Recorded webinar: http://slidesha.re/1gGFkFM
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
In Part 3 of this 4-part webinar series to celebrate the launch of Karen Martin & Mike Osterling's new book, VALUE STREAM MAPPING, you'll learn how to avoid a common failing in value stream mapping: taking no action to actually transform operations.
Specifically, you will learn:
• How the transformation plan should be managed and by whom.
• How to apply PDSA to assure that you’re making the best improvements.
• How to engage the entire workforce in making change.
• How to measure your progress.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
These slides are from the Metrics-Based Process Mapping webinar delivered 09-29-2021.
Companion resources:
• View the recording - https://tkmg.com/webinars/metrics-based-process-mapping-3/
• Buy the book - https://tkmgacademy.com/products/metrics-based-process-mapping/
• Take the TKMG Academy course - https://tkmgacademy.com/courses/metrics-based-process-mapping/
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
These slides are from the Metrics-Based Process Mapping webinar delivered 09-29-2021.
Companion resources:
• View the recording - https://tkmg.com/webinars/metrics-based-process-mapping-3/
• Buy the book - https://tkmgacademy.com/products/metrics-based-process-mapping/
• Take the TKMG Academy course - https://tkmgacademy.com/courses/metrics-based-process-mapping/
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Value Stream Mapping in Non-Manufacturing EnvironmentsTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book:http://bit.ly/VSMbk
Learn how to create value stream maps to set an improvement strategy in office and service environments. Includes tips regarding the subtle differences between manufacturing and non-manufacturing maps.
Value Stream Mapping in Office and ServiceTKMG, Inc.
Recorded webinar: http://slidesha.re/1bvM6J6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Being lean isn’t just reserved for Manufacturing processes - information-intensive operations such as Service and Knowledge processes have the ability to be lean too – let us show you how! Get the scoop on applying Value Stream Mapping, a critical tool in Lean transformation, in Office and Service environments.
What's covered:
- The key differences between Manufacturing and Office/Service Value Stream Maps
- The process of Value Stream Mapping in Office and Service environments
- Common wastes in Office and Service environments and goals for future state planning
- Digitally capturing, sharing, and storing Value Stream Maps
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)TKMG, Inc.
Recorded webinar: http://slidesha.re/1aSq6Z1
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
In this webinar, Karen addresses the key success factors in planning an analysis and design activity. You will learn:
• Leadership's role in the planning process & engagement tips.
• How to determine scope and set appropriate target objectives.
• Which leaders MUST be on the mapping team.
• Techniques for properly socializing the mapping charter.
• Logistics details that matter.
The success of value stream improvement is largely determined during the planning stage. Don't miss this webinar!
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
These are the slides for the webinar https://vimeo.com/manage/296007941
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, demotivates team members, and causes customers to question whether the organization can deliver value.
On a personal front, a lack of clarity creates interpersonal tension and hurts the mission of otherwise well-meaning leaders.
In this webinar, Karen shares what clarity is and how a lack of clarity leads to poor performance--both organizationally and personally--and eroding trust. She shares powerful ways to operate with greater clarity to unleash the potential of people and organizations alike.
To supplement the webinar, consider taking our free quiz to assess how you and your organization currently rate (www.clarityfirstquiz.com) or purchase the book (www.clarityfirstbook.com).
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
Recorded webinar: http://slidesha.re/1hT4EZ4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping (VSM) remains one of the most powerful yet underutilized strategic improvement tools that also transforms organizational thinking and behavior.
In this practical how-to webinar, learn the mechanics of VSMs, the differences between manufacturing and non-manufacturing value stream maps and best practices for holding a Value Stream Mapping Event.
These are the slides for the 5th webinar in a 5-webinar series based on Karen's book, Clarity First. The webinars are available on www.ksmartin.com/webinars.
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRCY9U
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is an essential organizational transformation tool that is often misunderstood and under-utilized.
In this webinar, you'll get an advance glimpse into Karen and Mike Osterling's latest book, which will be out in December. You'll learn the in's and out's of planning for a mapping activity, tips for effective mapping sessions, and how to create a transformation plan with "stickiness."
You'll also learn the difference between value stream and process mapping and where A3, kata, kaizen events fit into the picture.
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Process Management: Why So Few Companies Get It RightTKMG, Inc.
