Business Process Improvement - SIPOC and Toolkittmtrnr
The document provides a business improvement toolkit and plan for assessing and improving business processes. It outlines a process that begins by having managers validate whether employees know their responsibilities. Subsequent steps involve validating that projects have plans, performance is measured and analyzed, quality is known, the organization and requirements are optimized, and technology and training support the work. The plan then guides examining processes, failures, decisions, innovation, and company-wide issues. Details and examples are given for each step to guide implementation and ongoing process improvement.
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
Presentation on the 7 Steps to Process Mastery from the book...
The Insiders' Guide to BPM: 7 Steps to Process Mastery by Terry Schurter with Peter Fingar
The document discusses step 3 of a 7 step process to improve business process management. Step 3 focuses on improving personal productivity by identifying challenges faced by process participants in their tasks. It recommends identifying up to 3 challenges for each task through methods like observing participants, asking them questions, and reviewing patterns in work. These challenges are then incorporated into process assessments to calculate productivity improvements from eliminating tasks, hand-offs, participants, objects, and challenges. Tracking these metrics helps ensure process improvements adequately address productivity challenges.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
David Lowe introduces Kanban, a lean method for knowledge work. Kanban focuses on evolutionary, not revolutionary change by starting with the current process and respecting existing roles. The core Kanban principles include visualizing workflow, limiting work-in-progress, managing flow, making policies explicit, using feedback loops, and making continuous improvements. Kanban aims to optimize flow and identify bottlenecks through measuring and limiting work-in-progress.
Business Process Improvement - SIPOC and Toolkittmtrnr
The document provides a business improvement toolkit and plan for assessing and improving business processes. It outlines a process that begins by having managers validate whether employees know their responsibilities. Subsequent steps involve validating that projects have plans, performance is measured and analyzed, quality is known, the organization and requirements are optimized, and technology and training support the work. The plan then guides examining processes, failures, decisions, innovation, and company-wide issues. Details and examples are given for each step to guide implementation and ongoing process improvement.
This document discusses quality improvement through process mapping and analysis. It explains that quality is judged based on process output, not individual worker performance. To improve quality, the process itself must be improved. Simply defining a process is not enough - management must make changes and use data to demonstrate improvements. The document then describes process mapping techniques like SIPOC, flowcharts, identifying value-added vs. non-value added steps, measuring cycle time, and bottlenecks.
Presentation on the 7 Steps to Process Mastery from the book...
The Insiders' Guide to BPM: 7 Steps to Process Mastery by Terry Schurter with Peter Fingar
The document discusses step 3 of a 7 step process to improve business process management. Step 3 focuses on improving personal productivity by identifying challenges faced by process participants in their tasks. It recommends identifying up to 3 challenges for each task through methods like observing participants, asking them questions, and reviewing patterns in work. These challenges are then incorporated into process assessments to calculate productivity improvements from eliminating tasks, hand-offs, participants, objects, and challenges. Tracking these metrics helps ensure process improvements adequately address productivity challenges.
Process Mapping and Process Improvement for the Small Business OwnerMichiko Diby
This is a low-key, simple presentation for the small business owner.
Use this method to get a visual on bottlenecks, and create new processes that make work productive and fun.
David Lowe introduces Kanban, a lean method for knowledge work. Kanban focuses on evolutionary, not revolutionary change by starting with the current process and respecting existing roles. The core Kanban principles include visualizing workflow, limiting work-in-progress, managing flow, making policies explicit, using feedback loops, and making continuous improvements. Kanban aims to optimize flow and identify bottlenecks through measuring and limiting work-in-progress.
The document provides a 4-step process for better understanding existing IT processes before redesigning them:
1. Accept that current processes are not well understood and observe them directly;
2. Walk existing processes with a subject matter expert to document the real workflow, not preconceived notions;
3. Create a flow chart modeling the observed workflow to accurately capture how work gets done;
4. Review the flow chart with the expert and make refinements to ensure it reflects reality rather than expectations.
This document provides an overview of lean value and waste training. It defines value-added and non-value added activities, with typical processes having only 2-5% value-added activities. The document discusses the seven types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. It provides examples of waste in offices, IT systems, and manufacturing. The benefits of lean include reduced cycles, better delivery, more capacity, better quality, and improved customer satisfaction.
