This document discusses the key elements needed for successful Lean implementation and sustainable organizational change. It explains that while many Western businesses adopted Lean tools from Toyota, they failed to understand the importance of culture, mindset, and strategy that enabled Toyota employees to develop those tools. True Lean success requires aligning an organization's culture, leadership approach, strategy deployment, systems, and use of tools through a holistic transformation approach. The document advocates Duxinaroe's integrated model and experience helping clients mature in their Lean journey.
The document discusses developing conscious intuition and mindfulness for leaders. It notes challenges leaders face today like low morale and productivity. It argues conventional models are not enough for quantum leaps. The path to becoming a "holographic being" involves developing conscious intuition through mindfulness techniques. Leaders oscillate between four states of awareness, but ideally more time should be spent in higher, more expansive states. Services offered include workshops, consulting, and coaching to help leaders build intuition and operate at higher awareness states for better decision making and expanded thinking.
Mind & Matter 2015 - 3rd December 2015
The UK’s most authoritative business mindfulness conference, now in its third year, will explore:
From clinical psychology to sustainable organisational interventions: emerging evidence base to generate sustainable workplace solutions.
Register your interest to speak, sponsor or attend at http://www.mindandmatter2015.com
This document provides information about an upcoming conference on mindfulness at work, including the date, location, website, speakers, and schedule. The two-day conference on December 3rd and 4th in London will explore how mindfulness can improve leadership, efficiency, engagement, and well-being in organizations. The schedule outlines sessions on making the business case for mindfulness, introducing it to senior management, case studies of successful implementations, and workshops on evaluation and mindful meetings.
This document discusses the benefits of mindfulness and emotional intelligence training for leaders. It notes that most employees are disengaged at work and few feel they realize their creative potential. Mindfulness can enhance well-being, resilience, collaboration and performance. Research shows mindfulness improves executive function and reduces anxiety. It also leads to better handling of interpersonal stress. Leaders with higher emotional intelligence have more engaged employees who report greater personal thriving. The document proposes a mindfulness-based emotional intelligence program for leaders, developed at Google, that includes workshops and guided exercises to build core skills over several weeks.
This document discusses various aspects of performance reviews and feedback. It begins by providing a brief historical context of performance reviews dating back to ancient China. It then discusses some of the common problems with traditional performance review systems, noting that many employees dread the process. The document advocates focusing reviews on future goals and plans rather than just past performance. It also suggests that while praise is good for newcomers, more experienced workers may prefer and benefit from more constructive criticism as it can help them improve and feel challenged. Overall, the key idea discussed is that the purpose of reviews and feedback should be to foster continued growth and goal pursuit, not just judgements of past performance.
There’s no shortage of ideas and literature on the subject of leadership. From books to blogs to the advice of the gurus, it’s hard to avoid the glut of theories and philosophies about what it takes to be an effective leader. But taken altogether, a clear pattern emerges: This extensive catalogue of literature has evolved slowly over the last century, often presenting a lagging view backward rather than a much-needed leading view forward articulating the skills leaders will need in the future and how we will get there.
The document discusses developing conscious intuition and mindfulness for leaders. It notes challenges leaders face today like low morale and productivity. It argues conventional models are not enough for quantum leaps. The path to becoming a "holographic being" involves developing conscious intuition through mindfulness techniques. Leaders oscillate between four states of awareness, but ideally more time should be spent in higher, more expansive states. Services offered include workshops, consulting, and coaching to help leaders build intuition and operate at higher awareness states for better decision making and expanded thinking.
Mind & Matter 2015 - 3rd December 2015
The UK’s most authoritative business mindfulness conference, now in its third year, will explore:
From clinical psychology to sustainable organisational interventions: emerging evidence base to generate sustainable workplace solutions.
Register your interest to speak, sponsor or attend at http://www.mindandmatter2015.com
This document provides information about an upcoming conference on mindfulness at work, including the date, location, website, speakers, and schedule. The two-day conference on December 3rd and 4th in London will explore how mindfulness can improve leadership, efficiency, engagement, and well-being in organizations. The schedule outlines sessions on making the business case for mindfulness, introducing it to senior management, case studies of successful implementations, and workshops on evaluation and mindful meetings.
This document discusses the benefits of mindfulness and emotional intelligence training for leaders. It notes that most employees are disengaged at work and few feel they realize their creative potential. Mindfulness can enhance well-being, resilience, collaboration and performance. Research shows mindfulness improves executive function and reduces anxiety. It also leads to better handling of interpersonal stress. Leaders with higher emotional intelligence have more engaged employees who report greater personal thriving. The document proposes a mindfulness-based emotional intelligence program for leaders, developed at Google, that includes workshops and guided exercises to build core skills over several weeks.
This document discusses various aspects of performance reviews and feedback. It begins by providing a brief historical context of performance reviews dating back to ancient China. It then discusses some of the common problems with traditional performance review systems, noting that many employees dread the process. The document advocates focusing reviews on future goals and plans rather than just past performance. It also suggests that while praise is good for newcomers, more experienced workers may prefer and benefit from more constructive criticism as it can help them improve and feel challenged. Overall, the key idea discussed is that the purpose of reviews and feedback should be to foster continued growth and goal pursuit, not just judgements of past performance.
