PDCA

La Mejora Continua en empresas y organizaciones La mejora continua de la capacidad y resultados, debe ser el objetivo permanente de la organización. Para ello se utiliza un ciclo PDCA, el cual se basa en el principio de mejora continua de la gestión de la calidad. Ésta es una de las bases que inspiran la filosofía de la gestión excelente. "Mejora mañana lo que puedas mejorar hoy, pero mejora todos los días" La base del modelo de mejora continua es la autoevaluación. En ella detectamos puntos fuertes, que hay que tratar de mantener y áreas de mejora, cuyo objetivo deberá ser un proyecto de mejora. El ciclo PDCA de mejora continua se basa en los siguientes apartados: Plan (planificar) Organización lógica del trabajo Identificación del problema y planificación. Do (hacer) Correcta realización de las tareas planificadas Preparación exhaustiva y sistemática de lo previsto. Check (comprobar) Comprobación de los logros obtenidos Verificación de los resultados de las acciones realizadas. Adjust (ajustar) Analizar los datos obtenidos.

Coaching Tools 101: The Urgent Important Matrix - What is it and How To Use it! Well, Former US President Eisenhower used this so-called “Eisenhower Principle” to organize his tasks. He is quoted as saying, “What is important is seldom urgent and what is urgent is seldom important.” It was Dr Stephen Covey (of “The 7 Habits of Highly Effective People” fame) who took these concepts mainstream, calling it The Urgent Important Matrix in his famous book . Quadrant 1 – Crises or “Important AND Urgent” Tasks What: Tasks that fall into this quadrant include deadlines, urgent meetings, pressing problems, crises and fire-fighting. How we feel: When we spend a lot of time in this quadrant we become stressed and burned out. Action: Minimise the time spent in this quadrant by prioritizing, planning and delegating ie. spending more time in Quadrant 2. Coaching Tip: If your client is in a line management or service based role, they will spend more time in this quadrant than a project manager. Quadrant 2 – Goals and Planning or “Important and Non-Urgent” Tasks

5-why Analysis using an Excel Spreadsheet Table | Karn G. Bulsuk: Full Speed Ahead Find out how to visualize your five-whys analysis by putting it into a spreadsheet, including a downloadable five why template and tutorial. Part 2 of a four part series on 5-whys. By Karn G. Bulsuk More information: An Introduction to 5-whys, 5-whys Analysis using a Fishbone Diagram and The Weaknesses of 5-WhysDownloads: 5-whys Template Download and Step-by-step example on how to perform a 5-why analysis Visualizing your 5-whys analysis in a table is the best way to show the causal links between your causes and the ultimate root causes. Imagine that there is a company called Alencia which specializes in receiving outsourced executive recruitment work, where they match talent to specific jobs and receive commission for doing so. In the past year, demand has boomed and their business has expanded rapidly, but at a price: while demand has increased, capacity has remained the same, leading to a large back log of job requests. Setting Up the Excel Sheet The First Why The Fourth Why Root Causes

La Mejora Continua, una necesidad de estos tiempos A lo largo de la historia, las personas han desarrollado métodos e instrumentos para establecer y mejorar las normas de actuación de sus organizaciones e individuos. Desde los antiguos egipcios se desarrollaron métodos con el deseo de mejorar sus sistemas. El mejoramiento continuo más que un enfoque o concepto es una estrategia, y como tal constituye una serie de programas generales de acción y despliegue de recursos para lograr objetivos completos, pues el proceso debe ser progresivo. En la actualidad el Sistema Empresarial se encuentra en un proceso de perfeccionamiento que en sí constituye un programa de mejora, pero en la medida en que este se apoye en enfoques utilizados en la práctica mundial se obtendrán mejores resultados. Este trabajo incluye consideraciones sobre algunos de los programas de mejora existentes tales como: Benchmarking, Calidad Total, Teoría de las Restricciones, Programa Permanente de Mejoramiento de la Productividad y la Reingeniería. Benchmarking Calidad Total

4 Things You Thought Were True About Time Management - Amy Gallo by Amy Gallo | 1:00 PM July 22, 2014 I don’t know anyone who doesn’t struggle with how to make the most of their time at work. How do you stay on top of an overflowing inbox? How do you get work done when your day is taken up by meetings? How can you get through a continually expanding to-do list? To make matters worse, there are lots of misconceptions about what time management really comes down to and how to achieve it. It’s about managing your time. Time management is a misnomer, says Jordan Cohen, a productivity expert and author of “Make Time for the Work That Matters.” Teresa Amabile, the Edsel Bryant Ford Professor of Business Administration at Harvard Business School and coauthor of The Progress Principle, whose expertise in this area comes from reading the work diaries of thousands of workers who documented their struggles to get work done, says it’s more about managing your overall workload. You just need to find the right system or approach. This may be partly true.

How (And When) to Motivate Yourself - Peter Bregman - Harvard Bu by Peter Bregman | 9:00 AM May 5, 2010 I woke up this morning to pouring rain and temperatures in the low 40s. I had planned on going for an early bike ride in Central Park but now I wasn’t so sure. I like to get some exercise every day and given my commitments for the rest of the day, this was my only opportunity. But did I really want to get so wet and cold? I decided to go for it, though I continued to question myself as I put on my biking clothes and got my bike out of the basement. A friend of mine, Chris, happened to be dashing home to avoid the rain and stopped under the awning for a second. “Great day for a bike ride,” he said, before running on. He’s right, I thought, this is dumb. Finally, knowing that I’d feel great after a good, hard ride, I got on my bike and took off, pedaling hard. Then, after less than five minutes, the rain stopped bothering me. But he was wrong. “I didn’t need to be motivated for long,” I laughed. I write at least one post a week.

