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  1. [11]
    صناعي1
    صناعي1 غير متواجد حالياً
    عضو شرف
    الصورة الرمزية صناعي1


    تاريخ التسجيل: May 2006
    المشاركات: 1,474

    وسام الشكر

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    المقال الثامن

    SECRETS OF HIGH PERFORMANCE TEAMS…

    "Analyze This"



    In past articles we discussed the importance of establishing clearly defined team behaviors, roles and rules. Another mechanism used by most successful teams is the Team Meeting Evaluation form. We have included an attachment as an example of a meeting evaluation. Feel free to use it at your team meeting. Alternatively your team may decide to create a form that works best for them.

    Frequently team members are reluctant to verbalize concerns that relate to the team. This is especially true if expressing those thoughts may result in conflict. Failure to surface and deal with festering issues are highly destructive to the team. Eventually team members stop coming to meetings or will find excuses to put team activities on the back burner.

    The Team Meeting Evaluation Form provides an impersonal and anonymous mechanism for team members to express concerns. This allows the facilitator to deal with these issues quickly, before they get out of hand. Team members complete the evaluation at the conclusion of each team meeting. The data is then analyzed and numerically averaged for each parameter. At the outset of the next meeting the facilitator shares the results of the evaluations with the team. He/she will instruct the team members of areas to monitor their behavior. Most team members have enough insight into their behavioral styles to clean up their act without being directly confronted.

    The attached Team Meeting Evaluation Form is a very simple and easy to use tool that promotes the ongoing health of the High Performance Team.

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  2. [12]
    صناعي1
    صناعي1 غير متواجد حالياً
    عضو شرف
    الصورة الرمزية صناعي1


    تاريخ التسجيل: May 2006
    المشاركات: 1,474

    وسام الشكر

     وسام كبار الشخصيات

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    المقال التاسع

    SECRETS OF HIGH PERFORMANCE TEAMS

    “We Validate Parking”

    One of the most critical and challenging elements of a team facilitators job is keeping the team focused on the agenda. Failure to do a good job with this will have the team going off on well intended but unproductive tangents. Skilled facilitators will post an agenda on a wall and use it as a focus anchor for the team. This seems fairly straight forward.

    Now here's the rub. One of the most significant benefits of using a team is team synergy. A well functioning team can generate lots of great ideas, solve problems and identify action items. Accordingly during the course of a meeting some non-agenda but valuable and creative ideas will surface. Ignoring these ideas will stifle creativity and potentially valuable contributions are lost. However, shifting gears and moving from the structured agenda invites chaos.

    How can we get the best of both worlds? There is a fairly simple answer. Use a “Parking Lot.” Prior to the meeting the team facilitator will post a sheet of easel pad paper on the wall. He/she will title the sheet “Parking Lot.” If a suggestion or idea surfaces that is not on the agenda, the facilitator will use a marker to quickly “Park” the idea in the “Lot.” Then he/she will get back to the agenda item at hand. Team members should feel free to grab a marker and “Park” ideas during the meeting without putting them through the facilitator.

    The team should allow 5-10 minutes towards the end of the meeting (but before the next agenda is drafted) to discuss the issues in the “Parking Lot” and take appropriate action. Most of the well functioning teams that I have had the pleasure to work with use “Parking Lots.”

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  3. [13]
    صناعي1
    صناعي1 غير متواجد حالياً
    عضو شرف
    الصورة الرمزية صناعي1


    تاريخ التسجيل: May 2006
    المشاركات: 1,474

    وسام الشكر

     وسام كبار الشخصيات

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    المقال العاشر

    DON'T LEAVE YOUR PROCESS IMPROVEMENT PROJECT HALF DONE

    WHY NOT DO A FISHBONE DIAGRAM JUST FOR THE HALIBUT


    Almost any attempt to improve a work flow involves capturing and documenting the “Present State” process in a structured format such as a flow chart, process map or the Value Added Transition System (VATS). Next the “Present State” structure is used as a platform to analyze options and improvements to the existing process. Finally, the universe of improvements is evaluated and the “Future State” process is born.

