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Results for: 12.4.3.1 Create commitment for improvement/change (x)
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The Human Development Value Stream

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
  • Relevance: 78%
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The Human Development Value Stream (Slides)

Organizations need to recognize the emotional side of Lean initiatives and bring that relational component into their practice of Lean.

Type: Presentations  Topics: Lean, Business Excellence, Quality, Change Management, Organization and Management, Safety and compliance, Human Capital Management, Employee Training & Development, Learning management systems  Processes: 1.1.3.5 Identify enterprise core competencies, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4.1 Align stakeholders around strategic vision, 1.1.4 Establish strategic vision, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.1.1.1 Establish performance measures, 12.1.1 Create enterprise measurement systems model, 12.4.2.3 Develop training plan, 12.4 Manage change, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change, 12.4.3.3 Support transition to new roles or exit strategies for incumbents, 12.4.1.12 Identify barriers to change, 12.4.1 Plan for change  Industry: Healthcare, Medical Equipment 
  • Relevance: 78%
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Management Systems in an International Development Context (Slides)

How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 77%
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Management Systems in an International Development Context

How does systematically improving quality impact an organization? How can an organization apply ISO 9001 as a tool for real, tangible improvement and not just as window dressing?

Type: Presentations  Topics: Assessment and Auditing, Business Excellence, Measurement, ISO, Quality, Measurement Frameworks, Quality Assessment, Process Management, Process  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.3.2 Create baselines for current processes, 1.1.3.3 Analyze systems and technology, 1.1.3.5 Identify enterprise core competencies, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.0 Develop Vision and Strategy, 1.2 Develop business strategy, 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.1.13 Determine change enablers, 12.4.1 Plan for change  Industry: Consulting/Consultants, Professional Services/Business Services 
  • Relevance: 77%
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  • Nonmember Price: Download FREE
Doing a Lot More... With Less (Slides)

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, Process Improvement, Process Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary  Industry: Government/Military 
  • Relevance: 77%
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  • Nonmember Price: Download FREE
Doing a Lot More... With Less

In 1997, the State of Michigan's Office of Retirement Services was mired in delays and clunky processes.

Type: Presentations  Topics: Business Process Management (BPM), Business Excellence, Process, Process Reengineering, Process Improvement, Process Management  Processes: 1.1.3.1 Analyze organizational characteristics, 1.1 Define the business concept and long-term vision, 1.1.3 Perform internal analysis, 1.1.4 Establish strategic vision, 1.0 Develop Vision and Strategy, 1.1.4.1 Align stakeholders around strategic vision, 1.2.4 Coordinate and align functional and process strategies, 1.2 Develop business strategy, 1.2.5.2 Perform job-specific roles mapping and value-added analyses, 1.2.5 Create organizational design (structure, governance, reporting, etc.), 1.2.5.3 Develop role activity diagrams to assess hand-off activity, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.2.5 Conduct gap analysis to understand need for change and degree needed, 12.2 Benchmark performance, 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.2 Reengineer business processes and systems, 12.4.4.1 Monitor improved process performance, 12.4.4 Sustain improvement, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4.3 Take corrective action as necessary  Industry: Government/Military 
  • Relevance: 77%
  • Member Price: FREE
  • Nonmember Price: Download FREE
Checklist to Ensure the Sustainability of Your Improvements

How do you know if you can sustain the existence of your project or the improvements from it?

Type: Articles and White Papers  Topics: Continuous Improvement, Business Excellence, Process, Information Sharing, Knowledge and Information Management, Information Management, Project Management, Organization and Management  Processes: 12.4.3.1 Create commitment for improvement/change, 12.4 Manage change, 12.4.3 Implement change, 12.4.3.4 Monitor change, 12.4.4.2 Capture and reuse lessons learned from change process, 12.4.4 Sustain improvement 
  • Relevance: 75%
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How to Keep Business Process Management Efforts Visible to Senior Leaders

Research consistently proves that increased leadership involvement results in greater change and buy-in for improvement initiatives. BPM needs executive-level sponsorship to flourish.

Type: Best Practices and Business Drivers  Topics: Business Process Management (BPM), Business Excellence, Process, Change Management, Organization and Management, Organization Structures  Processes: 12.4.1.4 Engage/identify champion, 12.4 Manage change, 12.4.1 Plan for change, 12.1 Create and manage organizational performance strategy, 12.0 Manage Knowledge, Improvement, and Change, 12.4.2.7 Establish/clarify new roles, 12.4.2 Design the change, 12.4.3.1 Create commitment for improvement/change, 12.4.3 Implement change  Industry: Aerospace, Chemicals, Engineering, Food/Beverage/Restaurant, Machinery, Machinery Equipment 
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