There’s no shortage of ideas and literature on the subject of leadership. From books to blogs to the advice of the gurus, it’s hard to avoid the glut of theories and philosophies about what it takes to be an effective leader. But taken altogether, a clear pattern emerges: This extensive catalogue of literature has evolved slowly over the last century, often presenting a lagging view backward rather than a much-needed leading view forward articulating the skills leaders will need in the future and how we will get there.
Conceptual pragmatism is a philosophical perspective that stresses practicality and contingent truth dependent on context. It attempts to reconcile absolutist and relativist views. A manager applies past solutions rigidly while a leader uses conceptual pragmatism - examining each unique situation to find the most practical solution. Two organizations, Villa of Hope and St. John's Skilled Nursing Home, are restructuring but preconceived narratives risk undermining positive changes if not addressed. Leaders must understand narratives and perceptions of all stakeholders to implement effective, practical changes.
Organizations today face unprecedented challenges requiring transformation in strategies, design, and employee capabilities. Changing culture and improving engagement are vital but difficult, as behaviors are driven by emotions and habits ingrained in our neurophysiology. However, new insights from cognitive science can facilitate mindful change. Deloitte's EPIC methodology applies these insights through experiential, playful, iterative, and collaborative learning to accelerate culture change by rewiring brains for success.
The document discusses whole-scale organizational change techniques which are designed to engage an organization's combined knowledge and wisdom to meet challenges through participation. Key concepts include empowering people, using reality to drive change, creating a shared vision of the future, and enabling change in real time. It provides examples of how whole-scale change has been used successfully by organizations to plan strategically and manage change. The principles and outcomes of a whole-scale intervention at a manufacturing company in the 1990s are described, demonstrating paradigm-shifting cultural and performance results.
Wellness is an active process of becoming aware of and making choices toward a healthy and fulfilling life. Wellness is more than being free from illness, it is a dynamic process of change and growth
This document provides information about an emotional intelligence certification course offered by Six Seconds. The 5-day course teaches participants about developing emotional intelligence using the Six Seconds model of Know Yourself, Choose Yourself, and Give Yourself. Participants learn tools and exercises to increase their own EQ and apply it in their work and personal lives. Completing the course, additional coaching, and a practicum project allows participants to become Six Seconds Certified Associates and use Six Seconds materials in their work.
Set Minda Melalui CTI PCI - YBhg. Prof. Dato' Dr Abu Bakar Abdul MajeedPersatuan Uitm
Pembentangan Set minda melalui cti pci oleh YBhg. Prof. Dato' Dr Abu Bakar Abdul Majeed pada Seminar Pengurusan Pentadbir (SePP) 2019 anjuran Anjuran Persatuan Pentadbir UiTM di ILD Bandar Enstek, Negeri Sembilan pada 22 - 24 Disember 2019
Mindfulness supervision and finding our zenNarelle Lemon
Mindfulness is a hot topic at the moment! But what does it mean for us as academics as we strive to be a caring teacher, a supportive colleague, a compassionate leader and a responsible citizen within the realities of the contemporary climate of the academy? In this workshop let’s explore what mindfulness is for you, what it means, and what your reference points are. We’ll decode 14 top tips, mindful questions to support your practice no matter what stage you are at in the supervisory journey and how they are relevant to you as a supervisor in relation to curiosity, being present, being non-judgemental and being self-aware.
The document discusses the need to "dissolve the boxes" in our thinking to achieve structural change and lead effectively in today's dynamic world. It argues that thinking "out of the box" is not enough, and that we must go further to dissolve the boxes altogether. This allows for deeper change by overcoming limiting thought patterns and repositioning ourselves. The document provides examples of how dissolving boxes can benefit individuals and organizations by increasing intelligence, leadership, well-being and organizational culture. It introduces the UQ Matrix as a tool to help dissolve boxes and reposition thinking for better decision-making.
Holistic framework for software development and productivity improvementPatanjali Kashyap
This document presents a holistic intelligence framework for performance management in knowledge-based industries. It discusses traditional performance metrics and their limitations. The framework incorporates emotional, social, moral, and spiritual intelligence and their neurological basis. Key performance indicators are identified for each type of intelligence. Implementation involves assessment, training, and tracking progress. Challenges include distinguishing traits from skills and tailoring the framework to different careers. The framework aims to improve employee fulfillment and organizational performance.
Mindapples presents... A Mind for Businessmindapples
Mindapples is a company that helps people take better care of their mental wellbeing and maximize their mental performance. They provide educational resources and training on topics related to neuroscience, psychology, and mental wellness. Their goal is to promote public interest in mental health and make prioritizing mental wellness as routine as brushing teeth. The document outlines Mindapples' services and mission to bridge health/wellness and professional development through workshops, seminars, and programs focused on stress management, decision-making, creativity, and other topics to help people function effectively.
Intelligence and creativity both impact leadership effectiveness. Leaders need cognitive abilities like problem-solving skills as well as knowledge of their industry. More intelligent leaders tend to learn faster, develop better strategies and solutions, and think more implications of decisions. While intelligence is important, it must be combined with experience, stress tolerance, and emotional intelligence. Creativity in leadership involves generating new ideas and implementing innovations. Leaders can foster creativity by encouraging diverse perspectives, rewarding novel ideas, and empowering followers.
This document describes Mental Workout's services to optimize employee performance and well-being through mindfulness, sleep, and relationships. It discusses offering talks, workouts through an app, and peer support workshops. Case studies show high participation rates and impact. Customizable solutions are provided by experts in these topics and scaled for businesses.
