Robust Production Management (RPM) Module 8: Performance Distribution

•

0 j'aime•215 vues

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/robust-production-management-rpm-module-8-performance-distribution-466 A performance distribution graph can depict amazing 'before and after' improvements in an organization - and best of all, they're easy to create. Cross reference them with performance framework bar graphs from corresponding "before and after" time periods (see RPM Module 2), and you'll have irrefutable evidence that your project has delivered "the goods" for your company or client. Robust Production Management (RPM) Module 8: "Performance Distribution" will show you what to do to prove to upper management that you - as a consultant or project manager - have, indeed, earned your salary for the year. "Performance Distribution" is the eighth module in the Metrilogics RPM management training series - more on the way.

Business

Copyright © 2005 Metrilogics, LLC. All rights reserved.
Robust Production Management
Metrilogics
Front-line controls for bottom-line savings.
TM
SM
Module 8:
Performance Distribution
By Lance Latham
Senior Managing Partner

Copyright © 2005 Metrilogics, LLC. All rights reserved.
Metrilogics
TM
Definition of a Performance Distribution
v A Performance Distribution is a histogram that depicts the
performance of an operations team for a specific time period.
v A Performance Distribution groups team members into
performance “buckets”, with 1 bucket typically equal to 10, 20 or
25 percentage points of performance.
v A Performance Distribution enables managers to easily see how
their teams are (or aren’t) making progress toward achieving
objective performance improvement and cost reduction goals.
2
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/robust-production-management-rpm-module-8-performance-distribution-466

Copyright © 2005 Metrilogics, LLC. All rights reserved.
Metrilogics
TM
Example of “Before and After”Analysis
Building on the examples from the previous slides, assume a 73-
member production team has embarked on a process improvement
program to increase performance and reduce operating costs.
Process Quality, Productivity and Efficiency for the 1-year base
period and for the following 1-year post-improvement period are as
follows:
Process Quality 87.46% 98.46%
Productivity 49.25% 74.18%
Efficiency 34.86% 51.94%
Base Period Post Imp. Period
5
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/robust-production-management-rpm-module-8-performance-distribution-466

Copyright © 2005 Metrilogics, LLC. All rights reserved.
Metrilogics
TM
Example of a Performance Distribution Template
1
Enter team
member
names.
Enter individual team
member productivity
percentages.
2
3 Enter individual team
member efficiency
percentages.
Average of values in Step 2. 4 5
Average of values in Step 3.
8
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/robust-production-management-rpm-module-8-performance-distribution-466

Copyright © 2005 Metrilogics, LLC. All rights reserved.
Metrilogics
TM
Module 8 Summary
v Performance Distributions allow managers to see where their
production team members fall within performance “buckets” of
Productivity and Efficiency, for a specified period of time.
v For a given production team, Productivity and Efficiency Distributions
will generally appear different from each other. This is due to the fact
that Productivity is calculated using paid Direct Hours, and Efficiency
is calculated using paid Total Hours (= paid Direct and Indirect Hours).
v When a production team genuinely begins operating in a more cost
effective manner, the average (mean) and range of a Performance
Distribution will shift to the right in the “After” scenario, and the
performance range narrows.
v When used together, Performance Distribution graphs and
Performance Framework graphs effectively “tell the story” of a
production team’s progress.
11
This document is a partial preview. Full document download can be found on Flevy:
http://flevy.com/browse/document/robust-production-management-rpm-module-8-performance-distribution-466

1
Flevy (www.flevy.com) is the marketplace
for premium documents. These
documents can range from Business
Frameworks to Financial Models to
PowerPoint Templates.
Flevy was founded under the principle that
companies waste a lot of time and money
recreating the same foundational business
documents. Our vision is for Flevy to
become a comprehensive knowledge base
of business documents. All organizations,
from startups to large enterprises, can use
Flevy— whether it's to jumpstart projects, to
find reference or comparison materials, or
just to learn.
Contact Us
Please contact us with any questions you may have
about our company.
• General Inquiries
support@flevy.com
• Media/PR
press@flevy.com
• Billing
billing@flevy.com