Recorded webinar: http://slidesha.re/1mRKSQw
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In the 20+ years I've been working with companies of all types and sizes to improve their performance, proper process management is hands-down the weakest organizational capability I've seen.
Poor process management is the root cause for excessive organizational chaos, interpersonal and interdepartmental tension, dissatisfied customers, and excess costs.
Join me on a frank journey of what organizations need to do in terms of process management to greatly improve their performance on all fronts.
It doesn't matter how sexy your product is, nor how hard well-meaning people are working. If you don't properly manage your processes, your organization will never excel.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Value Stream Mapping in Non-Manufacturing EnvironmentsTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book:http://bit.ly/VSMbk
Learn how to create value stream maps to set an improvement strategy in office and service environments. Includes tips regarding the subtle differences between manufacturing and non-manufacturing maps.
Value Stream Mapping in Office and ServiceTKMG, Inc.
Recorded webinar: http://slidesha.re/1bvM6J6
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Being lean isn’t just reserved for Manufacturing processes - information-intensive operations such as Service and Knowledge processes have the ability to be lean too – let us show you how! Get the scoop on applying Value Stream Mapping, a critical tool in Lean transformation, in Office and Service environments.
What's covered:
- The key differences between Manufacturing and Office/Service Value Stream Maps
- The process of Value Stream Mapping in Office and Service environments
- Common wastes in Office and Service environments and goals for future state planning
- Digitally capturing, sharing, and storing Value Stream Maps
Value Stream Analysis: Beyond the Mechanics - Part 1 (Planning)TKMG, Inc.
Recorded webinar: http://slidesha.re/1aSq6Z1
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
In this webinar, Karen addresses the key success factors in planning an analysis and design activity. You will learn:
• Leadership's role in the planning process & engagement tips.
• How to determine scope and set appropriate target objectives.
• Which leaders MUST be on the mapping team.
• Techniques for properly socializing the mapping charter.
• Logistics details that matter.
The success of value stream improvement is largely determined during the planning stage. Don't miss this webinar!
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
These are the slides for the webinar https://vimeo.com/manage/296007941
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, demotivates team members, and causes customers to question whether the organization can deliver value.
On a personal front, a lack of clarity creates interpersonal tension and hurts the mission of otherwise well-meaning leaders.
In this webinar, Karen shares what clarity is and how a lack of clarity leads to poor performance--both organizationally and personally--and eroding trust. She shares powerful ways to operate with greater clarity to unleash the potential of people and organizations alike.
To supplement the webinar, consider taking our free quiz to assess how you and your organization currently rate (www.clarityfirstquiz.com) or purchase the book (www.clarityfirstbook.com).
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Value Stream Mapping - Strategy Before TacticsTKMG, Inc.
Recorded webinar: http://slidesha.re/1hT4EZ4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping (VSM) remains one of the most powerful yet underutilized strategic improvement tools that also transforms organizational thinking and behavior.
In this practical how-to webinar, learn the mechanics of VSMs, the differences between manufacturing and non-manufacturing value stream maps and best practices for holding a Value Stream Mapping Event.
These are the slides for the 5th webinar in a 5-webinar series based on Karen's book, Clarity First. The webinars are available on www.ksmartin.com/webinars.
Value Stream Mapping: How to Visualize Work & Align Leadership for Organizati...TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRCY9U
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is an essential organizational transformation tool that is often misunderstood and under-utilized.
In this webinar, you'll get an advance glimpse into Karen and Mike Osterling's latest book, which will be out in December. You'll learn the in's and out's of planning for a mapping activity, tips for effective mapping sessions, and how to create a transformation plan with "stickiness."
You'll also learn the difference between value stream and process mapping and where A3, kata, kaizen events fit into the picture.
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Process Management: Why So Few Companies Get It RightTKMG, Inc.
Recorded webinar: http://slidesha.re/1mRKSQw
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
In the 20+ years I've been working with companies of all types and sizes to improve their performance, proper process management is hands-down the weakest organizational capability I've seen.
Poor process management is the root cause for excessive organizational chaos, interpersonal and interdepartmental tension, dissatisfied customers, and excess costs.
Join me on a frank journey of what organizations need to do in terms of process management to greatly improve their performance on all fronts.
