logging in or signing up R121 D1 dinzc Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 10 Category: Product Traini.. License: All Rights Reserved Like it (0) Dislike it (0) Added: October 07, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript Results 121 : Results 121 Welcome to 66% of lost time is due topoor management – inadequate planning & control and insufficient day-to-day supervision. (global productivity study) : 66% of lost time is due topoor management – inadequate planning & control and insufficient day-to-day supervision. (global productivity study) Critical competencies are: Team Building, Communication, Coordination, Execution and Continual Learning : Critical competencies are: Team Building, Communication, Coordination, Execution and Continual Learning Manager (=cheese) is sandwiched/ boxed-in betweenthe executives (=bread) and the workers (=bread). : Manager (=cheese) is sandwiched/ boxed-in betweenthe executives (=bread) and the workers (=bread). Managerwants to be equipped/empoweredto … : Managerwants to be equipped/empoweredto … 1. Results defined : 1. Results defined This programwill teach you not business strategy. It will teach you specificallyhow to execute well, keep costs down and customers satisfied. : This programwill teach you not business strategy. It will teach you specificallyhow to execute well, keep costs down and customers satisfied. Getting it done, getting it done right, getting it done better is what separates one great manager from a good one. : Getting it done, getting it done right, getting it done better is what separates one great manager from a good one. Result : Result Outcome, consequence, after a period of time. Insanity is doing the same thing and expecting a different result. : Insanity is doing the same thing and expecting a different result. Principle No.1 : Principle No.1 System : System n. An organized and coordinated set of detailed methods, procedures, and routines to carry out a specific activity, perform a duty, or solve a problem. Behaviour : Behaviour n. The actions or reactions of a person in response to external or internal stimuli. The manner in which something functions or operates. If the skill is driving a golf ball … : If the skill is driving a golf ball … … selling : … selling … playing the flute : … playing the flute The learner generally uses a new behaviour for some timebefore it brings results. : The learner generally uses a new behaviour for some timebefore it brings results. 2.System : 2.System A simple management systemmay be: PDCA : A simple management systemmay be: PDCA The Shewhart Cycle PDCA + Behaviour = Results : PDCA + Behaviour = Results Commander’s Intent(CI) : Commander’s Intent(CI) Slide 22: What & how-much M,M,M,M,U When timeframe & frequency How processes, methods & procedures. By whom 3.Metrics : 3.Metrics Metrics are a set of measurementsthat quantify results.― F. John Reh, About.com Guide : Metrics are a set of measurementsthat quantify results.― F. John Reh, About.com Guide Common metrics are thus: volume, time, and $.All others are hybridsor composites of these. : Common metrics are thus: volume, time, and $.All others are hybridsor composites of these. KPIs : KPIs Attainment measures how well you have completed what you have planned Productivity measures how well you have used your resources Ultimately, the selection of the correct metrics must take into consideration: : Ultimately, the selection of the correct metrics must take into consideration: what you are measuring how often you want to measure it what choices do you realistically have Volume Metrics : Volume Metrics : From the numbers, you can combine them with time to obtainvolume-to-time KPIs, e.g. number of incidents per month,orders per week,calls per day,throughput in units per hour,cases tabled per fortnight,customer acquisition per period. : From the numbers, you can combine them with time to obtainvolume-to-time KPIs, e.g. number of incidents per month,orders per week,calls per day,throughput in units per hour,cases tabled per fortnight,customer acquisition per period. Time Metrics : Time Metrics Realistic Standard (RS) : Realistic Standard (RS) The time it takes a suitably qualified person to complete a task. Activity : Activity Activity describes what is being worked. An activity always begins with an action verb which is followed by a noun. : An activity always begins with an action verb which is followed by a noun. verb noun type a page process the customer order An activity has many uses: forecasting weekly and daily planning rostering, scheduling and crewing work assignment reporting backlog evaluation building block for a larger activity : An activity has many uses: forecasting weekly and daily planning rostering, scheduling and crewing work assignment reporting backlog evaluation building block for a larger activity Key Volume Indicator (KVI) : Key Volume Indicator (KVI) Packing department … Remember to keep things simple.We will forego accuracy for simplicity, because nothing is exact. : Remember to keep things simple.We will forego accuracy for simplicity, because nothing is exact. Composite Realistic Standard (cRS) : Composite Realistic Standard (cRS) cRS is a composite time for the KVI. It is a “weighted average” of all the individual RS’s of all the activities. How to calculate Weighted Average : How to calculate Weighted Average average of household incomes in a certain neighbourhood … Principle No.2 You cannot controlwhat you don't measure. : Principle No.2 You cannot controlwhat you don't measure. To recap : To recap You do not have the permission to view this presentation. In order to view it, please contact the author of the presentation.
