Understanding The Role of Lean Leadership
|
|
- Abigayle Sullivan
- 5 years ago
- Views:
Transcription
1 Understanding The Role of Lean Leadership Lean Accounting Summit October 21, 2014 Copyright 2012 Orest J Fiume-All rights reserved Orest J. Fiume Retired VP Finance The Wiremold Company 1 Wiremold Results: Sales 20% Operating Profit (82%) 2 1
2 Wiremold s Status in Low Profits No Cash Bad Customer Service (< 50%) Losing Market Share But We raised the awareness of everyone (including the union) of the need for change We believed that the Toyota way of doing business was the right way 3 Time for a Change Sept 1991:Hired Art Byrne as President LEAN IS A Business Strategy Not A Manufacturing Tactic Not A Cost Reduction Program 4 2
3 Wiremold Before and After Lean Assessed Value $30 Million $770 Million West Hartford: Sales per Employee $90K $240K Gross Profit 37.8% 50.8% Throughput Time 4-6 Weeks 1 Hours 2 Days Product Dev l Time 2-3 Years 3-12 Months # Suppliers Inventory Turns Working Cap % Sales* 21.8% 6.7% * W/C = A/R + Inv Trade Payables Wiremold Stock CAG = 34.7% per year S&P500 CAG = 15.5% per year 5 Lean is Not something you do while you run your business Lean is the Way you run your business The Goal is Not to implement Lean it is to accelerate operational excellence to create sustainable competitive advantage 3
4 Why Doesn t Everyone Do Lean? Easy to Agree With Hard To Do Why Is It So Hard? 7 Most CEO s View Lean as Some Manufacturing Thing Just an Element of Strategy Delegate it Down in the Organization - But Don t Remove the Barriers Make the Month Standard Cost Absorption Accounting MRP and Other Computer Systems Inappropriate Performance Measurement Must Be Company Strategy To Be Successful 8 4
5 Implementing Lean Thinking It is a Cultural Change That Requires Leadership Because in the End It s All About People 9 Fundamental Wiremold Premise Companies are just collections (teams) of people trying to outperform other collections of people to satisfy a set of customers The best, most motivated and focused team wins 10 5
6 Leadership: Three Models Old Dictator Style: 1970 s Empowerment Style Lean Style Do it My Way Do it Your Way Follow me and we will figure this out together 11 The Learning Leader Question: Poker and business seem to have a lot in common. Would a good CEO make a good poker player? Answer: I ve played poker with CEO s. They have to set their egos aside and say, I m obviously a very talented individual. I could become good at poker, but I have to be willing to learn. I have to be willing to open my mind to the possibility that I m wrong and to listen to other people. That s hard for someone who s gotten to the top. Annie Duke, World Championship Poker Player 12 6
7 The Lean Leaders s Role Learn Lean Thinking Out Front - Hands On - Don t Delegate Set Stretch Goals Create an Environment Where it s OK to Fail Have a no-layoff policy Eliminate Concrete Heads Organize around Value Streams Change compensation systems that don t support Lean Change Metrics Adopt Lean Accounting 13 Learn Lean Thinking Lean is a personal journey as well as an institutional one --Jones, Aguirre and Calderon If the CEO doesn t know Lean and how to do it, you re not going to be successful at implementing it in that company --Art Byrne 14 7
8 Learn Lean by Doing Lean Plunge into Operations Lean Activities 15 Leaders that participate in Kaizen quickly begin to realize that most of their beliefs about the conduct of business are incorrect, from which new beliefs, behaviors, and competencies can arise Unfortunately, most leaders embarking on the lean path do not participate in Kaizen and thus miss important opportunities to learn and explicitly support the establishment of new beliefs. M.L Emiliani 8
9 Hands-On, Can t Delegate 17 But, Naturally, We Are All Above Average 18 9
10 The Disconnect Between What Senior Managers Believe and Reality The company has good leadership The company s espoused values are reflected in what is actually happening Senior Middle Managers Managers 82% 52% 74% 25% When you are a leader there is no such thing as a trivial act; our actions speak volumes to our organizations Anand Sharma Roffey Park Institute 2008 study 19 Set Stretch Goals Anyone can achieve a 5-10% improvement just by working harder. The purpose of a stretch goal is to challenge people and making them realize that they have to do things differently. --Art Byrne 20 10
11 Create an Environment where it is OK to Fail Failure vs. Making Mistakes Every failure teaches a man something, if he will learn --Charles Dickens 21 It s fine to celebrate success, but it is more important to heed the lessons of failure Bill Gates Richest person in America for 21 consecutive years 22 11
12 Have a No Lay-off Policy No one will lose their employment as a result of productivity gains! 23 Eliminate Concrete Heads No Excuses, No Exceptions 12
13 Organize Around Value Creation Traditional organizational structure hides problems Value streams look at the organization horizontally, not vertically 25 Change compensation systems that don t support Lean Factory: piece work incentives narrow job classifications and many pay grades Middle management: Bonus based on individual performance Sales: Bonus based on meeting quota Senior Management: Incentive Compensation based on individual performance 26 13