This document discusses building resilient systems through developing resilient cultures and authentic personal brands. It describes a methodology used by Alchemy Human Strategy to help clients create resilient cultures and personal brands. The methodology involves taking stakeholders through a process of discovery, awareness, and distillation of key elements like values, purpose, and identity. These insights are then turned into specific actions, behaviors, rituals, and tools to internalize the resilient culture or personal brand. The outcome is a crystallization of the defining elements of the culture or personal brand. Implementing this process provides clients with knowledge, clarity on their brand/culture foundations, co-created action plans, critical assets and tools, and a roadmap to build a resilient system.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
From Me to We (The Element-B Workshop)Vasco Gaspar
In this workshop participants will have access to the FIRO-B theory and to a set of structured exercises (e.g. visualizations, feedbacks, psychometric assessments, etc.) to better know themselves, as well as the other team members. They will also understand how compatible team members are and in the end the group will draw an action and commitment plan, based on the insights they've got during the workshop.
This document discusses the field of neuroleadership, which applies neuroscientific knowledge to leadership development. It covers several chapters: an introduction discussing the importance and goals of the study; leadership in the next decade and distinguishing it from management; neuroscience and its insights into human behavior; how neuroleadership can close the gap between goals and practices by using tools like EEG and fMRI to study decision making; and conclusions about applying these insights to improve leadership. The overall aim is to enhance leadership quality and define what makes an effective leader using the lens of neuroscience.
1. Learning about neuroscience appeared to increase leaders' confidence in leading change and helping people focus.
2. Participants reported applying concepts like SCARF to areas like change management, team productivity, and performance reviews.
3. Upwards feedback showed improvements in how leaders set clear agendas, recognized work, provided flexibility, and stayed calm under pressure.
The document discusses several examples of tablet programs at libraries and schools. It describes initiatives at the L.E. Phillips Memorial Public Library, which launched an iPad lending program in 2011. It also discusses programs at Montlieu Academy of Technology, Charlottesville Schools, Houston Public Library, North Shore Public Library, and South Orange Public Library. The document then provides examples of tablet uses at Newman Library at Virginia Tech, Liberty Middle School, and the University of Southern Mississippi. It concludes with discussing Radford University's use of iTextbooks.
The document provides instructions for preparing to attend an AGORA speed course, which is one of AEGEE's three annual statutory events. It outlines what an AGORA is, what happens during an AGORA, and steps to take before and during the event. Key preparations include reading the event booklet, having local discussion meetings, registering with the local organizers and AEGEE-Europe, and choosing workshops to participate in. During the AGORA, delegates will participate in plenaries, prytania, regional meetings, and social activities.
This document provides a parts list and specifications for an enclosed flare assembly. It lists 134 individual parts with descriptions and part numbers. The general notes specify that all inspections and welding will be done according to ASME standards, and that hydrostatic testing of the assembly will be done at 60 psi. Dimensions are in inches and the assembly is to be shop inspected before shipping.
Conceptual pragmatism is a philosophical perspective that stresses practicality and contingent truth dependent on context. It attempts to reconcile absolutist and relativist views. A manager applies past solutions rigidly while a leader uses conceptual pragmatism - examining each unique situation to find the most practical solution. Two organizations, Villa of Hope and St. John's Skilled Nursing Home, are restructuring but preconceived narratives risk undermining positive changes if not addressed. Leaders must understand narratives and perceptions of all stakeholders to implement effective, practical changes.
Organizations today face unprecedented challenges requiring transformation in strategies, design, and employee capabilities. Changing culture and improving engagement are vital but difficult, as behaviors are driven by emotions and habits ingrained in our neurophysiology. However, new insights from cognitive science can facilitate mindful change. Deloitte's EPIC methodology applies these insights through experiential, playful, iterative, and collaborative learning to accelerate culture change by rewiring brains for success.
The document discusses whole-scale organizational change techniques which are designed to engage an organization's combined knowledge and wisdom to meet challenges through participation. Key concepts include empowering people, using reality to drive change, creating a shared vision of the future, and enabling change in real time. It provides examples of how whole-scale change has been used successfully by organizations to plan strategically and manage change. The principles and outcomes of a whole-scale intervention at a manufacturing company in the 1990s are described, demonstrating paradigm-shifting cultural and performance results.
Wellness is an active process of becoming aware of and making choices toward a healthy and fulfilling life. Wellness is more than being free from illness, it is a dynamic process of change and growth
This document provides information about an emotional intelligence certification course offered by Six Seconds. The 5-day course teaches participants about developing emotional intelligence using the Six Seconds model of Know Yourself, Choose Yourself, and Give Yourself. Participants learn tools and exercises to increase their own EQ and apply it in their work and personal lives. Completing the course, additional coaching, and a practicum project allows participants to become Six Seconds Certified Associates and use Six Seconds materials in their work.
Set Minda Melalui CTI PCI - YBhg. Prof. Dato' Dr Abu Bakar Abdul MajeedPersatuan Uitm
Pembentangan Set minda melalui cti pci oleh YBhg. Prof. Dato' Dr Abu Bakar Abdul Majeed pada Seminar Pengurusan Pentadbir (SePP) 2019 anjuran Anjuran Persatuan Pentadbir UiTM di ILD Bandar Enstek, Negeri Sembilan pada 22 - 24 Disember 2019
Mindfulness supervision and finding our zenNarelle Lemon
Mindfulness is a hot topic at the moment! But what does it mean for us as academics as we strive to be a caring teacher, a supportive colleague, a compassionate leader and a responsible citizen within the realities of the contemporary climate of the academy? In this workshop let’s explore what mindfulness is for you, what it means, and what your reference points are. We’ll decode 14 top tips, mindful questions to support your practice no matter what stage you are at in the supervisory journey and how they are relevant to you as a supervisor in relation to curiosity, being present, being non-judgemental and being self-aware.