    This logical approach is tried and true. Looking at every step and asking if each task can be eliminated, combined, done in a different place/sequence or by a different person opens a wide range of interesting possibilities for improvements. Things like delays, storages, transportations and other non-value added activities are easily called into question using this technique.

    Despite the inherent thoroughness of this approach it still may miss some important factors that I call “Environmental Process Issues.” Things that impact the effectiveness and efficiency of processes include:



    Personnel selection practices.
    • Training (initial and ongoing).
    • Communications.
    • Leadership.
    • Supplier issues (internal and external).
    • Scheduling issues.
    • Written documentation.
    • Interruptions or distractions.
    • Availability of staff or machines.
    • Machine or equipment failure.
    • Budgetary issues.


    These types of root causes will rarely be surfaced with the traditional approach described above. However, they are almost always identified using a negative effect Fishbone (Cause-and Effect) Diagram. Accordingly when you undertake a process improvement project try a two pronged approach. Use the traditional approach to document and improve process issues and a Fishbone Diagram for “Environmental” factors.

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  4. [14]
    صناعي1
    صناعي1 غير متواجد حالياً
    عضو شرف
    الصورة الرمزية صناعي1


    تاريخ التسجيل: May 2006
    المشاركات: 1,474

    وسام الشكر

     وسام كبار الشخصيات

    Thumbs Up
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    المقال الحادي عشر

    THE WORK COUNT SHEET


    A SIMPLE AND VERSATILE TOOL

    During the course of documenting an existing process, precise time and task measurements are crucial. Failure to completely document time dedicated to existing tasks may result in a lost opportunities to zero-in on time-eaters, bottlenecks and improvements. The Work Count Sheet is easy to use and yields valuable information to the process improvement practitioner. We have included blank (attachment) and completed samples (attachment) of the Work Count Sheet for your use and information.

    Before using this tool, be sure you have done an adequate job addressing fear issues. Completing this form accurately can generate fear and anxiety. If workers fear job loss the data will be worthless.

    Completing the Work Count Sheet:
    • Distribute the Work Count Sheets to employees. This should be done for several days. One day's activities may not be representative.
    • Employees complete the heading and list start and stop times for each activity.
    • A brief description for each task is written in the designated column.
    • Employees note the number of items produced in the unit's column.
    • Collect the sheets at the end of each day and calculate elapsed time for each task. This will give the total amount of time spent by a person on each task.
    • Divide the elapsed time per task by the number of units produced. This computation yields the average amount of time it takes to produce one unit of work at that task level.
    Benefits of Work Count Sheet Data:
    • Yields data to "Line Balance" a work flow. Having Work Count Data for each task in a process allows us to know the number of units that can be produced per hour by task. Accordingly, the task with the fewest number of units/hour will ultimately dictate process yield. Identifying these bottlenecks allows you to reallocate resources or streamline the low yield tasks to maximize process yield.
    • Measures how much time is devoted to each activity during a work day.
    • Allows analysis of how a department spends its time.
    • Documents time spent for the completion of each task.
    • Surfaces variations in techniques between employees.
    • Discovers improved methodologies. For example, you may have five workers doing an identical task:
      • Worker A - produces 10 units per hour
      • Worker B - produces 11 units per hour
      • Worker C - produces 9 units per hour
      • Worker D - produces 23 units per hour
      • Worker E - produces 11 units per hour
    Worker D may have an improved methodology that has been surfaced by the Work Count Sheet. We have seen this happen!

    The Work Count Sheet takes little time to administer and analyze. The information it produces is valuable to almost any Business Process Improvement endeavor.