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.
This document discusses key concepts in lean thinking quality management including:
1. The three voices that guide lean thinking - the voice of the customer, the voice of the process, and the voice of the people.
2. Tools for understanding processes like process mapping, SIPOC diagrams, and identifying the seven types of waste.
3. Methods for collecting data to analyze processes, identify issues, and plan improvements like cause and effect analysis, check sheets, and control charts.
Process visualisation - step-by-step - by Natalie Yadrentseva - Kanban Day 2015French Kanban User Group
The document discusses process visualization and mapping processes to improve project management. It recommends defining the workflow, responsibilities, and metrics for different levels of work to identify bottlenecks and track progress. Process visualization can be done manually with diagrams or digitally with project management software to provide different views of processes and data tailored to each role.
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
The document summarizes key principles from the theory of variation:
1. Variation exists in all systems and performance will naturally vary over time.
2. Understanding sources of variation allows managers to set appropriate targets and expectations.
3. The majority of variation is caused by the system, not individual performers. Improving the system design and processes can reduce variation.
4. Statistical process control methods help distinguish common from special causes of variation and determine when meaningful changes have occurred.
Flow efficiency - a digital operations strategyMarcio Sete
The document discusses two different operations strategies: resource efficiency and flow efficiency. Resource efficiency focuses on maximizing the utilization of resources, which can lead to increased queues and wait times. Flow efficiency prioritizes ensuring each work item continuously moves through the process, in order to reduce lead times. The document argues flow efficiency is preferable, as it avoids secondary needs and superfluous work that can arise from long lead times under a resource efficiency approach. It also presents frameworks for measuring and managing flow to improve operational performance.
SIPOC Model PowerPoint Presentation SlidesSlideTeam
The document appears to be a template for a SIPOC (Suppliers, Inputs, Process, Outputs, Customers) model. It includes editable slides with placeholders for information about suppliers, inputs, processes, outputs, customers, monitoring plans, and response plans. The slides can be customized with specific details about a process to map its key elements and metrics.
The document provides guidance on using the PDCA (Plan-Do-Check-Act) problem solving process. It explains that PDCA is a standard method for solving problems and can also be used as a management philosophy. The document outlines each step of the PDCA process including how to plan countermeasures, implement plans, check progress, and follow up on results. Formats are provided for documenting each step of the PDCA process with an emphasis on using facts, data, and metrics. Overall, the document teaches how to systematically address problems using the PDCA framework.
This document summarizes several key lean thinking methods and tools, including Kaizen, 5 Whys, 5S, Kanban, Six Sigma, and 3P. Kaizen focuses on continual small improvements to eliminate waste. The 5 Whys technique is used to identify the root cause of problems. 5S organizes and standardizes the workplace. Kanban controls production flow through a pull system. Six Sigma uses statistical methods to reduce process variation and defects. 3P focuses on designing products and processes with minimal waste from the outset.
The document discusses the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA is an iterative four-step management method used to control and continuously improve processes and products. The four steps are: plan proposed improvements, do implement the plan, check analyze the results, and act determine what modifications should be made to the process based on the results. The document provides an overview of each step and gives an example of how PDCA was used by a leather goods supplier to reduce defects in the production preparation section from 0.4% to 0.2%.
The document discusses lean thinking and value stream mapping. It defines lean thinking as focusing on eliminating waste to create the most value while using the fewest resources. Value stream mapping involves visually mapping the current and future states of a process from beginning to end. The future state aims to identify value-adding and non-value adding steps, eliminate waste, and allow for continuous flow. Key questions are asked to help design an improved future state, such as what the customer needs, how performance will be checked, and what process improvements are needed.