14 Change Metrics Why are Metrics Important? Metrics send a message to employees as to what management thinks is important Employees want to appear to be doing what management wants them to do METRICS SHAPE BEHAVIOR 27 When Should Metrics be Addressed? AT THE BEGINNING OF THE LEAN TRANSFORMATION 28 14
15 Who are the Principal Users of Metrics The Workers 29 How should Management Use Metrics? Leaders may be judged by he numbers they deliver, but that s not the way they should run the company --Rowan Gibson The winners will be those companies that focus on their processes, not their results --Art Byrne A Lot Easier to Say Than Do for Most Managers 30 15
16 What is Process Focus Focus of a Traditional Company Results, Results, Results Focus of a Lean Company Process, Process, Process and Results Lean Companies care about how the get Results in order to make them Repeatable 31 Performance Measurement Support the Strategy Not too many Mostly non-financial Motivate the right behavior (i.e., eliminate waste) Simple, easy to understand Measure the process, not the people Measure Actual vs. Goals Don t use Ratios they re too confusing Don t combine measures of different things into a single index Must be timely hourly, daily, weekly... Must be visual and tracked over time to show trends 32 16
17 Wiremold High Level Measurements 100% Customer Service 20% Annual Productivity 20x Inventory Turns 50% Annual Reduction in defects (quality) 5c s and degree of visual management 20% Profit sharing 33 Understand the difference between Efficiency and Productivity PRODUCTIVITY = WEALTH Arthur P. Byrne 34 17
18 Productivity Is The Relationship Between Quantity of Output vs. Quantity of Resources Consumed Sales $ = Quantity x Price Material $ = Quantity x Price Labor $ = Quantity x Price O/H $ = Quantity x Price Changing the Q s Requires Physical Change -- It s Not a Financial Thing 35 EFFICIENCY The Relationship Between Two Inputs: Standard Labor Hours vs. Actual Labor Hours It Presumes That The Standards Are Right 36 18
19 IMPROVEMENT REQUIRES PHYSICAL CHANGE Physically group production by product families Physically change process layout to facilitate one piece flow Physically eliminate central parts storage - store at the point of use Physically reduce set up time 95%+ Co-locate people: p Marketing & Product Dev. Purchasing, Production Control and Operations Credit and Customer Service 37 Implement Lean Accounting Commit to break with traditional systems Provide education in Lean Thinking to all in Accounting Mandate that all professional accountants be on at least two Kaizens per year 38 19
20 Apply Lean Principles to All Business and Accounting Processes Simplify: Reduce clerical, non-value added activities to free up time Reduce unnecessary reports to free up time Assign Accounting staff to Operating Teams 39 Eliminate Standard Cost Accounting How are Standard Costs Calculated? Materials = Quantity x Unit Costs Material Quantity based on engineering design, modified for yield Material Unit Costs based on quotes, current average or??? Labor = Hours x Hourly Rate Labor Hours based on engineering studies, adjusted for PFD, etc Labor Rates based on average rate Overhead = Labor Hours x Overhead Rate Overhead Rate based on Budgeted d Overhead divided id d by Budgeted d Hours Variance = Actual Standard (estimates in Red) 40 20
21 Plain English P&L By Value Stream Provide Information that Non-Accountants can Actually Use* This Year Last Year +(-)% New Sales 100,000 90, Cost of Sales Materials: Purchases 28,100 34,900 Inventory (Incr)Decr: Mat l Content 3,600 (6,000) Total Materials 31,700 28, Processing Costs: Factory Labor 11,400 11,500 (0.9) Factory Salaries 2,100 2, Factory Benefits 7,000 5, Services & Supplies 2,400 2,500 (8.0) Scrap 2,600 4,000 (35.0) Equipment Depreciation 2,000 1, Total Processing Costs 27,500 26, Occupancy Costs: Building Depreciation/Rent Building Services 2,200 2, Total Occupancy Costs 2,400 2, Total Manufacturing Costs 61,600 58, Manufacturing Gross Profit 38,400 32, Inv Incr(Decr): Labor & Overhead Content (2,400) 4,000 GAAP Gross Profit 36,000 36,000 0 Educate to Avoid The Two Big Surprises Reductions in WIP &FG inventory will result in a non-cash charge to earnings due to prior period s capitalized labor and overhead coming off of the Balance Sheet Productivity gains don t result in increased profits until management does something to actualized them 42 21
22 Lean Accounting and Finance Transformation Consulting Consulting Analysis Analysis Transactions Transactions 43 Ask yourself: Are your Leaders creating a Lean Organization Or An Organization Just Doing Lean Stuff? 44 22
23 It is not the strongest species that survives, or the most intelligent but the most responsive to change --Charles Darwin It is not necessary to change survival is not mandatory --W. Edwards Deming 45 THANK YOU 46 23
Understanding The Role of Lean Leadership
Understanding The Role of Lean Leadership Lean Accounting Summit September 13, 2012 Copyright 2012 Orest J Fiume-All rights reserved Orest J. Fiume Retired VP Finance The Wiremold Company 1 Wiremold Results:
More informationThe Wiremold Company. Case Study of a Lean Transformation. Orest Fiume Vice President-Finance, Retired The Wiremold Company
The Wiremold Company Case Study of a Lean Transformation Orest Fiume Vice President-Finance, Retired The Wiremold Company Copyright 2011 Orest J. Fiume. All rights reserved. Wiremold Background Before
More informationCan Lean and ROI Co-Exist?