It doesn't matter how sexy your product is, nor how hard well-meaning people are working. If you don't properly manage your processes, your organization will never excel.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Traditional approaches to achieving Operational Excellence have largely failed to meet expectations. Contrary to popular opinion, the root cause of this is not a lack of leadership commitment, but rather their failure to deal with growing complexity and the Vicious Complexity Cycle. Wilson Perumal & Company has developed an alternative approach and offers a Leadership Workshop to companies that want to tackle complexity and achieve Operational Excellence.
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
Session Slides for Product Camp Toronto 2011 on using Innovation Games to engage with Customers and Stakeholders to build innovative and valuable products.
Many thanks to Luke Hohmann at Innovation Games Company for sharing the slides.
A flowchart is an outline or schematic drawing of the process your team is trying to measure or improve. It can also be a picture of an ideal process that you would like to use.
I invite you to join as a member of the PEX Network Group http://tinyurl.com/3hwakem, you will have access to Key Leaders Globally, Events, Webinars, Presentations, Articles, Case Studies, Blog Discussions, White Papers, and Tools and Templates. To access this free content please take 2 minutes for a 1 time FREE registration at http://tiny.cc/tpkd0
Warm Regards,
Steven Bonacorsi, LSS MBB, President
International Standard for Lean Six Sigma
Cell: 603-401-7047
skype: sbonacorsi
E-mail: sbonacorsi@comcast.net
Twitter: http://twitter.com/Sbonacorsi (Follow Lean Six Sigma Content)
LinkedIn: http://www.linkedin.com/in/StevenBonacorsi
FREE Lean Six Sigma and BPM content - register at http://tiny.cc/tpkd0
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Tier 4 Events - Operational Discipline - Do you know how are you performing i...Process Safety Culture
Operational Discipline, as we define it and most others would agree, is “doing the right thing, the right way, every time.” That is a pretty simple definition, but when you start thinking through the implications of what it takes for employees to be properly equipped and have the motivation to do that, things get more complicated. If you break down the definition, you see there are three areas of focus needed to drive the right behaviors of Operational Discipline:
1. Know what the right thing to do is
2. Be willing to always do the right thing
3. Ensure others also always do the right thing
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.
Operational Excellence: Getting the most out of your Lean and Six Sigma programsWilson Perumal and Company
Operational Excellence is more important now than ever. Your customers demand it! However, evidence shows that traditional approaches to achieving Operational Excellence are not delivering the expected results. In this presentation delivered at the APICS Houston Professional Development Meeting on May 15, 2015, Chris Seifert, Manager at Wilson Perumal & Company, explains why traditional approaches to Operational Excellence are failing, and provides strategies you can use to make Lean and Six Sigma relevant in today's complex world.
Kanban 101 - 1 - Perfection, Waste and Value Stream MappingMichael Sahota
Kanban 101 workshop by John Goodsen and Michael Sahota.
This introduces key concepts from Lean around perfection and elimination of waste. It also introduces Value Stream Maps as starting point for Kanban.
Please ask us if you would like PPT version.
Achieving Operational Excellence is now more crucial than ever. As competition intensifies and expectations for high
performance rise, companies have increased their focus on achieving higher levels of operational performance. This is why about 80-90% of Fortune 500 companies have
implemented some form of a Lean, Six Sigma, or Operational Excellence program.
Unfortunately, only about 30% achieve their expected results. This is more disappointing when you consider that many have been left with greater levels of bureaucracy and
cost than they started with. In this Vantage Point, we will explore the characteristics of companies that defy this trend by successfully deploying management systems to achieve Operational Excellence while simultaneously removing large chunks of cost and overhead.
This presentation gives simple but effective techniques for mapping a business process. Process Mapping is a strong initial step in continuous improvement of any business process.
Measuremen Systems Analysis Training ModuleFrank-G. Adler
The Six Sigma Measurement Systems Analysis (MSA) Training Module includes a MS PowerPoint Presentation including 62 slides covering an Introduction to Measurement Systems Analysis - Relevance - Discrimination - Accuracy - Stability - Linearity - Precision, Variable Gage R&R Study, and Attribute Gage R&R Study.
How to Introduce Operational Excellence in your Organisation?Tina Arora
This presentation will help you present to the management the need and benefits of introducing Operational Excellence as a department in your Organisation.
It can be modified to suit the advocacy in any industry - be it Financial services, BPO, LPO, KPO, Domestic call centres, Manufacturing, Consumer Goods, Retail, etc.
