Part one in the Operational Excellence Mini Webinar Series called "WHAT IS LEAN?" This slideshare presentation can also be provided in a fully narrated video format.
More Information: http://PatrickJamesPowers.com
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...MarkLeeson
This document outlines Unisys' efforts to build a sustainable innovation culture across its globally dispersed teams. It discusses establishing core values of focusing on clients, integrity, collaboration, respect for individuals, and proactivity. These values were developed by a core team, socialized internally and validated by top clients. Unisys is using tools like an Applied Innovation Community on social media to engage employees, share best practices and success stories. Early signs are positive but more work is needed to fully align policies, systems and other initiatives with the new culture. The goal is to unleash the potential of employees to continuously deliver enhanced value and innovation for clients.
Lean Kanban India 2018 | A Design Thinking Approach towards Business Agility...LeanKanbanIndia
Session Title:
A Design Thinking Approach towards Business Agility with The Kanban Method
Session Overview:
In this talk, we go through the journey of an organization towards Business Agility. Wikipedia defines Business Agility as the distinct qualities that allow organisations to respond rapidly to changes in the internal and external environment without losing momentum or vision. Adaptability, flexibility and balance are three qualities essential to long-term business agility.
This talk is not about a specific Agile method. We will explain how we took a Design Thinking approach to create a Transformation roadmap that will help the organization move towards Business Agility. We will share a measurement framework that we put in place to help teams continuously evolve.
We will end this session with a quick comparison of this approach versus the STATIK approach and how they complement each other.
Learning objectives
Understand the approach on how to create a Transformation roadmap - what "key" elements to follow
How to continuously Inspect and Adapt?
Define a simple/easy measurement framework to assist in this journey.
Transformative HR Technology For Nonprofits Net at Work
The document provides details about a webinar presented by Mark Boutilier and Julie Tibbs of Net@Work Employer Solutions. The webinar discusses how HR technology can help non-profits with challenges such as recruiting and retaining employees, managing benefits and payroll, and reducing technology costs. It provides examples of how features like social media integration, online forms, dashboards and analytics can help non-profits engage and empower employees while streamlining processes. The webinar also discusses Net@Work's philanthropic initiatives and eligibility for software donations to non-profits through the Sage Foundation.
Delivering successful SharePoint implementations can be challenging and far too many suffer from a less than desired ROI.
Successful SharePoint is best thought of as a team sport requiring cooperation and partnership between the business, IT and end-user communities collaborating to balance the need for governance, process and adoption.
This session is designed to help teams responsible for the success of SharePoint discusses proven methods and best practices for driving adoption while enabling and supporting governance requirements. It will highlight strategies for:
• Establishing an effective cross organization SharePoint team,
• Aligning SharePoint solutions to organizational goals and priorities,
• Engaging executive sponsors, stakeholders, and SharePoint champions,
• Planning end-user training, and communications, and
• Managing the technology platform and governance plan on an ongoing basis.
1. An actuary at a major Australian insurer developed an adjustment to their credit policy to reduce unnecessary referrals in the automated insurance underwriting process. This was tested and approved within two weeks by one person without IT involvement.
2. A product team at the same insurer took ownership of definitions for complex insurance products, including continuous updating of schemas, rules, forms and reference data with daily releases, all without IT involvement.
3. The document argues that separating external business concepts from internal IT concepts allows business subject matter experts to independently manage products and services through abstract models, reducing IT delays and increasing business agility.
New Deployment User Adoption Best PracticesSAP Ariba
Making the resource investment to assess, plan and implement your solution requirements is critical to any implementation. But what happens if you neglect to invest the same level of effort in the users of the new solution?
In this session you will hear from a customer who will provide their Ariba user adoption successes, best practices as well as lessons learned. You will also hear from an Ariba Change Management consultant about Ariba’s Change Management methodology, success factors and services. This interactive session is sure to provide strategies to improve your organization’s user adoption
Chris Merriman - Building a Sustainable Innovation Culture in Globally Disper...MarkLeeson
This document outlines Unisys' efforts to build a sustainable innovation culture across its globally dispersed teams. It discusses establishing core values of focusing on clients, integrity, collaboration, respect for individuals, and proactivity. These values were developed by a core team, socialized internally and validated by top clients. Unisys is using tools like an Applied Innovation Community on social media to engage employees, share best practices and success stories. Early signs are positive but more work is needed to fully align policies, systems and other initiatives with the new culture. The goal is to unleash the potential of employees to continuously deliver enhanced value and innovation for clients.