The document discusses the need to "dissolve the boxes" in our thinking to achieve structural change and lead effectively in today's dynamic world. It argues that thinking "out of the box" is not enough, and that we must go further to dissolve the boxes altogether. This allows for deeper change by overcoming limiting thought patterns and repositioning ourselves. The document provides examples of how dissolving boxes can benefit individuals and organizations by increasing intelligence, leadership, well-being and organizational culture. It introduces the UQ Matrix as a tool to help dissolve boxes and reposition thinking for better decision-making.
Holistic framework for software development and productivity improvementPatanjali Kashyap
This document presents a holistic intelligence framework for performance management in knowledge-based industries. It discusses traditional performance metrics and their limitations. The framework incorporates emotional, social, moral, and spiritual intelligence and their neurological basis. Key performance indicators are identified for each type of intelligence. Implementation involves assessment, training, and tracking progress. Challenges include distinguishing traits from skills and tailoring the framework to different careers. The framework aims to improve employee fulfillment and organizational performance.
Mindapples presents... A Mind for Businessmindapples
Mindapples is a company that helps people take better care of their mental wellbeing and maximize their mental performance. They provide educational resources and training on topics related to neuroscience, psychology, and mental wellness. Their goal is to promote public interest in mental health and make prioritizing mental wellness as routine as brushing teeth. The document outlines Mindapples' services and mission to bridge health/wellness and professional development through workshops, seminars, and programs focused on stress management, decision-making, creativity, and other topics to help people function effectively.
Intelligence and creativity both impact leadership effectiveness. Leaders need cognitive abilities like problem-solving skills as well as knowledge of their industry. More intelligent leaders tend to learn faster, develop better strategies and solutions, and think more implications of decisions. While intelligence is important, it must be combined with experience, stress tolerance, and emotional intelligence. Creativity in leadership involves generating new ideas and implementing innovations. Leaders can foster creativity by encouraging diverse perspectives, rewarding novel ideas, and empowering followers.
This document describes Mental Workout's services to optimize employee performance and well-being through mindfulness, sleep, and relationships. It discusses offering talks, workouts through an app, and peer support workshops. Case studies show high participation rates and impact. Customizable solutions are provided by experts in these topics and scaled for businesses.
This document discusses building resilient systems through developing resilient cultures and authentic personal brands. It describes a methodology used by Alchemy Human Strategy to help clients create resilient cultures and personal brands. The methodology involves taking stakeholders through a process of discovery, awareness, and distillation of key elements like values, purpose, and identity. These insights are then turned into specific actions, behaviors, rituals, and tools to internalize the resilient culture or personal brand. The outcome is a crystallization of the defining elements of the culture or personal brand. Implementing this process provides clients with knowledge, clarity on their brand/culture foundations, co-created action plans, critical assets and tools, and a roadmap to build a resilient system.
This document provides an overview of corporate culture, change management, and emotionally intelligent leadership. It discusses how culture impacts an organization's ability to manage change. Effective change management can increase productivity while poor change management decreases productivity. Emotionally intelligent leadership is important for navigating change in a way that reduces anxiety and stress for employees. The document uses examples and models to illustrate these concepts and their interrelationships.
From Me to We (The Element-B Workshop)Vasco Gaspar
In this workshop participants will have access to the FIRO-B theory and to a set of structured exercises (e.g. visualizations, feedbacks, psychometric assessments, etc.) to better know themselves, as well as the other team members. They will also understand how compatible team members are and in the end the group will draw an action and commitment plan, based on the insights they've got during the workshop.
This document discusses the field of neuroleadership, which applies neuroscientific knowledge to leadership development. It covers several chapters: an introduction discussing the importance and goals of the study; leadership in the next decade and distinguishing it from management; neuroscience and its insights into human behavior; how neuroleadership can close the gap between goals and practices by using tools like EEG and fMRI to study decision making; and conclusions about applying these insights to improve leadership. The overall aim is to enhance leadership quality and define what makes an effective leader using the lens of neuroscience.
1. Learning about neuroscience appeared to increase leaders' confidence in leading change and helping people focus.
2. Participants reported applying concepts like SCARF to areas like change management, team productivity, and performance reviews.
3. Upwards feedback showed improvements in how leaders set clear agendas, recognized work, provided flexibility, and stayed calm under pressure.
The document discusses several examples of tablet programs at libraries and schools. It describes initiatives at the L.E. Phillips Memorial Public Library, which launched an iPad lending program in 2011. It also discusses programs at Montlieu Academy of Technology, Charlottesville Schools, Houston Public Library, North Shore Public Library, and South Orange Public Library. The document then provides examples of tablet uses at Newman Library at Virginia Tech, Liberty Middle School, and the University of Southern Mississippi. It concludes with discussing Radford University's use of iTextbooks.
