- Defining Your Operational Excellence "Vision" - Interview with Berndt Forssell, Volvo
Vision - if your leaders don’t have it, how can you expect from your employees? But how do you make your operational excellence vision more powerful than a couple of meaningless slogans stuck in a Powerpoint somewhere? In this Process Perspectives interview, Berndt Forssell, Senior Management Consultant at Volvo Group Operational Development, explains the thinking behind Volvo's "Operative Vision" and how it helps create shared goals that filter down throughout the organization. He also elaborates on the difference between a good and a bad vision, offers suggestion on how you define a vision and who you need to get involved and discusses techniques on communicating that vision throughout the wider organization.
- A DHL Express The Netherlands Case Study
When DHL Express the Netherlands decided to take a new direction for identifying additional continuous improvement projects, the company embarked on a radical approach: a country-wide exchange program for all of its 17 operational site managers.
This initiative entailed that for a period of one month, each site manager would relocate to another site manager’s location and take on the site’s complete day-to-day responsibilities as if the site were his or her own. Using this “common sense” approach, the company has been able to spot blind spots in its continuous improvement project selection method — and has realized both significant hard and soft savings.
In this Profit through Process podcast, Genna Weiss of Six Sigma & Process Excellence IQ speaks with Hans Gernler van Marle, the managing director of operations for DHL Express the Netherlands, who discusses how his company was able to execute this new strategy.
In addition, he reveals:
- The key challenges of the initiative and how the company overcame them
- Examples of projects that were identified using this approach
- The steps DHL Express the Netherlands is taking to sustain the results of the exchange program
How To Select Quick Win Projects
Quick win projects help to cement the value of deploying Process Excellence. But how can you ensure that these quick win projects will definitely have a significant impact on your business — and be sustainable?
In this Profit through Process podcast, Genna Weiss of Six Sigma & Process Excellence IQ speaks with Rogier Kuijpers, senior manager manufacturing: means, methods and training for ASML Netherlands BV, the world's leading provider of lithography systems for the semiconductor industry.
Using his company as a case study example, Kuijpers discusses:
- Key criteria for selecting the right quick win projects for your business and what to be wary of during the selection phase
- How you can strategically assess the areas that your team can target for quick win projects
- Tips for sustaining project results
Matt Fisher, EFQM: Adapting Business Excellence Models to Global Challenges
What does a successful business excellence model look like? And how does it need to be adapted to reflect the changing business environment? In this Process Perspectives interview, Matt Fisher, Chief Operating Officer at EFQM discusses the 9 pillars of the foundation's Business Excellence model, explains how the EFQM model has evolved since it was first created over twenty years ago, and discusses how the euro-zone crisis is impacting its European members.
Applying Lean Techniques for Personal Productivity
Lean, which started out life in automobile manufacturing, has been popping up just about everywhere in the last few years such at banks, in government offices and healthcare organizations, among many others. But what about using Lean principles in daily life to become personally more productive? That’s the concept behind an initiative being run by researcher Niklas Modig at the Stockholm School of Economics in Sweden called LeanOnMyself.net.
End-to-End Process Excellence – Generating Results Across your Organisation
Jane Miller, Change and OD Manager, Severn Trent Water joins Helen Winsor of PEX Network to discuss The Severn Trent Deployment of Process Excellence, What Continuous Performance Improvement Means - And How To Sustain It, and How To Deliver Holistic Change. She also reflects on some Critical Moments Of The Severn Trent Programme - including Heart-In-Mouth Moments and Highest Impact Successes. Finally, she talks about Leadership and Process Excellence - The Importance of Strong Leadership, Tips on Winning Hearts and Minds. Lastly, she discusses The Operating Model and Economic Change Ahead and offers her Key Learnings and Tips on Pitfalls to Avoid.
4 Things You Should Never Forget in Lean Transformation
John Dawson, Customer & Business Services Director at Glasgow City Council, joins PEX Network at Lean Leaders III
2. People and Learning
3. Performance and Metrics
Simon Calver, CEO LOVEFiLM
Simon is CEO of LOVEFiLM International, a leading European film and TV subscription service that merged with Video Island in April 2006. Prior to the merger Simon was CEO of Video Island. Before joining Video Island in July 2005, he held senior management positions at Riverdeep, Dell, Pepsi and Unilever, where he gained a wealth of relevant experience. Previously Simon was Worldwide COO and President at Riverdeep, one of the fastest growing interactive digital education and productivity software companies. He was also General Manager and VP of Dell¹s UK and Ireland Home and Small Business operations. Before that he was International VP of Sales Operations for PepsiCola, based in the US for three years and as General Manager and VP of PepsiCola UK where he launched Pepsi Max, Pepsi Blue and development of the Pepsi Music activity.
Building a culture of innovation that prepares you for the future (Group 1)
Driving ideas for improvement from within your company and your customers (Group 5)
Pioneering Lean Change in Hard Times
In this exclusive interview, Martyn Craske, Department for Work and Pensions Lean Programme Manager, joins PEX Network to discuss Lean in the Face of Adversity and pioneering Lean.
Firstly, Martyn, a widely-recognised pioneer in Lean within the public sector, explains how he moved into Lean and why it was important for his organization and role at the time. He reflects on the enormous change within the public sector at the moment and how this has affected his Lean approach. He also offers his perspectives on how to implement Lean well within the fluid environment of the wider business world – with sustainable and standardized processes. The main thrust of the interview focuses on critical moments of the DWP Lean programme – the riskiest, ‘heart in mouth’ moments, where it came to questioning the approach, and the highest impact successes. He explains how these were overcome and what he would do differently if they came up again.
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