10 Simple Steps to Increase Effectiveness, Efficiency and Adaptability

10-simple-steps-to-increase-effectiveness-efficiency-and-adaptability
10-simple-steps-to-increase-effectiveness-efficiency-and-adaptability

10 Simple Steps to Increase Effectiveness, Efficiency and Adaptability

 

The Power of Business Process Improvement techniques have been proven by many industiries. The most important concern there is how to apply them into different industies to fit the individuel company. It is realy crucial to find the best posture for your organization. To simplify the process I have underlined a roadmap for.

 

The Power of Business Process Improvement

 

  1. Develop the process inventory.
  2. Establish the foundation.
  3. Draw the process map.
  4. Estimate time and cost.
  5. Verify the process map.
  6. Apply improvement techniques.
  7. Create internal controls, tools and metrics.
  8. Test and rework.
  9. Implement the change.
  10. Drive continuous improvement.

 

Your feedbacks will be appreciated.

 

 

 

How to Train People More Effectively

How to Train People More Effectively

How to Train People More Effectively

 

HOW DO YOU keep a group of adult learners engaged for a full day of training?

 

Four steps for teaching a skill more effectively,

 

Explain: Explain what you are going to teach and why. The why is important because it provides participants with the context around a particular concept. Tell them the steps involved. Visual aids might be helpful for this step. Use questions to gauge their understanding.

 

Demonstrate: Demonstrate the steps using an example or actual materials. Describe what you are doing. Go at a slow pace so each step in the process is clearly demonstrated.

 

Guide: Guide learners as they go through the exercise for the first time. Provide the materials and tools needed to complete the exercise. A learner

must do a new activity at least twice. That’s how real learning takes place. Repetition is essential. Let them practice the skills.

 

Enable: Enable learners by letting them perform the skill themselves without intervention. Evaluate the effort. Encourage the learners to keep trying

until they master the skill. Recognize and celebrate success. Only then have you enabled learners to go off on their own and use that skill.

 

EDGE in action

The following example describes how I use the EDGE model with process mapping.

 

Explain: In most businesses, so much of what occurs is invisible. Process maps help make processes visible. The process map is fundamental in

achieving consistency and repeatable results in business. From my experience, the most effective explanations incorporate stories, and the most

effective stories are personal. My own personal story describes my father’s experience in the emergency room a few years ago. During his stay, I observed

several process breakdowns and captured them on a process map. I used the map to effectively start a constructive dialogue with hospital executives.

 

Demonstrate: I demonstrate how to build a simple process map by walking everyone through the step-by-step process. The animation feature in PowerPoint is powerful to demonstrate the steps.

 

Guide: Now we’re ready to start learning by doing. Our exercise contains contains a short narrative and objectives to build a current-state map. A time limit is provided with expectations for a read-out. Each team is given Post-Its, markers and fl ip charts to complete the exercise. Learning during this stage is discovery driven. Ideas are shared and knowledge transfer occurs. As the trainer, I walk around the room listening to and observing each team. I answer questions, and offer guidance and direction when I see teams are stuck. My role is coach and mentor.

 

Enable: After 20 minutes, I ask for volunteers to give a read-out. There is always some anxiety when presenting to a class. It is critical, however, that I give the presenter and his or her team some breathing room. The presenter must feel empowered without any intervention. I facilitate the discussion by asking questions and encouraging other teams for their perspective. At the end of each read-out, we recognize each team’s efforts with a round of applause. Taking the time to recognize a team and celebrate it in a public way more effectively communicates your goal than any other method. Using the EDGE model in your training can give you an edge and ensure learning really takes place.

 

 

Source QP April

 

How to Reduce Failure Costs?

How to Reduce Failure Costs?
How to Reduce Failure Costs?

How to Reduce Failure Costs?

What is The Cost of Failure?

 

The costs of operational or service failures are sometimes hard to calculate. Mostly we only calculate the part above the Iceberg. The steps below may be helpful to define a successful failure prevention system within your organisation.

