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Other Added - Leveraging The Enterprise-Wide Knowledge Base
I recently attended a Microsoft event at their corporate headquarters in Redmond, Washington. This event was a fantastic opportunity to meet with fellow leaders in the Microsoft partner community from around the world and spend quality time with each one of them. The event was held over four days and we had a very tight schedule and the importance of timeliness was critical to its overall success.
Take a look at DMAIC again; in the measurement stage, selecting the right metric is only half the job. But knowledge that tells you how to simplify and foolproof it; and in the control stage questioning things rationally: how could anything be sound? Why couldn'
Note: This article is an excerpt from my Entrepreneur's Survival Reference E-Book Self-Help Manual titled "25 Avoidable Mistakes No One Will Warn You About In Starting Your Own Business"(in which "Failing To Prepare A Backup/Alternative Action" is one of the 25 mistakes discussed). As a result, you will find that illustrations used are more relevant to persons starting up their businesses. Having sa
Leveraging the Existing Knowledge Base In Six Sigma
The knowledge levels expand as per the following in an enterprise:
1. The HOW and WHY of process flow, the implementation goals and the change management strategies
2. Knowledge about the enterprise including the goals and the current juxtaposition, alternatives, etc.
But it is easily noticeable that the availability of ready information on both is chronically lacking. The way to move ahead in situations such as this can be with the trusted tools of knowledge sharing such as brainstorming, innovation and organizing ideas which help get ideas out of the box.
At the core, Six Sigma isn't self-sufficient and it somehow inexplicably still remains in a rut that it is enough to be experienced about problem solving whenever one is encountered. So, as a logical consequence, it cultivates habits which draw lines between tool-specific knowledge and overall knowledge which leads to lost opportunities due to lack of initiatives for innovations and broader perspectives.
Valuable Areas For Knowledge Beyond The Project
Enterprise-wide knowledge is quite capable of an all around contribution to the overall cause of the Six Sigma implementation. Tackling a multi-faceted problem with problem-specific specialization is futile and will blunt the effectiveness of the project team.
Take a look at DMAIC again; in the measurement stage, selecting the right metric is only half the job. But knowledge that tells you how to simplify and foolproof it; and in the control stage questioning things rationally: how could anything be sound? Why couldn'
1.Be aware of what your competition is doing but don’t “compete” with them. To do so results in a game of “leapfrog” – this year your product’s a little better, next year, theirs is a little better, etc. This is a tough way to do business. This is the way to stay at breakeven or less. Instead, keep your focus on your customers and on how to “create” a better world for them. You’ll soon be so fa
Leveraging the Existing Knowledge Base In Six Sigma
The knowledge levels expand as per the following in an enterprise:
1. The HOW and WHY of process flow, the implementation goals and the change management strategies
2. Knowledge about the enterprise including the goals and the current juxtaposition, alternatives, etc.
But it is easily noticeable that the availability of ready information on both is chronically lacking. The way to move ahead in situations such as this can be with the trusted tools of knowledge sharing such as brainstorming, innovation and organizing ideas which help get ideas out of the box.
At the core, Six Sigma isn't self-sufficient and it somehow inexplicably still remains in a rut that it is enough to be experienced about problem solving whenever one is encountered. So, as a logical consequence, it cultivates habits which draw lines between tool-specific knowledge and overall knowledge which leads to lost opportunities due to lack of initiatives for innovations and broader perspectives.
Valuable Areas For Knowledge Beyond The Project
Enterprise-wide knowledge is quite capable of an all around contribution to the overall cause of the Six Sigma implementation. Tackling a multi-faceted problem with problem-specific specialization is futile and will blunt the effectiveness of the project team.
Take a look at DMAIC again; in the measurement stage, selecting the right metric is only half the job. But knowledge that tells you how to simplify and foolproof it; and in the control stage questioning things rationally: how could anything be sound? Why couldn'
Vending machines are quite popular nowadays. After arriving in a subway train station, you do not have to locate the nearest convenience store in that area just to purchase your favorite beverage. Just look for a beverage vending machine in the entrance or exit points of that station and presto! You now have your beverage at hand.Vending machines basically dispense certain merchandise after customer
But it is easily noticeable that the availability of ready information on both is chronically lacking. The way to move ahead in situations such as this can be with the trusted tools of knowledge sharing such as brainstorming, innovation and organizing ideas which help get ideas out of the box.
At the core, Six Sigma isn't self-sufficient and it somehow inexplicably still remains in a rut that it is enough to be experienced about problem solving whenever one is encountered. So, as a logical consequence, it cultivates habits which draw lines between tool-specific knowledge and overall knowledge which leads to lost opportunities due to lack of initiatives for innovations and broader perspectives.
Valuable Areas For Knowledge Beyond The Project
Enterprise-wide knowledge is quite capable of an all around contribution to the overall cause of the Six Sigma implementation. Tackling a multi-faceted problem with problem-specific specialization is futile and will blunt the effectiveness of the project team.
Take a look at DMAIC again; in the measurement stage, selecting the right metric is only half the job. But knowledge that tells you how to simplify and foolproof it; and in the control stage questioning things rationally: how could anything be sound? Why couldn'
Serviced and semi serviced offices have become increasingly popular over the last 5 years, with more and more businesses deciding that serviced offices provide the best space solution for their company. If you have think that serviced offices are right for your business, or are unsure of what they can offer you, then read on for insider knowledge!So many different types of businesses locate in serv
Valuable Areas For Knowledge Beyond The Project
Enterprise-wide knowledge is quite capable of an all around contribution to the overall cause of the Six Sigma implementation. Tackling a multi-faceted problem with problem-specific specialization is futile and will blunt the effectiveness of the project team.
Take a look at DMAIC again; in the measurement stage, selecting the right metric is only half the job. But knowledge that tells you how to simplify and foolproof it; and in the control stage questioning things rationally: how could anything be sound? Why couldn'
"People" is not just the name of a magazine, it is the subject of virtually every story published today. How people use a certain product. Why they behave the way they do. And what activity they're engaged in that is charming, disarming, or alarming. It's all about the people.Most business publications tell us about people we can never identify with, even though we love to read about them. They have
Take a look at DMAIC again; in the measurement stage, selecting the right metric is only half the job. But knowledge that tells you how to simplify and foolproof it; and in the control stage questioning things rationally: how could anything be sound? Why couldn't there be mistakes, how can measurement and control processes be automated for best of implementation, etc.
Opportunities for Leveraging Enterprise Wide Knowledge
Take the 2 instances that are extremely effective ways of bringing knowledge to surface.
1. Retrospect- Looking back to review as to the gains of pilot project or an actual project and the reports of a review committee. Retrospect helps to gain insight into the reasons of success or failures.
2. Action Reviews- This is a fact-finding exercise which focuses on the slippage between two parameters, such as what has happened and what was planned.
Accessing enterprise knowledge can't be possible just by forceful ownership. Use of congenial and facilitation techniques must be resorted to, to bring out cross-departmental knowledge. Some other techniques to bring such knowledge to the surface are below:
1. Peer Assist programs by face to face interactions
2. Evaluating contextual relations between projects
3. Final, stage-specific, project documentation
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