Lean Kanban India 2018 | A Design Thinking Approach towards Business Agility...LeanKanbanIndia
Session Title:
A Design Thinking Approach towards Business Agility with The Kanban Method
Session Overview:
In this talk, we go through the journey of an organization towards Business Agility. Wikipedia defines Business Agility as the distinct qualities that allow organisations to respond rapidly to changes in the internal and external environment without losing momentum or vision. Adaptability, flexibility and balance are three qualities essential to long-term business agility.
This talk is not about a specific Agile method. We will explain how we took a Design Thinking approach to create a Transformation roadmap that will help the organization move towards Business Agility. We will share a measurement framework that we put in place to help teams continuously evolve.
We will end this session with a quick comparison of this approach versus the STATIK approach and how they complement each other.
Learning objectives
Understand the approach on how to create a Transformation roadmap - what "key" elements to follow
How to continuously Inspect and Adapt?
Define a simple/easy measurement framework to assist in this journey.
Transformative HR Technology For Nonprofits Net at Work
The document provides details about a webinar presented by Mark Boutilier and Julie Tibbs of Net@Work Employer Solutions. The webinar discusses how HR technology can help non-profits with challenges such as recruiting and retaining employees, managing benefits and payroll, and reducing technology costs. It provides examples of how features like social media integration, online forms, dashboards and analytics can help non-profits engage and empower employees while streamlining processes. The webinar also discusses Net@Work's philanthropic initiatives and eligibility for software donations to non-profits through the Sage Foundation.
Delivering successful SharePoint implementations can be challenging and far too many suffer from a less than desired ROI.
Successful SharePoint is best thought of as a team sport requiring cooperation and partnership between the business, IT and end-user communities collaborating to balance the need for governance, process and adoption.
This session is designed to help teams responsible for the success of SharePoint discusses proven methods and best practices for driving adoption while enabling and supporting governance requirements. It will highlight strategies for:
• Establishing an effective cross organization SharePoint team,
• Aligning SharePoint solutions to organizational goals and priorities,
• Engaging executive sponsors, stakeholders, and SharePoint champions,
• Planning end-user training, and communications, and
• Managing the technology platform and governance plan on an ongoing basis.
1. An actuary at a major Australian insurer developed an adjustment to their credit policy to reduce unnecessary referrals in the automated insurance underwriting process. This was tested and approved within two weeks by one person without IT involvement.
2. A product team at the same insurer took ownership of definitions for complex insurance products, including continuous updating of schemas, rules, forms and reference data with daily releases, all without IT involvement.
3. The document argues that separating external business concepts from internal IT concepts allows business subject matter experts to independently manage products and services through abstract models, reducing IT delays and increasing business agility.
New Deployment User Adoption Best PracticesSAP Ariba
Making the resource investment to assess, plan and implement your solution requirements is critical to any implementation. But what happens if you neglect to invest the same level of effort in the users of the new solution?
In this session you will hear from a customer who will provide their Ariba user adoption successes, best practices as well as lessons learned. You will also hear from an Ariba Change Management consultant about Ariba’s Change Management methodology, success factors and services. This interactive session is sure to provide strategies to improve your organization’s user adoption
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
The document discusses agile metrics and how they can be used to measure various aspects of agile processes and support continuous improvement. It begins by outlining purposes of metrics such as alignment, workflow improvement, quality, and trust. It then discusses what can and should be measured both quantitatively and qualitatively. Key aspects that can be measured include effort, time, components, tests, events, data, quality, perceptions, and attitudes. The document advocates measuring aspects that are most important and valuable to the organization. It provides examples of metrics for agile principles, processes, performance, value, and flow. Overall, the document promotes using metrics to increase visibility, alignment, quality, and improvement in agile systems.
Organizational Structure to Support Agile Teamsagilebydesign
The document discusses different patterns for how support teams can provide services to agile teams: service center, traveler pool, community of practice, and guardians/enablers. It focuses on the shared service center pattern, traveler pool pattern, and enablement team pattern, explaining when each is applicable and providing examples. The goal is to define organizational structures and delivery patterns that support agile teams while promoting alignment, coordination, and agility.
New agile ways of working remotely: a Point of View that goes beyond the tools for those working in remote environments - by Dipesh Pala and Cobus Beetge
The document provides an agenda for an ITIL4 and ServiceNow overview presentation. It includes introductions of the presenter, Mario Vivas. It then provides overviews of ITIL4, focusing on its practices and dimensions of service management. It discusses the ServiceNow platform and its key product lines and applications for incident management, problem management, change management, service catalog, knowledge management and demonstrations. The presentation aims to highlight ITIL4 guiding principles and how ServiceNow supports various ITSM processes and practices through its applications and integrations.