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
Lesson Plan for the most complicated phase of Project Management: Earned Value Management. Lesson plan guides students through the coordination of other phases through hypothetical examples. #PM #ProjectManagement #University #BusinessSchool
In many organizations, bottom up estimation of software development projects is still the way to go. Management feels that top-down (parametric) estimation models require too much effort and cost. In this presentation, a random selection of 10 bids are analyzed and the bottom-up estimates and top-down estimates are compared with regard to accuracy and effort spend.
Excelogic Consulting and Training Experience
- Logistics/Supply Chain Management
- Quality, Health and Safety Environment
- Business Management
Visit Our Website http://excelogic.info/
Email : admin@excelogic.info
summary of 16 Lean Six Sigma improvement projects in manufacturing, bio-manufacturing, supply chain
including 2 machine safeguarding . Total savings over $8Mil
Similar to Value Stream Mapping: Beyond the Mechanics - Part 3 (Executing the Transformation Plan) (20)
These are the slides for the webinar https://vimeo.com/480910753
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the questions I suggest people use to solve problems more effectively. I've mapped it here to PDSA, but it can also be mapping to DMAIC, 8D, OODA, etc.
For more information, see Karen's latest book, Clarity First, pp 168-209. www.clarityfirstbook.com
Of all the organizational capabilities to be developed, problem solving takes the top spot. Yet all too often organizations lack a clear and effective method for solving problems that the entire workforce is proficient in.
These are the slides for the webinar of the same name, available at www.ksmartin.com/webinars
In the webinar--the 4th of 5 webinars based on content from Karen’s latest book, Clarity First--you learn a question-based problem solving method (CLEAR) that helps people at all levels of the organization become stronger problem solvers. You'll also learn the proper way to build these capabilities at all levels of your organization.
If you haven't taken it already, we recommend you take the Clarity First Quiz to see how you and your organization rate (www.clarityfirstquiz.com). You may also be interested in purchasing the book to obtain a deeper understanding that can lead to deeper understanding - www.clarityfirstbook.com.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, creates demotivating workplaces, and causes customers to question whether the organization can deliver value.
These are the slides for the first of 5 webinars based on the content in Karen’s latest book, Clarity First. In this webinar, Karen shares what clarity is and why people and organizations need it. She also shows how pursuing clarity is at the core of Lean management systems, and is both the greatest reason for resistance and the most powerful way to unleash the potential of people and organizations alike.
To purchase Clarity First, visit www.clarityfirstbook.com. You may also want to take The Clarity Quiz to learn the degree to which you and your organization operate with clarity: www.clarityfirstquiz.com.
Know How Data is Calculated - OEE exampleTKMG, Inc.
This is a section from the performance chapter in my new book, Clarity First, which addresses a problem we often see with measuring OEE (overall equipment effectiveness). To order the book: www.clarityfirstbook.com.
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
One of my first written pieces on Lean, this was the feature article in the March 2006 issue of Industrial Engineer. (As a note, I didn't write the sidebar on trust-building exercises and wasn't thrilled that the editors added content without my permission.)
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with strong leadership engagement soar, while those who don't fail to experience significant transformation.
These are the materials for Karen's third (and final) of three webinars on Lean Leadership. In this webinar, Karen reviewed the system of Lean principles, management practices, and tools, and then focuses on the role of leaders in understanding their organization's value streams, setting the strategic direction for value stream transformation, and monitoring the cycle of improvement.
The webinar recording is available at:http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-3-of-3-webinars-67941809
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: www.ksmartin.com/subscribe.
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
Recorded Webinar: http://bit.ly/1UBCCUK
Subscribe: http://www.ksmartin.com/subscribe
Why is it that even the most successful lean projects often go unrecognized in the executive suites? The issue may be lack of alignment – the fact that executives don't see a connection between Lean progress and the corporate agenda that they are expected to fulfill.
This webinar will help directors, managers, supervisors, Lean champions, and consultants understand how corporate agendas affect executive attention and decision making, and what this means for Lean projects.
Participants will learn how to cultivate an ear for business developments that concern executives, and to communicate Lean results in a language that will resonate with all senior leaders.
The evidence will be drawn from the author’s new book The Lean CEO (McGraw-Hill), which explains, through in-depth CEO interviews, the circumstances leading to enterprise-wide adoption of lean in 28 organizations.
