Mims
Appassionato
Iscritti
Registrato: 30/07/19 12:37
Messaggi: 112
|
|
The origins of the method Lean back well before the twentieth century , although the name as such is not appeared much later. The term Lean comes from the research work of a student at MIT, as part of a study on the differences that existed between some Japanese automakers and North America.
The key processes of Lean are all intended to identify “waste“ and or “non-value added“ in terms of the customer and then determine how to choose the “right“ method. ’Waste’ means the activity or activities that the client does not want to pay for and or that add no value to the product or service from the perspective of the customer.
At the heart of Lean is the determination of value. The value is defined as an element or feature for which a customer is willing to pay. All other aspects of the process are considered waste. Repository Lean is used as a tool to focus resources and energies on the production of value-added features while identifying and eliminating non-value added activities.
Lean Six Sigma
Lean Six Sigma is a rigorous methodology that applies the process (and not the issues) in order to:
Improve customer satisfaction. Improve the financial performance of the company. Meet the strategic objectives set by senior management.
Focusing on critical processes can:
Focus on the values set by the client (voice of customer). Focus on shareholder expectations (voice of business). Streamline processes: information flow, production. Eliminate malfunctions. Speed up the process by managing and optimizing resources. Reduce the dispersion of organizational processes. Improve operational performance and ensure (process capability). Identify and act on the influencing factors of the process. Improve working conditions, reduce stress. Bring together staff from different services. Give the “operational“ means and tools for improvement.
Factors for successful deployment of Lean Six Sigma are based on four principles:
The rigorous application of Lean Six Sigma - Lean Six Sigma is a rigorous , structured to be respected to the letter. Candidates of green belt and Black Belt must undergo a careful selection according to specific criteria. Processes to improve should also be selected on criteria relating to the strategic objectives of the company. The overall project implementation and deployment of Lean Six Sigma should be structured, in particular by the introduction of Champions and a steering committee of the project.
Approach “project management“ - Lean Six Sigma is a continuous improvement process that unfolds through projects Black Belt (large gains, project duration: 6-8 months) or Green Belt (gains interesting projects more short). The approach of project-based management is a prerequisite to initiate and implement projects Lean Six Sigma.
Change management - The implementation of Lean Six Sigma is a factor of change in practices and implemented daily processes. An accompanying change Management must be taken into account in: Changes tasks, individual and collective practices of work , Modes of operation: type of management, process approach, organizational structure, Cultural change required and possible resistance , Management flexibility and skills of poly, A mode of communication and information internally. The process management Lean Six Sigma’s main purpose is to improve process performance, it is not problem solving: methodologies for problem solving are a good complement: PDCA, G8D and MRP. At last! GVO President and CEO Joel Therien announced last Monday , 12 April 2010, that officially, Tissa Godavitarne won the GVO BMW M3 contest held during the whole month of February 2010. After a gruelling month of March where GVO went into the nitty gritty details of validating the registrations, they have finally released the final tally and declared the Acme People Search owner as the runaway winner. Second place went to , LLC a spanish company who wish to remain named under their company name. Third place was Mike Filsaime who pulled the trigger on February 27th, less than 24 hours before the contest ended! Fourth place went to a very consistent and awesome producer Derek Bohlken.
The screening and validation of the recruitment frenzy took longer than expected due to problems in payments, credit card validations and fraud detection where some of the referrals were found to have registered fraudulently violating the terms of service of GVO. The final tally went down considerably as the initial registrations went into cancellations. Tissa Godavitarne got a final tally of 181 recruits, a far score from the height of 324 recruits. Second placer , LLC was a distant second with 119 recruits. Mike Filsame's 48 hour stint in the February contest netted him with a close 106 recruits. A bit more push he could have made it to second place. And lastly, Derek Bohlken, who gave Tissa Godavitarne a good lead before Tissa can take over, ended up with 71 recruits.
GVO really had a good turn out of recruits in this BMW contest. Tissa has nothing but praises with the GVO system. Coincidentally in his 12 April 2010 webinar with APS members and guest , he was demonstrating how cost effective GVO's marketing tools are. It was during that webinar that members started receiving the email announcements from Joel Therien about the final results of the contest. The webinar turned out to be a celebration with a lot of congratulations given to Tissa and the countless others in the APS community who contributed to the awesome win by Tissa. With the GVO marketing tools, Tissa quoted, "If you are not using GVO's suite of internet marketing tools, you are not marketing your internet business properly. Or you're paying too much to market your internet business. Their eResponder Pro and Easy Video Producer alone are worth hundreds . |
|
Portale
FAQ
Cerca
Gruppi utenti
Downloads
FlashChat
Statistiche
Links
TopList
Pannello Utente
Messaggi Privati
Login
