And it was defined as on target with minimum variation. One of the key learning experiences from PMI was to listen to the voice of the customer. Transformation is a continual process of changing common practice, utilising fundamental principles, and learning and evolving as you go.
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With chapters that explore; what must change and what you should endure, building an improvement system and delivering improvement. You will learn about exploring the approach to change and transformation, and how our principles guide the application of the methods that will help achieve it. This book is available as a Kindle Edition , iBook or Print. Click here to sample Working With the Grain. Working With the Grain provides a compellying account of alternative to traditional target driven management that combines thirty-plus years of teaching and applying the human-orientated management principles of W.
Edwards Deming with a 21st-century vision of business and public service organisations as nataural living systems. Since I explored the concepts of Systemic Leadership with PMI it has has a profound effect on my work and personal learning. I can see connections and dependencies that have led to remarkable improvements, and new opportunities beyond any I could have hoped for.
This approval process had been a bottleneck for the organisation, with delays of up to many weeks, leading to the need for high inventory levels and associated high costs. People appreciated that the separate job of gaining approval is a process in itself, subject to many of the same characteristics as the core manufacturing process. They saw the value of understanding the whole system of gaining approval, including the understanding of the regulator as customer.
Once they recognised the opportunities, they were able to identify delays and rework that were previously hidden and address their causes. I would think it probably took several months out of the process. That was very vital time to us.
Many organisations are required to certify their key processes, ranging from aerospace manufacture for safety, to schools for examinations. Such certification processes are often seen as poor relations to the main business of the organisation, but their poor operation can lead to waste, delays and direct and indirect costs. He talks about the benefits that this can bring to a public sector organisation and some of the improvements they have seen as a result.
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I was working in a team that was newly set up to implement process improvement type work and I was at the start of when this team was first set-up and one of the first things that we realised that we would need to have some specialist training in how to do process improvement work. There are big improvements to the organisation but also on a personal level.
The theory is essential and that is one of the reasons that we chose PMI over some of their other competitors in terms of delivering training for us. In this interview Dave Goodwin, Sanofi Aventis, talks about the benefit of having a large proportion of staff trained to Green Belt level in terms of both the detailed manufacturing process level and also when integrating work across suppliers and customers.
The advantage of the Green Belt training is that it equip me with a number of different tools and techniques and more business appreciation of how to undergo business improvement within the pharmaceutical industry. I was involved at the time with working within an analytical development team and had the opportunity to transfer this learning from the Green Belt training primarily using control charts for a new method that I implemented within the group.
This gave me the ability to really use SPC, statistical process control, for improving the understanding and control of our processes in particular this new analytical procedure.
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One of the really good things from the PMI training was really giving us the knowledge about thinking about things in terms of a systems approach and what I mean by that is really understanding the customers, through to the suppliers, the inputs, the core processes that you have within your business and the various outputs that you get from that process and obviously the impact on the customers. But not only in the systems thinking from the suppliers to the customer, but also some of the strategic things around, the strategic change aspects and also the ability of the support process as well to impact on the overall system.
The client is a leading international manufacturer of glass and rock fibre insulation products.
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This is a mature technology, with competitive advantage being gained from relentless attention to the details of materials and production processes. PMI has been training engineering and related staff, and supporting key projects to achieve their goals. These spinners are changed every hours, and the project focussed on their manufacture and refurbishment. It was felt that there was capacity to make all of them and have further capacity to support the rest of the group, but this was not being realised.
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He led the team in applying the PMI Improvement Cycle, initially concentrating on the definition of the processes behind the problem. This highlighted new aspects to investigate, and the team worked though all the parts of the Improvement Cycle, understanding the variation, carrying out tests which validated the theories. Specific changes made as a result of the trials produced remarkable improvements, eventually cutting the processing time from 2 hours to 10 minutes. The discipline of the Improvement Cycle forced the use of Plan Do Study Act, to investigate cause and effect, and of the 5 Why analysis for verification, to focus on solutions to test, rather than jumping to solutions.
The full team was involved early on, and this proved invaluable in providing a breadth of experience to address the questions. Control charts were developed and made live, so that all could see the evidence building. This project demonstrates once again the validity of the whole PMI approach, ranging from PDSA for learning, through the Improvement Cycle as a structure and discipline for relevant use of the tools, to live use of visible control charts to understand variation.