About the presenter:
Jacob Stoller is a Toronto-based writer and consultant who has helped business leaders tell their stories for the past 15 years. His recent book, The Lean CEO, uses narratives from 28 lean-practicing CEOs to illustrate the true meaning of a lean transformation. A frequent commentator in the business press, Jacob has delivered a variety of learning events in Canada and the US, and authored documents for clients such as Microsoft, Dell Computer, Staples, Pitney Bowes, International Data Corporation (IDC), CMA Canada, and the Conference Board of Canada.
For more information about The Lean CEO: http://amzn.to/1AUq19C. Buy a book for yourself and the senior leader you ultimately report to!
Connect with Jacob on Twitter: @JacobStoller and on LInkedIn: https://www.linkedin.com/in/jacobstoller
Recorded Webinar: http://bit.ly/1HiVyla
Subscribe: http://www.ksmartin.com/subscribe
Organizational culture – everybody talks about it, few understand its underlying mechanisms and even fewer know how to truly establish the culture they need to succeed.
A structure that enforces discipline can help you develop necessary habits, but that won't be enough to achieve breakthrough performances and ensure long-term success. That requires establishing an atmosphere where people wholeheartedly engage in their work and are enthusiastic about continuously improving it. This is where culture comes in. Culture is the abstract root cause for why teams with the same training, following the same routine and using the same tools, can produce completely different results.
In this webinar, you'll get a completely new perspective of what organizational culture is and learn how to establish a culture where your entire organization continuously and methodically improves!
Joakim Ahlström is an internationally recognized expert on establishing continuous improvement cultures and helping organizations achieve excellence in all fronts. Based in Stockholm, Sweden, he’s the author of How to Succeed with Continuous Improvement and the Head of Consulting at C2 Management. Ahlström has helped global companies such as Coca-Cola, Volvo, Ericsson and IKEA achieve long-term improvement in performance by supporting the development of a high-performance continuous improvement culture.
To learn more about Joakim's book and possibly read it in advance of the webinar, please visit http://amzn.to/1djhPF3 or http://www.succeedwithci.com/.
Connect with Joakim on Twitter: @JoakimAhlstrom and @SucceedWithCI and on LInkedIn: https://www.linkedin.com/in/joakimahlstrom
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
Recorded webinar: http://slidesha.re/1jiKoif
Subscribe: http://ksmartin.com/subscribe
Showing respect for people is something that most people agree with in theory. But many organizations don't show respect the way it’s meant in Lean management. The result? Poor business performance, difficulty attracting and retaining talent, and customer service that leaves much to be desired.
In this webinar, you will learn:
• Why respect goes far beyond how you interact with someone.
• How work systems & processes create disrespect.
• How blame and disrespect are inextricably linked.
• How robust problem-solving demonstrates respect for people.
• How to use improvement to build a highly respectful culture.
People work far too many hours and give too much to organizations to not receive respect in return. Watch to learn how.
Recorded webinar: http://www.slidesha.re/1nFHE51
Subscribe: http://www.ksmartin.com/subscribe
Confronting resistance to change is a common lament from improvement professionals, middle managers, and senior leaders alike. But organizations that approach improvement properly experience very little resistance to change. This webinar will unlock the keys to resistance-free improvement:
You will learn:
• The power behind properly designed & socialized charters.
• Technique for aligning all stakeholders around the need for change.
• How to assure that a proposed change is truly an improvement.
• Techniques for using psychology to reduce resistance.
Lean management includes all of the tools and practices you need to experience practically zero resistance to change. This webinar will show you how to fully leverage them.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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.
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.
11. Current State Value Stream Map
<Client>
CURRENT STATE Value Stream Map
(Product>
<Map assumptions>
Demand Rate = XXXX/ Year
February 03, 2014
Customer
SalesForce
2
1
Prepare
Proposal
450 items
3
4
Hand Over to
Proj Mgmt
Send PO or
LOI
7 items
150 items
Excel
9 items
Plan &
Schedule
Project
5
7 items
Review
Specs; scope
project.
Prepare initial
cust. docs
7
Customer
Sales
2 approvals
Project Mgmt
41 items
LT = 2 weeks
PT = 12 hrs .
