The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
To capture and externalise the product vision will provide advantages to the process and the team. You will now have a singular representation, a visible artefact to throw tomatoes at, and the ability to test and improve any or all elements.
What is data mining? The process of analyzing data to discover hidden patterns and relationships that can help you manage and improve your business.
Check out: www.eleaderstochange.com
Follow #eleaders2change
To capture and externalise the product vision will provide advantages to the process and the team. You will now have a singular representation, a visible artefact to throw tomatoes at, and the ability to test and improve any or all elements.
What is data mining? The process of analyzing data to discover hidden patterns and relationships that can help you manage and improve your business.
Check out: www.eleaderstochange.com
Follow #eleaders2change
A pre study for selecting a supplier relationship management toolAlaa Karam
The architecture point of view is dominating in this pre-study. According to the Business Architect, the main tasks of a Business/IT architect is to provide a cost efficient and accurate solution that is according to the business requirements and aligned with the business and IT strategies and constraints.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
Data management solutions always look good “on paper”. When it's just a matter of proposals and ROI projections on gleaming white stock, the “abstract” seems perfect. It's only when you go live, and real people get involved that things can get messy. If you don't have a clear, strategic implementation plan in place, who knows what could happen.
You need a plan. And Synergis has a proven plan. During this webcast, you’ll discover...
• Why creating alignment and generating positive buzz are essential to success
• What 6 critical steps must be followed to insure successful implementation
• Which best practices will make you a hero
• The most common pitfalls that impact ROI
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Continuous Improvement Infographics for LearningCIToolkit
The purpose of this section is to provide all the continuous improvement tools in an infographic format. These flashcards are easy to read and understand, and very useful if you are looking for brief, concise, and to-the-point summaries. They are quick refreshers for continuous improvement and can speed up the learning process.
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingCIToolkit
A Four Field Matrix is an effective model for planning, organizing and making decisions. It is a two-dimensional chart that consists of four equal-sized quadrants, each will describe different aspects of information.
Contenu connexe
Similaire à Continuous Improvement Posters for Learning
A pre study for selecting a supplier relationship management toolAlaa Karam
The architecture point of view is dominating in this pre-study. According to the Business Architect, the main tasks of a Business/IT architect is to provide a cost efficient and accurate solution that is according to the business requirements and aligned with the business and IT strategies and constraints.
This is a capability introduction document for Continuous Improvement and Innovation By Alan Cay Culler and Richard W. Taylor of the Results-Alliance LLC
Data management solutions always look good “on paper”. When it's just a matter of proposals and ROI projections on gleaming white stock, the “abstract” seems perfect. It's only when you go live, and real people get involved that things can get messy. If you don't have a clear, strategic implementation plan in place, who knows what could happen.
You need a plan. And Synergis has a proven plan. During this webcast, you’ll discover...
• Why creating alignment and generating positive buzz are essential to success
• What 6 critical steps must be followed to insure successful implementation
• Which best practices will make you a hero
• The most common pitfalls that impact ROI
Training needs analysis, skills auditing, training evaluation, calculating training ROI and strategic learning and development best practice principles and processes
Continuous Improvement Infographics for LearningCIToolkit
The purpose of this section is to provide all the continuous improvement tools in an infographic format. These flashcards are easy to read and understand, and very useful if you are looking for brief, concise, and to-the-point summaries. They are quick refreshers for continuous improvement and can speed up the learning process.
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingCIToolkit
A Four Field Matrix is an effective model for planning, organizing and making decisions. It is a two-dimensional chart that consists of four equal-sized quadrants, each will describe different aspects of information.
Unlocking Productivity and Personal Growth through the Importance-Urgency MatrixCIToolkit
Importance Urgency Matrix is an effective method of organizing priorities. It is a two-dimensional chart that is used to prioritize work activities as well as personal activities.
Measuring True Process Yield using Robust Yield MetricsCIToolkit
Process yield measures should be able to expose even the smallest inefficiencies within a process, empowering operations to understand their true process yield in order to set realistic targets for improvement. Many organizations employ two primary measures of process yield: First Time Yield (FTY) and Final Yield (FY).
Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramCIToolkit
A why-why diagram is used to identify the root causes of a problem when there are multiple factors to consider. There may be multiple answers at each stage, and each of these answers need to go through a separate process of the why-whys analysis. It is an extension of the 5 Whys approach where they are similar in that they both ask the same Why question multiple times. #WhyWhyDiagram
How-How Diagram: A Practical Approach to Problem ResolutionCIToolkit
How- How Diagram is used when seeking a practical solution to a problem. It works by repeatedly asking: How can this be solved. Multiple answers can be given for a single question, and therefore the result can be represented in a hierarchical tree format.
From Goals to Actions: Uncovering the Key Components of Improvement RoadmapsCIToolkit
An improvement roadmap is an approach used to achieve improvement. It is used to guide through the implementation of a long-term improvement journey. It helps us to understand where we are now as well as where we want to go.
