitigating them become key elements of the treatment.
3. Execution of the Treatment Plan: Taking into consider-ation,
the uniqueness of the patient’s situation, a plan is
developed for how to implement the treatment (e.g.,
surgery and pre-op work are scheduled, arrangements for
transportation to and from the hospital are secured, hospital
beds to be used at home are ordered).
The Jonah Program® is for individuals and management teams that
want to accelerate the improvement process in their area of responsibil-ity
or throughout their organization. It is also for those who want to
accelerate the improvement process in a subject matter or specific
area of interest.
The Jonah Program® focuses participants’ common sense and intuition
through the Theory of Constraints Thinking Processes. The results are
detailed answers to each of the three questions for the selected
subject. Participants also gain the tools needed to apply the same
rigorous process to other subject matter.
Jonah Program® is a Registered Service Mark of the Avraham Y. Goldratt Institute, LP.
5. 5
APPLYING TOC TO ORGANIZATIONS
The TOC processes used to improve the health of an organization (or solve
any problem) are almost identical; however, the terminology is changed to
better suit the language of problem-solving in organizations. In TOC, the
process is described via the use of three questions: What to Change?, What
to Change To?, and How to Cause the Change?
1. What to Change? From a list of observable symptoms, cause-and-effect
is used to identify the underlying common cause, the core problem,
for all of the symptoms. In organizations, however, the core problem is
inevitably an unresolved conflict that keeps the organization trapped and/or
distracted in a constant tug-of-war (management versus market, short-term
versus long-term, centralize versus decentralize, process versus
results). This conflict is called a Core Conflict. Due to the devastating
effects caused by Core Conflicts, it’s common for organizations to create
policies, measurements, and behaviors in attempts to treat those negative
effects (often referred to as band-aid fixes) that, when treating the Core
Conflict, must be removed, modified, or replaced.
What types of organizations have
taken AGI’s Jonah Program®?
· Accounting
· Aerospace
· Automotive
· Consulting
· Defense
· Healthcare
· High-Tech
· Lumber
· Manufacturing
· Metals & Mining
· Semiconductor
· Steel
· Telecommuncations
· Textile
· Universities and Colleges
B
1. Identify the Core Conflict causing the
symptoms, or UnDesireable Effects
(UDEs), of the chosen subject using the
Three-Cloud Process.
2. Build a Current Reality Tree that validates the
identification of the Core Conflict, helps us
understand the existing cause-and-effect relation-ships
of the subject and identifies the conspiring
formal and informal policies, measurements and
behaviors that support the existence of the UDEs.
UDE: UnDesireable Effect
ù•dee - n. something that exists
in reality that is negative, and
has penalties for its continued
existence. pl. UDEs (ù•deez)
syn. problem, symptom.
What to Change?
UDE
UDE
UDE
UDE
2. Current Reality Tree:
Is the core conflict really
the core conflict?
1. Core Conflict Cloud:
What core conflict is
responsible for all the
UDEs?
D’
A
A B
C
C
D
D
D’
Core Conflict
Jonah Program® is a Registered Service Mark of the Avraham Y. Goldratt Institute, LP.
6. 6
2. What to Change To? By challenging the logical assumptions behind the
Core Conflict, a solution to the Core Conflict is identified. This is only the
starting point for the development of a complete solution – a strategy – for
resolving all of the initial symptoms, and many others, once and for all. As
in the Design of a Treatment Plan above, the strategy must also include
the changes that must be made alongside the solution to the Core Conflict
to ensure that the solution works and that the organization is restored to its
“best possible health.” Respectively, these are often the changes to the
policies, measurements, and behaviors identified in What to Change?, as
well as the organization’s strategic objectives. Lastly, the strategy is not
complete until all potential negative side-effects of the strategy have been
identified, and the means for preventing or mitigating them become key
elements of the strategy. Trimming these negatives side-effects allows an
organization to intentionally and systematically create strategies that are a
win for all those affected.