The document provides instructions for preparing to attend an AGORA speed course, which is one of AEGEE's three annual statutory events. It outlines what an AGORA is, what happens during an AGORA, and steps to take before and during the event. Key preparations include reading the event booklet, having local discussion meetings, registering with the local organizers and AEGEE-Europe, and choosing workshops to participate in. During the AGORA, delegates will participate in plenaries, prytania, regional meetings, and social activities.
This document provides a parts list and specifications for an enclosed flare assembly. It lists 134 individual parts with descriptions and part numbers. The general notes specify that all inspections and welding will be done according to ASME standards, and that hydrostatic testing of the assembly will be done at 60 psi. Dimensions are in inches and the assembly is to be shop inspected before shipping.
AEGEE (Association des Etats Généraux des Etudiants de l'Europe) is a non-profit interdisciplinary student organization founded in 1985 in Paris to promote cooperation, understanding, and mobility across Europe. It currently has over 10,000 members across 242 local branches in 42 European countries. AEGEE organizes educational and cultural events like conferences, summer universities, and case study trips to provide opportunities for students to learn about Europe and each other. It operates on a decentralized local level but coordinates activities at a European level to achieve its goals of building an open, tolerant society and democratic Europe without borders.
Mike Famous Boy And Nev Productions aims to produce a comedy film about a boy who dreams of success despite facing bad luck and being a geek. The target audience is younger males and females. The film will have representations of audience, institutions, language, ideology and values in its narrative genre. Storyboards and scripts have been created, with filming planned at a medical room, corridor, and PE field using props like beds, sports equipment, and costumes to depict the boy's smart but geekier look.
Geotermia in Toscana e Ungheria: 3 progetti studiatiLuca Madiai
La geotermia e i suoi possibili sviluppi in Toscana e in Ungheria due aree dell'Unione Europea con vaste ma differenti risorse geotermiche. Le due aree si prestano a un maggior sviluppo nello sfruttamento della geotermia (sia per usi termici che di potenza) e in una stretta collaborazione in questo campo di ricerca.
Presentazione della tesi di laurea del 22 luglio 2010. Lavoro svolto in collaborazione con l'istituto di geofisica di Budapest Eotvos Lorand (ELGI) e con l'utilizzo di due borse di studi : Erasmus Placement e la borsa del Ministero degli Affari Esteri italiano.
Duxinaroe - a selection of case studies & other activitiesDavid Bovis
Duxinaroe deliver sustainable change for performance improvement by blending years of international change experience with the latest science.
In so doing, we ensure real root cause issues at social, systemic and cultural levels are openly addressed along with the application of tools and te3chniques to process and procedure, leading to faster, cheaper, lasting change ... on time ... to budget!
AEGEE è una delle più grandi associazioni studentesche interdisciplinari d'Europa; è rappresentata da 15.000 studenti, attivi in 241 città accademiche, in 40 paesi d'Europa, vantando così un'ineguagliabile varietà culturale. AEGEE è un'organizzazione secolare, senza fini di lucro, senza legami a partiti politici. Tutti i progetti e le attività sono basati sul lavoro volontario dei propri membri. AEGEE Firenze è parte integrante del network di AEGEE Europa.
The document provides an overview of the learning management system Moodle, including:
1) A brief history of Moodle, which began in 2002 in Australia and is now one of the most widely used open-source LMS platforms.
2) An overview of how Moodle was implemented at CULS starting in 2006 and has grown to over 70,000 users, making it one of the largest Moodle installations worldwide.
3) Examples of how Moodle is useful at CULS for sharing information, hosting course materials and activities in one place, and facilitating online quizzes and examinations.
PT. Jeklindo Consulting memberikan jasa konsultan perijinan usaha dan dokumen perusahaan serta pribadi. Mereka menawarkan berbagai jasa pengurusan perijinan seperti API, PMA, PT, dan lainnya.
Troubleshoot cisco 3750 x stack power featureMona Liu
The document discusses troubleshooting tips for Cisco 3750X StackPower feature issues. Some common issues include the power sharing feature not starting, switches showing as standalone in the topology, and priority conflicts. The tips provide commands to check the status and enable ports, and recommend changing priority values on switches to resolve conflicts. Examples are also given of specific issues and steps to resolve them such as enabling ports to restore redundancy or changing priority values.
Business Transformation Outsourcing (BTO) is an extension of BPO, a strategic partnership between the customer and the outsourcer with the advantage of sophisticated financing mechanisms. BTO involves sharing risks and gains with an outsource business partner. It is all about governing the priorities, people and processes of organizations. It merges IT and business strategy of a company while optimizing quality, performance and business availability.
The document discusses culture change and transformation within an organization. It defines culture as shared beliefs, values and assumptions of a group. It identifies three levels of culture - artifacts, espoused values, and underlying assumptions. True culture transformation requires changes to the group's basic assumptions. The process involves unfreezing old assumptions, learning new concepts, and refreezing with internalized new assumptions. Elements of a successful culture transformation include defining goals, identifying restraining current cultural aspects, determining an ideal future state, creating a change plan, and engaging people through cultural change teams in an ongoing looped process.
This document provides guidance on defining integrity at work. It discusses how organizational values help companies communicate their identity, hire the right people, inspire employees, and provide guidance for decisions. Values provide a source of guidance and alignment for targets and boundaries. When values are well expressed in a company's culture, they help hire the right people, help employees know if the company is a good fit, inspire staff, separate misaligned staff, provide guidance for daily decisions, and inspire customers. A values-driven company provides clarity for expectations, which helps accelerate goals. The document is intended to guide the reader in defining their organization's mission, vision, values and priorities.