Contenu connexe

Plus de Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439 More Information: https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439 Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence. Redeployment is the most significant phase in the Restructuring process. Within Redeployment, the Assessment phase is critical as the revitalization of the whole organization is dependent on correct Assessments and right placement of employees based on those Assessments. Proper Redeployment Assessment Management is of utmost importance in Restructuring, and it should follow a structured approach, which means managing 5 core areas: Manage Assessment Team Manage Anxiety Level of Candidates Manage Amount of “Deviant Behavior” in the Assessments Manage Level of Duplicity, Wild Guessing, and Other Forms of Distortion Manage Amount of Feedback and Its Timing after the Event Managing 5 core areas ensures smooth implementation of the Redeployment Assessment process, which is a major milestone of the Restructuring project. The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because: Organizational requirement to concentrate on post-restructuring environment is intense. Employees’ urge to swiftly find out about their future is deep-seated. Objections by employee stakeholders, as a consequence of large-scale retrenchment is high. Probability of legal recourse by employees is also distinct. Future Employee Engagement is dependent on fair Assessment and correct placements.

[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/strategy-classics-value-disciplines-model-5138 According to Treacy and Wiersema, organizations need to make tough strategic choices in order to become market leaders. Market leaders choose to excel in delivering extraordinarily levels of one particular value to their customers. This way they can remain focused and become the absolute best in a certain value proposition. Gaining market and Operational Excellence requires that the company's entire Operating Model be adapted in a way this it is aligned with the chosen Value Discipline. A Value Discipline is a unique value that organizations can deliver to a chosen market. The Value Discipline Principle is in line with Porter's Generic Strategies, where Michael Porter describes how companies gain Competitive Advantage by either focusing on low cost, differentiation, or a niche market. This presentation discusses the Value Disciplines Model and the 3 Value Disciplines organizations must choose from. 1. Operational Excellence 2. Product Leadership 3. Customer Intimacy If your company has not reached yet any of the Value Disciplines, don't wait longer.

[Whitepaper] Strategy Classics: Value Disciplines Model

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738 For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies. This article breaks the full Strategic Planning and Execution processes into 3 sections: Strategic Planning Strategy Development Strategy Execution For each section, we will highlight important concepts core to the topic, as well as direct you to important resources for further understanding. 1. Strategic Planning Per Wikipedia, we can define Strategic Planning as: Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes. Strategic Planning is a crucial process, but often poorly executed, leading to poor translation from Strategy to Execution. In most organizations, executives complain that their Strategic Planning is overly bureaucratic, insufficiently insightful, and doesn’t accommodate today’s rapidly changing, digital markets. To combat these issues, there are a few best practices we should follow: Explore Strategy across 3 time horizons. Encourage productive and stimulating Strategic Dialogue. Engage a broad, decentralized group of stakeholders. Let’s dive a little deeper into each of these best practices. Explore The 3 time horizons we want to explore can be defined as short term (1-year timeframe), medium term (3–5 years timeframe), and long term (5+ years). Each horizon is uniquely considered and has different objectives.

[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...

Flevy.com Best Practices

[Whitepaper] The Definitive Introduction to Strategy Development and Strategy...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/theory-of-constraints-1883 The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal. TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement. On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link. There are 3 types of constraints that exist in an organization: Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system. Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system. Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.

[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482 Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques. Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency. Not only Warehousing but Transportation also has almost the same potential in terms of opportunities for Cost Reduction and Process Improvement. The approach to Transportation Costs Reduction, though, is different to that of Supply Chain Cost Reduction in Warehousing. This is in part due to the complexity in Transportation Costs, as the costs come from numerous widely distributed individual operations every year. The approach to Supply Chain Cost Reduction in Transportation encompasses 2 phases: Understand the Baseline Identify and Implement Opportunities

[Whitepaper] Transportation Cost Reduction in Supply Chain Management

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/leadership-competency-model-3661 Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others. This article is not for a purpose to redefine leadership with its different aspects, but it is simply about a great example of leadership that mirrors outstanding performance and remarkable human qualities. Dr. Rachid Yazami is an eminent scientist and best known for his research on lithium ion batteries. This technology is used by billions of people worldwide for their cell phones, cameras, tablets, laptops, power tools, and many other devices. Dr. Yazami started his career from scratch to build an empire based on the battery technology. My main interest is not to make a compilation of his achievements and honors, but to tap into his personality traits and characteristics; to discuss the main qualities that enabled him to succeed as a scientist, a researcher, and a leader of his field. My purpose is to understand also the sources of his inspirations and the secret behind his motivations and limitless resilience. His unique path is a textbook of insightful lessons that I aim to summarize and share with you based on a set of interviews with him.

