Entrepreneurship- Conférence NLPNL 28 Janvier 2017Francois Durnez
Support de la conférence animée par Céline Durnez et François Durnez à la convention de la fédération NLPNL du 28 Janvier 2017 (intervention de Robert Dilts)
This document outlines an agenda for an engaging convention on switching to a collective adventure approach for Ariane 6. The agenda is structured around the themes of Why, How, and What. For Why, the focus is on understanding individual and shared values to link to the purpose of Ariane 6. How involves building relationships through sharing experiences and practicing open communication. What is about taking effective action through improving teamwork, identifying success factors, and implementing management rituals and problem-solving approaches to drive continuous engagement and improvement. The overall goal is to experience a collective adventure to deepen team ties and achievement.
Support partagé lors des Rencontres de l'IFCEO du 12 Février 2016
L’Excellence Opéra/onnelle, un chemin collec/f vers un
épanouissement individuel et une entreprise
performante
- Transformation Pôle Emploi
- Dynamique de Déploiement
- Transformation Culturelle
- Programme Ariane 6
The document discusses developing one's unique leadership essence. It advocates developing the full mental, emotional, and action capabilities of an individual leader. A physiological model is described that leads to systematic growth through aligning three internal centers to generate empowerment. Developing one's leadership requires moving to a new level of intrinsic functioning rather than relying on external models. The essence of leadership allows one to fully utilize emotional intelligence in self-awareness, relationship management, and other areas. Universal principles of focus, integration, and evolution can expand one's leadership capabilities.
Build your future Lean like Lean was originally builtFrancois Durnez
Lean was originally developed at Toyota over many years and has evolved from focusing on quality to also including flow and continuous improvement. It has been adapted in various forms to different contexts but maintains a focus on operational excellence through tools like problem solving, standards, and visual controls. Recent evolutions of Lean include its integration with six sigma and a focus on applying Lean principles beyond manufacturing to areas like management, culture, and as a way of thinking for any manager. For Lean to remain effective in the future, it needs to continue expanding its scope to improve any behavior or challenge and become more embedded as a mindset.
The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.
The 3 keys to your Lean Organizational Transformation SuccessFrancois Durnez
The document discusses the keys to successful lean transformations. It finds that the majority of lean transformations fail to meet their goals due to a lack of consistency between an organization's vision and goals, leadership and relationships, and actions and operations. The three main failures are a lack of clear vision and objectives aligned with strategy, top management not embodying and role modeling the vision, and goals not being easily measured and visible. To succeed, organizations must consistently interconnect vision, strategy, relationships, organization, and actions at all levels. This is achieved through a progressive transformation approach that deploys interconnected steps at the orientation, management, and operations levels.
The document discusses how to consistently build a lean culture within an organization. It argues that most lean transformations fail because they do not target deep cultural changes. To successfully build a lean culture requires:
1) Having a clear vision and objectives aligned with strategy that are embodied by top management and measurable.
2) Ensuring the right skills and roles are in place at all levels to solve real issues facing the organization.
3) Engaging and motivating employees by demonstrating that results are worth the effort through clear gains versus risks/losses.
The document advocates deploying consistency across three levels - vision/strategy, relationships/organization, and evolution/action - by aligning the organization and individuals. A great
The document discusses various lean development approaches including lean startup, agile software development, lean engineering, and lean product development. It emphasizes that there are many ways to implement lean principles and that organizations should find their own unique approach tailored to their needs and inspired by best practices. A successful lean approach requires strong leadership and learning, high-performing processes, and enabling technologies and tools.
The document discusses leadership approaches and services provided by Global Step Up. It promotes combining operational performance with leadership to achieve continuous improvement, empowered people and teams, increased flexibility and innovation, and better customer service. Global Step Up offers conferences, workshops, trainings, coaching, and products including books, videos and online materials to help organizations develop excellence in leadership and performance. The goal is to inspire life and impact beyond the organization through unique integration of human and performance excellence.
Enrichir Mutuellement Vie Professionnelle et Vie PersonnelleFrancois Durnez
Réconcilier Vie Privée et Vie Professionnelle pour ne plus sacrifier l'un au détriment de l'autre.
Présentation support des conférences "Enrichissez mutuellement vos vie privée et vie professionnelle", sur www.essence-leadership.com
Entrepreneurship- Conférence NLPNL 28 Janvier 2017Francois Durnez
Support de la conférence animée par Céline Durnez et François Durnez à la convention de la fédération NLPNL du 28 Janvier 2017 (intervention de Robert Dilts)
This document outlines an agenda for an engaging convention on switching to a collective adventure approach for Ariane 6. The agenda is structured around the themes of Why, How, and What. For Why, the focus is on understanding individual and shared values to link to the purpose of Ariane 6. How involves building relationships through sharing experiences and practicing open communication. What is about taking effective action through improving teamwork, identifying success factors, and implementing management rituals and problem-solving approaches to drive continuous engagement and improvement. The overall goal is to experience a collective adventure to deepen team ties and achievement.
Support partagé lors des Rencontres de l'IFCEO du 12 Février 2016
L’Excellence Opéra/onnelle, un chemin collec/f vers un
épanouissement individuel et une entreprise
performante
- Transformation Pôle Emploi
- Dynamique de Déploiement
- Transformation Culturelle
- Programme Ariane 6
The document discusses developing one's unique leadership essence. It advocates developing the full mental, emotional, and action capabilities of an individual leader. A physiological model is described that leads to systematic growth through aligning three internal centers to generate empowerment. Developing one's leadership requires moving to a new level of intrinsic functioning rather than relying on external models. The essence of leadership allows one to fully utilize emotional intelligence in self-awareness, relationship management, and other areas. Universal principles of focus, integration, and evolution can expand one's leadership capabilities.