R121 D1 dinzc Download Post to : URL : Related Presentations : Share Add to Flag Embed Email Send to Blogs and Networks Add to Channel Uploaded from authorPOINT lite Insert YouTube videos in PowerPont slides with aS Desktop Copy embed code: (To copy code, click on the text box) Embed: URL: Thumbnail: WordPress Embed Customize Embed The presentation is successfully added In Your Favorites. Views: 10 Category: Product Traini.. License: All Rights Reserved Like it (0) Dislike it (0) Added: October 07, 2010 This Presentation is Public Favorites: 0 Presentation Description No description available. Comments Posting comment... Premium member Presentation Transcript Results 121 : Results 121 Welcome to 66% of lost time is due topoor management – inadequate planning & control and insufficient day-to-day supervision. (global productivity study) : 66% of lost time is due topoor management – inadequate planning & control and insufficient day-to-day supervision. (global productivity study) Critical competencies are: Team Building, Communication, Coordination, Execution and Continual Learning : Critical competencies are: Team Building, Communication, Coordination, Execution and Continual Learning Manager (=cheese) is sandwiched/ boxed-in betweenthe executives (=bread) and the workers (=bread). : Manager (=cheese) is sandwiched/ boxed-in betweenthe executives (=bread) and the workers (=bread). Managerwants to be equipped/empoweredto … : Managerwants to be equipped/empoweredto … 1. Results defined : 1. Results defined This programwill teach you not business strategy. It will teach you specificallyhow to execute well, keep costs down and customers satisfied. : This programwill teach you not business strategy. It will teach you specificallyhow to execute well, keep costs down and customers satisfied. Getting it done, getting it done right, getting it done better is what separates one great manager from a good one. : Getting it done, getting it done right, getting it done better is what separates one great manager from a good one. Result : Result Outcome, consequence, after a period of time. Insanity is doing the same thing and expecting a different result. : Insanity is doing the same thing and expecting a different result. Principle No.1 : Principle No.1 System : System n. An organized and coordinated set of detailed methods, procedures, and routines to carry out a specific activity, perform a duty, or solve a problem. Behaviour : Behaviour n. The actions or reactions of a person in response to external or internal stimuli. The manner in which something functions or operates. If the skill is driving a golf ball … : If the skill is driving a golf ball … … selling : … selling … playing the flute : … playing the flute The learner generally uses a new behaviour for some timebefore it brings results. : The learner generally uses a new behaviour for some timebefore it brings results. 2.System : 2.System A simple management systemmay be: PDCA : A simple management systemmay be: PDCA The Shewhart Cycle PDCA + Behaviour = Results : PDCA + Behaviour = Results Commander’s Intent(CI) : Commander’s Intent(CI) Slide 22: What & how-much M,M,M,M,U When timeframe & frequency How processes, methods & procedures. By whom 3.Metrics : 3.Metrics Metrics are a set of measurementsthat quantify results.― F. John Reh, About.com Guide : Metrics are a set of measurementsthat quantify results.― F. John Reh, About.com Guide Common metrics are thus: volume, time, and $.All others are hybridsor composites of these. : Common metrics are thus: volume, time, and $.All others are hybridsor composites of these. KPIs : KPIs Attainment measures how well you have completed what you have planned Productivity measures how well you have used your resources Ultimately, the selection of the correct metrics must take into consideration: : Ultimately, the selection of the correct metrics must take into consideration: what you are measuring how often you want to measure it what choices do you realistically have Volume Metrics : Volume Metrics : From the numbers, you can combine them with time to obtainvolume-to-time KPIs, e.g. number of incidents per month,orders per week,calls per day,throughput in units per hour,cases tabled per fortnight,customer acquisition per period. : From the numbers, you can combine them with time to obtainvolume-to-time KPIs, e.g. number of incidents per month,orders per week,calls per day,throughput in units per hour,cases tabled per fortnight,customer acquisition per period. Time Metrics : Time Metrics Realistic Standard (RS) : Realistic Standard (RS) The time it takes a suitably qualified person to complete a task. Activity : Activity Activity describes what is being worked. An activity always begins with an action verb which is followed by a noun. : An activity always begins with an action verb which is followed by a noun. verb noun type a page process the customer order An activity has many uses: forecasting weekly and daily planning rostering, scheduling and crewing work assignment reporting backlog evaluation building block for a larger activity : An activity has many uses: forecasting weekly and daily planning rostering, scheduling and crewing work assignment reporting backlog evaluation building block for a larger activity Key Volume Indicator (KVI) : Key Volume Indicator (KVI) Packing department … Remember to keep things simple.We will forego accuracy for simplicity, because nothing is exact. : Remember to keep things simple.We will forego accuracy for simplicity, because nothing is exact. Composite Realistic Standard (cRS) : Composite Realistic Standard (cRS) cRS is a composite time for the KVI. It is a “weighted average” of all the individual RS’s of all the activities. How to calculate Weighted Average : How to calculate Weighted Average average of household incomes in a certain neighbourhood … Principle No.2 You cannot controlwhat you don't measure. : Principle No.2 You cannot controlwhat you don't measure. To recap : To recap