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
3P Production Preparation Process Overviewopexcreative
The document describes a 3P (Production Preparation Process) event, which is an intense 3-5 day workshop to design lean manufacturing processes. A cross-functional team collaborates in the 3P to develop waste-free systems focused on material and information flow. Through rapid prototyping and testing alternatives, the team aims to launch new products and processes quicker with reduced costs and built-in quality. The 3P follows phases of information gathering, creative development of alternatives, capturing the new process design, implementation, and ongoing continuous improvement.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Owen McGab Enaohwofrom Sweet Process discusses his company's process documentation tool. Sweet Process allows users to document step-by-step procedures to delegate tasks within their business. Owen describes how to start by identifying the most time-consuming task and breaking it down into steps using the tool. Future plans include integrating feedback to continuously improve procedures and potentially expanding the tool's capabilities to fully replace users' roles through workflow management.
The document provides a 4-step process for better understanding existing IT processes before redesigning them:
1. Accept that current processes are not well understood and observe them directly;
2. Walk existing processes with a subject matter expert to document the real workflow, not preconceived notions;
3. Create a flow chart modeling the observed workflow to accurately capture how work gets done;
4. Review the flow chart with the expert and make refinements to ensure it reflects reality rather than expectations.
This document provides an overview of lean value and waste training. It defines value-added and non-value added activities, with typical processes having only 2-5% value-added activities. The document discusses the seven types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, and defects. It provides examples of waste in offices, IT systems, and manufacturing. The benefits of lean include reduced cycles, better delivery, more capacity, better quality, and improved customer satisfaction.
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.
This document discusses key concepts in lean thinking quality management including:
1. The three voices that guide lean thinking - the voice of the customer, the voice of the process, and the voice of the people.
2. Tools for understanding processes like process mapping, SIPOC diagrams, and identifying the seven types of waste.
3. Methods for collecting data to analyze processes, identify issues, and plan improvements like cause and effect analysis, check sheets, and control charts.
Process visualisation - step-by-step - by Natalie Yadrentseva - Kanban Day 2015French Kanban User Group
The document discusses process visualization and mapping processes to improve project management. It recommends defining the workflow, responsibilities, and metrics for different levels of work to identify bottlenecks and track progress. Process visualization can be done manually with diagrams or digitally with project management software to provide different views of processes and data tailored to each role.
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
The document summarizes key principles from the theory of variation:
1. Variation exists in all systems and performance will naturally vary over time.
2. Understanding sources of variation allows managers to set appropriate targets and expectations.
3. The majority of variation is caused by the system, not individual performers. Improving the system design and processes can reduce variation.
4. Statistical process control methods help distinguish common from special causes of variation and determine when meaningful changes have occurred.
Flow efficiency - a digital operations strategyMarcio Sete
The document discusses two different operations strategies: resource efficiency and flow efficiency. Resource efficiency focuses on maximizing the utilization of resources, which can lead to increased queues and wait times. Flow efficiency prioritizes ensuring each work item continuously moves through the process, in order to reduce lead times. The document argues flow efficiency is preferable, as it avoids secondary needs and superfluous work that can arise from long lead times under a resource efficiency approach. It also presents frameworks for measuring and managing flow to improve operational performance.
SIPOC Model PowerPoint Presentation SlidesSlideTeam
The document appears to be a template for a SIPOC (Suppliers, Inputs, Process, Outputs, Customers) model. It includes editable slides with placeholders for information about suppliers, inputs, processes, outputs, customers, monitoring plans, and response plans. The slides can be customized with specific details about a process to map its key elements and metrics.
The document provides guidance on using the PDCA (Plan-Do-Check-Act) problem solving process. It explains that PDCA is a standard method for solving problems and can also be used as a management philosophy. The document outlines each step of the PDCA process including how to plan countermeasures, implement plans, check progress, and follow up on results. Formats are provided for documenting each step of the PDCA process with an emphasis on using facts, data, and metrics. Overall, the document teaches how to systematically address problems using the PDCA framework.
This document summarizes several key lean thinking methods and tools, including Kaizen, 5 Whys, 5S, Kanban, Six Sigma, and 3P. Kaizen focuses on continual small improvements to eliminate waste. The 5 Whys technique is used to identify the root cause of problems. 5S organizes and standardizes the workplace. Kanban controls production flow through a pull system. Six Sigma uses statistical methods to reduce process variation and defects. 3P focuses on designing products and processes with minimal waste from the outset.