As we have often seen before, one successful project can produce cash savings that more than pay for a substantial improvement effort. It is also a typical example of savings achieved during a training programme by many delegates over the years. Financial justifications are more rigorous and close tracking by finance departments has reported gains running into many millions as a result of this programme.
The programme is for Green Belts who want to generate more benefits for their organisation by building on their qualifications and experience in variability reduction. This utility company already had an active improvement programme but wanted to focus more on transformational processes and reducing variation. Using a combination of public, in-house training and senior management workshops we worked with this organisation to train their staff in variation reduction. The Senior Manager involved in the project knew from his experience that reducing variation is essential both in the detail of everyday processes and in helping managers make better decisions.
PMI were engaged to train several staff at Green Belt level; utilising the benefits of both public and in-houser training. The success of the Green Belt projects resulted in further staff being training to Black Belt level. A further series of bespoke workshops were held for the wider senior management team which consisted of:. PMI has been working with this government body for several years in support of their Quality Improvement Process Re-Engineering programme. Our work has involved extensive training delivery and support to their central team, the executive team and mentoring to improvement projects.
A significant cultural element has been present in the programme as the organisation seeks to reduce complexity and duplication across its various functions. This has involved establishing new working practices and communication protocols on a scale never before attempted. We understand that, for some people, being out of the work place for two full weeks can be difficult. This project was to design and implement business processes to support the introduction of a new Asset and Work Management System while a 25 year old IT system was replaced.
We were able to help the organisation understand and rationalise processes as well as assisting in the redesign of many of the existing business processes involving the UK-wide field maintenance teams. Design and implement business processes to support the introduction of a new Asset and Work Management System. This rail freight company required support as it attempted to replace a 25 year old IT system. As the business sought to turn itself around both commercially and operationally under a new leadership team, PMI was asked to help understand and rationalise the business processes.
The total redesign of many of the existing business processes mostly involving the UK-wide field maintenance teams within tight time limits and a safety critical environment. Problem became visible at an early stage and PMI authored a report based on the findings of the initial work. The recommendations were accepted in their entirety and PMI was asked to lead the business process redesign.
A steering team was established which was managed by PMI. Over the following 12 months PMI managed the day to day activities of the rollout working to design and implement new business processes and forms for the field maintenance teams across the UK. The project as a whole involved strategic advice to leaders, organisational design consultancy and management of the user training programme. PMI also provided metoring services to managers as part of the handover of new processes. Most recently PMI has facilitated a work stream of improvement between Axiom and their largest 3rd party customer to enhance the way they work together.
The client is an international manufacturer of building supply products. Previous approaches had been to jump in and problem solve usually though the introduction of expensive engineering changes. Five members of the management team at one site had been Green Belt trained by PMI, however due to competing priorities their beachhead projects had not been further advanced. After an initial assessment of the status of the projects by a PMI consultant, their recommendation was that several of the projects were good candidates for a more concentrated approach called a Focused Improvement Team FIT.
This approach helps overcome usual work distractions and competing priorities. The FIT involves the Green Belt and process operators working full time for 1 week with a PMI consultant to complete on round of the Improvement Cycle to study, trial and implement changes to the process needing improvement. This approach was used on the Standard project where the issue was consistently heavier than necessary board being produced due to incomplete understanding and management of the process of dosing the key raw materials.
During the FIT week PMI were able to demonstrate to the client that the first improvement idea one tries may not yield any tangible benefits and one just needs to persevere and try the next one. Also that improvement does not need to necessarily involve costly engineering change as the raw material savings were achieve at at no cost other than the time spent by the team and consultant during the FIT week.
This global company wanted to explore how to support the drive to transform their everyday business processes. The company wished to increased customer satisfaction and enhance its competitive position by improving the efficiency and effectiveness of key business processes are both operated and managed.
The senior management team and the CEO identified the need to improve the way in which the company delivers its services to customers and agents. To achieve this, a significant cultural change was necessary for the way the business processes are both operated and managed. PMI suggested that the priority is for programme leaders to understand the fundamental principles behind our improvement methodology.https://quidehitcemen.cf
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The programme leaders utilised the public traiing programme to ensure this was completed quickly ahead of a wiser organisation roll-out. To support the on-going programme development, the option to call-off consultant support either remote or in person was provided by day or part hour. This support also included access to templates, advice, models, and coaching.
To accommodate the specific request to support global projects, an expert consultant was assigned to facilitate the project, support and guide the data collection, analysis and to involve the new business improvement team members.