Factory management-1 The Corporate Constitution and Management FrameworkEduardo L. Garcia
Developed over the last 50 years by the Japanese international consultant Koichi Kimura, The Factory Management System is the only empirical and pragmatic model of corporate excellence development as the fundamental basis of the Continuous Improvement and 6σ activities.
A rework of metade's slides at http://www.slideshare.net/metade/linked-data-on-the-bbc for a SAMT 2009 Industry Day presentation.
Details several linked data projects going on at the BBC, and why/how we do it.
Factory management-1 The Corporate Constitution and Management FrameworkEduardo L. Garcia
Developed over the last 50 years by the Japanese international consultant Koichi Kimura, The Factory Management System is the only empirical and pragmatic model of corporate excellence development as the fundamental basis of the Continuous Improvement and 6σ activities.
A rework of metade's slides at http://www.slideshare.net/metade/linked-data-on-the-bbc for a SAMT 2009 Industry Day presentation.
Details several linked data projects going on at the BBC, and why/how we do it.
Conferência
As TIC e a Saúde no Portugal de 2011
15 de Dezembro de 2011
Auditório do Centro Hospitalar Psiquiátrico de Lisboa
Av. Brasil, Lisboa
Coordenação: Prof. Drª Maria Helena Monteiro
PROGRAMA
08:30 Recepção dos Participantes 08:50 Boas Vindas – Prof. Dr. José Dias Coelho (APDSI) Dr. Cunha Ribeiro em representação do Senhor Ministro da Saúde Dr. Paulo Macedo 09:00 A IBM – a Saúde e a Investigação Dr.ª Cristina Semião | Directora do Sector Público, IBM 09:20 Software AG – Um Caso de Estudo das TIC na Saúde – Parnassia Bavo Groep Mr. Mark Rhoden | Senior Vice President EMEA (apresentação na língua inglesa) 09:40 Os registo de doentes (patient registries) como instrumentos de suporte à prática clínica, à gestão/administração e às politicas em saúde Prof. Dr. António Vaz Carneiro | Director do Centro de Estudos de Medicina Baseada na Evidência da Faculdade de Medicina da UL 10:10 O Cidadão e a Saúde – novos modelos de prestação de serviços … Dr. Raul Mascarenhas | Presidente do Conselho de Administração da SPMS
Café (10:30 a 11:00)
11:00 – Debate – Interoperabilidade e Registo de Saúde Electrónico – Sonho ou Realidade em Portugal? Moderação – Dr. Adalberto Campos Fernandes (ENSP/UNL) - Prof. Dr. Henrique Martins | Comissão para a Informatização Clínica - Prof. Dr. José Carlos Nascimento | Universidade do Minho - Dr. Luis Campos | Centro Hospitalar Lisboa Oeste 12:00 – Debate – TeleMedicina – Experiências Cá e Lá … Moderação – Eng.ª Sara Carrasqueiro (ENSP/UNL) - Dr. Miguel Soares de Oliveira | INEM - Dr. Paulo Freitas | Instituto Marquês de Valle Flôr - Dr.ª Teresa Delgado | Hospital Santa Maria Lisboa
Almoço Livre (13:00 a 14.00)
14:00 – Debate – A transformação tecnológica na Saúde em Portugal – a quadratura do círculo no SNS Moderação – Prof. Dr. Álvaro Rocha (UFP) - Dr. Ponciano Oliveira | Vogal do Conselho Directivo da ARS Norte, IP - Dr. José Manuel Azenha Tereso | Presidente do Conselho Directivo da ARS Centro, IP - Dr. Cunha Ribeiro | Presidente do Conselho Directivo da ARS de Lisboa e Vale do Tejo, IP - Dr. José Alberto Robalo | Presidente do Conselho Directivo da ARS Alentejo, IP - Dr. Martins dos Santos | Presidente do Conselho Directivo da ARS Algarve, IP * 15:30 – A Plataforma Digital do Registo Oncológico Regional Sul – Uma experiência inovadora Dr.ª Ana Miranda | IPO Lisboa
Café (16:00 a 16:30)
16:30 - A Gestão do Risco nos Grandes Hospitais Eng.º Rui Gomes | Director das Tecnologias e Informação do HPFF 17:00 - Activity Based Cost na Gestão da Saúde Prof. Dr.ª Ana Paula Harfouche | IPO Lisboa | UTL/ISCSP 17:30 – Network Innovation na Saúde Dr. Paulo Nunes de Abreu | groupVision Education Services – Fórum Hospital do Futuro
18:00 Encerramento
O Empreendedorismo e a Inovação na Saúde
Eng. Joaquim Cunha | Director Executivo da Health Cluster Portugal)
18:30 Fim da Conferência
– Prof. Dr.ª Maria Helena Monteiro | UTL/ISCSP/CAPP/APDSI
– Eng. António Vasconcelos da Cunha | APDSI
Here is my definition of Toyota Production System based on my 30 years experience working for Toyota Manufacturing and helping companies all over the World with Lean Transformation.