Change Lessons Learned - Implementing a Kanban System for Enterprise AgilityShoaib Shaukat
This document describes the implementation of a Kanban system at a large energy company to achieve enterprise agility. It discusses how the company lacked process transparency, had a waterfall development approach, and IT was seen as unresponsive by the business. Kanban practices like visualization, limiting work-in-progress, and collaborative improvement were used. This reduced the backlog from 800 to 350 items within 4 months while new requests remained the same, improving productivity. The key lessons learned were to take an incremental approach to change, focus on shifting mindsets, and collaborate at all levels to sustain transformations.
Agile Mumbai 2019 Conference | Agile Culture for High Performance | Abhigya P...AgileNetwork
The document discusses Agile transformation at a leading telecom company in Nepal called Ncell. It provides details on how Ncell implemented Agile practices to improve employee satisfaction, increase productivity, and deliver products faster. Key aspects of Ncell's Agile transformation included adopting a holistic approach to change by focusing on values, processes, teams, leadership and learning. Challenges in the transformation involved cultural shifts and ensuring return on actions. Ceremonies like daily stand-ups and retrospectives helped establish Agile ways of working. The results saw improved engagement scores and successful delivery of products within shorter timelines and budgets.
This document provides an overview of measuring business value using agile methods. It begins with introductions of the presenter, Gervais Johnson, and his qualifications. The outline includes sections on business value, agile economics, defining business value, focusing areas for business value, and prioritizing features by business value. It discusses techniques for prioritizing business value like return on investment and net present value calculations. The document emphasizes linking business value determinations to a company's production function and financial metrics. It also addresses capitalizing agile software development costs appropriately between capital expenditures and operating expenses.
In the decades to come, open innovation will play a key role in developed economies revolutionising how organisations deliver value to their customers, shareholders and employees.
This focus on IDEATION will allow companies to become or remain innovative, increasing the chances for new products, customer acquisition and increased financial performance.
PRESTO’s idea crowdsourcing functionality allows your leadership team to ‘throw challenges’ to the crowd accelerating the idea generation process to align your staff’s problem solving skills with the executive corporate growth strategy
Designing a SharePoint User Adoption StrategySteve Goodyear
Too often SharePoint projects focus on deploying sites without planning for the user adoption and training that comes after, and as a result, the solution’s momentum fizzles and falls short of its potential once the project ends. In this presentation, I share my strategies and insights for designing an effective end-user adoption and training strategy that you can use in your projects to help your users thrive.
Many organizations have long term employees retiring and find themselves needing to be competitive to fill key roles. Schools are teaching new ways of working that include working as part of a team, and using Agile methods.
In this one hour webinar we will explore how hiring practices and working environments need to change in order to attract and retain top talent in today's competitive market.
Agile @ scale through mindset and practiceagilebydesign
The document discusses how to achieve agility at scale through changes in mindset and practices. It advocates shifting mindsets around frequent delivery, small increments, less work in progress, diversifying risk, smaller self-organizing teams, funding teams and capabilities rather than projects, and measuring to encourage experimentation. It provides recommendations to incrementally adopt agile practices by focusing on enabling agility, eliminating barriers, attracting talent for self-organizing teams, funding innovation, and having leaders serve teams and focus on eliminating delays. The overall goal is to change mindsets and then apply deliberate practices to grow, operate and improve an agile enterprise.
Delivering successful SharePoint implementations can be challenging and far too many suffer from a less than desired ROI.
Successful SharePoint is best thought of as a team sport requiring cooperation and partnership between the business, IT and end-user communities collaborating to balance the need for governance, process and adoption.
This session is designed to help teams responsible for the success of SharePoint discusses proven methods and best practices for driving adoption while enabling and supporting governance requirements. It will highlight strategies for:
• Establishing an effective cross organization SharePoint team,
• Aligning SharePoint solutions to organizational goals and priorities,
• Engaging executive sponsors, stakeholders, and SharePoint champions,
• Planning end-user training, and communications, and
• Managing the technology platform and governance plan on an ongoing basis.
Presentation slides from the SureSkills Agile - Making it Work breakfast briefing which was held on the 27th of November in the DoubleTree by Hilton on Burlington Road, Dublin 4.
Slides Overview:
SureSkills Introduction to Agile by Bill Heffernan,
Agile – Making it work in a real environment by Cameron O Connor, SQS/SureSkills
Working on a Scrum team, Colm O'hEocha, AgileInnovation
Real word case study - Rolling out Agile in Paddy Power
Paul Hayes, Paddy Power
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.
How to improve Customer and Employee Experience with IT Service ManagementITSM Academy, Inc.
This document provides a summary of a presentation on improving customer and employee experience with IT service management. It introduces the presenter, Chris Gallacher, and his background in IT service delivery and consulting. It then defines customer experience and employee experience, explaining that both are based on perceptions of interactions with an organization. The presentation discusses why digital customer experience is important for IT organizations and outlines a framework for measuring CX and EX maturity. It also provides tips on adopting an outside-in perspective, developing a clear vision and strategy, and getting started with initiatives like journey mapping and defining moments that matter.