Some AGI customers that have
applied the TOC Thinking Pro-cesses:
• Air Force Flight Test Center
• Air Force Operational Test &
Evaluation Center (AFOTEC)
• Alphamet Ltd.
• The Boeing Company
• Fairchild Semiconductor
• F-22 System Program Office
• General Motors Corporation
• Institute for Defense Analyses
• ITT Night Vision
• Japan Research Institute, Ltd.
• Kiowa Corporation
• Lockheed Martin - Aero
• Lucent Technologies
• Media Automotive
3. Identify and break the
assumptions that allow the
Core Conflict to persist
B
A
DE: Desireable Effect
dee•ee - n. something that we
want to have exist in place of
the UDE; opposite of the UDE.
pl. DEs (dee•eez)
4. Construct a Future Reality Tree that lays
out the complete solution/strategy that:
• Resolves all of the UDEs by making
their opposites, the Desired Effects,
exist
• Ensures alignment with the Strategic
Objectives (SO) of the bigger system
that the subject is a part
• Ensures that no new negative side-effects
(Negative Branches) will
occur from implementing the
solution/strategy
• Identifies what changes in the culture
(formal and informal policies, mea-surements
and procedures) of the
system and/or sub-system must be
made to ensure the symptoms are
resolved
• Leverages the existing TOC applica-tions
that are needed to make the
solution/ strategy work, and
• Quantifies the “bottom line” value of
achieving those DEs and SOs
4. Future Reality Tree:
Ensures that the starting
injection will lead to all
the DEs without creating
negative branches.
What to Change To?
3. Core Conflict Cloud:
What assumption(s) are
we going to challenge?
D
DE
DE
DE
DE C D’
Great Idea!
TO
TO
Assumption
Injection
7. 3. How to Cause the Change? Taking into consideration the unique culture
which exists in every organization, a plan is developed to transition an
organization from where it is today to realizing the strategy. In other
words, a plan for successfully implementing the strategy is created,
including what actions must be taken, by whom and when. Because
resistance to change can block even the most perfectly laid strategies
and plans, building active consensus and collaboration, or buy-in is crucial.
7
Six Layers of Resistance
to Change
mine
Layer 1: Has the right problem been
identified?
Layer 2: Is this solution leading us in
the right direction?
Layer 3: Will the solution really solve
the problems?
Layer 4: What could go wrong with the
solution? Are there any
negative side-effects?
Layer 5: Is this solution implementable?
Layer 6: Are we all really up to this?
5. Build a Tactical Objectives Map that charts
the overall course for getting from the
current reality to the future reality, where
the solution/strategy is fully implemented.
Flesh out the details of what each part of
the system/sub-system must contribute,
and when, to achieve each of the mile-stones
of the TO Map using a PreRequisite
Tree (PRT)
6. Create detailed task interdependency
diagram, using Transition Trees (TRTs) when
necessary to flesh out crucial actions
How to Cause the Change?
6. Transition Trees:
What actions must we take to
implement the PreRequisite Tree?
All TOs implemented
TO TO
Obs
IO IO IO
Obs
Obs
5. PreRequisite Tree:
In what order do we implement the T.O.s
and what blocks their implementation?
IO
• Internalize TOC’s 6 Steps of Buy-In to achieve the needed approvals, buy-in, or
active collaboration to proceed with implementation via the design/customization
(again, using TRTs) and role-playing of specific buy-ins the participant will have to
perform in their subject environment, and
• Transform action plans into a complete project network that can be effectively
managed using project management techniques (preferably, TOC’s Critical Chain
project management solution).
Obs
Obs
Obs
IO Action
IO
IO
IO
IO
Action
8. 8
OVERCOMING RESISTANCE TO CHANGE
TOC has developed a process based on the psychology of change that
acknowledges and systematically addresses the questions people intuitively
ask when evaluating a change.
a. Is the right problem being addressed - mine?
b. Is the general direction that the solution is heading a good one?
c. Will the solution really work to solve the problems and what’s in it
for me?
d. What could go wrong? Who might get hurt?
e. How the heck are we going to implement this thing?
f. Are we really up to this? Do we have the leadership and the
commitment to pull this change off successfully?