MKMB CONSULTING - ESSENTIAL SKILLS TO EMBRACE CHANGE (PART I)Hsiang-Yi Lin (林湘儀)
This document discusses managing change in today's business environment. It introduces Hsiang-Yi Lin, the CEO and founder of MKMB Consulting, who helps organizations build capacity for continuous growth and innovation. The document emphasizes that cultivating a culture of innovation and adaptive learning is important for long-term success. It discusses developing awareness of changes, considering stakeholders, building leadership skills, and adopting a growth mindset to turn changes into opportunities.
This document outlines an intermediate and advanced level training program on various business topics, including:
1. Strategic thinking and intuition, and preparing organizations for change.
2. Applying neuroscience to focus on business goals and manage stress.
3. Tools like collaboration canvassing, appreciative inquiry, and force field analysis to improve team performance.
4. Using games to learn and improve business results without risks of experiments.
5. A fable to discuss innovation, new ideas, competition, and new products.
The program will help all employees develop leadership and address challenges like resistance to change, motivation, strategy evaluation, and organizational structure. Presentations will include exercises and be offered in English
People Science is a multidisciplinary and people-centric approach to understanding people in the world of work and the future of work. People Science is an emerging field focused on human behavior and performance. The awareness of psychological and social influences creates a deeper understanding of ourselves. People Science provides insights that help create positive, engaging, and thriving work environments. These insights help address employee attitudes, drives, capabilities, and behaviors at work. In turn, this creates a culture of self-awareness that frames fulfilling experiences.
The document describes a 12-hour webinar series on sustainability for the workforce. It aims to help align employees' mindsets, engage them, and equip them with skills for changed work environments. The webinars will cover topics like goal-setting, communication, leadership, and time management. Organizations will benefit from a more motivated and productive workforce that can adapt together. Individuals will gain lifelong learning skills. The webinars will take place every two weeks for one hour each over 12 sessions.
This document discusses managing change in today's business environment. It introduces Hsiang-Yi Lin, the CEO and founder of MKMB Consulting, who helps organizations build capacity for continuous growth and innovation. The document emphasizes that cultivating a culture of innovation and adaptive learning is important for long-term success. It provides strategies for developing a conscious mindset, leadership, and business approach to better manage change. It also discusses how emotions and human factors play a large role in how organizations respond to change, and the importance of emotional intelligence for leaders to guide their organizations through periods of change.
The document discusses a system called "Progression" that aims to create a framework for sustained personal, professional, or organizational growth. It defines seven key areas of focus: Inspiration, Differentiation, Staging, Mechanics, Memory, Innovation, and Succession. The goal is to develop and apply these areas with increasing agility in order to exhibit leadership and sustain progression in business, social, or personal domains.
Search Inside Yourself (Mindfulness Based Emotional Intelligence)Vasco Gaspar
Search Inside Yourself is a Leadership and Emotional Intelligence Program, based on Mindfulness and Neurosciences, that was developed and tested at GOOGLE to increase organizational performance and wellbeing, as well as to enhance the conditions for world peace, by inspiring leaders worldwide to become more wise and compassionate.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
This material is for PGPSE / CSE students of AFTERSCHOOOL. PGPSE / CSE are free online programme - open for all - free for all - to promote entrepreneurship and social entrepreneurship PGPSE is for those who want to transform the world. It is different from MBA, BBA, CFA, CA,CS,ICWA and other traditional programmes. It is based on self certification and based on self learning and guidance by mentors. It is for those who want to be entrepreneurs and social changers. Let us work together. Our basic idea is that KNOWLEDGE IS FREE & AND SHARE IT WITH THE WORLD
This document provides an overview of organizational change and development. It discusses various models of change including evolutionary, revolutionary, planned change and Ferguson's four types of change. It also covers change drivers, strategies for change management, the CDS model of change, force field analysis, and steps in change management. Principles of change management and how to reduce resistance to change are also summarized.
The role of Psychological Safety & Mission Critical Behaviours for organizati...Kye Andersson
A presentation held together with AI Sweden. Focusing on the importance of psychological safety, clear goals and mission critical behaviours to build functioning organizations where individuals can come to their full potential.
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
Leadership and Management of Innovation (Eric James)Eric James
The leadership and management that supports and enables innovation can be a significant challenge. Being a truly effective leader involves a series of steps that are captured here in the INSPIRE framework. This involves working from the "inside out" (i.e., innovative leaders know that excellence starts with themselves), knowing the context, being able to effectively strategize, preparation, generating and integrating good ideas, re-examining the approach and executing plans effectively.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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[To download this presentation, visit:
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
Try angle of change - duxinaroe
1. Behind every number, there are People
The
Try-Angle
Strategy
GIVE
WAY
Fundamental
Lean
Initial Lean Culture
Behaviour
Mind set
Mature
Lean
Of Sustainable Change
2. 2
“We cannot solve our
problems with the same
level of thinking that
created them”
“If you always do what
you’ve always done.
You’ll always get what
you’ve always got”
GIVE
WAY
Henry Ford
Albert Einstein
To CHANGE for
improved performance
and profit, leaders must
‘Give Way’
to new thinking and methods.
3. 3
Those who understood
knew it was the culture
and conditions that
encouraged Toyota
Employees to identify
and design the efficient
and effective processes
we recognise as the ‘Lean
tools’ which sit behind
Toyota’s global success.