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  5. [15]
    صناعية ولكن
    صناعية ولكن غير متواجد حالياً
    عضو


    تاريخ التسجيل: Aug 2005
    المشاركات: 43
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    شكراً جزيلاً يا اخ صناعي على هذه المقالات الجميلة. والله يعطيك العافية

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  6. [16]
    ألم الفرااااق
    ألم الفرااااق غير متواجد حالياً
    عضو


    تاريخ التسجيل: Jul 2006
    المشاركات: 28
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    شكرا لك وننتظر كل جديد

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    نامت عيون العالمين جميعهم إلا عيون العاشق المتلهف

  7. [17]
    bazokka
    bazokka غير متواجد حالياً
    عضو


    تاريخ التسجيل: Apr 2007
    المشاركات: 37
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    جميل جدا شئ رائع يا اخى لكن ليس كل المهندسين يستطيعون فهمها يعنى لو يمكن يبقى فى تبسيط بعد كدة يكون احسن واحسن

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  8. [18]
    magdy100
    magdy100 غير متواجد حالياً
    عضو فعال


    تاريخ التسجيل: Sep 2006
    المشاركات: 68
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    مشكور جدا جدا
    محاضرات رائعة

    0 Not allowed!


    أفعلها صحيحة من أول مرة
    وكل مرة
    قل ما تفعل
    وأفعل ما تقول
    مجدى خطاب

  9. [19]
    صناعي1
    صناعي1 غير متواجد حالياً
    عضو شرف
    الصورة الرمزية صناعي1


    تاريخ التسجيل: May 2006
    المشاركات: 1,474

    وسام الشكر

     وسام كبار الشخصيات

    Thumbs Up
    Received: 19
    Given: 3

    المقال الثاني عشر

    THE WORK DISTRIBUTION CHART

    AN ORGANIZATIONAL DIAGNOSTIC TOOL

    The Work Distribution Chart (WDC) is an amazing organizational diagnostic tool. It allows the user to surface many issues that have been percolating in the department/work unit totally unnoticed. This tool is easy to use, but will take a bit to explain so we will use the next three earticles to show you how to complete and analyze The Work Distribution Chart. We will also provide you the opportunity to analyze a WDC with an online problem solving "Tips and Tricks" Activity.
    The tool presents data in a way that permits a "Three Dimensional Analysis" of a work unit. For years consultants have used this tool as a first step in an organizational analysis. It provides a quick, "Lay of the Land" and gives the user, "Heads-Up" on key issues. You never know what you will find with a WDC but it's always worth the effort

    The WDC

    • Identifies the core processes of a work unit.
    • Describes and analyzes the major functions of a work unit.
    • Eliminates unnecessary activities.
    • Surfaces process variation
    • Discovers "Better Ways" of doing work.
    • Evaluates what people do during a work week.
    • Depicts and analyzes how people work together to accomplish departmental activities.
    • Documents how much time is dedicated to each departmental activity and by whom.
    • Analyzes individual workers and how they spend their time.
    • Identifies symptoms that may be traced to major functional issues.
    .

    0 Not allowed!


    الملفات المرفقة

  10. [20]
    صناعي1
    صناعي1 غير متواجد حالياً
    عضو شرف
    الصورة الرمزية صناعي1


    تاريخ التسجيل: May 2006
    المشاركات: 1,474

    وسام الشكر

     وسام كبار الشخصيات

    Thumbs Up
    Received: 19
    Given: 3

    المقال الثاني عشر

    THE WORK DISTRIBUTION CHART

    AN ORGANIZATIONAL DIAGNOSTIC TOOL

    The Work Distribution Chart (WDC) is an amazing organizational diagnostic tool. It allows the user to surface many issues that have been percolating in the department/work unit totally unnoticed. This tool is easy to use, but will take a bit to explain so we will use the next three earticles to show you how to complete and analyze The Work Distribution Chart.

    The tool presents data in a way that permits a "Three Dimensional Analysis" of a work unit. For years consultants have used this tool as a first step in an organizational analysis. It provides a quick, "Lay of the Land" and gives the user, "Heads-Up" on key issues. You never know what you will find with a WDC but it's always worth the effort

    The WDC

    • Identifies the core processes of a work unit.
    • Describes and analyzes the major functions of a work unit.
    • Eliminates unnecessary activities.
    • Surfaces process variation
    • Discovers "Better Ways" of doing work.
    • Evaluates what people do during a work week.
    • Depicts and analyzes how people work together to accomplish departmental activities.
    • Documents how much time is dedicated to each departmental activity and by whom.
    • Analyzes individual workers and how they spend their time.
    • Identifies symptoms that may be traced to major functional issues.
    .

    0 Not allowed!



  
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