Every organization strives for excellence. The best organizations seek to continuously expand and improve on their current models, and that starts with a clear cut vision for their future. That vision requires a functional path that provides cues that you are heading in the right direction. In other words, it requires Operational Excellence.

Process Excellence Network developed a smart list of eight principles for Operational Excellence that create a solid blueprint for continuously improving performance.

Principle #1: Design lean value streams

We need to design on paper an end-to-end lean value stream flow, starting from the time we receive an order or request for service from the cus­tomer until the time we deliver it. On our future-state map, information is given to only one process in the value stream. All other process­es know what to do next because the information will flow with the product through the connections created from that one point. The key is that each process is connected, and material and information moves only when the next process needs it.

Principle #2: Make lean value streams flow

Next, we take our design from paper to the real world of our operation and implement a self-healing value stream that creates Operational Excellence. The first step in going from paper to performance is to provide formal training, including a review of the current-state value stream map, the eight guidelines for flow, application of these guidelines to the target value stream, and finally the implementation plan. Most importantly, all employees are taught the destination of Operational Excellence and the common goal of business growth.

Principle #3: Make flow visual

Once we have taken the design from paper and physically cre­ated the framework for flow, the next step is to make flow visual so that each employee can see how the processes are connected to one another and to the customer. In Operational Excellence, just about any visual indicator in the operation should have something to do with the flow or the progression of the flow of product to the customer.

Click here to read the rest of the principles.

 

eLearning-onsite

Recently we came across an article from eLearning Industry about a few common mistakes organizations make when implementing Learning Management Systems (LMS) and how to avoid them. We at LearningSI feel the article offers solid advice and is in alignment with our own views on LMS.

Additionally, we had a few more thoughts we feel should be considered when contemplating moving forward with a Learning Management System:

  • Be Clear on What Problem You are Trying to Solve: Moving forward with any LMS is a significant commitment and you need to be sure you understand what you are trying to achieve and why. It’s also important to examine whether you need an “in house” LMS, or if an outsourced solution would work.
  • Be Clear on What is Required for Your Specific Business Needs: It is fairly common that we purchase software as a solution that goes well beyond what our real needs are, and ends up creating a larger problem than what we started with and / or a larger overall cost than required.
  • Take Time to Explore Your Options: There are a myriad of LMS providers out there that at first seem incredibly similar, but offer different “bells & whistles”. Figure out what is needed for your organization (and just as importantly what isn’t) before making a commitment. However, with that said…
  • For-go Perfection: As the article states if you try to “get it perfect” you may never move forward, but you need to find a balance between doing the required diligence and deciding when to commit.
  • Ensure You Have Set Yourself up for Success: Have a system champion, competent system administration, and dedicated content managers. The system needs to be and remain “evergreen”.
  • Ensure Clarity: Both in the LMS support provided by the vendor, as well as the impact or support required from your internal IT department.

Finally, ask yourself these questions:

  • Is the LMS simply to launch, track and report, or is it a part of a larger company learning strategy on how you do business?
  • Are you truly committed to your LMS besides the initial investment, and are you willing to devote the resources to maintain it and keep it current?

In performing this due diligence you are far more likely to have success with LMS implementation.

Click here to read the entire article on Learning Management Systems at eLearning Industry.