6Managing Change in the WorkplaceIn any given scenario the nor.docxevonnehoggarth79783
6
Managing Change in the Workplace
In any given scenario the norm is that changes are scary. The workplace is not an exception, in fact they can be even scarier and met with a lot of resistance. But the truth of the matter is they are a necessity in today market place in order to business relevant. Soon skills like knowing how and when to do changes will be a requirement in many positions. Right now the employees that are experiences big changes in their companies should see this as an opportunity to learn and adapt to this new normal state of constantly evolving. Those who take advantage of this now are the ones that will still be around in the future of the organizations. In this paper we will discuss the organizational changes Toyota of Puerto Rico is suffering right now and how the employees are adapting to these.
Toyota’s Overview
Toyota’s vision is “Be the most successful and admired organization in Puerto Rico”. To reach our vision we must sustain continuous innovation in are process and vehicles. Our primary goal is to fulfill customer needs and expectations and maintain a lifetime relation with them. Toyota incorporate and sustain in their culture and associates the Corporate Philosophy “Toyota Way”. This philosophy consist in two primary principles; respect for people and continuous improvement. All Toyota team members, at every level, are expected to apply these values in their daily work and relations with others (Liker & Convis, 2011).
According to the Toyota Way 2011 Philosophy, as part of the continuous improvement principle they encourage us to follow these steps:
· Challenge: To maintain a long-term vision and meet all challenges with the courage and creativity needed to realize that vision.
· Kaizen: Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.
· Genchi Genbutsu: Going to the source to find the facts to make correct decisions, build consensus and achieve goals.
· As part of the respect for people principle they encourage us to follow this step;
· Respect: Toyota respects others, makes every effort to understand others, accepts responsibility and does its best to build mutual trust.
· Teamwork: Toyota stimulates personal and professional growth, shares opportunities for development and maximizes individual and team performance.
Understand the vision and the principles of the culture of our organization helps us to align our work with the organizational goals and success. It is very important to achieving success that the organization makes it feels the employee as an integral part of the process. Each employee adds value to the company and is what sets us apart and helps us to become a leading organization.
We are managing the changing process of integration to our parent company. This is a very important change because all of our actual processes are manual. That implies that with the new systems every processes will change and evolve. The integration project .
The Toyota Way in Information Technology by Pierre Masai, VP & CIO of Toyota ...Institut Lean France
In his presentation "The Toyota Way in Information Technology – Lean IT and IT for the Lean Company" at the European lean IT Summit 2012, Pierre Masai explained how the Toyota Production System is applied to the IS function of Toyota Motor Europe, showing with a number of concrete examples how the principles of Just In Time and Jidoka are applied in an IS context, then more generally, how they are progressing on their journey to move from ‘lean IS’ to ‘IS enabled lean enterprise’.
More Lean IT presentations and videos on www.lean-it-summit.com
What learn by doing does not mean – Slides from the keynote delivered minutes ago by LEI CEO John Shook at the GBMP annual conference, Oct. 5, Worcester, MA.
Leading the Toyota way: an introduction to Lean practices & Operational Excel...Nicolas JOURDAIN
Takeaway from Dr Jefferey Liker masterclass author of the best seller The Toyota Way. And own reflection on what makes Operational Excellence, Lean mindset and superior Leadership the best business enablers of the world ...
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
Toyota Material Handling Europe (TMHE) draws its inspiration from the Toyota Production System (TPS). TPS strives for constant process improvement to benefit staff, customers & production whilst enhancing forklift truck quality, durability & safety.