The document discusses the Plan-Do-Check-Act (PDCA) model for continuous improvement. PDCA is an iterative four-step management method used to control and continuously improve processes and products. The four steps are: plan proposed improvements, do implement the plan, check analyze the results, and act determine what modifications should be made to the process based on the results. The document provides an overview of each step and gives an example of how PDCA was used by a leather goods supplier to reduce defects in the production preparation section from 0.4% to 0.2%.
The document discusses lean thinking and value stream mapping. It defines lean thinking as focusing on eliminating waste to create the most value while using the fewest resources. Value stream mapping involves visually mapping the current and future states of a process from beginning to end. The future state aims to identify value-adding and non-value adding steps, eliminate waste, and allow for continuous flow. Key questions are asked to help design an improved future state, such as what the customer needs, how performance will be checked, and what process improvements are needed.
This presentation will help you identify waste in your environment. Reducing these wastes from your life will give you more time and freedom for more important things which matter to you in your life.
3P Production Preparation Process Overviewopexcreative
The document describes a 3P (Production Preparation Process) event, which is an intense 3-5 day workshop to design lean manufacturing processes. A cross-functional team collaborates in the 3P to develop waste-free systems focused on material and information flow. Through rapid prototyping and testing alternatives, the team aims to launch new products and processes quicker with reduced costs and built-in quality. The 3P follows phases of information gathering, creative development of alternatives, capturing the new process design, implementation, and ongoing continuous improvement.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Owen McGab Enaohwofrom Sweet Process discusses his company's process documentation tool. Sweet Process allows users to document step-by-step procedures to delegate tasks within their business. Owen describes how to start by identifying the most time-consuming task and breaking it down into steps using the tool. Future plans include integrating feedback to continuously improve procedures and potentially expanding the tool's capabilities to fully replace users' roles through workflow management.
Owen describes Sweet Process as a tool that allows entrepreneurs to document step-by-step procedures for tasks in their business so work can be delegated efficiently. By breaking down processes, entrepreneurs can identify bottlenecks and free up time by delegating standardized work. Sweet Process users can then improve procedures over time based on feedback from those completing the tasks. Owen sees potential to expand the tool's capabilities to fully replace business owners and manage workflow.
Business Processes - What Are They, Anyway ?
adapted from:
Alec Sharp, Patrick McDermott!
Workflow Modeling
Tools for Process Improvement and Application Development
2nd ed. by Alec Sharp
Chapter 3
Owen McGab Enaohwo discusses his company Sweet Process, which allows users to document step-by-step procedures to optimize recurring tasks and delegate work. Sweet Process helps entrepreneurs overwhelmed with tasks by freeing up their time through documentation of processes. Users can draw out processes, delegate tasks through checklists, and receive feedback to continuously improve procedures. Sweet Process aims to help users replace themselves through systematic documentation of workflows.
- Sweet Process allows entrepreneurs to document step-by-step procedures for tasks in their business so work can be delegated and optimized.
- Processes are drawn out by focusing on the biggest time sinks first and breaking them down systematically with checklists.
- Future plans include incorporating feedback to continuously improve procedures and potentially expanding into full workflow management.
Owen McGab Enaohwo discusses his company Sweet Process, which allows users to document step-by-step procedures to optimize recurring tasks and delegate work. Sweet Process helps entrepreneurs overwhelmed with tasks by freeing up their time through documentation of processes. Users can draw out processes, delegate tasks through checklists, and receive feedback to continuously improve procedures over time.
Is Your Process Management System Killing Your Innovation?Kashish Trivedi
There’s a dark underbelly to process management that no one wants to talk about, but it’s time to speak out:
There are bad process management systems out there. Not just bad – these are some really nasty characters who will destroy your carefully built business from the inside out.
We have to keep this between you and me, though, because I’m not supposed to be saying any of it. Process management is a dangerous world, folks. You don’t even know. It seems all efficient and useful, increasing productivity and reducing errors – great stuff all around – but when was the last time you checked in on your innovation?
Been a while, right? Now you’re starting to put it together.
We all know how important it is to manage content through its lifecycle. Streamlined and efficient content teams do this by articulating content processes to make sure that everyone involved, from stakeholders to subject matter experts to content creators, have a shared understanding of the work being done.