Driving Operational Efficiency, Engaging the Business and Managing Change Across Shared Services
Mastering the Change Management Challenge for Stronger Talent and Consistent Performance
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...agilemaine
This document discusses aligning IT goals with business goals. It suggests that IT should not view itself as an independent supplier but rather as an integral part of organizational success. It promotes adopting shared goals and key performance indicators across departments, with IT accountable for business outcomes in addition to internal outputs. It also addresses how language can shape perceptions and recommends moving away from terms that divide IT and business, such as "the business," and toward language emphasizing partnership.
How do you ensure your SIAM model is fit for purpose, able to deliver once implemented, and is providing the business benefit realisation post deployment? Are your people and process in place? This presentation provides insight into the SIAM SIGS approach and how your business can benefit. The impact of change and not dealing with it is the causal factors of many IT ventures. Here Richard surfaces those issues and the need to address them in a successful SIAM implementation.
The presentation was part of the Funding Conference in London on Monday 23 February 2015.
The presentation was by Nigel Kippax, NCVO and Dr Mary Davies, NCVO Consultant and lintroduces an approach to understanding and improving core and support processes.
Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops
Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.
The document introduces agile development methodologies and provides an overview of how to implement them in an organization. It discusses benefits like increased productivity and faster time to market. However, it also notes challenges like difficulties with estimation and working with non-agile teams. The document recommends leveraging agile best practices where possible and understanding that implementation requires requests of management and teams to change roles and processes.
The document discusses agile metrics and how they can be used to measure various aspects of agile processes and support continuous improvement. It begins by outlining purposes of metrics such as alignment, workflow improvement, quality, and trust. It then discusses what can and should be measured both quantitatively and qualitatively. Key aspects that can be measured include effort, time, components, tests, events, data, quality, perceptions, and attitudes. The document advocates measuring aspects that are most important and valuable to the organization. It provides examples of metrics for agile principles, processes, performance, value, and flow. Overall, the document promotes using metrics to increase visibility, alignment, quality, and improvement in agile systems.
Organizational Structure to Support Agile Teamsagilebydesign
The document discusses different patterns for how support teams can provide services to agile teams: service center, traveler pool, community of practice, and guardians/enablers. It focuses on the shared service center pattern, traveler pool pattern, and enablement team pattern, explaining when each is applicable and providing examples. The goal is to define organizational structures and delivery patterns that support agile teams while promoting alignment, coordination, and agility.
New agile ways of working remotely: a Point of View that goes beyond the tools for those working in remote environments - by Dipesh Pala and Cobus Beetge
The document provides an agenda for an ITIL4 and ServiceNow overview presentation. It includes introductions of the presenter, Mario Vivas. It then provides overviews of ITIL4, focusing on its practices and dimensions of service management. It discusses the ServiceNow platform and its key product lines and applications for incident management, problem management, change management, service catalog, knowledge management and demonstrations. The presentation aims to highlight ITIL4 guiding principles and how ServiceNow supports various ITSM processes and practices through its applications and integrations.
Change Lessons Learned - Implementing a Kanban System for Enterprise AgilityShoaib Shaukat
This document describes the implementation of a Kanban system at a large energy company to achieve enterprise agility. It discusses how the company lacked process transparency, had a waterfall development approach, and IT was seen as unresponsive by the business. Kanban practices like visualization, limiting work-in-progress, and collaborative improvement were used. This reduced the backlog from 800 to 350 items within 4 months while new requests remained the same, improving productivity. The key lessons learned were to take an incremental approach to change, focus on shifting mindsets, and collaborate at all levels to sustain transformations.
Agile Mumbai 2019 Conference | Agile Culture for High Performance | Abhigya P...AgileNetwork
The document discusses Agile transformation at a leading telecom company in Nepal called Ncell. It provides details on how Ncell implemented Agile practices to improve employee satisfaction, increase productivity, and deliver products faster. Key aspects of Ncell's Agile transformation included adopting a holistic approach to change by focusing on values, processes, teams, leadership and learning. Challenges in the transformation involved cultural shifts and ensuring return on actions. Ceremonies like daily stand-ups and retrospectives helped establish Agile ways of working. The results saw improved engagement scores and successful delivery of products within shorter timelines and budgets.
This document provides an overview of measuring business value using agile methods. It begins with introductions of the presenter, Gervais Johnson, and his qualifications. The outline includes sections on business value, agile economics, defining business value, focusing areas for business value, and prioritizing features by business value. It discusses techniques for prioritizing business value like return on investment and net present value calculations. The document emphasizes linking business value determinations to a company's production function and financial metrics. It also addresses capitalizing agile software development costs appropriately between capital expenditures and operating expenses.