Can Lean and ROI Co-Exist? Lean Accounting Summit August 15,2016 Orest (Orry) Fiume Retired VP-Finance, The Wiremold Company All Rights Reserved 2016, Orest J Fiume The Wiremold Company West Hartford,
More informationMANAGEMENT ACCOUNTING FOR LEAN BUSINESSES
MANAGEMENT ACCOUNTING FOR LEAN BUSINESSES Orest J. Fiume Retired Vice President - Finance The Wiremold Company 1 Wiremold Before and After Lean 1990 2000 (1) Assessed Value $30 Million $770 Million West
More informationUnlikely Allies: Aligning Accounting and Operations on the Lean Journey
Unlikely Allies: Aligning Accounting and Operations on the Lean Journey Jerry Solomon Retired - Vice President of Operations MarquipWardUnited, Hunt Valley; A Division of Barry-Wehmiller, Inc. Barry-Wehmiller
More informationBetter Thinking, Better Results Case Study and Analysis of an Enterprise-Wide Lean Transformation
A Study Guide On the Leader s Role in Lean Transformations Use this study guide individually or as a management team to improve your understanding of Lean leadership, how to transform your business, and
More informationLean Accounting Summit. Solving the Standard Costing Problem. Brian H Maskell. Copyright 2013 BMA Inc. All rights reserved. Page 1
Lean Accounting Summit October 15-17 17, 2013 - Orlando, FL Brian H Maskell President, BMA Inc Copyright 2013 BMA Inc. All rights reserved. Page 1 Solving the Standard Costing problem WHAT IS THE STANDARD
More informationLean Leader Manual. How to Manage Operations in a Lean Environment
Lean Leader Manual How to Manage Operations in a Lean Environment About the Author Dan Burgos is an experienced business professional. With over 10 years of hands-on experience leading, and coaching organizations
More informationBridging The Gap Between Accounting and Operations
Bridging The Gap Between Accounting and Operations Jerry Solomon Retired - Vice President of Operations MarquipWardUnited, Hunt Valley, A Division of Barry-Wehmiller, Inc. 1 Barry-Wehmiller Cos. $2.4 billion
More information10/22/2014. with Jean Cunningham. Building LEAN Beyond Manufacturing. Productivity Press, 2007 Shingo Prize, Managing Times Press, 2003
First Steps to Lean Accounting s with Jean Cunningham Building LEAN Beyond Manufacturing Managing Times Press, 2003 Shingo Prize, 2004 Productivity Press, 2007 Shingo Prize, 2008 Founder and president
More informationLean Methods for High-Variety, Low-Volume Industries
Setpoint Systems, Inc. Authored By: Malorie Rasmussen & Nate Morris Lean Methods for High-Variety, Low-Volume Industries www.setpointusa.com info@setpointusa.com 801-621-4117 Page 1 Setpoint provides lean
More informationInvolve your team in continuous improvement: Content guide
Involve your team in continuous improvement: Content guide Contents Involve your team in continuous improvement: Content guide 1 Overview 2 Key terms 2 Identifying opportunities for improvement 4 Total
More informationThe Lean Turnaround. October 8, 2014 Art Byrne
The Lean Turnaround October 8, 2014 Art Byrne MY LEAN JOURNEY Started January 1982 Always From A CEO Position Looked At From A Business Perspective People WHAT IS A BUSINESS? Processes Delivering Value
More informationChanging the way we lead
Jennifer Richardson, Senior Vice President Operations Blue Cross & Blue Shield of Nebraska Agile Operations: Changing the way we lead Where we were The health insurance industry Whet we were IT Stable
More informationLean Cost Management at MarquipWardUnited: Lessons Learned & Corporate Insight: Part I
Lean Cost Management at MarquipWardUnited: Lessons Learned & Corporate Insight: Part I Jerry Solomon Vice President of Operations MarquipWardUnited - Hunt Valley Bill Stabler Group Vice President, Finance
More informationLean Cost Management at MarquipWardUnited: Lessons Learned & Corporate Insight: Part I
Lean Cost Management at MarquipWardUnited: Lessons Learned & Corporate Insight: Part I Jerry Solomon Vice President of Operations MarquipWardUnited - Hunt Valley Bill Stabler Group Vice President, Finance
More informationLean Culture and Leadership Factors
Lean Culture and Leadership Factors A Survey of Lean Implementers Perceptions of Execution and Importance I recently solicited the opinions of lean implementers regarding the progress they have made and
More informationUnderstanding the Business of Accounting
Understanding the Business of Accounting Building Better Business Ric Payne Principa www.principa.net Today s Agenda Business model defined The 5 elements of a business model The unique characteristics
More informationLean Thinking. Continuous improvement is about removing stuff that get in the way of your things working well.