As a senior strategist with Content Strategy Inc., Blaine has facilitated workshops with numerous companies from different sectors to help them discover the processes that will improve how they work with content.
In this presentation, Blaine shares the suite of common process models for each phase of the life cycle that can be used by any company in any industry sector. He'll articulate the differences, and explain why they exist.
This document provides an overview and introduction to the GoInnovate! system for innovation. It discusses how innovation has been key to human progress throughout history. While innovation is important, few organizations have an effective system for achieving consistent innovation results. The GoInnovate! system aims to provide such a system by breaking innovation down into understandable components and showing how it works as a coordinated process. The system utilizes existing organizational skills and processes while also identifying areas for improvement. When implemented fully and continually, the GoInnovate! system is intended to vastly improve organizational functionality and re-energize employees.
White Paper - Checklist for Business Process ImprovementCraig Maye
This white paper provides a checklist for businesses to improve their processes before transitioning to paperless systems. It recommends that companies first analyze their current business processes to understand where inefficiencies and waste exist. The document advises focusing process improvement efforts on departments that deal with multiple documents and steps. Companies should identify key process components, details, and ways to reduce unnecessary tasks and errors. Only after thorough process analysis and improvement should a business consider automating processes with paperless solutions.
Government departments and agencies face a difficult challenge: with limited resources, how can they deliver faster, better and cheaper while engaging their people? Many organizations have used the approaches of Lean Six Sigma (LSS) in government to meet this challenge.
James Birchler discusses scaling product development at IMVU using a Lean Startup approach. Initially, IMVU's product development process worked well for a small team but failed as the team grew. Changes included appointing a single product owner, adopting agile practices like Scrum with 3-week sprints, standardizing processes, limiting team sizes to 4 engineers, and continuously adapting the process based on lessons learned. Applying the Build-Measure-Learn loop helped transform teams into the most productive Birchler had seen.
Mark Mzyk
Engineering Manager with Chef
Find more by Mark Mzyk: https://speakerdeck.com/mmzyk
All Things Open
October 26-27, 2016
Raleigh, North Carolina
ADDO19 - Automate or not from the beginning that is the questionEnrique Carbonell
ALLDAYDEVOPS 2019
Track: Cultural Transformation
Title: Automate or NOT from the beginning, that is the question...
Description:
The DevOps cultural movement, from its definition, has emphasized the importance of preserving order among the 3 pillars: "people → processes → technologies"; But is it feasible to follow this sequence and how can we put it into practice? Where to start the transformation of the ways of doing and generating value in the organization? Is there a golden rule to transform and achieve the adoption of DevOps in organizations? These are recurring questions when you start to implement something that everyone wants, but not everyone knows how achieve it.
Many bet to include tools, others for the organizational vision of the processes; but "where we want to go" is the key. The focus of this presentation is to begin with the definition of the business objectives and refine and correct them under the continuous feedback supported by the tasks of collaboration and automation. Some cases of our experiences will be shared about the DevOps services that are usually requested by clients and some of the points of failure of customer requirements that demonstrate that with measurement and continuous experimentation we can improve business metrics.
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
Kaizen is a Japanese philosophy of continuous improvement involving all employees. It is based on the concept of continuously improving processes through small, incremental changes over time. The key principles of Kaizen include continuously improving processes at every level of the organization through team-based problem solving and employee involvement. The typical phases of a Kaizen event involve identifying opportunities, analyzing current processes, envisioning improvements, implementing changes, verifying results, and continuously improving. Kaizen emphasizes continuous incremental changes rather than occasional dramatic changes, with the goal of achieving perfection through constant small steps of improvement.
Everything we do is part of something bigger. A step inside a process that is inside another process.
The flow management of these processes is important to:
- Understand how the work flows
- See how healthy the process is
- Find the bottlenecks
- Have predictability
- Promote continuous improvement
Besides, a company can understand efficiency in two different ways:
- Flow Efficiency
- Resource efficiency
This choice can drive the entire management strategy of organizations.
Are you curious about it? Please see the presentation and feel free to contact me for more details.
Pipefy Process Platform empowers managers and process owners to design, run and automate end-to-end business processes with speed and agility without the need from IT or technical resources.
www.pipefy.com
Do you know what BPO (business process outsourcing) is and how your company can benefit from it?