Some however, did not
understand this and
returned to the West to
promote only the tools as
the solution. The
Western market and
mind-set recognised and
accepted the logic being
presented, as it was easy
to translate the adoption
of these tools into
bottom-line benefits.
Unfortunately this
approach failed to
understand or promote
the philosophy which
originally led to the
beneficial and
sustainable application of
the tools. As a result,
many western change
programmes have since
run into sustainability
issues.
One or two
organisations, like
Wiremold and Danaher
have documented great
success. Many more have
not.
However, the pursuit of
Lean implementation is
alive and kicking, which
indicates that the
benefits promised to
businesses the world
over cannot be ignored.
We would certainly
agree with that!
The Choice is yours
Lean… or balanced?
Behind every number,
there are People
Benefits from the
application of lean
tools and techniques
have been popular
under different
names since the
1970’s.
Some western
business people
who originally
worked with Toyota
understood that the
tools and methods
were designed,
developed and
implemented by the
people involved in
the work.
Some did not …
4. 4
From this we understand the reasons why a tools-
and-techniques approach fails to be sustained in
so many cases, costing organisations significant
investments in time, resource and money,
pursuing benefits which evaporate over time.
Duxinaroe provide an holistic solution which deals
with these issues with hard and fast facts,
delivered in a practical and pragmatic approach to
help you develop your in-house resources and
capability. We utilise the latest findings from
neuroscience and psychology to allow your
leadership teams to create the innovative culture
and conditions required for sustainable and
innovative lean change.
Duxinaroe are able to support your development
journey, in a manner appropriate to your level of
organisational maturity. We start at any point on
our ‘Give Way’ model to suite your particular
circumstances. Developing all ‘Give Way’
cornerstones is proven to lead to sustainable
practices within organisations:
The Choice is yours
Duxinaroe have
over 20 years of
research and
application
experience.
1.Strategy (Hoshin).
2.The application of
a mature Lean tool
kit (developed in
stages).
3.The requisite mind
set of all
employees,
managers and
leaders (delivered
through knowledge-
transfer, understanding
and skills development).
GIVE
WAY
Strategy
Mind setMature
Lean
A ‘Tools’ approach … or sustainable change …
Dux Corner-Stones
5. 5
Mind-Set
(Right 1st time thinking)
A
The human brain sits at
base of every feeling
we have, every
emotion, every thought
that zips through our
mind, every word we
use and every action
we take.
In that sense, the brain and mind are
the ‘Root Cause’ of absolutely every
result we achieve in our private lives
and at work. The brain and it’s
functions are at base of every failure
and every achievement … and every
acceptance or rejection of a new
approach or process that might help us
and the organisation that employs us.
It is the brain that accepts or rejects
Lean Tools and new approaches to
strategy deployment. Such emotional
reactions are based on values and
beliefs and collectively they create the
‘Culture’ of the organisation, which, in
turn, contributes to the performance
of the organisation.
Neural-networks develop in the brain
to embody our beliefs about what is,
or is not good for us. It is in this vastly
complex mix of electrical and chemical
signals that we become who we are.
Our thoughts, positive or
negative, inform our
emotional reaction to
everything we experience
and our behaviours are the
presentation of that
neurological, emotional
response. .. Cont.
GIVE
WAY
Strategy
Mind setMature
Lean
7. Behaviour is a term used to describe how
we physically act in the world, however,
it is only a proxy for the ‘stimulus –
response’ activity that takes place in the
brain.
Typically, we also discover there are subsequent
punishment and reward mechanisms associated to
those behaviours, for example; docking pay for being
late to work or the allocation of a higher ‘rank score’
in a performance review.
However, what many organisations are unaware of is
that such methods introduce a measure of control
that can influence the very thinking patterns within
the brain. Unaware of such issues, we inadvertently
create conditions in which people are literally re-
wiring their brains to conform and comply, often
through fear of punishment.
GIVE
WAY
Strategy
Mind setMature
Lean
In all cultures
we find a
variety of
methods
used to detail
and monitor
the desired
behaviours of
people.
In Lean terms, we don’t want to create ‘compliance through fear’. We would much
prefer discretionary commitment as well as ownership, empowerment, autonomy
etc. By providing leaders with a working knowledge of the brain-behaviour
connection and the influence of control systems, we help to create the conditions in
which people can operate free of fear to be more innovative, committed and
productive. Consciously providing such conditions ensures people are better able to
solve problems, think rationally and come up with contextual solutions, to adapt,
innovate and continuously improve. As W.E. Deming stated: we must ‘Drive out Fear’.
Behaviour (Actions /
Reactions)
Behaviour
9. 9
Strategy + Systems
a) Strategy (Hoshin)
Not only that, but it satisfies many of the
neural requirements associated with
effective communication to provide live
feedback in terms of progress. This creates
what we refer to as ‘psychologically
congruent conditions’. Anything less falls
short in providing the conditions required
for people to act and
innovate as effectively
or efficiently as they
otherwise can.
GIVE
WAY
Strategy
Mind setMature
Lean
At Dux we consider two types of strategy;
1. Long Term - covering SWOT, PESTLE,
market conditions etc. and
2. Operational - providing a practical
deployment approach through which
organisations achieve the objectives
determined by the former.
Strategy:
There are many strategy
models out there such as BSC,
STRAP and EFQM, but they
often fail to deliver a robust
deployment model which can
convert organisational
aspirations into hard and fast
plans within a robust reporting
mechanism, able to connect
and deliver meaning across the
cultural layers and languages
within an organisation in terms
of measures and resources.