In the decades to come, open innovation will play a key role in developed economies revolutionising how organisations deliver value to their customers, shareholders and employees.
This focus on IDEATION will allow companies to become or remain innovative, increasing the chances for new products, customer acquisition and increased financial performance.
PRESTO’s idea crowdsourcing functionality allows your leadership team to ‘throw challenges’ to the crowd accelerating the idea generation process to align your staff’s problem solving skills with the executive corporate growth strategy
Designing a SharePoint User Adoption StrategySteve Goodyear
Too often SharePoint projects focus on deploying sites without planning for the user adoption and training that comes after, and as a result, the solution’s momentum fizzles and falls short of its potential once the project ends. In this presentation, I share my strategies and insights for designing an effective end-user adoption and training strategy that you can use in your projects to help your users thrive.
Many organizations have long term employees retiring and find themselves needing to be competitive to fill key roles. Schools are teaching new ways of working that include working as part of a team, and using Agile methods.
In this one hour webinar we will explore how hiring practices and working environments need to change in order to attract and retain top talent in today's competitive market.
Agile @ scale through mindset and practiceagilebydesign
The document discusses how to achieve agility at scale through changes in mindset and practices. It advocates shifting mindsets around frequent delivery, small increments, less work in progress, diversifying risk, smaller self-organizing teams, funding teams and capabilities rather than projects, and measuring to encourage experimentation. It provides recommendations to incrementally adopt agile practices by focusing on enabling agility, eliminating barriers, attracting talent for self-organizing teams, funding innovation, and having leaders serve teams and focus on eliminating delays. The overall goal is to change mindsets and then apply deliberate practices to grow, operate and improve an agile enterprise.
Delivering successful SharePoint implementations can be challenging and far too many suffer from a less than desired ROI.
Successful SharePoint is best thought of as a team sport requiring cooperation and partnership between the business, IT and end-user communities collaborating to balance the need for governance, process and adoption.
This session is designed to help teams responsible for the success of SharePoint discusses proven methods and best practices for driving adoption while enabling and supporting governance requirements. It will highlight strategies for:
• Establishing an effective cross organization SharePoint team,
• Aligning SharePoint solutions to organizational goals and priorities,
• Engaging executive sponsors, stakeholders, and SharePoint champions,
• Planning end-user training, and communications, and
• Managing the technology platform and governance plan on an ongoing basis.
Presentation slides from the SureSkills Agile - Making it Work breakfast briefing which was held on the 27th of November in the DoubleTree by Hilton on Burlington Road, Dublin 4.
Slides Overview:
SureSkills Introduction to Agile by Bill Heffernan,
Agile – Making it work in a real environment by Cameron O Connor, SQS/SureSkills
Working on a Scrum team, Colm O'hEocha, AgileInnovation
Real word case study - Rolling out Agile in Paddy Power
Paul Hayes, Paddy Power
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.
How to improve Customer and Employee Experience with IT Service ManagementITSM Academy, Inc.
This document provides a summary of a presentation on improving customer and employee experience with IT service management. It introduces the presenter, Chris Gallacher, and his background in IT service delivery and consulting. It then defines customer experience and employee experience, explaining that both are based on perceptions of interactions with an organization. The presentation discusses why digital customer experience is important for IT organizations and outlines a framework for measuring CX and EX maturity. It also provides tips on adopting an outside-in perspective, developing a clear vision and strategy, and getting started with initiatives like journey mapping and defining moments that matter.
Driving Operational Efficiency, Engaging the Business and Managing Change Across Shared Services
Mastering the Change Management Challenge for Stronger Talent and Consistent Performance
Erasing the Artificial Boundaries between “IT” and “The Business” by Bob Fisc...agilemaine
This document discusses aligning IT goals with business goals. It suggests that IT should not view itself as an independent supplier but rather as an integral part of organizational success. It promotes adopting shared goals and key performance indicators across departments, with IT accountable for business outcomes in addition to internal outputs. It also addresses how language can shape perceptions and recommends moving away from terms that divide IT and business, such as "the business," and toward language emphasizing partnership.
How do you ensure your SIAM model is fit for purpose, able to deliver once implemented, and is providing the business benefit realisation post deployment? Are your people and process in place? This presentation provides insight into the SIAM SIGS approach and how your business can benefit. The impact of change and not dealing with it is the causal factors of many IT ventures. Here Richard surfaces those issues and the need to address them in a successful SIAM implementation.
The presentation was part of the Funding Conference in London on Monday 23 February 2015.
