 Category :: Management Articles |
Author :: LM Foong  |
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| Article Title :: Managing for Innovation - Values and Concepts of the Malcolm Baldrige Criteria Part 7 |
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| In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Managing for Innovation which is one of the Eleven Values and Concepts in Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:-
Visionary Leadership
Customer-Driven Excellence
Organizational and Personal Learning
Valuing Employees and Partners
Agility
Focus on the Future
Managing for Innovation (read full article) |
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| Category :: Management Articles |
Author :: LM Foong |
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| Article Title :: TQM Implementation Project Part 4a - The Improve Phase, How To Do It |
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| As indicated in my previous TQM article titled: TQM Implementation Project published on May 13, 2006 02:48:20 pm, I have shared issues pertaining to Data Collection, Trend Charting, Pareto Analysis and Why-Why Analysis in my last article – ANALYZE PHASE. In this article, there are two steps to deal with, namely; Plan the Improvement and Implement the Improvement Plan in the D.A.I.C. Methodology.IMPROVE PHASE:
Based on various analysis of causes of the problem, planning and execution of plan to improve or resolve the root causes of the problem is the key objective of this IMPROVE Phase. There are several tools involve in doing so, namely:-
B (read full article) |
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| Category :: Management Articles |
Author :: LM Foong |
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| Article Title :: Managing by Fact - Values and Concepts of the Malcolm Baldrige Criteria Part 8 |
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| In this issue, I will share my experience acquired from the conglomerate and its operating companies. For the purpose of this article, I will articulate the Managing by Fact which is one of the Eleven Values and Concepts in Malcolm Baldrige Criteria. As before, I will use case studies to show how some of the companies implement them.To recap, below are the Eleven Core Values and Concepts of Baldrige Criteria:-
Visionary Leadership
Customer-Driven Excellence
Organizational and Personal Learning
Valuing Employees and Partners
Agility
Focus on the Future
Managing for Innovation
Management by Fact
Public Res (read full article) |
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| Category :: Management Articles |
Author :: Aza Badurdeen |
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| Article Title :: WIP – The Mirror of Waste |
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| Work in progress is treated as the mirror of waste in any system. Lean manufacturing always talks about having a work in progress free manufacturing facility. This is because a WIP free manufacturing facility has no imperfections in the process of manufacturing.Every imperfection in the system creates a requirement for work in progress. For an example if there is a machine breakdown in the production facility, if the processes before this machine will continue to manufacture there is an overproduction. This will accumulate semi finished goods near the broken machine. This is the WIP buildup due to the imperfection in the system.If the manufacturing process is not properly sy (read full article) |
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| Category :: Management Articles |
Author :: Larry Galler |
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| Article Title :: Try Listening for a Change |
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| We are a society of people who work hard at the art of persuasion. We work to persuade our customers and prospects, our co-workers, our children, and just about any one else we can get to listen to us. But we’re not too good at listening and that is a shame because opportunities come when you listen hard.The customer will tell you about a problem they have. Solve it and you will have a long-term customer and maybe even a raving cheerleader. The prospect will tell you why they are holding back in purchasing your product. When you overcome their objection they will buy from you. The co-worker will tell you about an idea to build your widget better. If you utilize that idea (read full article) |
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| Category :: Management Articles |
Author :: LM Foong |
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| Article Title :: TQM Implementation Project Part 5a - The Improve Phase, How To Do It |
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| This TQM article is a continuation of the Part 4a article, the IMPROVE PHASE. In this issue, I will share with you how to use Control Lot and Testing and Pilot the Action / Solution in carry out this TQM project using the D.A.I.C. Methodology as described in my previous article.Just to recap, tools used in the IMPROVE Phase are listed below. I will deal with tools that are in bold:Brainstorming of action / solution | Selection Grid | Benchmarking | Cost-Benefit Analysis | Control lot and testing | Pilot the action / solution | Force-Field Analysis | Prevention PlannerHow to use Control Lot and Testing This tool (read full article) |
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| Category :: Management Articles |
Author :: Tony Jacowski |
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| Article Title :: 10 Steps To Think Like A CEO |
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| Golda Meir, the Russian born Israeli politician once said, “I must govern the clock, not be governed by it.” How very true. This is the perfect example for how a businessman must think. The lesson that this quote teaches is to think differently while still being within the limits of reason. It emphasizes the importance of time and time management. What are some other traits of successful businessmen and what are the steps one must take in order to cultivate your business aptitude? Here are a few pointers to help you develop your business thinking.Step by Step Guide to Think like a BusinessmanFrom the beginning, you must accept that there is no shortcut to success and har (read full article) |
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| Category :: Management Articles |
Author :: Tony Jacowski |
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| Article Title :: How To Recognize Bottlenecks In Six Sigma Implementation |
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| Identifying Six Sigma roadblocks and bottlenecks is essential for eliminating them for effective deployment and to reap the benefits of applying advanced versions of Six Sigma for higher productivity. Of late, Six Sigma professionals are increasingly identifying bottlenecks. The dawning of the reality that the voice of the customer is a ‘moving target’ has posed challenges in the face of growing competition. But this is not to say that there are no bottlenecks on the implementation side.Six Sigma BottlenecksOne major bottleneck in Six Sigma deployment can be attributed to errors in decision making which invariably leads to higher COPQ. The bottlenecks are critically diff (read full article) |
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| Category :: Management Articles |
Author :: Tony Jacowski |
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| Article Title :: 4 Keys To Managing Six Sigma Effectively |
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| Managing Six Sigma calls for a multidirectional approach as guided by industry specifics, projects on hand, expertise level and commitment of upper management as well as the goals envisioned by management.Managing effectiveness in Six Sigma can be defined as well directed efforts to successful deployment of the methodology to the project which is chosen to give you the best results. This helps to improve the company’s bottom line.Managing Six Sigma EffectivenessExperience and research over the years have time and again proven that grooming leaders results in maintaining the competitiveness that corporations need. Consequently, the end result of this is seen as impro (read full article) |
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| Category :: Management Articles |
Author :: Tony Jacowski |
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| Article Title :: Six Sigma And Beyond |
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| “Six Sigma has galvanized our company with an intensity the likes of which I have never seen in my 40 years at GE.” Jack Welch admitted this in the year 2000 annual report of GE. As one goes by various comments, it becomes clearer that Six Sigma is not just a fad created by top management but an effective tool to fix gaps in performance which play a role in making improvements to the bottom line and customer satisfaction.But is it enough for companies to have the ‘gaps’ closed just once? Does it ensure that ‘normalcy’ will not return to the daily scheme of things? Does Six Sigma need to be continued in order that the momentum gained is never lost? What would be the fin (read full article) |
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