Engaging Leader

DECEMBER 6, 2012

Guest Megan Burns is a consultant, speaker, & managing director of Operations Strategy Consulting. She has more than 15 years of industrial engineering and supply chain management experience. A certified Six Sigma Master Black Belt, Megan has worked with companies throughout North America and in 14 different countries.

Resistance 184

Resistance Six Sigma Supply Chain Stakeholder Analysis 184

Strategy Driven

DECEMBER 12, 2013

But we have come to tolerate the illusion that the essential matters of work can be invented, managed, and sustained through the creation, storage, retrieval, display, and publication of information. What was invented as a means to replace the post office has now become the most common management tool in organizations.

Productivity 64

Productivity Products Six Sigma Competitive Advantage 64

Strategy Driven

NOVEMBER 21, 2013

By blindly creating and/or tolerating working conditions in which people do not and often cannot effectively listen to one another, we kill productivity and profitability. This will require a dramatic shift in the way we train our leaders, managers, and team members, but it is the key to inventing new, more powerful futures together.

Six Sigma 66

Six Sigma Productivity Products Chief Executive Officer 66

Strategy Driven

DECEMBER 26, 2013

companies more than $31 billion each year in lost productive time. Those in senior-management roles may have trouble seeing or identifying with this phenomenon and may mistakenly assume it only happens in other organizations. You just finished reading 6 Silent Productivity and Profitability Pitfalls, part 7 of 7 !

Productivity 71

Productivity Products Six Sigma Chief Executive Officer 71

Change Starts Here

JUNE 6, 2013

A recent study by the Association for Change Management Professionals (ACMP) shows that 73% of change management professionals surveyed also have other, non-change-related job duties. Using change management methods, HR can truly take on the role of facilitator of organizational success. Project Management.

Six Sigma 124

Six Sigma Management Human Resources Project 124

Strategy Driven

DECEMBER 19, 2013

Many organizations confuse the occasional ‘lightning strike’ of a new idea or product innovation with having a culture that fosters innovation. The greatest enemy of innovation is modern management. Thus, in many organizations, innovators are largely suppressed for the sake of “productivity.”

Six Sigma 50

Six Sigma Productivity Products Bureaucracy 50

Mike Cardus

MAY 20, 2013

Corporate Team Building Images Leadership Management Manager Training Organization Development Power Point Products Speaking Engagement Team Building create-learning team building and leadership leadership development lean leadership lean organization development quality leadership quality speaker quality teams six sigma team building'

Quality 137

Quality Leadership Development Six Sigma Development 137

Strategy Driven

DECEMBER 5, 2013

Unfortunately, contemporary management theory offers no alternatives to this style of organizing work and designing organizational structures. They not only kill productivity and profitability, they also kill the generative moods of ambition, confidence, and trust that are essential to building consistent competitive advantage.

Productivity 50

Productivity Products Six Sigma Competitive Advantage 50

Strategy Driven

NOVEMBER 14, 2013

Degenerative or unproductive moods are tremendous, yet invisible, killers of productivity and profitability. Yet contemporary management theory rarely recognizes the importance of moods and the impact they can have on productivity and profitability. Mood is everything. About the Author. Name and address information required.

Productivity 50

Productivity Products Six Sigma Competitive Advantage 50

Strategy Driven

NOVEMBER 7, 2013

Unfortunately contemporary management theory and practices have ill prepared us for our current reality. During this time, an engineer named Taiichi Ohno (known today as the father of Toyota) began the task of building a new capacity for Japanese industrial production. In the business world, waste kills productivity and profitability.

Ohno 50

Ohno Productivity Products Six Sigma 50

Sales Wolf Blog

JUNE 11, 2010

SHRM - Society for Human Resource Managment Indispensible for the HR Professional!  This week I have a great management blog carnival to share with you. The Resource: Management Improvement Carnival What it is:  The Management Improvement Carnival is similar to other blog carnivals that you may be familiar with (e.g.

Management 133

Management Six Sigma Human Resources Kaizen 133

Six Disciplines

AUGUST 16, 2013

Long before we heard the phrase “Quality is Job #1,” various movements initiated the concept of systematically improving product quality. Deming taught Japan’s top management how to improve design (and thus service), product quality, testing, and sales. Six Disciplines Execution Revolution by Gary Harpst.