Lean Thinking Continuous improvement is about removing stuff that get in the way of your things working well. What is LEAN Maximize customer value Minimizing waste. More value fewer resources. Understands
More informationA Disappearing Act: Using lean principles to develop winning proposals
A Disappearing Act: Using lean principles to develop winning proposals Presenter: Keera Godfrey, MBA, M.S. Naris Communications LLC Sponsored by Georgia, Carolinas, and Florida APMP Chapters Are you certified?
More informationWHY THE RICH GET RICHER, AND WHAT OWNER MANAGERS CAN DO ABOUT IT
WHY THE RICH GET RICHER, AND WHAT OWNER MANAGERS CAN DO ABOUT IT Phil Thompson Business Lawyer, Corporate Counsel www.thompsonlaw.ca In their 1997 book Rich Dad, Poor Dad : What The Rich Teach Their Kids
More informationAN INTRODUCTION TO THE WORKS OF W. EDWARDS DEMING
Total Quality Management AN INTRODUCTION TO THE WORKS OF W. EDWARDS DEMING D E M I N G Dr. W. Edwards Deming (1900-1993) B.S. Electrical Engineering M.S./Ph.D. Mathematics / Physics Asked by Gen MacArthur
More informationXpertHR Podcast. Original XpertHR podcast: 25 January 2018
XpertHR Podcast Original XpertHR podcast: 25 January 2018 Hello and welcome to this XpertHR podcast with me, Sheila Attwood. Today we ll be looking at leadership development what does it involve and how
More informationCenter for Effective Organizations
Center for Effective Organizations Are Monetary Rewards Compatible with Lean Systems? CEO Publication G 13-13 (632) Gerald E. Ledford, Jr. Senior Research Scientist Center for Effective Organizations Marshall
More informationWhat it takes: The Successful Interview & Self Evaluation Skills
What it takes: The Successful Interview & Self Evaluation Skills Aaron Weimer VP Engineering Central Division Comcast Aaron Weimer serves as VP Engineering & XOC Operations for Comcast s Central Division.
More information10 Things In-House Counsel Need to Understand About Business Alan K. Tse, General Counsel, LG Electronics MobileComm USA Karen Wishart, Executive VP
10 Things In-House Counsel Need to Understand About Business Alan K. Tse, General Counsel, LG Electronics MobileComm USA Karen Wishart, Executive VP and Chief Legal Officer, TV One Marti Wronski, VP and
More informationIf there ever was an effective way to engage
Destined to be an ESOP A Case Study on ESOP Employee Communications If there ever was an effective way to engage employees, it is by implementing an ESOP (Employee Stock Ownership Program). This model
More informationTHE 7 HABITS OF MILLIONaire RECRUITMENT BUSINESS OWNERS. How to Build & Scale a 7 or 8 Figure Business without burning yourself out or working harder
THE 7 HABITS OF MILLIONaire RECRUITMENT BUSINESS OWNERS How to Build & Scale a 7 or 8 Figure Business without burning yourself out or working harder You re going to discover What the big guns are doing
More informationcreating a culture of employee engagement
creating a culture of employee engagement creating a culture of employee engagement 2 Introduction Do your employees report a strong sense of purpose at your company? Do they trust senior management and
More informationHOW YOUR CAREER BACKGROUND CAN HELP YOU BECOME A BUSINESS ANALYST
By Laura Brandenburg Lesson Objective: After completing this lesson, you ll be able to identify strengths from your career background that will directly support your transition into business analysis.