The presentation was by Nigel Kippax, NCVO and Dr Mary Davies, NCVO Consultant and lintroduces an approach to understanding and improving core and support processes.
Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops
Knowledge Management is first and foremost a willingness and desire of people within the organisation to help each other make things better. If this desire is not truly there, all that your process and technology-related investments will lead to, are expensive and embarrassing white elephants.
The document discusses applying Lean Startup principles in a large financial services company. It describes how the company formed an innovation team to prototype new solutions to address declining market share. The team used an innovation canvas to plan testing a robo-advisor MVP. While initial tests of the robo-advisor resulted in a pivot, persevering with a data warehouse to target customers proved more successful.
Netforte is a consulting firm that provides business, operational, and IT services to help clients work more efficiently and solve problems. It aims to deliver exceptional customer service above its competitors. The presentation discusses Netforte's vision, history of growth since 2006, strategy of focusing on customer outcomes, services in business consulting, IT, and training, social agenda, and future plans to expand offerings and thought leadership. It promotes Netforte's ability to help clients achieve service excellence and solve challenges of customer satisfaction, employee engagement, and consistent results delivery.
This document discusses the Lean philosophy and Lean management. It begins by defining Lean as a philosophy, system and set of integrated tools to improve results by eliminating waste and promoting continuous improvement. The key aspects of Lean are outlined, including identifying customer value, value stream mapping, flow, pull systems and continuous improvement. The five steps to the Lean process are described. Four disciplines of Lean management are introduced: delivering value efficiently to customers; enabling people to lead and contribute; discovering better ways of working; and connecting strategy, goals and purpose. The integration of these disciplines to form a Lean management system is discussed. The document concludes by considering next frontiers for Lean, including new technologies and analytical tools to better understand and serve customers.
The project was taken as a part of consulting exercise in alliance with Elidea. My role was to address the current challenge at Xeeva with an integrated solution and propose a mutually beneficent business model to ensure long term engagement of Elidea with Xeeva.
I was able to weave a solution which featured
- One Snap Deployment
- Global standard compliance
- Process & Workflow agnostic
- Continuous Updates
- Robust Security
- Scalability on the Cloud
***Challenge:
Xeeva would do product releases in sprints of every 2 months. The "Product" and "Training & Development" teams were disconnected with no common platform in place except JIRA. JIRA with its enormous capabilities was still being underutilized with just being a Bug Tracking and Product backlog prioritization tool.
The whole process of documenting features, creation of user guides and process of updating features & changes to the product suite was manual and exhaustive. This was not limited and also included scheduling Customer trainings, on the Product suite and training for new releases were scheduled, manual and resource intensive.
***Challenge Accepted:
Elidea decided to transform this process of disseminating training and sharing knowledge. I already had worked in Xeeva and I knew about the gaps inside various teams. Elidea and I decided work on the core problem. We were able to come up with a blended solution utilizing open source components which were cost effective, scalable and much more secure with respect to other alternatives.
The solution aimed to deal with the problem from the core by sharing Knowledge among teams via "Knowledge Base" which formed the crux of the "Collaborative Learning Environment - CLE". "Knowledge Base" was integrated with "Learning Management System" (LMS).
The CLE allows the "Product Team" & "Training and Development" Team (and other teams as well) to be connected via common platform and share validated knowledge. This knowledge is then used as assets and feeded into LMS where customers can automate their learnings and the process becomes less resource exhaustive.
***About Xeeva:
Xeeva is driving the development and delivery of the next generation of intelligent procurement and financial solutions. Xeeva’s technology is used in over 40 countries and is available in 18 languages. The company’s end to end technology suite includes Sourcing, Procure to Pay, Supplier Collaboration, Financial Collaboration and Extended Enterprise solutions. You can learn more about Xeeva’s singular focus on driving immediate and sustainable results for its customers by visiting www.xeeva.com
***About Elidea:
Elidea is a training and development company. Elidea provides innovative learning & development solutions/products. Elidea also offers services around T&D which expedites the process of on boarding employees/vendors alike on the LMS Platforms.
Thank you
Gagan Bhalla
This document introduces Lean Six Sigma as a methodology for improving business performance and reducing costs. It discusses how traditional cost-cutting approaches can often do more harm than good without properly analyzing the drivers of costs. Lean Six Sigma is presented as a robust combination of Lean, which aims to eliminate waste, and Six Sigma, which uses data-driven approaches to reduce defects. Together, Lean Six Sigma works to eliminate sources of waste and variability in processes. This allows companies to improve quality, increase profits, and better satisfy customer needs with fewer resources.
