Accelerating Implementation Methodology (AIM) 1 LEAN SIX SIGMA ACADEMY 07.07.2015 Konstantin Solovykh.

Slides:



Advertisements
Similar presentations
The Baldrige Model of Performance Excellence
Advertisements

Competencies Are King… Improving organizational and staff performance
Catholic Health Initiatives Spiritual Care Champions Organizational Change Management (OCM) Presented by: Jerri Brooks Director, Organizational Change.
Continuous Process Improvement (CPI) Program Update Colonel Ric Sherman, United States Army Office of the Assistant Deputy Under Secretary of Defense for.
BNR STRATEGY FOR STRENGTHENING A CULTURE OF PERFORMANCE MUGUR TOLICI Director, HR Department NATIONAL BANK OF ROMANIA Ziarul Financiar HR Conference 2013.
January 2006 BusinessObjects User Group Meetings 1 University of Michigan Administrative Information Services Business Intelligence Plans and Activities.
Middle Manager Development Colin Blair Lean Programme Manager NHS Lanarkshire.
Six Sigma Green Belt: Overview Robert Setaputra. What is Six Sigma? Six Sigma is the relentless and rigorous pursuit of the reduction of variation in.
Improving Your Business Results Six Sigma Qualtec Six Sigma Qualtec Six Sigma Qualtec – All Rights Reserved June 26, 2002 BEYOND SIX SIGMA: A HOLISTIC.
Supporting Organisations Through CHANGE. Who are we……..  Over 25 years experience in industry – Management, L&D, OE  Track record of achieving results.
© 2011 IMA All Rights Reserved
Lecture 2b: Software Project Management CSCI102 - Introduction to Information Technology B ITCS905 - Fundamentals of Information Technology.
Integrating ITIL with the Software Development Process Dhiraj Gupta IT Manager Mark Stehlik IT Director.
Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics.
Copyright © 2014 Prosci. All rights reserved. Prosci ® Change Management Overview Please read Right to use this content is governed by the licensing terms.
1 Using the Lean “Tools” is the Easy Part! Welcome to “Sustaining Lean”
Successful Lean Leadership in Government John Dickson Chief Operations Officer Spokane County (509)
Technical and Adaptive Change: A WIOA Challenge!.
1 SIX SIGMA "Delivering Tomorrow's Performance Today" AIR CDRE ABDUL WAHAB.
McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Quiz 1  Availability – check calendar. Chapter 4 Managing Organizational Culture and Change.
Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter 4 Managing Organizational Culture and Change.
Certified Business Process Professional (CBPP®) Exam Overview Part II August 18, 2010.
Unlocking the Value from Implementation & Delivery
The Adaptation Policy Framework Bill Dougherty Stockholm Environment Institute – Boston Center Manila April 2004 An overview of the new UNDP-GEF product.
Engineering, Operations & Technology | Information TechnologyAPEX | 1 Copyright © 2009 Boeing. All rights reserved. Architecture Concept UG D- DOC UG D-
Improving Performance Through Integrated Analytics (iAnalytics) Lori Watson Principal Consultant IBM Business Consulting Services October 29, 2002.
Creating Value Learning resources for managers to deliver efficiencies whilst improving effectiveness Iain Springate, Project Manager & Researcher.
Distributed Agile: Ten Guiding Principles Student: Yu Chang 張鈺 Raja Bavani, Chief Architect, Mindtree 28Dec Department of Computer Science and Information.
1. 2 IMPORTANCE OF MANAGEMENT Some organizations have begun to ask their contractors to provide only project managers who have been certified as professionals.
Studying Quality and Safety in European Hospitals - QUASER 9 th June, 2010 Prof Naomi Fulop Dr. Janet Anderson NIHR King’s Patient Safety and Service Quality.
Pam Waters Change Management Team Leader DTI – State of Delaware.
1 Outsourcing and OffShoring January 2004 Sandy Senti.
Sigma Lean Execution Plan for Black Belts
1 Union framework. The BT Way for Continuous Improvement is part of Organisational Health and is a zone within the Leadership and Core Skills faculty.
Project Management For the Non Project Manager 1.
Copyright 2012 Delmar, a part of Cengage Learning. All Rights Reserved. Chapter 9 Improving Quality in Health Care Organizations.
August 2015 MODULE 5: MANAGING THE TEAM Public Health Incident Leadership.
© 2002 Six Sigma Academy Eliminate Waste Reduce Variability Growth Six Sigma Elements Designing products, services, and processes that satisfy both client.
Blueprints for RtI Implementation Coaches/Principals 10/8/09.
Chapter 6 Decision Support System Development Turban, Aronson, and Liang Decision Support Systems and Intelligent Systems, Seventh Edition.
Core Partners Overview. PROPOSITIONS Core Partners Core Partners is a group of change implementation specialists who helps companies implement major.
Kathy Corbiere Service Delivery and Performance Commission
An Overview of “Why” Six Sigma Lean Oct 2015 Rev 9.2 RAH Consultant Group 8478 Winged Foot Drive Frisco, Texas, Tel:
Copyright © Six Sigma Academy International LLC All Rights Reserved Key Leadership Analysis.
Driving Cultural Transformation Key Principles and Best Practices
Chapter 6 Intervention with Organizations Charles Glisson.
© 2003 Six Sigma Academy0 The Roles of Six Sigma Champion Workshop.
1. WHAT IS A PROJECT? “A project is a problem scheduled for solution.” This definition forces us to recognize that projects are aimed at solving problems.
Info-Tech Research Group1 Info-Tech Research Group, Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine.
Information Sharing for Integrated Care A 5 Step Blueprint.
Top lean six sigma consulting strategies for businesses Lean Six Sigma Manufacturing Consulting By: Group50.com.
CSC 480 Software Engineering Team Issues. Essence of a Successful Team To be successful, teams must  Plan their projects  Track their progress  Coordinate.
1 Chapter 9 Implementing Six Sigma. Top 8 Reasons for Six Sigma Project Failure 8. The training was not practical. 7. The project was too small for DMAIC.
Building Business Transformation Capabilities Our perspective on the building blocks, structure and critical success factors to impact change Gillian.
The Art of delivering before time and within budget
Health Workforce Innovations to Support Delivery System Transformation
Creating Organizational Change
Information Sharing for Integrated care A 5 Step Blueprint
Managing Organizational Culture and Change
© Julie Hodges and Roger Gill
Implementation “Show-Stoppers,” Roadblocks, and Barriers.
© LEAN CONSTRUCTION INSTITUTE
QUALITY IMPROVEMENT BASICS
Managing Organizational Culture and Change
QAPI Design and Scope.
Pictures for blogs.
KEY INITIATIVE Shared Services Optimization
Superior Supply Chain Delivery & performance
AIM Accelerated Implementation Template
Presentation transcript:

Accelerating Implementation Methodology (AIM) 1 LEAN SIX SIGMA ACADEMY Konstantin Solovykh

LEAN SIX SIGMA ACADEMY 2 Accelerating implementation methodology (AIM) roadmap AIM is a systematic approach that translates behavioral research into operational tactics and strategies that you apply to implement your projects faster and more successfully. It’s a full suite of learning programs, tools, measurement diagnostics and action principles that work together as a system to drive changes on time, on budget, with all business, technical, and human objectives met.

LEAN SIX SIGMA ACADEMY 3 AIM change management methodology AIM provides a set of 10 core steps that are applied to any type of project or initiative (from straight-forward changes to transformational changes) to substantially improve the likelihood of implementation success. The AIM methodology is:

LEAN SIX SIGMA ACADEMY 4 AIM framework overview An overview of the AIM Framework from the Implementation Experts at Lean Six Sigma Academy

LEAN SIX SIGMA ACADEMY 5 What changes are necessary in your organization?

LEAN SIX SIGMA ACADEMY 6 How provide change implementation?

LEAN SIX SIGMA ACADEMY 7 Coordinated effort of IT 1. Project management 2. LEAN 3. HR 4. Your leadership team

LEAN SIX SIGMA ACADEMY 8 Change risks -Different 0pinions on the scope of the change -Resistance -Cultural differences -Lack of active change leadership at all levels -Ineffective communication -No reinforcement

LEAN SIX SIGMA ACADEMY 9 AIM goals

LEAN SIX SIGMA ACADEMY 10 AIM drives changes FASTER! BETTER! CHEAPER!

LEAN SIX SIGMA ACADEMY 11 You apply learning to your own projects

LEAN SIX SIGMA ACADEMY 12 Learning approach

LEAN SIX SIGMA ACADEMY 13 AIM change blueprint

LEAN SIX SIGMA ACADEMY 14 AIM principles One Process One Language One Approach

LEAN SIX SIGMA ACADEMY 15 Know-how to get things done LEAN SIX SIGMA ACADEMY