Conformance Cost: Prevention

 

  • Quality planning
  • Supplier release
  • Quality audits
  • QM-employees
  • Training QM
  • Quality promotion
  • Measures for failure prevention

 

Conformance Cost: Appraisal

 

  • Receiving inspection
  • In-process inspection
  • Final inspection
  • Inspection equipment
  • Quality report

 

Failure Cost: Internal

 

  • Commission
  • Reoperation
  • Loss in value
  • Problem in inspections
  • Bad time

 

 

Failure Cost: External

 

  • Warranties
  • Product liability
  • Re-work
  • Re-engineering
  • Loss of customer
  • Goodwill

 

 

Do you think the Compliance (Safety) is expensive?

Try an Accident !

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How to Reduce Failure Costs?

 

Are You Productive or Just Active

Are You Productive or Just Active
Are You Productive or Just Active

Are You Productive or Just Active?

Are you inventing things to do to avoid the important?

 

The key to having more time is doing less, and there are two paths to getting there, both of which should be used together: (1) Define a short to-do list and (2) define a not-to-do list. Here are several hypothetical cases to help us get started:

  1.  If you had a heart attack and had to work two hours per day, what would you do
  2. If you had a second heart attack and had to work two hours per week, what would you do
  3. If you had a gun to your head and had to stop doing 75 of different time-consuming activities, what would you remove

 

There should never be more than two mission-critical items to complete each day. If you are stuck trying to decide between multiple items that all seem crucial, as happens to all of us, look at each in turn and ask yourself, “If this is the only thing I accomplish today, will I be satisfied with my day?”

 

Learning to ignore things is one of the great paths to inner peace. —ROBERT J. SAWYER, Calculating God

 

Cultivating Selective Ignorance

I haven’t watched the news since last 9 years and I haven’t had a single problem due to this selective ignorance.

 

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Hoshin Kanri Method

Hoshin Kanri Method
Hoshin Kanri Method

Hoshin Kanri Method

 

To overcome fi refi ghting routines and more effectively deploy strategic plans, many

organizations use the hoshin kanri method and X matrix tool.

 

These help better align organizations’ long and short-term objectives, prioritize projects, and

fulfi ll their visions faster with a more organized and focused staff. Hoshin kanri is a simple and quick method of strategic planning and deployment that can break this cycle. The method adds focus, clarity and efficiency to an organization’s daily routine. It also can drive performance excellence, increase customer satisfaction and produce higher levels of margins and revenue.

 

Some Japanese organizations are known for producing 100-year plans. The Toyota Production System’s philosophy is to base management decisions on longterm objectives, even at the expense of short-term financial goals.4 American organizations must start applying long-term thinking to plan for greatness, and it doesn’t happen overnight.

 

Hoshin Kanri Method

 

pdca hoshin kanri
pdca hoshin kanri

 

 

Hoshin Kanri Method

Steps for deployement;

 

  1. Develop the organization’s strategic intent: mission, vision and strategies
  2. Develop the vital few long and short-term objectives
  3. Define the breakthrough opportunities that will deliver the objectives
  4. Determine the metrics and resources that align to the strategy
  5. Show relationships or alignment in the X matrix:
  6. Review matrix and play catchball
  7. Cascade strategy to next level of management
  8. Develop your execution plans (Resource plan, Project plan, Communication plan, Risk plans, Accountability plan, Metrics plan)

 

 

Hoshin kanri and the X matrix
Hoshin kanri and the X matrix

Hoshin Kanri Method

 

Counter-clockwise flow of strategy matrix
Counter-clockwise flow of strategy matrix
Adding initiatives and resources to the X matrix
Adding initiatives and resources to the X matrix
Example of a completed strategy and
Example of a completed strategy and

Following steps are also impotant;

 

  1. Instilling discipline and setting staff expectations
  2. Gaining buy-in at all levels for accountability
  3. Staying focused on critical objectives and initiatives

 

 

Source QP April 2016

Hoshin Kanri Method

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