More information8. Product Decisions & Cost
Objectives 8. Product Decisions & Cost As we ve learned in previous modules, standard costs are not an effective way to represent unit product costs in a lean organization. With this said, once a standard
More informationTraining Within Industry (TWI) The Missing Link To Continuous Improvement
Training Within Industry (TWI) The Missing Link To Continuous Improvement The Realities of Continuous Improvement Implementing improvements is the easy part sustaining those changes is what s hard. A crisis
More informationLean Accounting and Operational Excellence: A Survey of Practices at Lean Companies and Companies Engaged in Lean Transformation
Lean Accounting and Operational Excellence: A Survey of Practices at Lean Companies and Companies Engaged in Lean Transformation Larry Grasso Tom Tyson Clifford Skousen Rosemary Fullerton 1 Note to potential
More informationEmployee Engagement Now More Than Ever!
Employee Engagement Now More Than Ever! Understanding, Measuring, and Improving Engagement in Your Organization Leading, and Managing Today s Workforce SIHRMA Skagit-Island Human Resource Management Association
More informationPersonal Diversity Maturity Index (PDMI) 10/3/2018 Diversity Assessment.ppt
Personal Diversity Maturity Index (PDMI) 1. You manage an important ministry for your church that has typically filled openings by referrals from your current members. Recently, you ve added two new members
More informationAn Interview with Bill Remy, Chairman and CEO, TBM Consulting Group
An Interview with Bill Remy, Chairman and CEO, TBM Consulting Group Bill Remy Chairman and CEO TBM Consulting Group Bill Remy is Chairman and Chief Executive Officer at TBM Consulting and a member of the
More informationValue creation on service sectors through Kaizen
International Conference on Productivity for National Competitiveness 25-26 November 2005 Lahore, Pakistan Organized by Pakistan National Productivity Organization Value creation on service sectors through
More information8/14/ Big Blunders. 3 Big Blunders HR Professionals Make that Keep them from Earning the Credibility they Deserve
How to THINK Like a CEO 3 Big Blunders HR Professionals Make that Keep them from Earning the Credibility they Deserve Presenter: Bonnie Cox, MA August 2014 We encourage you to tweet during the session!
More informationHow to Engage Employees. A Guide for Employees, Supervisors, Managers, & Executives
How to Engage Employees A Guide for Employees, Supervisors, Managers, & Executives 1 Introduction Employee Engagement is a good in and of itself. What is Employee Engagement? Employee engagement is the
More informationWho or what is a kingmaker? You might remember this
Kingmaker.book Page 3 Monday, December 8, 2003 1:00 PM c h a p t e r 1 Who s Who s a Kingmaker? Who or what is a kingmaker? You might remember this FedEx commercial that aired in the winter of 2001: A
More informationfocus Jure Sola, CEO of Sanmina-SCI, talks about the need for the personal touch
MANUFACTURINGTODAY BEST PRACTICES FOR INDUSTRY LEADERS NOVEMBER/DECEMBER 2005 3.95 FROM CONCEPT TO REALITY: The evolution of PLM SEEN TO BE LEAN: Lessons to be learned from the past Total customer focus
More informationValue Add not Overhead The Next 10 Years
Value Add not Overhead The Next 10 Years with Jean Cunningham Building LEAN Beyond Manufacturing Managing Times Press, 2003 Shingo Prize, 2004 Productivity Press, 2007 Shingo Prize, 2008 Founder and president
More informationJames P omack Womack Chairman L, ean Lean Enterprise Institute
Lean Tools to Lean Management James P. Womack Chairman, Lean Enterprise Institute 1 2 ASh Short thistory of flean Elements of Any Value Creating Enterprise 1. Product and process development, from concept
More informationFranklin Legacy Fund. Visioning Workshop For Public Distribution. November 2017
Franklin Legacy Fund Visioning Workshop For Public Distribution November 2017 Group Introductions Franklin Legacy Fund Team Introductions Name Title Role in Organizaiton Goals for Visioning Session Personal
More informationLCI CAROLINAS COP MAY 14, 2014
LCI CAROLINAS COP MAY 14, 2014 lean intro WHAT IS LEAN? Production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful,
More information"Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007
"Value Stream Mapping How does Reliability play a role in making Lean Manufacturing a Success " Presented by Larry Akre May 17, 2007 LAKRE 2007 1 Lean Manufacturing What is Lean Manufacturing? A philosophy
More informationQm 2 A community of consultants helping museums and cultural nonprofits Getting Results