%C&A = 2%
LT = 0 week s
PT = 16 hrs.
%C&A = 35%
10A
11A
12
13A
14
15A
17
LT = 6 week s
PT = 92 hrs.
%C&A = 0%
16
19 items
Customer
Release Long
LT Items to
Production
Release
Complete
Final Design
Issue Reqs
for Short
Lead Parts
21 items
3 items
Build for Test
Product
6 items
3 items
Test &
Disassemble
Product
4 items
Build for
Shipment
PRODUCT
20 items
Package &
Ship
Product &
Systems
50 items
Customer
3 items
Approve Final
Documents
Eng
Eng
Purchasing
Planning
Production
Production
Production
LT = 105 day s
PT = 360 hrs .
%C&A = 75%
LT = 2 weeks
% C&A = 5%
Invoice
Customer
(final)
Finalize
Customer
Documents
Review &
Approve Docs
Start
designing
project
LT = 1 y ears
%C&A = 5%
8A
6
Eng, Quality,
Planning
Sales
(~ 200 pp)
LT = 2 week s
PT = 2.5 day s
%C&A = 75%
MS Project
LT = 85 day s
PT = 144 mins .
%C&A = 25%
LT = 2 week s
PT = 3 hrs .
%C&A = 5%
LT = 4 week s
PT = 48 hrs .
%C&A = 95%
LT = 5 day s
PT = 14 hrs .
%C&A = 90%
LT = 3 days
PT = 18 hrs .
%C&A = 95%
Engineering
Quality
Logistics
Finance
LT = 6 months
120 items
6B
8B
0 items
Begin Create
Customer
Docs
Create
Demand;
Issue Reqs for
Long Lead
Items
X3
PM
Planning
Doc Control
ME
Engineering
Quality
9
10B
11B
LT = 4 week s
PT = 72 hrs.
%C&A = 99%
LT = 2 months
%C&A = 50%
13B
15B
3 items
Procure Long
Lead Items
3 items
Invoice
Customer
Test & Build
from Test
Systems
18 items
LT = 1 months
PT = 3 hrs .
%C&A = 95%
Build for
Shipment
SYSTEMS
Invoice
Customer
(Shipment)
3 items
Purchasing
Finance
LT = 2 week s
PT = 3 hrs .
%C&A = 5%
LT = 2 months
PT = 4 hrs .
%C&A = 5%
Production
Systems
Production
Finance
Logistics
PM
LT = 6 day s
PT = 44 hrs .
%C&A = 95%
LT = 1 days
PT = 8 hrs .
%C&A = 95%
LT = 30 day s
PT = 6 hrs .
%C&A = 95%
22 items
LT = 7 months
PT = 124 hrs.
%C&A = 0%
LT = 5 day s
PT = 8 hours
%C&A = 80%
6C
25 items
10C
Invoice
Customer
Supplier
Send Parts
Finance
LT = 7 months
LT = 4 weeks
PT = 2.5 hrs .
%C&A = 95%
10.0 days
0.5 weeks
10.0 days
50.4 weeks
0.3 weeks
30.0 days
0.4 weeks
147.0 days
105.0 days
85.0 days
10.0 days
42.0 days
20.0 days
5.0 days
3.0 days
20.0 days
2.3 weeks
3.1 weeks
9.0 weeks
0.1 weeks
0.1 weeks
0.1 weeks
1.2 weeks
0.3 weeks
0.5 weeks
1.8 weeks
21.0 days
8.4 weeks
25.2 weeks
Total LT = 930.0 days
0.1 weeks
Total PT = 103.7 weeks
Activity Ratio = 55.8%
Rolled %C&A = 0%
12. Future State Value Stream Map
3.Create v isual
timeline to educate
customers
7. Error proof P.O. info
(correct s pecs , s hip to, etc .);
notify c us tomer re mis sing info
and drop dead date
5. Soc ializ e new c riteria for
engineering, quality &
purc hasing involv ement
4. Define technic al info
Ebara needs from
customer and when
1. Create procedure/train GS s ervic e
engineers to properly feedbac k
suggestions to engineering
Customer
6. Rev is e s tandard Ts & Cs to
inc orporate time limit for c us tomer
approv al for final pay ment
2.Create bulletin re:
s tandardized headplate
des ign to eliminate flange
orientation.