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
Improving the User Experience to Increase Business ValueErich Kissel
Erich Kissel discusses techniques for increasing the business value of process and system management tools like CA PPM. He emphasizes improving the user experience through intuitive workflows, relevant insights, and usability enhancements. Kissel argues that value is best achieved by treating users as people, embracing feedback, and taking a gradual, customized approach to maturity. He provides examples of qualitative and quantitative metrics his own organization tracked to demonstrate improved user experience and value over time.
Chase Sowden, Barcoding’s supply chain architect, leads a workshop that focuses on eliminating waste from business operations. Sowden explains why determining customers’ requirements, obtaining organization-wide buy-in, examining each process, identifying a problem, and looking for a solution will help companies improve their daily processes.
Master the Subscription Economy to Thrive in the Age of the CustomerApttus
Learn how enterprises benefit from Quote-to-Cash solutions that consolidate critical capabilities like bundling, quoting, contracting, ordering, renewals, promotions and more on one platform. Hear from a finance leader how Quote-to-Cash provides a strong foundation for innovative strategies, processes for managing subscriptions and renewals, and recurring revenues to drive profitable growth.
Understanding and Managing the Service Profit Chain | Aegis Global AcademyAegis Global Academy
Management Institute in Coimbatore, India offering management development program. Site provides information on courses, admission, student life, faicilities, and placements.
The Balanced Scorecard is a strategic planning and management system that was developed in the 1990s by Kaplan and Norton. It provides a framework for measuring performance across four important perspectives: financial, customer, internal processes, and learning and growth. Each perspective contains metrics that allow organizations to track goals and progress towards their vision and strategy. The Balanced Scorecard helps companies balance both short-term and long-term objectives to achieve sustainable success.
Overview of what Lean management means to organizations in terms of culture change, process improvement and the importance of educating your workforce about Lean Enterprise concepts.
Workshop "Lean made simple: learn, play, practice"Dakiry
The document provides an overview of Lean concepts and tools. It explains that the goal of Lean is to create more value for customers while optimizing resources. It describes how to define value through tools like SIPOC, VoC and identifying the sweet spot. It also explains how to identify and remove wastes using techniques like TIMWOOD. The document outlines various measures that can be used to assess processes, including value-added vs non-value added activities, demand profile, and right first time. Finally, it discusses how value stream mapping can be used to design an ideal future state process and reach that desired future state.
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1. LEAN !
A POWERFUL INTRODUCTION!
Part One in the Operational Excellence Mini Webinar Series – “WHAT IS LEAN?”
2014 Copyright | Patrick. J. Powers | All Rights Reserved
2. • To provide the participants an understanding of Lean, as well as some of its key
principles and concepts."
• At the end of this webinar, you will be able to:"
Understand the principles that act as guideposts for implementing Lean"
Describe Value and who determine it"
Define Waste, its sources and the types of Non Valued Added Activities"
Describe Work and its categories"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
2
3.
A term coined by researchers that described Toyota’s business system in comparison with
the US auto industry"
Better Quality (Less Rework)"
Lower Cost (Less Waste, Inventory)"
Shorter Delivery Time (Less Processing)"
Lean is a business system focused on maximizing value for customers by eliminating all
sources of waste from all aspects of an organization"
The goal of Lean is to deliver sustainable customer value with the highest possible quality at
the lowest cost in the shortest time "
Management’s focus changes from optimizing vertical departments (silo mentality) to
optimizing flow of our products and services across departments"
Lean creates processes that require"
Less human effort"
Less space"
Less capital"
Less time"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
3
4.
The core of Lean Thinking is “people solving problems”"
Solving problems logically and systemically"
Verifying the new process eliminates the problem
permanently"
Standardizing the new process"
Repeating the cycle for continuous improvement"
Proactively identifying problems"
W. Edward Deming’s PDCA Methodology"
Fire-fighting is a wasteful activity"
Does not prevent problems from reoccurring"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
4
5. •
•
•
The competitive landscape is becoming tougher "
Traditional operating methods are not good enough anymore"
Lean also allows an organization to deliver its products and services at the
optimal utilization of its resources"
−
These resources are:"
People"
Equipment"
Technology"
Material"
Time"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
5
6. The application of Lean tools, techniques and methods on product
and services will results in:!
1. Improved Quality and Delivery of products and services"
2. Reduction in Costs to provide products and services"
3. Increased Customer Satisfaction"
4. Increased Market Share / Growth"
5. Improved Organizational Learning and Development"
6. Increased Employee Morale"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
6
7. Philosophy as the Foundation!
• Base management decisions on a long-term philosophy"
The Right Process Will Produce the Right Results!
• Create a continuous process flow to bring problems to the surface"
• Build a culture of stopping to fix problems, to get quality right the first time"
• Standardized tasks and processes are the foundation for continuous improvement and employee
empowerment"
• Use visual control so no problems are hidden"
• Use only reliable, thoroughly tested technology that serves your people and process"
Add Value to the Organization by Developing Your People!