By John Durel A plan without execution will not succeed. A solution without implementation will not solve the problem. A business that produces nothing of value will not be in business for long. A nonprofit
More informationLean Is a Journey, Not a Destination. Phillip Poston Director of Communications Hytrol
Lean Is a Journey, Not a Destination Phillip Poston Director of Communications Hytrol The Journey Begins 2003 Research Visited different companies Attended seminars & consulted with academia Analyzed the
More informationBosch Rexroth Lean Manufacturing Audio Series. Episode 13. Three Fundamental Components of Lean: Foundations, Management and Countermeasures
Bosch Rexroth Lean Manufacturing Audio Series Episode 13 Three Fundamental Components of Lean: Foundations, Management and Countermeasures Welcome to the Bosch Rexroth Lean Manufacturing Audio Series,
More informationBUILDING A SAFER, MORE PRODUCTIVE WORKFORCE
BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE ONE HIRE AT A TIME WHITE PAPER PSIONLINE.COM/TALENT BUILDING A SAFER, MORE PRODUCTIVE WORKFORCE ONE HIRE AT A TIME 7 SUGGESTIONS FOR BUILDING A BETTER WORKFORCE
More informationBack to Basics TOC: Throughput Accounting
Back to Basics TOC: Throughput Accounting Presented by: Dr. Lisa Lang and Beau S. Ganas Date: March 17, 2018 2018 TOCICO. All Rights Reserved. Cost Accounting History Cost Accounting: The Number One Enemy
More informationThe Language of Accountability
The Language of Accountability What s good, what s bad, and what it means PRACTICAL TOOLS The Language of Accountability / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /
More informationAccounting for Lean: Adopting Lean Accounting to Promote Lean Behaviors
Accounting for Lean: Adopting Lean Accounting to Promote Lean Behaviors There is a lot of confusion in the Lean world today over the role that the accounting function must play in order to facilitate a
More informationWhere Did The Time Go? Cooking With Essential Ingredients
Where Did The Time Go? Cooking With Essential Ingredients Best Practices Time Entry, Billing & Collections University Tower Building St. Louis, Missouri Wednesday, July 19, 2017 Presented by: Frederick
More informationAccelerate Digital Transformation by Connecting Your Manufacturing and Supply Chain Data
Accelerate Digital Transformation by Connecting Your Manufacturing and Supply Chain Data Six steps to unlocking new levels of operational excellence and business value Digital transformation is the integration
More informationCommunication. Understanding
Chapter 1 IN THIS CHAPTER Understanding communication 4 Basic communication framework 5 Understanding Communication as a System When something bad happens and poor communication is blamed, people usually
More informationIB Business Management Human Resource Management 2.4 Motivation Summary Notes
www.businessmanagementib.com PAYMENT OR FINANCIAL REWARD SYSTEMS HOURLY WAGE RATE An hourly wage rate or time rate is set for the job perhaps by comparing with other firms or similar jobs. The wage level
More informationCopyright 2000 Society of Manufacturing Engineers MANUFACTURING INSIGHTS. An Introduction to Lean Manufacturing
MANUFACTURING INSIGHTS An Introduction to Lean Manufacturing WARNING federal law provides severe civil and criminal penalties for the unauthorized reproduction, distribution or exhibition of copyrighted
More informationPosition Yourself To Get the Job
Position Yourself To Get the Job You may have heard that you need to brand yourself in order to be successful in your career. While branding (which is defined as to make an indelible mark or impression
More informationOperational Lean Practices
Operational Lean Practices Mike Nunn VP Operations, Ideon Packaging BCFPA Breakfast Series Event June 14, 2016 miken@ideonpackaging.com On the Agenda 1. Start with WHY: The 8 Wastes 2. Lean Simulation
More informationOUTLINE. Leadership authority Empowerment in the workplace The quality imperative. By Mrs. Shaikha Alhogail & Mrs. Manal AlSolami
OUTLINE Leadership authority Empowerment in the workplace The quality imperative 1 QUOTES As we look ahead into the next century, leaders will be those who empower others. Bill Gates Never tell people
More informationerhaps you ve heard this quote by 18th century author Oliver Goldsmith: Our greatest glory is not in never failing, but in rising up every time we
70 / J U N E 2 0 1 5 / W W W. N I A D A. C O M P erhaps you ve heard this quote by 18th century author Oliver Goldsmith: Our greatest glory is not in never failing, but in rising up every time we fail.
More informationNovember 17, NYS Lean Basics What is Lean & How Does it Work?