To read more, visit www.toyota-forklifts.eu
Conferência
As TIC e a Saúde no Portugal de 2011
15 de Dezembro de 2011
Auditório do Centro Hospitalar Psiquiátrico de Lisboa
Av. Brasil, Lisboa
Coordenação: Prof. Drª Maria Helena Monteiro
PROGRAMA
08:30 Recepção dos Participantes 08:50 Boas Vindas – Prof. Dr. José Dias Coelho (APDSI) Dr. Cunha Ribeiro em representação do Senhor Ministro da Saúde Dr. Paulo Macedo 09:00 A IBM – a Saúde e a Investigação Dr.ª Cristina Semião | Directora do Sector Público, IBM 09:20 Software AG – Um Caso de Estudo das TIC na Saúde – Parnassia Bavo Groep Mr. Mark Rhoden | Senior Vice President EMEA (apresentação na língua inglesa) 09:40 Os registo de doentes (patient registries) como instrumentos de suporte à prática clínica, à gestão/administração e às politicas em saúde Prof. Dr. António Vaz Carneiro | Director do Centro de Estudos de Medicina Baseada na Evidência da Faculdade de Medicina da UL 10:10 O Cidadão e a Saúde – novos modelos de prestação de serviços … Dr. Raul Mascarenhas | Presidente do Conselho de Administração da SPMS
Café (10:30 a 11:00)
11:00 – Debate – Interoperabilidade e Registo de Saúde Electrónico – Sonho ou Realidade em Portugal? Moderação – Dr. Adalberto Campos Fernandes (ENSP/UNL) - Prof. Dr. Henrique Martins | Comissão para a Informatização Clínica - Prof. Dr. José Carlos Nascimento | Universidade do Minho - Dr. Luis Campos | Centro Hospitalar Lisboa Oeste 12:00 – Debate – TeleMedicina – Experiências Cá e Lá … Moderação – Eng.ª Sara Carrasqueiro (ENSP/UNL) - Dr. Miguel Soares de Oliveira | INEM - Dr. Paulo Freitas | Instituto Marquês de Valle Flôr - Dr.ª Teresa Delgado | Hospital Santa Maria Lisboa
Almoço Livre (13:00 a 14.00)
14:00 – Debate – A transformação tecnológica na Saúde em Portugal – a quadratura do círculo no SNS Moderação – Prof. Dr. Álvaro Rocha (UFP) - Dr. Ponciano Oliveira | Vogal do Conselho Directivo da ARS Norte, IP - Dr. José Manuel Azenha Tereso | Presidente do Conselho Directivo da ARS Centro, IP - Dr. Cunha Ribeiro | Presidente do Conselho Directivo da ARS de Lisboa e Vale do Tejo, IP - Dr. José Alberto Robalo | Presidente do Conselho Directivo da ARS Alentejo, IP - Dr. Martins dos Santos | Presidente do Conselho Directivo da ARS Algarve, IP * 15:30 – A Plataforma Digital do Registo Oncológico Regional Sul – Uma experiência inovadora Dr.ª Ana Miranda | IPO Lisboa
Café (16:00 a 16:30)
16:30 - A Gestão do Risco nos Grandes Hospitais Eng.º Rui Gomes | Director das Tecnologias e Informação do HPFF 17:00 - Activity Based Cost na Gestão da Saúde Prof. Dr.ª Ana Paula Harfouche | IPO Lisboa | UTL/ISCSP 17:30 – Network Innovation na Saúde Dr. Paulo Nunes de Abreu | groupVision Education Services – Fórum Hospital do Futuro
18:00 Encerramento
O Empreendedorismo e a Inovação na Saúde
Eng. Joaquim Cunha | Director Executivo da Health Cluster Portugal)
18:30 Fim da Conferência
– Prof. Dr.ª Maria Helena Monteiro | UTL/ISCSP/CAPP/APDSI
– Eng. António Vasconcelos da Cunha | APDSI
Here is my definition of Toyota Production System based on my 30 years experience working for Toyota Manufacturing and helping companies all over the World with Lean Transformation.