• Grow leaders who thoroughly understand the work, live the philosophy, teach it to others "
• Develop exceptional people and teams to follow your company’s philosophy "
Continuously Solving Root Problems Drive Organizational Learning !
• “Go and see” for yourself to thoroughly understand the situation [aka “Gemba”]!
• Become a learning organization through relentless reflection and continuous improvement
2014 Copyright | Patrick. J. Powers | All Rights Reserved
7
7
8. CONCEPTS OF !
VALUE, WASTE & WORK!
2014 Copyright | Patrick. J. Powers | All Rights Reserved
9. What is Value?!
Value is any activity or task that transforms the
“deliverables” of a process in such a way that it
meets or exceeds the customer expectations."
Value is a “Moment of Truth” experience. At the
point of the transaction, the customer receiving the
exact product or service they requested, in the right
quantity, at the right time, with perfect quality and at
the right price."
2014 Copyright | Patrick. J. Powers | All Rights Reserved
9
10. These 3 sources of waste are :"
- Non-Value Added (NVA) Activities"
"
- Unevenness"
"
- Unreasonableness"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
10
11. NVA Types!
Behavioral
What does it look like?!
Ignoring the knowledge your people bring by failing to engage them in the process,
blaming one another when things go wrong or ignoring our customers’ concerns"
Motion
Walking to/from (a) copiers, (b) central filing locations while executing a process
or (c) scattered departments in a building"
Waiting
Waiting for people to be available, waiting on information, IT applications
downtime or customers waiting for their reports"
Over Production
Processing paperwork before the next person is ready for it, adding features or
functionality that are not needed or the customer does not want"
Processing
Redundant steps in a process, unnecessary sign-offs, approvals, entering the
same data fields multiple times or undefined or unclear customer requirements"
Defects
Anything that is not correct and has to be re-worked, incorrect data entry, wrong
claims billed or missing information on documents"
Inventory/Backlogs
Transportation
2014 Copyright | Patrick. J. Powers | All Rights Reserved
Work that is waiting to be started or completed in our queues, excessive Marketing
and Sales literature, documents/records held beyond the retention period"
Multiple handoffs, multiple approvals, excessive e-mail attachments"
11
12. • Unevenness is defined as work activities that fluctuate
significantly"
"- Example: End of the month processing"
• Unevenness creates unnecessary non-value added activities
such as overproduction, waiting, and inventory"
"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
12
13. "
• Unreasonableness is defined as overburdening people or
equipment by pushing beyond the natural limit of their capacity"
• Overburdening of people causes undue stress which results in
safety, ergonomic, and quality problems"
• Overburdening of equipment and IT hardware results in
breakdowns and defects"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
13
14. Current
Process
Waste"
< 5%
Process
Start
> 95%
Value
2 hrs
6 hrs
Process
Lead
Time
8 hrs
= True Value-Added Work"
Lean
Process
Typical Service Process
!
− 5% of activities add
value!
− 35% are “necessary’”
non-value adding
activities!
− 60% add no value at all!
Process
Start
Value
2 hrs
Waste
Process End
+
3 hrs
Process
Lead
Time
5 hrs
2014 Copyright | Patrick. J. Powers | All Rights Reserved
Process End
Waste
14
3 hrs
Capacity
15. Work is defined as the tasks and activities that must be performed to deliver a product or
service to a customer
Descriptions
Categories
Actions To Take
- There is a physical change towards completion
Value-Added
- It is done right the first time
Standardize & Optimize
- Customer is willing to pay for it
Non Value-Added
But Necessary
- Activities to meet regulatory requirements
Non Value-Added
- Only adds cost and time
Question & Minimize the
Impact on the Customer
Eliminate
An experienced Lean practitioner has developed the capability to have Eyes for Flow and
Eyes for Waste – “Learning to See” through Lean eyes"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
15
16. •
Lean is a proven business system to enhance the effectiveness and
efficiency of any organization which leads to a competitive advantage"
•
In order to deliver sustainable customer value, employees should apply
and practice Lean Thinking in their daily work life"
•
To maximize customer value, value has to be determine by the customer!
•
“Eyes for Waste, Eyes for Flow” – There are many sources of transactional
waste which can prevent employees from meeting and exceeding customer
expectations in a timely and quality manner"
•
Employees’ primary focus should be on the elimination of those tasks/
activities that are categorized as Non-Value Added"
2014 Copyright | Patrick. J. Powers | All Rights Reserved
16
Instructor Should Say:As we eliminate waste in our process, we are able to increase our capacity to performed more work.In other words, the time we are currently using to performed non value add work can be use to perform value add work.