1 NYS Lean Basics What is Lean & How Does it Work? 2 What is Lean? A management philosophy used by world class companies to make their operations more effective and efficient A lean definition of Lean:
More informationBeyond the Boundaries
Beyond the Boundaries of Sourcing Category managers emerge as leaders 2 Beyond the Boundaries of Sourcing Category managers emerge as leaders Let s call 2020 the Year of the Category Manager. By then,
More information2012 Color Code International 145 W. Crystal Ave. Salt Lake City, UT MOTIVE
Color Code 1 This guide may not be copied, reproduced, dismantled, quoted or presented without the express written approval of Color Code International. The Color Code, The People Code, and Color Your
More informationLearning Objectives. 1. Explain how lean systems improve internal and supply chain operations
CHAPTER EIGHT Lean Systems McGraw-Hill/Irwin Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives 1. Explain how lean systems improve internal and supply chain operations
More informationACCOUNTING FOR THE AMBITIOUS HOW TO TAKE YOUR DENTAL PRACTICE FROM MEDIOCRE TO HIGH GROWTH
ACCOUNTING FOR THE AMBITIOUS HOW TO TAKE YOUR DENTAL PRACTICE FROM MEDIOCRE TO HIGH GROWTH Introduction Our experience in the dental industry has taught us, that like all successful businesses, you must
More informationUnlocking the DNA of the Adaptable Workforce Moderator: Penny Koppinger December 9, 2008
Unlocking the DNA of the Adaptable Workforce Moderator: Penny Koppinger December 9, 2008 Penny Koppinger: Good day everyone and welcome to our podcast entitled Unlocking the DNA of the Adaptable Workforce,
More information7 mistakes leaders make when introducing change How to break from the pack and navigate your own successful path
7 mistakes leaders make when introducing change How to break from the pack and navigate your own successful path By Liz Guthridge, Managing Consultant, Connect 7 mistakes leaders make when introducing
More informationFinancial Concepts for Successful HR Professionals
Financial Concepts for Successful HR Professionals Patty Lawrence, CMA Partner & Consulting CFO 1 Outline The Business Life Cycle Accounting Basics Understanding Financial Statements Assessing Financial
More informationThe LEI senior executive series on Lean Leadership
lean.org The LEI senior executive series on Lean Leadership As part of a continuing series on leading lean transformations, the Lean Enterprise Institute (LEI) will interview executives from a variety
More informationSafety Meeting. Meeting Leader Instructions. Safety, Teamwork & Our Customer s 1 st Choice
Meeting Leader Instructions These meetings are more than safety meetings. While they address safety as a top priority, these meetings are also an opportunity for you to interact with your team; a chance
More informationMining for leadership with lean management
Mining for leadership with lean management Operations March 2017 Xavier Costantini Christian Johnson Ferran Pujol Guillem Sivecas Mining for leadership with lean management Three executives at one of the
More information88% of consumers prefer dealing with a company with strong customer service than one with the hottest, most innovative product offerings.
A recent customer service survey conducted by Harris Interactive indicated: 88% of consumers prefer dealing with a company with strong customer service than one with the hottest, most innovative product
More informationManagers at Bryant University
The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer
More informationEngaging All Employees to Eliminate the Eight Wastes
Engaging All Employees to Eliminate the Eight Wastes Abstract Charles Aubrey Vice President, Anderson Pharmaceutical Packaging, USA Kaizen means continuous improvement in Japanese. It has become closely
More informationVl Value Stream Costing
Vl Value Stream Costing Presented by Nick Katko BMA Inc. What s Wrong with Full Absorption Standard Costing? Distorts profitability by inappropriate overhead application. Motivates non lean behavior; large
More information5 Ways to Fuel Your Investing Success
5 Ways to Fuel Your Investing Success Fuel supplies power. With it, all systems are go. Without it, even the greatest machine can t perform the simplest task. Use the right kind of fuel and peak performance
More informationInnovation and Internal Controls
Innovation and Internal Controls AGA Dallas Chapter January 25, 2018 Renee L. Hayden, CPA, CFE Interim Managing Director Center for Performance Excellence City of Dallas Training Objective: Learn About
More informationDiscussions in digital: What s a marketing ecosystem and what does it mean for marketers?
Discussions in digital: What s a marketing ecosystem and what does it mean for marketers? Marketing ecosystems are creating new professional opportunities and making new demands. Here s how today s marketing
More informationStrategies For Scaling. Catherine Graham CEO
Strategies For Scaling Catherine Graham CEO 1. Market Validation 2. Repetitive Proof 3. Investment The 5 Stages of Business Growth Though most days might feel like a sprint, entrepreneurship in a promotional
More information1/11/2017 GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD WHY? PERSONAL AND GROUP
GOAL SETTING WITH YOUR TEAM TEAM MEMBERS IN TODAY S WORLD ENDLESS OPTIONS FOR SECONDARY INCOME INCREDIBLY TIME-CHALLENGED ARE LESS LOYAL THAN IN ANY TIME IN OUR HISTORY A SHORT ATTENTION SPAN WANT SUCCESS
More informationAn Introduction to Hoshin Kanri, a.k.a. Strategic Goal Deployment How to Use this Process to Deploy Your Strategic Goals
An Introduction to Hoshin Kanri, a.k.a. Strategic Goal Deployment How to Use this Process to Deploy Your Strategic Goals Pete Winiarski Win Enterprises, LLC Hoshin Kanri has its roots in the 1950s, with
More informationSafety programs are great, but it takes enforcement and training for those programs to maintain a safe workplace.
