Okay, this is really heavy – let’s try continuous improvement!

If the employees do hardly have any idea about how to work the right way and the boss is expecting supernatural solutions by the newly hired manager – only Kate Keene will find a way how to achieve the goals!

And guess what – Kate Keene is using The Continuous Improvement Process.

The Novell Continuous Improvement Process

  1. Determine Improvement Opportunity
  2. Develop Team and Direction
  3. Identify Stakeholders and Needs
  4. Map Current Processes or Identify Revolutionary Ideas
  5. Optimize Process or Develop Revolutionary Ideas
  6. Test and Implement
  7. Measure Process Performance
  8. Standardize and Monitor

 

Really not bad, is it?

Thank you so much for this video somtimesy.com!

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Ambidexterity – DO BOTH AT THE SAME TIME!

You ever heared of organizational ambidexterity before? A complicated word, but a simple concept. Exploit your resources and competences at the same time as you explore new markets and new products or business models.

It’s just some kind of toolbox for common business sense.

Thank you Harvard Business School for this short explaination!

Bored by implementing Continuous Improvement?

You really can learn something by watching this video!

There are some open questions:

  • Is Kaizen a whole other thing as Continuous Improvement?
  • Can you improve your production line in your office?
  • Can the manager elimnate waste from the work of his/her employees?
  • Do problems play a role in continuous improvement?

Thank you EMS Consultants!

Get them to the apex! Because we are all happy there!

In this ‘X’ model of employee engagement BlessingWhite explains where we (the organization and the employees) achieve our aligned goals.

We got to find the success-interface for employees and managers – so we maximize our satisfaction.

Employess got to “ACT”

  • A – Assess what means success to you (as an employee)
  • C – Communicate with your partners (managers), to clearify your Needs
  • T – Take action, because you are responsible for yourself!

Managers got to “CARE”

  • C – Coach your employees and build up a solid relationships (as a manager)
  • A – Align the daily priorities to the interests of the employees and the organizations goals
  • R – Recognize and appriciate that your employees done a good job
  • E – Engage each individual in a dialogue

Executives got to make their “CASE”

  • C – Foster a community within the organization (as an executive)
  • A – Be authentic in what you are saying for and what you do
  • S – Provide significance and give meaning in what every individual is doing for the big thing
  • E – Build up excitement to bring your organization forward

 

Lean Management – it is so simple

The experts from FOUR PRINCIPLES made a really nice video to explain lean management in 90 seconds – not bad, is it?

When you are thinking of expanding, what you got to do? New employees, better facilities? The transition is quite risky.

First you should think of being lean

  • Deliver value form your customer’s perspective
  • Eliminate waste
  • Continuously improve your processes

Lean management is based on four principles.

  1. Pull
  2. One piece flow
  3. Takt
  4. Zero defects

Combined with continuous improvement every organization got the potential to grow.