Paired Comparison Analysis: A Practical Tool for Evaluating Options and Prior...CIToolkit
Paired Comparison Analysis is an activity for evaluating a small range of options by comparing them against each other. It is an easy and useful tool for rating and ranking alternatives for decision making where evaluation criteria are subjective.
From Red to Green: Enhancing Decision-Making with Traffic Light AssessmentCIToolkit
Traffic Light Assessment is a rating system for evaluating the performance of a process or variable in relation to a goal. It is a good way to communicate information and have the advantage of being universally recognized by everyone.
Mind Mapping: A Visual Approach to Organize Ideas and ThoughtsCIToolkit
Visually organizing ideas, thoughts and information around a single topic or problem. Mind mapping has many applications in personal, professional and educational situations.
Adapting to Change: Using PEST Analysis for Better Decision-MakingCIToolkit
A strategic and structured planning tool for evaluating the external environment of an organization. PEST stands for Political, Economic, Social, and Technological external factors.
The Role of Box Plots in Comparing Multiple Data SetsCIToolkit
A box plot is a graph that shows the frequency of numeric data values. It can be drawn either horizontally or vertically. It is referred to as a Box-and-Whisker Plot.
Exploring Variable Relationships with Scatter Diagram AnalysisCIToolkit
A Scatter Diagram is a way of showing whether two variables are correlated or related to each other. It shows patterns in the relationship that cannot be seen by just looking at the data. A scatter diagram uses a two-axis chart to represent data.
The Role of Histograms in Exploring Data InsightsCIToolkit
A graph which shows the frequency of continuous data values. Histograms are mainly used to explore data as well as to present the data in an easy and understandable manner. They are often used as the first step to determine the underlying probability distribution of a data set or a sample.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Flowcharting: The Three Common Types of FlowchartsCIToolkit
A graphical tool that illustrates the flow of a business process and the relationships between its activities. It helps you and your team to understand the activities and decisions, and thus, perform the tasks correctly and in the right order.
Yokoten: Enhancing Performance through Best Practice SharingCIToolkit
Everybody can benefit from the successes of others. Developing a best practice program for your company is an integral part of becoming a world-class performer in your industry. The more you can do to promote the creation and sharing of great ideas within your company, the better your performance will be in the long run and the more engaged your employees will be. You need also to consider what other world-class organizations are doing to become even more innovative and competitive.
Value Analysis: How Lean Thinking Defines ValueCIToolkit
Value Analysis as per Lean definition focuses on what adds value to business processes as perceived by the customer. A process that does not add value to the product or service should be redesigned or eliminated altogether.
The Main Components of an Effective Visual Management SystemCIToolkit
Visual Management is a business management technique that communicates important information in the physical workplace. It is a system of information displays, visual controls, labels and signs, color coding and other markings instead of written instructions.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
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12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. www.citoolkit.com
A3 THINKING
Hints
• The name A3 is derived from the
international A3 paper size.
• No special software is needed to
use the A3 approach.
• You just need an A3 sheet, a pencil
and an eraser as you will need to
erase and rewrite many times.
A3 Seven Stages Model
1. Background – Identify the business reason for
choosing the problem or opportunity.
2. Current situation – Document the current state.
3. Target – Define the desired future state
4. Analysis – Dig into the problem and understand why
it’s happening.
5. Countermeasures – Brainstorm and evaluate possible
countermeasures based on the conducted analysis.
6. Implementation Plan – Develop a workable plan to
implement the countermeasures.
7. Follow-up – Evaluate the implemented plan and the
achievement of outcomes.
Definition
• A logical and structured approach for
problem solving.
• Adopted by Lean organizations around
the world and developed as part of the
Toyota Production System.
• A3 thinking is built around the PDCA
philosophy.
Uses
• Used in problem solving, planning and
decision making.
• Used as a storytelling method to
communicate improvement projects.
Benefits
• Provides a structured and consistent
approach to process improvement.
• Develops and maintains a culture for
continuous improvement.
• Promotes collaboration, knowledge
sharing and innovation.
1. 5.
2. 6.
3.
4. 7.
A3 SEVEN STAGES MODEL
1. Problem
Definition
3. Action Plan
2. Cause
Analysis
4. Results
A3 FOUR STAGES MODEL
Make sure you use visuals
and graphs in the A3 report as
they are more effective than text
in communicating ideas.
17
in
–
43.18
cm
11 in – 27.94 cm
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AFFINITY DIAGRAM
Hints When Constructing the Diagram
• Eliminate duplicate items and the
items that are not worth keeping.
• Add arrows between items and
groups to show relationships.
• In case an interview is to be
conducted and information is to
be provided verbally, make sure to
record the actual spoken words.
How to Construct an Affinity Diagram?
• With your team, present the topic
or define the problem clearly.
• Give your team sticky-notes then
ask them to write one idea or
response per sticky-note.
• Collect the sticky notes and stick
them randomly on the wall.
• Lead the participants to group the
ideas and label the categories.
Definition
• A grouping method for classifying
items together into meaningful
categories.