1. Top management must be engaged. Without this support, the rest of the organization will, at best, only provide lip service. Top management must address safety at every major company management meeting,
More informationSTRATEGY #1: USE BOOTSTRAPPING TO MAKE THE MOST OF WHAT YOU HAVE 4 PROVEN STRATEGIES TO SUCCEED
4 PROVEN STRATEGIES TO SUCCEED To be successful in business, you need to turn your resources into profits. Unfortunately, many entrepreneurs consider money the only resource that will make their business
More informationInnovating for Today s New Workforce
RETHINKING PROCUREMENT TALENT MANAGEMENT: Innovating for Today s New Workforce Presented by: Don Dougherty, Partner Executive Vice President Marrena Anderson Senior Vice President AN APPROACH UNHEARD OF
More informationHow to move your business to the next level and succeed! Tuesday 10 th November 2015
How to move your business to the next level and succeed! Tuesday 10 th November 2015 Who are we & what do we do? Business Coaching & Support specialists Passionate about Results-focused Business Support
More informationUsing Metrics to Motivate and Reward Reimbursement Staff
Using Metrics to Motivate and Reward Reimbursement Staff Jim Knight, Partner Operations ACUServe Corporation, Cuyahoga Falls, OH CE Credit in Five Easy Steps! 1. Scan your badge as you enter each session.
More informationAbout TechSolve. Non-profit process improvement consulting firm
LOCAL GOVERNMENT Lean Government Process Improvement The Basics It s Not Brain Surgery Ohio Association of Public Treasurers June 11, 2015 David Krings Director, Non-Profit and Local Government Solutions
More informationJOB PROFILE Job Title Department Grade Manager Job Title EE Cat EE Level Nqf Level Profiling Status Purpose
JOB PROFILE Job Title Department Grade Manager Job Title EE Cat EE Level Nqf Level Profiling Status Purpose Procurement Specialist Procurement To be Graded Planning Department 2. Professionals 3. Prof's
More informationFrom Modern Management to
Lean Network Annual Conference Covington, KY May 14, 2009 From Modern Management to Lean Management James P. Womack, Chairman, Lean Enterprise Institute Recessions Are Good Times for Lean Lean thinking
More informationTHE ULTIMATE CUSTOMER PERSONA TEMPLATE
THE ULTIMATE CUSTOMER PERSONA TEMPLATE 1 BlueSteeleSolutions.com 1 BlueSteeleSolutions.com 940 312 7842 CONTENTS The Ultimate Customer Persona Template 3 Effective Marketing Is Tailored to a Specific Segment
More informationInvesting in Yourself
Unit 3 Earning Income Lesson 3A: Investing in Yourself Rule 3: Invest in Yourself. The most important investment you will make in your life has nothing to do with buying a house, a share of stock, or even
More informationMANAGING PEOPLE: A LOST CRAFT
MANAGING PEOPLE: A LOST CRAFT By Sandra Boyd, National Practice Leader, Career Transition & Outplacement If we re taking an honest look at the workplace of 2018 we need to acknowledge both the good and
More informationSMALL, LEAN & MEAN How the Cloud Powers Lean Operations for Small and Medium-Sized Manufacturers. Logan Paquin, Director of Product Management
SMALL, LEAN & MEAN How the Cloud Powers Lean Operations for Small and Medium-Sized Manufacturers Logan Paquin, Director of Product Management Introduction Logan Paquin Director of Product Management Responsible
More informationJake Bernstein. Trading Problem Solutions. Monday 23 April 2012 Session 3
Jake Bernstein Trading Problem Solutions What we will do TODAY and why Real Answers to Real Issues Why Make the 10 Trade Commitment? Monday 23 April 2012 Session 3 2012 by Jake Bernstein www.trade-futures.com
More informationTQM and Reliability Engineering
Total Quality Management & Reliability Engineering Dr V. Muralidharan Dept. of Mechatronics SRM University Introduction Total Quality Management TQM is an enhancement to the traditional way of doing business.
More informationOur Journey in Creating a Memorable Customer Experience. Vision Mission Values Culture
Our Journey in Creating a Memorable Customer Experience Vision Mission Values Culture What s Inside Message from the Chairman......................................... 2 What Customers Bank Stands For...................................
More informationRisk Culture. Reflections of Risk Managers March Sally Bennett Managing Director Enhance Solutions
Risk Culture Reflections of Risk Managers March 2013 Sally Bennett Managing Director Enhance Solutions The Think Tank As Risk Managers we are tasked with the objective to embed a risk management culture
More information