Build your future Lean like Lean was originally builtFrancois Durnez
Lean was originally developed at Toyota over many years and has evolved from focusing on quality to also including flow and continuous improvement. It has been adapted in various forms to different contexts but maintains a focus on operational excellence through tools like problem solving, standards, and visual controls. Recent evolutions of Lean include its integration with six sigma and a focus on applying Lean principles beyond manufacturing to areas like management, culture, and as a way of thinking for any manager. For Lean to remain effective in the future, it needs to continue expanding its scope to improve any behavior or challenge and become more embedded as a mindset.
The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.
The 3 keys to your Lean Organizational Transformation SuccessFrancois Durnez
The document discusses the keys to successful lean transformations. It finds that the majority of lean transformations fail to meet their goals due to a lack of consistency between an organization's vision and goals, leadership and relationships, and actions and operations. The three main failures are a lack of clear vision and objectives aligned with strategy, top management not embodying and role modeling the vision, and goals not being easily measured and visible. To succeed, organizations must consistently interconnect vision, strategy, relationships, organization, and actions at all levels. This is achieved through a progressive transformation approach that deploys interconnected steps at the orientation, management, and operations levels.
The document discusses how to consistently build a lean culture within an organization. It argues that most lean transformations fail because they do not target deep cultural changes. To successfully build a lean culture requires:
1) Having a clear vision and objectives aligned with strategy that are embodied by top management and measurable.
2) Ensuring the right skills and roles are in place at all levels to solve real issues facing the organization.
3) Engaging and motivating employees by demonstrating that results are worth the effort through clear gains versus risks/losses.
The document advocates deploying consistency across three levels - vision/strategy, relationships/organization, and evolution/action - by aligning the organization and individuals. A great
The document discusses various lean development approaches including lean startup, agile software development, lean engineering, and lean product development. It emphasizes that there are many ways to implement lean principles and that organizations should find their own unique approach tailored to their needs and inspired by best practices. A successful lean approach requires strong leadership and learning, high-performing processes, and enabling technologies and tools.
The document discusses leadership approaches and services provided by Global Step Up. It promotes combining operational performance with leadership to achieve continuous improvement, empowered people and teams, increased flexibility and innovation, and better customer service. Global Step Up offers conferences, workshops, trainings, coaching, and products including books, videos and online materials to help organizations develop excellence in leadership and performance. The goal is to inspire life and impact beyond the organization through unique integration of human and performance excellence.
Enrichir Mutuellement Vie Professionnelle et Vie PersonnelleFrancois Durnez
Réconcilier Vie Privée et Vie Professionnelle pour ne plus sacrifier l'un au détriment de l'autre.
Présentation support des conférences "Enrichissez mutuellement vos vie privée et vie professionnelle", sur www.essence-leadership.com
7. THEME N°1
Traiter les problèmes au juste moment (méthodes, disponibilité…)
Votre vécu nous intéresse…
Déjà entendu…
« C’est comme ça ! On a toujours fait comme
ça. »
« Pourquoi un parapluie alors que le beau
temps est de retour ? »
« Pas le temps et ça n’arrivera plus… »
« Encore un marteau pour écraser une
mouche. »
• Quand enclencher une séquence de résolution de problèmes ?
• Faut-il et, si oui, comment ajuster des méthodes « sur étagère » ?
• Comment passer d’une solution sur papier à une amélioration pérenne ?
Votre mission
Restituez vos échanges de difficultés et bonnes pratiques sur une maquette visuel A3 !
Et pourtant…
Les lois de Murphy
« Les problèmes volent toujours en escadrille »
« Quand ça veut pas… ça veut pas ! »
« C’est la loi des séries »
« C’est tous les jours… »
7
13. Votre vécu et vos idées nous intéresse…
Déjà entendu…
« On avait déjà mené une action il y a quelques
années. Ca s’est perdu. Dommage…»
« C’est bien ce qui a été fait mais c’est passer beaucoup
de temps sur un sujet qui n’en sera plus un demain .»
« Ils ont certes amélioré la situation mais ils ont passé
beaucoup de temps pour une goutte d’amélioration
dans l’océan de nos problèmes ».
• Faut-il, et si oui, comment rebondir sur des succès de résolutions de problèmes pour prolonger et
étendre vers une démarche d’Excellence plus massive ?
• Quelles sont les conditions de réussite pour dynamiser, structurer et pérenniser une approche
globale par les résolutions de problème ? (dont les outils)
• Quels sont les avantages et les limites à une démarche d’excellence par la résolution de problèmes ?
Votre mission
Restituez vos échanges de bonnes pratiques et d’idées sur une maquette visuel A3 !
Et pourtant…
« La politique des petits pas»
« Les ruisseaux font les grandes
rivières…»
L’approche Kaizen. Les cercles de qualité
des années 80.
L’innovation frugale.
THEME N°2
Comment une approche par la « résolution de problèmes » peut-elle être un moyen
pertinent et efficace pour promouvoir une démarche d’excellence opérationnelle ?
13