6Managing Change in the WorkplaceIn any given scenario the nor.docxevonnehoggarth79783
6
Managing Change in the Workplace
In any given scenario the norm is that changes are scary. The workplace is not an exception, in fact they can be even scarier and met with a lot of resistance. But the truth of the matter is they are a necessity in today market place in order to business relevant. Soon skills like knowing how and when to do changes will be a requirement in many positions. Right now the employees that are experiences big changes in their companies should see this as an opportunity to learn and adapt to this new normal state of constantly evolving. Those who take advantage of this now are the ones that will still be around in the future of the organizations. In this paper we will discuss the organizational changes Toyota of Puerto Rico is suffering right now and how the employees are adapting to these.
Toyota’s Overview
Toyota’s vision is “Be the most successful and admired organization in Puerto Rico”. To reach our vision we must sustain continuous innovation in are process and vehicles. Our primary goal is to fulfill customer needs and expectations and maintain a lifetime relation with them. Toyota incorporate and sustain in their culture and associates the Corporate Philosophy “Toyota Way”. This philosophy consist in two primary principles; respect for people and continuous improvement. All Toyota team members, at every level, are expected to apply these values in their daily work and relations with others (Liker & Convis, 2011).
According to the Toyota Way 2011 Philosophy, as part of the continuous improvement principle they encourage us to follow these steps:
· Challenge: To maintain a long-term vision and meet all challenges with the courage and creativity needed to realize that vision.
· Kaizen: Continuous improvement. As no process can ever be declared perfect, there is always room for improvement.
· Genchi Genbutsu: Going to the source to find the facts to make correct decisions, build consensus and achieve goals.
· As part of the respect for people principle they encourage us to follow this step;
· Respect: Toyota respects others, makes every effort to understand others, accepts responsibility and does its best to build mutual trust.
· Teamwork: Toyota stimulates personal and professional growth, shares opportunities for development and maximizes individual and team performance.
Understand the vision and the principles of the culture of our organization helps us to align our work with the organizational goals and success. It is very important to achieving success that the organization makes it feels the employee as an integral part of the process. Each employee adds value to the company and is what sets us apart and helps us to become a leading organization.
We are managing the changing process of integration to our parent company. This is a very important change because all of our actual processes are manual. That implies that with the new systems every processes will change and evolve. The integration project .
The Toyota Way in Information Technology by Pierre Masai, VP & CIO of Toyota ...Institut Lean France
In his presentation "The Toyota Way in Information Technology – Lean IT and IT for the Lean Company" at the European lean IT Summit 2012, Pierre Masai explained how the Toyota Production System is applied to the IS function of Toyota Motor Europe, showing with a number of concrete examples how the principles of Just In Time and Jidoka are applied in an IS context, then more generally, how they are progressing on their journey to move from ‘lean IS’ to ‘IS enabled lean enterprise’.
More Lean IT presentations and videos on www.lean-it-summit.com
What learn by doing does not mean – Slides from the keynote delivered minutes ago by LEI CEO John Shook at the GBMP annual conference, Oct. 5, Worcester, MA.
Leading the Toyota way: an introduction to Lean practices & Operational Excel...Nicolas JOURDAIN
Takeaway from Dr Jefferey Liker masterclass author of the best seller The Toyota Way. And own reflection on what makes Operational Excellence, Lean mindset and superior Leadership the best business enablers of the world ...
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
Toyota Material Handling Europe (TMHE) draws its inspiration from the Toyota Production System (TPS). TPS strives for constant process improvement to benefit staff, customers & production whilst enhancing forklift truck quality, durability & safety.
To read more, visit www.toyota-forklifts.eu
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
Recorded webinar: http://slidesha.re/1fqHvei
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
Lean IT, DevOps & Agile – Learnings from Nationwide, Mike OrzenInstitut Lean France
Six years ago, Nationwide (an insurance and financial services company with US$26 billion in annual revenues) embarked on building industry leading software engineering capabilities. Their lean journey has enabled and engaged their 9,000+ person IT organization to deliver great solutions to customers and partners with ever-increasing levels of quality.
In this session, Mike explores the lean system that guides all aspects of software engineering, service management, and infrastructure including a lean management system from the frontline to the C-suite, a focus on problem solving, visual management, accountability, and what is possible when technology and lean come together.
Discover more Lean IT case studies on www-lean-it-summit.com
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.