• Also called KJ Analysis & Affinity Map.
When is it Used?
• During brainstorming sessions.
• During problem-solving sessions.
• Can be used to organize the voice of
the customer.
• Can be used at any stage in research
and in verbatim analysis.
Benefits
• Helps organize ideas and information
and see how they are connected.
• Helps identifies the characteristics
that distinguish each category.
• Helps bringing out the best ideas and
leads to better results (team-based).
EXAMPLE
COLLECT GROUP
1st
2nd
3rd
LABEL
There should be no discussion or
evaluation of ideas until the final
affinity diagram is complete.
3 Basic Steps
Training at
all levels
Convey
change
vision
Quick
wins
Implementation
Empower
-ment
Encourage
personal
develop
It may take
long to
change
Some
will never
change
Change Obstacles
Paradigms
A blaming
culture
Change
resistance
Planning
A change
agent
Sense of
urgency
A vision to
change
Leadership
A change
plan
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BENCHMARKING
Performance Metrics
• Identifying performance metrics before starting
the benchmarking activity is important to ensure a
focused, relevant, and measurable approach.
• Typical performance metrics often include:
Defect level Customer satisfaction
Cycle time Service response time
Cost per unit Return on investment
Benchmarking Types
• Internal Benchmarking - Uses top-performing units
within a company as examples for improvement.
• External Benchmarking - Provides a broader
perspective and enables companies to stay
competitive and adopt innovative practices.
External benchmarking can further be categorized as:
• Competitive - When comparing performance with
direct industry competitors.
• Collaborative - Carrying out the benchmarking
exercise with other entities collaboratively.
• World-class - Comparing with industry leaders.
Definition
• A systematic approach for measuring
products, services, processes, and
performance against high-performing
organizations or other entities to
understand and adopt their successful
strategies and practices.
Benefits
• Gains insights into the operations of
outstanding companies.
• Identifies specific best practices to
implement them internally.
• Helps in establishing quantitative
improvement goals.
What to Benchmark?
• Strategies.
• Operations, functions and processes.
• Products and services.
• Performance (incl. financial metrics).
Some types of benchmarking are
not limited to a particular industry,
which means that one can consider
other industries during the study.
Professional
Researchers
Academic
Research
Consulting
Firms
Industry Reports
and Publications
Financial
Reports
Online
Databases &
Platforms
EXAMPLES OF DATA SOURCES
Benchmark 1
Benchmark 2
Benchmark 3
Performance
COMPETITIVE BENCHMARKING
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YOKOTEN - BEST PRACTICE SHARING
Best Practice Template Elements
1. The initial condition or problem.
2. The solution to the problem
3. The benefits obtained after implementation.
Other information can also be included such as the
most closely related process, before and after photos,
relevant diagrams, and the name of the person who
should be contacted for more information.
Two Perspectives
Yokoten is a two-way exchange of best practice
information between two entities:
1. Entities can develop, document and share their
own best practices and innovative ideas.
2. Entities can also learn from other successful
entities by adopting their best practices and
integrating them into their processes without the
need to reinvent the wheel.
Note: It is not enough to copy best practices exactly as
they are. Teams must adapt and improve the practices
to fit their own needs.
Definition
• Yokoten is a Japanese word that
means best practice sharing across
functions and businesses to improve
processes and performance.
Uses
• Sharing practices and ideas related to
processes, products and services.
• Sharing practices and ideas related to
working conditions, health and safety,
and organization culture.
• Sharing failures and lessons learned.
Benefits
• Duplicates the success and directly
impacts the bottom line of the
business.
• Promotes involvement and
participation of employees in their
areas.
The use of technology encourages
documenting, submitting and
sharing best practices between
teams, departments, and divisions.
Develop, document
and share internal
best practices
Get access to and
implement external
best practices
BEST PRACTICE
TITLE PROCESS
PROBLEM SOLUTION
BEFORE PHOTO AFTER PHOTO
BENEFITS AREA
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BOX PLOT
Example of How to Compare Between Multiple Data Sets
‘A’ appears to have higher median and higher variability
than ‘B’.
Basic Structure
• A box plot is made up of a box and two whiskers.
• The data is plotted in such away that the bottom 25% and the top 25% of the
data points are represented by the two whiskers, whereas the middle 50% of the
data points are represented by the box.
Definition
• A graphical representation for the
frequency of numeric data values.
• Also referred to as a Box-and-
Whisker Plot as it displays the data
in a box-and-whiskers format.
Uses
• To explore and present the data in
an easy and understandable
manner.
• When comparing central tendency
and variation between multiple
data sets.
Applications
• Box plots are widely used in
statistics, process improvement,
scientific research, economics,
and in social and human sciences.
Box plots are ideal to
represent moderate to
large amount of data.
The size of the box plot
can vary significantly if
the data size is small.
*
Outlier
Median
Interquartile Range
Minimum value Lower quartile Upper quartile
Box Whisker
●
5.0 5.2 5.4 5.6 5.8 6.0 6.2
A
B