This often see’s KPI’s in conflict
between departments ,
promoting target driven
behaviours that detract from
overall organisational
performance.
Hoshin clearly defines 3 to 5 year
breakthrough objectives and provides
a framework for annual departmental
initiatives, supported by monthly action plans
for each function within those departments.
This ensures clear alignment of purpose and
language across each cultural layer.
Behaviour
Culture
10. 10
b) Systems
Under behaviour we briefly
discussed compliance through fear.
Another way to consider this is in
terms of control. The adult
mammalian brain does not react well
to control. In fact if you create
conditions in which human beings
feel controlled, you have a very real
possibility of triggering what is
known as ‘learned helplessness’,
which causes people to give up and
stop trying.
In psychological terms, we have to be
aware that many of the systems we
employ to help us run our companies
(ERP / MIS etc.) provoke such
feelings in people. The logic of the
system can make people feel
controlled. There are even comedy
sketches made about the principle,
where David Walliams and Matt
Lucas’s characters in the Little Britain
TV series exhibit signs of learned
helplessness as a slave to the system
whereby the only answer to any
question or request is “computer
says no”!
It is crucial that the psychological
impact of systems is considered by
leaders if they are aiming to create
the conditions in which their
employee’s brains can work best.
GIVE
WAY
Strategy
Mind setMature
Lean
Behaviour
Culture
11. 11
Initial Lean
One outcome of the Toyota
leadership approach, was the
company establishing itself as a
global automobile manufacturer.
The conditions created by the right
attitudes and approach within the
Japanese culture saw many of the
Toyota methods and tools
identified, formalised and then
copied by the West.
However, the development of
those methods and tools in Toyota
was through the innovative
problem solving conducted by the
people [brains] employed in the
organisation.
For a Western organisation to
replicate those conditions and
create a Lean company outside of
the Japanese Culture, a lot more
needs to be understood about the
formation of culture, as briefly
described on the previous pages.
Only when a leadership team is
aligned in cultural terms,
imprinted beliefs, philosophy and
strategy, will they truly understand
what it takes to create the
conditions in which Lean principles
and tools can be adopted by the
workforce.
It is not uncommon however, for
organisations to initiate a
development plan by employing
external consultants to introduce
Lean tools through training and
workshops.
Where the organisational maturity
is such that this is the right starting
place for a company, the initial
aspects of Lean to be understood
are usually;
- The Focus on QCDGSM (Quality,
Cost, Delivery, Growth, Safety,
Morale).
- The principle of VOC – Voice of
the Customer and Pull.
- The strict definition of the
terms VA / NVA / ENVA (Value
Adding, non-Value Adding and
Essential Non Value Adding).
- The conscious control of stock,
material and Inventory.
GIVE
WAY
Strategy
Mind setMature
Lean
Behaviour
CultureInitial Lean
Kaizen is a philosophy,
making continuous
Improvement a way of
life that evolves from
enlightened leadership.
12. 12
GIVE
WAY
Strategy
Mind setMature
Lean
Behaviour
CultureInitial Lean
Fundamental Lean
In the fundamental stage we
deal with the most common
tools and techniques applied to
manufacturing organisations.
Each one has to be learned
(Form new neural nets) such
that it is seen and understood
to add value. It thus becomes
the default approach voluntarily
chosen by those tasked with
achieving annual initiatives and
the 3-5 year breakthrough
objectives.
If the implementation is
executed correctly the
workforce are much more likely
to ‘Pull’ the need for the tools
from the management team,
rather than, as is often the case,
resisting the ‘Push’ (imposition)
of the tools from the
management team.
The tools at this level of
development are typically:
- Kanban
- Root Cause Analysis
- Visual Management
- 5S
- OEE
- SMED &
- Standard Work (incl.
Cellularisation, Chaku-Chaku,
Poke Yoke etc.).
Fundamental
Only when the basic principles are
understood should the next level
of Lean development be entered
into.
13. 13
GIVE
WAY
Strategy
Mind setMature
Lean
Behaviour
CultureInitial Lean
Fundamental
Heijunka (Level
Scheduling)
QFD - Quality Function
Deployment (often used
alongside FMEA / DOE
and as part of an APQP –
Advanced Product Quality
Planning programme).
DFMA – Design for
manufacture and
Assembly. (Or as many
refer to it, following the
popularity of Six Sigma –
DFSS).
Jidoka (Autonomation =
Automation with a human
touch).
Empowerment.
We are sure you will see
that many aspects of these
‘Lean’ principles will be
impossible to implement
sustainably if the Strategy,
Culture, Behaviours and
Mind-sets throughout the
organisation are not
established, in support of
the ‘tools’, from the
beginning.
Mature Lean
In the more advanced stages of
Lean development the tools and
principles typically listed
include;
14. Behind every number, there are People
The
Try-Angle
Strategy
GIVE
WAY
Fundamental
Lean
Initial Lean Culture
Behaviour
Mind set
Mature
Lean
Of Sustainable Change
Whatever your current level of organisational maturity,
Duxinaroe can design a support and development
programme to suit your needs and help you realise the
benefits of becoming ‘Lean’.
15. Cognitive Based Safety
(CBS)
Lean Manufacturing
Performance Improvement
Culture Change
Strategy
Leadership
Parenting and child
development
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