[Whitepaper] A Great Leadership Experience: Dr. Rachid Yazami, Inventor of th...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722 A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them. A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact. The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics. Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions: Assertiveness Cooperativeness These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations: Competing Accommodating Avoiding Collaborating Compromising Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Finding It Hard to Manage Conflict at the Workplace? Use the Tho...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765 Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts. Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts. With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service. Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth: Quantified Value Proposition (QVP) Value-based Selling Coordinated Account Management Negotiation Preparation Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895 Changing the behaviors of people is the foremost issue with every transformation initiative. Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general. Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines. Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure. An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards. The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives: What should be the focus of the Nudge unit? Should the Nudge unit be placed at the headquarters or at the business unit level? Which resources be made part of the Nudge unit? What are the critical success factors to consider for the unit? How to communicate the results and early wins? What should be done to tackle skepticism and resistance to change? Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182 Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns. Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents. Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire. 5 Patterns of Business Model Scalability Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers. To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability: Operate with multiple distribution channels Eliminate typical capacity limitations Outsource capital investments to partners Allow customers and partners assume multiple roles in the business Create platform models Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...

Flevy.com Best Practices

More Information: https://flevy.com/browse/flevypro/shareholder-value-traps-5239 Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization. Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth. This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions: Who creates the most value for the organization? Who among the stakeholders typically secure the best deals from the organization? Who is the victim of having the worst deals from the organization? Who among the stakeholders is potentially untrustworthy? Are there any intermediaries or stakeholders fulfilling their personal agendas? Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked: Ignoring cash-flow driving stakeholders while distributing cash Miscalculating reaction from stakeholders Supporting under-performing units Conceding to willful vulture capitalists Misjudging intermediaries role in transactions Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...

Flevy.com Best Practices

More Information: https://mark-bridges.medium.com/the-top-101-consulting-frameworks-of-2020-3b9be58ce18e At the end of each year, we publish a list of the top 101 consulting frameworks from the FlevyPro Library. We add new frameworks to FlevyPro each week based on market trends (e.g. Digital Transformation, Customer-centric Design) and customer demand. (See the top 101 consulting frameworks of 2019.) Business frameworks are powerful tools consultants leverage to address their clients’ business issues in an organized, thorough, and efficient fashion. Each of our framework guides is a detailed PowerPoint presentation that provides a structured approach to analyzing and solving a common business problem, from issues in Strategy Development to Digital Transformation to Leadership Development. Got a question about this presentation? Email us at support@flevy.com.

The Top 101 Consulting Frameworks of 2020

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/six-sigma--statistical-process-control-spc-604 DOCUMENT DESCRIPTION The Six Sigma - Statistical Process Control (SPC) Training Module includes: 1. MS PowerPoint Presentation including 136 slides covering - Introduction to Statistical Process Thinking, - Basic Statistics, - Introduction to Statistical Process Control, - Statistical Process Control Charts, - Sample Size & Frequency, - Out-of-Control Action Plan, and - Process Control Plan. 2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate confidence intervals (mean value, standard deviation, capability indices, proportion, count) and perform a Comparison of two statistics (mean values, standard deviations, proportions, counts). "After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you." Got a question about this presentation? Email us at support@flevy.com.

Six Sigma - Statistical Process Control (SPC)

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/lean-six-sigma--process-risk-analysis-fmea-600 BENEFITS OF DOCUMENT the systematic analysis of a manufacturing, service or administrative process, the identification of critical and/or significant process characteristics, and the identification of process deficiencies and development of an effective corrective action plan. DOCUMENT DESCRIPTION The Lean Six Sigma - Process Risk Analysis & Mistake-Proofing Training Module provides you with a step-by-step approach, as well as examples, exercises, and templates, to analyze and eliminate risks in your manufacturing, service or business processes. This training module includes: 1. 132 PowerPoint slides covering - Introduction to Process Risk Analysis & Mistake-Proofing, - Process Variables Map, - Cause & Effect Matrix, - Process Failure Mode and Effects Analysis, - Sixteen Human Error Modes, - Six Mistake-Proofing Principles, - Seven Types of Poka-Yoke Devices and Examples, - Process Control Plan, - and 6 Workshop Exercises. 2. MS Excel Process Variables Map Template & Example 3. MS Excel Cause & Effect Matrix Template & Example 4. MS Excel Process FMEA Template & Example 5. MS Excel Process Control Plan Template & Example "After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you." Got a question about this presentation? Email us at support@flevy.com.