It’s ok if you don’t. Many people are unaware of the benefits even the smallest of companies can get from outsourcing processes/activities and focusing internal efforts on what really matters: your product/service!
www.pipefy.com
You will learn:
✓ What is customer service?
✓ What’s the secret for providing excellent customer service?
✓ What makes a customer representative great?
✓ The 5 most common customer service mistakes (and how to avoid making them)
www.pipefy.com
What are the secrets behind worldwide known, successful companies such as Budweiser, Heinz, Burger King?
These and many other companies have strong philosophies and management methods focused on high efficiency and their secret is simple: Strong businesses have strong processes.
www.pipefy.com
Design thinking is a customer centric methodology to solve problems and innovate. Learn how this repeatable process can help you think outside the box.
Learn more about what bug tracking is and how this essential tool can help your software and app development. Find and track bugs early on to be more effective.
Learn what process mapping is and how it can help your company become more productive and efficient.
Find out how much the knowledge of your process' steps can influence your management!
Find out how Feeld – the dating app for open minded singles and couples, formerly known as 3nder – improved their efficiency using Pipefy to create and manage consistent processes.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
3. Table of Contents:
1. What is a Process?
2. Concept of Process
3. The Pizza Process
4. Processes are Everywhere
5. Manage your Processes on Pipefy
4. What is a Process?
Most people overcomplicate when thinking about
processes.
Definition of process, according to the Merriam Webster
Dictionary:
A series of actions that produce something or that lead to a
particular result;
A series of changes that happen naturally.
5. What is a Process?
People think that processes are exclusive to big
corporations - big mistake - and that small companies
don’t actually have processes .
However, even if we’re talking about a one man band, can’t
you think of at least one or two series of actions that lead
to a particular result on your everyday work routine?
6. Concept of Process:
According to the Business Dictionary, a process is:
Sequence of interdependent and linked procedures which, at every
stage, consume one or more resources […] to convert inputs (data,
material, parts, etc.) into outputs.
These outputs then serve as inputs for the next stage until a known
goal or end result is reached.
7. Concept of Process:
These long, complicated words mean that a process is a
series of actions that demand resources (people,
information, money, etc.) to convert something that got in
into something else coming out.
This goes on until the ultimate goal is reached, much
simpler, right?
8. Concept of Process:
In other words, a process is a series of steps and decisions
one or more individuals make in order to complete work.
We may not realize it, but processes are everywhere:
they’re happening all the time, around us, on our work and
personal life.
Let’s use a cliché example: pizza!
What happens when you call your favorite pizza place to
order your dinner? A process is set in place, of course!
9. The Pizza Process:
1st phase: Your order is taken and input into the system
2nd phase: The kitchen receives your order
3rd phase: The ingredients are set aside by the kitchen staff
4th phase: The pizzaiolo tosses the dough and adds your pizza
toppings, prepared on the previous phase
5th phase: Your pizza goes into the oven
6th phase: Your order is checked out for delivery
10. Processes are Everywhere!
Do you think your small company is too small to have
processes?
Can’t you think of any “series of actions that produce
something or that lead to a particular result”?
Unless none of your team members know how things work
and how to do anything, you already have processes!
11. Processes are Everywhere!
No company is too small to have processes!
To make things easier when managing your company’s
everyday processes, you can adopt a process
management tool to help you standardise and manage
your processes (such as Pipefy!).
12. Manage your Processes on Pipefy:
Pipefy helps you organize and standardize any process -
from making pizza to software development.
It offers a variety of process templates, developed to help
you save time when managing your own processes – they
give you a base to create your processes, even though you
can also create new ones from scratch.
13. Manage your Processes on Pipefy:
The most awesome thing about Pipefy is that you have
total flexibility to edit everything about the pre-existing
process templates:
Adapt them to your needs,
Add, edit or delete phases and fields
Write instructions to make sure your colleagues understand
what needs to be done.
It’s exactly what you were looking for to make sure mistakes
are no longer a problem.
14. Start managing your processes on Pipefy!
Enjoy the 30-day free trial and leave mistakes in the past.
get started for free