Quality 91

Quality Six Sigma Lean Manufacturing Deming 91

Michael Lee Stallard

DECEMBER 9, 2010

Research from two well-respected organizations makes it clear that we have a big collective blind spot that’s dragging down productivity, innovation and economic performance. Gradually over time, America has become overly obsessed about managing tasks. American leaders need to wake up and smell the coffee. What can be done?

Leadership 400

Leadership Six Sigma Competitive Advantage Consensus 400

Six Disciplines

FEBRUARY 15, 2013

Long before we heard the phrase “Quality is Job #1,” various movements initiated the concept of systematically improving product quality. Deming taught Japan’s top management how to improve design (and thus service), product quality, testing, and sales. Six Disciplines Execution Revolution by Gary Harpst.

Quality 78

Quality Six Sigma Lean Manufacturing Deming 78

Six Disciplines

MARCH 24, 2011

Twenty-five years ago, management meant control. Managers put in controls, handed workers specifications, and established formal structures that ensured that people did what they were told. They have sustained tremendous improvement in productivity, effectiveness, and attentiveness to opportunities.

Execution 101

Execution Six Sigma Strategy Information Technology 101

The Practical Leader

AUGUST 17, 2011

It’s one of the key factors in the 50 – 70% failure rate for programs to increase safety performance, service and quality levels, Lean/Six Sigma, productivity, innovation, leadership skills. The executive/manager’s beliefs form his or her reality that drives behavior. Catch people doing things right.

Six Sigma 49

Six Sigma McGregor Workshop Tools 49

Strategy Driven

OCTOBER 22, 2013

Non-value-added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Overproduction , the first of the 8 biggest wastes of Lean Operations, focuses on the unnecessary production of product before the customer demands it.

Tactics 58

Tactics Execution Six Sigma Operations 58

Strategy Driven

NOVEMBER 19, 2013

Non-value added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Greg Gaskey is a StrategyDriven Principal with over twenty years of nuclear plant operations, maintenance, and large-scale program and project management experience.

Tactics 64

Tactics Execution Six Sigma Operations 64

Deming Institute

NOVEMBER 29, 2018

defects per million opportunities, the standard for Six Sigma Quality, or zero defects, the quality standard of Philip Crosby. At home, we purchased our first Toyota product, a pick-up truck, after growing disappointment with 2 U.S. Twenty-nine years later, our family continues to own and drive Toyota products.

Six Sigma 37

Six Sigma Deming System Quality 37

Strategy Driven

NOVEMBER 5, 2013

Non-value added ‘wastes’ are a drain on the productivity of your operations and cost you in schedule, quality, and capital. Greg Gaskey is a StrategyDriven Principal with over twenty years of nuclear plant operations, maintenance, and large-scale program and project management experience.

Transportation 58

Transportation Tactics Execution Six Sigma 58

Change Starts Here

MARCH 5, 2015

The first step towards customizing your change management approach is defining your change. Starting Up a New Product or Service. An airline adopted Lean Six Sigma concepts to increase agility and reduce waste across the operation. Implementing a Change Management Approach. Change Management'

Six Sigma 60

Six Sigma Agility Franchising Airlines 60

Strategy Driven

OCTOBER 8, 2013

As an alternate solution, why not take a ‘production’ approach to the issue and look at your organization from a value-adding standpoint. Greg Gaskey is a StrategyDriven Principal with over twenty years of nuclear plant operations, maintenance, and large-scale program and project management experience.

Tactics 50

Tactics Efficiency Six Sigma Execution 50

Strategy Driven

MARCH 12, 2020

Business Process Design for strategic management carries significant importance due to the availability of specific interpretation. Properly assisting executives and managers of the organization in sustaining reliability in all the business processes. It gets facilitated by Business Process modeling by; ?

Process 66

Process Document BPR Six Sigma 66

Strategy Driven

APRIL 3, 2013

The paper describes how best practices in measuring organizational performance in the nuclear power industry can be applied to healthcare providers facing the daunting challenge of concurrently increasing production, efficiency, and quality – all while reducing operating costs. To read Nathan’s complete biography, click here.

Six Sigma 62

Six Sigma Organization White Paper Efficiency 62

Mike Cardus

NOVEMBER 10, 2010

As a project leader/manager one of your primary responsibilities is to increase the absorptive capacity of the project to organizational and community stakeholders. Setting a precedent Rath & Strong’s Six Sigma Team Pocket Guide. michael cardus is create-learning image by by Emergency Photography.