Lean Six Sigma - Process Risk Analysis (FMEA)

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/lean-manufacturing-160 BENEFITS OF DOCUMENT Learn how to eliminate waste to save time and make more money. Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality. DOCUMENT DESCRIPTION Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources. By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process. LEARNING OBJECTIVES 1. Understand the key concepts and principles of Lean 2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers 3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities 4. Describe the various Lean roles 5. Define the critical success factors for sustaining a Lean culture CONTENTS 1. Introduction to Lean Thinking - The case for Lean Manufacturing - Where did Lean originate? - Toyota's philosophy - Lean adoption in various environments - Impact of Lean principles in industry - Lean applications in manufacturing, process and service industries - What is Lean? - What Lean is not - Traditional thinking versus Lean thinking - Traditional culture vs. Lean culture - Lean management framework - Lean and six sigma - Benefits of Lean manufacturing Got a question about this presentation? Email us at support@flevy.com.

Lean Manufacturing

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157 BENEFITS OF DOCUMENT Implement a strategy and mechanism to generate a constant flow of ideas. Simplify the evaluation system to speed up the suggestions feedback process. Learn effective approaches to develop creativity and improve participation rates. DOCUMENT DESCRIPTION Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight. This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits. This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas. LEARNING OBJECTIVES 1. Understand the key elements of a suggestion system 2. Define how to plan and launch an effective suggestion system 3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas 4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas 5. Define success factors for sustaining a suggestion system CONTENTS 1. Introduction to Kaizen 2. Introduction & Basic Concepts of a Suggestion System 3. Scope of Suggestions 4. Goals of a Suggestion System 5. Planning & Launching a Suggestion System 6. Roles & Responsibilities 7. The Suggestions Process 8. Evaluation & Award Systems 9. Examples of Effective Procedures 10. Techniques for Developing Creativity 11. Examples of Ideas for Improvement 12. Points for Improvement 13. Ways to Develop "Kaizen Eyes" 14. How to Sustain a Suggestion System Got a question about this presentation? Email us at support@flevy.com.

Effective Staff Suggestion System (Kaizen Teian)

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/sales-excellence--diagnostic-tool-2877 DOCUMENT DESCRIPTION This is a comprehensive sales excellence diagnostic tool. The capability levers are classified into the following four levels: - Champion - Few, if any, companies consistently deliver at this level for all customer segments - Play offs - Broadly recognised as market best practice - Survival - Below best practice, but meets minimum standard required to compete effectively - Relegation - Below minimum standard required to compete effectively Got a question about this presentation? Email us at support@flevy.com.

Sales Excellence - Diagnostic Tool

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/variance-analysis-2726 DOCUMENT DESCRIPTION Variance analysis is used to understand and assess the drivers of change in measured variables. Variance analysis helps explain and understand what drives the difference between two measures of the same variable. Variance analysis explains differences between measures by breaking those measures into their base components. This deck has 37 slides and contents include: - What is variance analysis? - Linear variance - Two component variance analysis - Variance analysis with more than two components - Key takeaways Got a question about this presentation? Email us at support@flevy.com.

Variance Analysis

Flevy.com Best Practices

More Information: https://flevy.com/browse/business-document/change-management-models-1214 BENEFITS OF DOCUMENT These models/frameworks can be used to enhance your project management and process improvement projects. A wide range of models/frameworks for you to choose from to suit your specific needs and situation. DOCUMENT DESCRIPTION This presentation is a collection of PowerPoint diagrams and templates used to convey 25 different Change Management models and frameworks. INCLUDED MODELS/FRAMEWORKS: 1. The Change Curve Model 2. Bridges' Transition Model 3. Lewin's Three Stage Change Model 4. Impact Analysis 5. Leavitt's Diamond 6. The Burke-Litwin Change Model 7. The McKinsey 7S Framework 8. The ADKAR Change Model 9. Kotter's Eight Phases of Change 10. The Training Needs Analysis Framework 11. The Power/Interest Grid for Stakeholder Prioritization 12. Osgood-Schramm's Model of Communication 13. Szpekman's Communication Framework 14. The Johari Window 15. The ADDIE Model 16. The Conscious Competence Learning Model 17. Kirkpatrick's Four-Level Training Evaluation Model 18. The PDCA Cycle 19. Six Sigma Quality Improvement (DMAIC) 20. Business Process Redesign (BPR) 21. Xerox Benchmarking Model 22. Project Management Body of Knowledge (PMBoK) 23. PRINCE2 Project Management 24. Managing Successful Programmes (MSP) 25. Management of Risks (M_o_R)

Change Management Models

Flevy.com Best Practices

Plus de Flevy.com Best Practices (20)