If these questions aren’t answered frankly and effectively with both the
people who must implement the change and those who will be affected by it,
the proposed change will not have the buy-in and support to succeed. Like
most changes, no matter how great the idea or tremendous the value, the
strategy and tactics are doomed from the outset.
The three questions, What to Change?, What to Change To?, and How to
Cause the Change?, provide the framework for what’s called the TOC
Thinking Processes. The Thinking Processes are a set of tools and processes
that allows an individual or group to solve a problem and/or develop an
integrated strategy using the rigor and logic of cause-and-effect, beginning
with the symptoms and ending with a detailed action plan that coordinates
the activities of all those involved in implementing the solution.
As a result of applying TOC’s Thinking Processes to countless organizations
over three decades, generic TOC solutions have emerged that have applica-bility
across all organizations, both for-profit or not-for-profit. To this day
these applications continue to evolve, resulting in more and more significant
and sustainable overall and bottom line performance improvements where
implemented.
Results reported by customers using
the TOC Thinking Processes:
• 41 percent reduction in cycle
time = $7 million savings in
capitalization
• New Product Introduction
cycle times reduced 50
percent
• 21 percent increase in Net
Sales Dollars
• Tripled development capacity
with no staffing increases
• 80 percent increase in Operat-ing
Profit
• New job startup in 60 percent
less time
• 100 percent on-time delivery
• 40 percent growth in revenues
• $5.5 million dollars growth in
revenue per year
• First to market five weeks
ahead of schedule eliminated
competitors’ entry of new
products
• 300 percent increase in net
profit
• Annual inventory turns up
from four to twelve
• Gross Margin increase from
29 to 41 percent
• Pre-tax profit improvement in
excess of 3,500 percent
9. THE FIVE FOCUSING STEPS OF TOC
How can any generic solution have such broad applicability? It turns out
that no matter what an organization’s offering is – products and/or services
– the methods for most effectively and efficiently managing processes and
resources are basically the same. To use another powerful analogy: just as
the strength of a chain is dictated by its weakest link, the performance of
any value-chain is dictated by its constraint. Recognizing this, the result-ing
9
steps to maximizing the performance of a value-chain are:
1. Identify the constraint.
2. Decide how to exploit the constraint.
3. Subordinate and synchronize everything else to the above decisions.
To improve the performance of that same value-chain, continue:
4. Elevate the performance of the constraint.
5. If in any of the above steps the constraint has shifted, go back to Step
1.
WARNING
DO NOT LET INERTIA BECOME THE
SYSTEM’S CONSTRAINT
These are called the 5 Steps of TOC and provide the foundation for many
of TOC’s generic solutions, which include, the management of processes,
inventory, supply chains, product development and projects (single and
multiple), personnel, and decision-making.
Although the 5 Steps of TOC can be applied to every process at every level
in an organization, which is how TOC is frequently often implemented, the
true power - and results - comes from:
• Understanding the interdependencies between and across processes
that contribute to delivering a product or service,
• Understanding the impact that those interdependencies and normal
variability have on their combined, overall performance, and
• Appropriately buffering for interdependencies and normal variability
so that that performance can be predictably and consistently high.
Market Demand-Pull
AGI’s TOC Supply Chain
Management Solution
For supply chain, plant operations
and distribution managers who are
dealing with the challenges of
ensuring availability of the right
products at the right place and time
— while maintaining profitable
operations, the TOC Supply Chain
Solution enables the organization to:
• Rapidly respond to actual
market demand
• Improve on-time deliveries
• Reduce the need for overtime
and expediting
• Better utilize capacity to meet
customer expectations
TOC Project Management
Solution
For organizations and project manag-ers
who are working to improve their
ability to continually meet the three
seemingly illusive project commit-ments
— budget, time and content,
the TOC Project Management Solution
provides a comprehensive tool set that
addresses:
• The nature of project planning
• Project scheduling
• Resource behavior
• Project visibility and control
· • Multiple project synchronization