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Aprende a aplicar Lean con la analogía de la "Casa Lean". 🏠 Descubre los conceptos y pasos clave para mejorar tu organización o proceso 🛠️
¿Quieres construir una Casa Lean? Descubre cómo implementar Lean Manufacturing con nuestra guía completa. Aprende a mejorar la eficiencia, reducir desperdicios y alcanzar el éxito en tu organización. ¡Conviértete en un experto en Lean!
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Managing Change
Managing change is a crucial part of continuous improvement within any organization. If change is not managed, organizations can be left exposed to increased costs and inefficiency.
Change and change management are critical to organizational development and growth. Uncontrolled change/growth within the human body has consequences. The same is true for any business entity. Let's take a look at some principles to promote healthy change and growth.
Principles for Healthy Change:
1. Identify opportunities for change by utilizing inputs from all levels within the organization: Top Management can adopt a "Ivory Tower" view. Unchallenged dictates from the Top Management can have adverse affects on the organization. Managers, supervisors, and other key personnel should be empowered to challenge constructively.
2. Prioritize the opportunities for change: Prioritize the opportunities. Consider the risk vs. reward of the opportunities that are identified. Opportunities should not be prioritized based solely on "opinions", but rather on a defined vision, strategy and associated tactics. IMPORTANT: Do not implement significant changes without preparing a risk assessment.
3. Plan the change: Implement significant change(s) with a plan, including communication plans. During the planning stage, be sure to identify implementation resources, change agents, timelines, communication lines and appropriate metrics to measure the impact of the change(s). Plan, plan, plan!
4. Measure the outcome of any given change and make sure to review the results at the management level: Do not implement any changes without the required planning and resources to measure the outputs of the change(s). PLAN-DO-CHECK-ACT (PDCA Cycle).
Those service jobs that grew over the years were largely the creation of the internal dynamics of capital accumulation and two of its ongoing cost problems resulting from the postwar growth of the US economy: the social reproduction of the labor and the maintenance of its expanding fixed facilities–not primarily or even significantly as a result of the personal spending habits of the rich. Social reproduction is the labor expended in child rearing, family maintenance, elder care, and other forms of labor required to reproduce the species. Historically, this was unpaid labor performed by women mostly in the home, though, as we will, see, it has now been partially transformed into commodity production, also performed by women.
On New Terrain: How Capital Is Reshaping The Battleground of Class War, by Kim Moody
400ppm - Lean Manufacturing
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7 QC Tools | 7 Basic Quality Control Tools | 7 QC Tools for Process Improvement Read Complete article with pictorial representation
What are the 7 QC Tools for Process Improvement?
From Where did the 7 QC Tools come?
Why we use The 7 QC Tools for Process Improvement?
The 7 QC Tools are
Histogram
Pareto chart
Cause and Effect Diagram, Fishbone diagram, Ishikawa Diagram
Check Sheet
Scatter diagram
Flow chart, Process Flow Diagram
Control Chart
Benefits of the 7 QC Tools
DMEDI vs DMAIC Methodology used in six sigma project
Check full article on DMEDI vs DMAIC you can get below information.
Difference between DMEDI and DMAIC methodology in Six Sigma
Why DMEDI?
DMEDI vs DMAIC:
Examples of DMEDI and DMAIC:
Phases of DMEDI:
Benefits of DMEDI Methodology