1
13. Revis e proposal
template to limit time
to 4 revisions
9. Add initial
projec t releas e in
SF
16. Create trigger to
release (BOMs) for
purchas e.
10. Enforce customer
-reques ted CO
procedure
8. Create c riteria for
LOI ac ceptanc e
4A
Review PO
6A
Approve cust.
doc package
Customer
8
7A
Procure
items
PM
Stage order
(100% comp.)
Prod. Control
Hydrotest
Send
materials
Customer
Sales
25. Trans ition data
reduction to test engineer
5A
Plan &
Schedule
Project
26. Update data book
process to submit after test
reports received.
15. Create commodity
management team &
s upplier SLAs
18. Eliminate
Requisitions
3
Send PO or
LOI
LT = 10 day s
PT = 64 hours
%C&A = 95%
19. Analyz e/implement
c hange management
sy stem.
20. Create approved
s upplier program
2
Prepare
Proposals
Sales
Engineering
Quality
Purchasing
14. Standardiz e
WBS/QPR from
s uppliers
27. Pre-arrange
s hipping bas ed on
production sc hedule
9A
Build for
Test
(Product)
10
Test &
Disassemble
Product
Total PT = 16h
28. Create the means to
have a daily level-loaded
production sc hedule
(Includes Quality
Inspection)
11A
Build for
Shipment
(Product)
12
Package;
ready to ship
(including
docs)
13A
Invoice
Customer
(shipment)
Total PT=36h
Total PT=72h
Total PT=48h
Supplier
Purchasing
Warehouse
Production
Production
Logistics
Finance
LT = 3.1 day s
PT = 24 hrs.
%C&A = 99%
LT = 8 days
PT = 6 hrs.
%C&A = 95%
Production
LT = 1 y ears
%C&A = 75%
LT = 2 week s
LT = 8 hours
PT = 4 hrs.
%C&A = 95%
PT = 16 hrs .
%C&A = 90%
LT = 8 hours
PT = 6 hrs .
%C&A = 99%
21. Create
c onfigurator
(standard part)
12. Move to one
release (pump &
s ys tems )
Value
Stream
STOPS if
no PO
LT = 4 hours
PT = 2 hrs .
%C&A = 99%
LT = 1.1 day s
PT = 8 hrs .
%C&A = 95%
LT = 5 days
PT = 16 hrs.
%C&A = 95%
LT = 3 days
PT = 18 hrs.
%C&A = 95%
16. Create pull s ignal
for inv oicing.
4B
11. Create one-piec e
engineering flow
LT = 5 months
PT = 0 hrs .
Complete &
release
initial
customer
docs
5B
6B
Create
balance of
customer
docs
Invoice
Customer
X 1.5
Total PT=186h
7B
Invoice
customer
(major
materials)
9B
23. Automate
s hop order
release.
24. Eliminate witnes sed
tes ting of elec tric al feedthroughs onsite
Build for
Test
(Systems)
11B
Build for
Shipment
(Systems)
13B
12B
Approve
final
documents
Invoice
Customer
(docs)
Customer
22. Create
engineering tools
Eng (32 hrs)
Quality (4 hrs)
ENG
Quality
Finance
Production
Production
LT = 5 day s
PT = 22 hours
%C&A = 95%
LT = 1 days
PT = 8 hrs .
%C&A = 95%
Finance
Finance
LT = 30 day s
LT = 5 day s
PT = 36 hrs .
%C&A = 85%
LT = 2 day s
PT = 2.5 hrs.
%C&A = 95%
LT = 3 months
PT = 124 hrs.
%C&A = 80%
LT = 2 days
PT = 3 hours
%C&A = 95%
LT = 2 days
PT = 3 hrs .
%C&A = 95%
11C
5C
Build
Crates
Complete &
Release ENG
package BOM
Total PT=48h
Total PT=268h
Logistics
LT = 3 days
PT = 24 hours
%C&A = 99%
LT = 7 weeks
PT = 206 hrs .
%C&A = 85%
8 hrs.
5 days
35 days
8 hrs.
4 hrs.
36 hrs.
206 hrs.
6 hrs.
105 days
4 hrs.
1 days
5 days
3 days
3 days
Timeline LT = 160 days
2 hrs.
8 hrs.
16 hrs.
18 hrs.
24 hrs.
Timeline PT = 320 hrs.