Project 109

Project Six Sigma Team Building How To 109

The Practical Leader

JULY 11, 2011

It starts with the belief that service/quality is not the absence of defects as defined by management, but the presence of value as defined by customers.

Quality 56

Quality Six Sigma TQM Health Care 56

The Practical Leader

AUGUST 31, 2011

We’ve been working with more and more executive teams who proclaim strategies for transforming their culture toward higher safety, customer service, innovation, Lean/Six Sigma approaches, productivity, employee engagement, or new technology platforms. The Peak Performance Balance: Managing Things and Leading People.

Six Sigma 53

Six Sigma Workshop Seminar Self-aware 53

The Practical Leader

MAY 14, 2012

Starting in the late eighties and eventually morphing into Lean/Six Sigma, the quality movement completely revolutionized management thinking throughout much of the western world. That’s led to exponential increases in quality and productivity – especially in manufacturing, logistics, and other process industries.

Quality 49

Quality Six Sigma Deming System 49

Chartered Management Institute

MARCH 6, 2012

One thing that we feel is the benefit of lean and Six Sigma is actually the return on investment in these programs,” he said. You might even want to throw in an extra 10% saving for the productivity gains from not having people stuck in meetings. Where’s the cash?”. Step 3 - Turn these figures into a bottom-line ROI.

ROI 86

ROI Process Six Sigma Lean Manufacturing 86

The Practical Leader

DECEMBER 5, 2011

Management and Leadership Development – strengthening supervisory, management, and executive skills around an XYZ model of managerial competencies. So accountability and performance management of those at the end of the product or service chain is highly demotivating and unproductive.

Webinar 56

Webinar Six Sigma Development Senge 56

Mike Cardus

OCTOBER 20, 2010

Establish an agenda for managing time to complete the task/meeting – Teams that do better at managing their time achieve better results. The concept of agendas is critical to better time management, whether the application of the concept is focused on project team work or meetings in general.

Team 108

Team Six Sigma Team Building Project 108

Strategy Driven

JULY 16, 2015

So what if we have achieved six sigma (near perfect) performance on our floppy disks or fax machines. We may achieve near perfection on a temporary product or process but resting on our laurels or becoming arrogant and resistant is a recipe for disaster. Learn to make change, not just manage it. No one wants them anymore!

Critical Success Factor 50

Critical Success Factor Six Sigma How To Resistance 50

Harvard Business Review

MARCH 1, 2017

Business leaders often think of “efficiency” and “productivity” as synonyms, two sides of the same coin. When it comes to strategy, however, efficiency and productivity are very different. At first glance, the definition of productivity appears remarkably similar. Let me explain.

Efficiency 8

Efficiency Productivity Products Company 8

Strategy Driven

APRIL 8, 2011

A consumer decides to buy an established product category or subcategory, such as SUVs. Not only are these brands phenomenally successful – they are examples of product categories where competitors are nearly irrelevant, says branding guru David Aaker. Defining and Managing the Category or Subcategory. Whole Foods Market.

Brand 56

Brand Aaker Six Sigma Short-term 56

Harvard Business Review

MAY 8, 2012

Six Sigma , Kaizen , Lean , and other variations on continuous improvement can be hazardous to your organization's health. Starting in the 1970s, the country's ability to create low-cost, quality products helped them dominate key industries, such as automobiles, telecommunications, and consumer electronics. the United States.

Six Sigma 16

Six Sigma Kaizen Govindarajan Telecommunications 16

Harvard Business Review

JUNE 10, 2011

These mandated-from-above programs include Lean Six Sigma initiatives with experts (" Belts ") in command, big IT implementations, and reengineering of major end-to-end processes. An executive in the company's finance operations adopted a Six Sigma belt-driven approach to reduce costs in the company's global shared service centers.

Six Sigma 15

Six Sigma Bottom-up Cost Project 15

Harvard Business Review

MAY 1, 2012

One possibility is that managers don't really want their people to innovate, no matter what they say otherwise. Based on my experience, there are at least three (largely unintentional) reasons why managers send mixed messages about innovation. Managers may also fear that innovation will cannibalize current business.

Innovation 14

Innovation Six Sigma Management Short-term 14