Activity Ratio = 25.0%
Rolled %C&A = 21%
Total PT = XX
17. Value Stream Transformation Plan
Value Stream
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Date Created
Kaizen
Burst #
4
5
6
7
8
9
10
11
12
13
14
15
16
Content removed for sanitization purposes
3
Jim McMahon
2/10 + bi-weekly Thu 10 am
Sally Brooks
Karen Martin
1/5/2014
Exec.
Method *
Owner
Create procedure/train GS service engineers to
properly feedback suggestions to engineering.
Improvement Objective / Hypothesis
1
2
Scheduled Review Dates
Product Y
PROJ
Create bulletin re: standardized headplate
design to eliminate flange orientation.
PROJ
Steve
Create visual "milestone" timeline to
educate customers.
KE
Bruce
Define technical info needed from
customer and when.
KE
Bruce
Socialize new criteria for engineering,
quality, & purchasing involvement.
PROJ
Jessie
Revise standard Ts & Cs to incorporate time limit
for customer approval for final payment.
PROJ
Sally
Error proof P.O. info (correct specs, ship to,
etc.); notify customer re missing info and
drop dead date.
KE
Jessie
PROJ
Mike
JDI
Jessie
Resocialize existing customer-requested
CO procedure.
PROJ
Steve
One piece engineering flow
PROJ
Steve
Move to one release (pump & systems)
PROJ
Bob
JDI
Jessie
Standardize WPS/PQR from suppliers.
PROJ
Marcia
Create commodity management team &
supplier SLAs.
PROJ
Tom
KE
Marcia
PROJ
Sally
Create criteria for LOI acceptance.
Add initial project release in SF.
Revise proposal template to limit time to 4
revisions.
Create trigger to release (BOMs) for
purchase.
Create pull signal for invoicing.
17
Planned Timeline for Execution
Steve
Proposed Countermeasure
J
F
M
A
M
J
J
A
S
O
N
D
Status
Agreement
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Signature:
Signature:
Signature:
Date:
Date:
Date:
* Execution Method = JDI (Just-do-it), KE (Kaizen Event), or Proj (Project)
17
23. Value Stream Transformation Plan
Value Stream Product Y
Scheduled Review Dates
Executive Sponsor Jim McMahon
2/10 + bi-weekly Thu 10 am
Value Stream Champion Sally Brooks
Value Stream Mapping Facilitator Karen Martin
Date Created 1/5/2014
Kaizen
Burst #
Improvement Objective / Hypothesis
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
Content removed for sanitization purposes
1
17
Planned Timeline for Execution
Exec.
Method *
Owner
Create procedure/train GS service engineers to
properly feedback suggestions to engineering.
PROJ
Steve
0%
Create bulletin re: standardized headplate
design to eliminate flange orientation.
PROJ
Steve
100%
Create visual "milestone" timeline to
educate customers.
KE
Bruce
50%
Define technical info needed from
customer and when.
KE
Bruce
50%
Socialize new criteria for engineering,
quality, & purchasing involvement.
PROJ
Jessie
100%
Revise standard Ts & Cs to incorporate time limit
for customer approval for final payment.
PROJ
Sally
100%
Error proof P.O. info (correct specs, ship to,
etc.); notify customer re missing info and
drop dead date.
KE
Jessie
0%
PROJ
Mike
100%
JDI
Jessie
50%
Resocialize existing customer-requested
CO procedure.
PROJ
Steve
80%
One piece engineering flow
PROJ
Steve
10%
Move to one release (pump & systems)
PROJ
Bob
0%
JDI
Jessie
100%
Standardize WPS/PQR from suppliers.
PROJ
Marcia
25%
Create commodity management team &
supplier SLAs.
PROJ
Tom
30%
KE
Marcia
50%
PROJ
Sally
50%
Proposed Countermeasure
Create criteria for LOI acceptance.
Add initial project release in SF.
Revise proposal template to limit time to 4
revisions.
Create trigger to release (BOMs) for
purchase.
Create pull signal for invoicing.
J
F
M
A
M
J
J
A
S
O
N
D
Agreement
Executive Sponsor
Value Stream Champion
Value Stream Mapping Facilitator
Signature:
Signature:
Signature:
Date:
Date:
Date:
* Execution Method = JDI (Just-do-it), KE (Kaizen Event), or Proj (Project)
Status