Leadership Style Survey This questionnaire contains statements about leadership style beliefs. Next to each statement, circle the number that represents how strongly you feel about the statement by using the following scoring system: Almost Always True — 5 Frequently True — 4 Occasionally True — 3 Seldom True — 2 Almost Never True — 1 Be honest about your choices as there are no right or wrong answers — it is only for your own self-assessment. Leadership Style Survey In the table below, enter the score of each item on the above questionnaire. This questionnaire is to help you assess what leadership style you normally operate out of. The highest of the three scores in the columns above indicate what style of leadership you normally use — Authoritarian, Participative, or Delegative. The lowest of the three scores is an indicator of the style you least use. Final Thoughts Normally, some of the best leaders operate out of the participative mode and use the other two modes as needed. Reliability and Validity Next Step

11 Important Life Lessons To Learn From Steve Jobs by Celes on Oct 7, 2011 | ShareThis Email This Post Yesterday morning, I was busy writing the preparation post for upcoming 21-Day Meditation Challenge (Which is now up: 21DMC, Day 0 – Preparation. For those who don’t know about 21DMC, it’s a 21-day meditation challenge from Oct 8 to Oct 28. As I took a quick glance at my Twitter timeline, I saw a message which said, “RIP Steve Jobs”. When I first saw it, my first reaction was: “Is this a joke?”. But things like that don’t get joked around. I quickly scrolled down the searches, clicked into Steve’s Wikipedia (always a good objective information source) and saw that the page had been updated with the date of his death and a section on his passing. Now, I can’t claim to know much about Steve Jobs nor do I make a point to follow any updates about him, Apple, iPod, iPhone or any of the “i” products. By way of this post, I would like to drive awareness on how boldly he had led his life, and 11 personal development lessons we can learn from him.

Employee Effectiveness - The Clemmer Group Webinar: 9 Ways to Build Effective Relationships “No man is an island, entire of itself; every man is a piece of the continent, a part of the main.” These are a few lines of a poem penned by the metaphysical English poet, John Donne, around the time of Shakespeare. Read post » A Fresh Look at Employee Engagement Managers play the most important role in creating employee engagement. Read whitepaper » Creating Empowerment and Growth “Managing the monkeys” so employees move from passing problems upward to taking more problem solving ownership. Watch video » The Impact of Coaching Effectiveness The impact of coaching skill development on employee engagement and satisfaction. Watch video » The Impact of Leadership on Employee Turnover Data showing the impact that leadership effectiveness has on employee turnover. Watch video » The Impact of Leadership on Employee Engagement Data showing the impact that leadership effectiveness has on employee engagement. Watch video » Read post » Facing a Talent Gap

Managing and Motivating Employees in Their Twenties - Michael Fertik - The Conversation by Michael Fertik | 3:10 PM January 19, 2011 I’ve been lucky to work with some awesome employees in their twenties. While that formative decade is long and dynamic for each person; in a companion post I’ve offered some observations on the differences between Generation Z and Generation After-Lehman; there are some consistencies in how best to manage and motivate excellent twenty-somethings. Younger people are especially hungry both to learn and to receive affirmation that they are doing a good job. I’ve found the best ones are generally much more motivated by incremental education and acknowledgement than they are by a modest bump in salary. Of course, the same qualities that make younger colleagues so responsive to the education and praise you offer may also make them susceptible to negative feedback loops, so be mindful of the context into which you toss them. The best managers of younger employees are people who would otherwise love teaching for a living. Ask frequent questions.

Kotter's 8-Step Change Model - Change Management Tools from Mind Tools "Change is the only constant."– Heraclitus, Greek philosopher What was true more than 2,000 years ago is just as true today. Whether you're considering a small change to one or two processes, or a system wide change to an organization, it's common to feel uneasy and intimidated by the scale of the challenge. You know that the change needs to happen, but you don't really know how to go about delivering it. There are many theories about how to "do" change. In this article, video and infographic, we look at his eight steps for leading change, below. Click here to view a transcript of this video. Step 1: Create Urgency For change to happen, it helps if the whole company really wants it. This isn't simply a matter of showing people poor sales statistics or talking about increased competition. What you can do: Identify potential threats, and develop scenarios showing what could happen in the future. Note: Step 2: Form a Powerful Coalition Convince people that change is necessary. Infographic

Bad Service Can Be Good Business - Bill Taylor by Bill Taylor | 9:30 AM August 8, 2012 It’s hard not to be surprised by what you read in the newspapers these days, but a recent report in the New York Times left me downright floored. Richard Bove, a high-profile securities analyst who focuses on bank stocks, wrote a commentary that excoriated Wells Fargo for lousy service — so much so that he announced he’d moved his business to a different bank. But that same commentary praised Wells Fargo as a company and upgraded its stock to a buy! Bove’s basic argument? Fair enough, let’s rethink. But there is a method to the no-frills madness of CEO Michael O’Leary and his colleagues. You don’t have to like Ryanair to love its strategic confidence — and to understand why it treats customers the way it does. Not talking to customers certainly makes it hard for certain categories of customers, especially older users who aren’t adept at online interactions. But back to Richard Bove. I’m sorry, but I think this is backwards.

Team building training and development. Before exhibiting the signs of effective teamwork which were listed in 'What is Effective Teamwork?' your team will probably need to pass through several stages of development, during which other signs or characteristics will be exhibited. We us a simple model based on four essential stages of development. It has been found to be very useful in helping teams and team leaders to understand team development. No team ever exhibits solely the characteristics of one particular stage; rather it is a question of which characteristics are the most prominent. This is the most common stage of development to be found in organizations. Stage 1: Development activities for the undeveloped team One characteristic of this stage is that feelings are not dealt with, usually because it is not seen as appropriate to consider the way others feel and certainly not to discuss feelings openly. Generally, emotions are seen as something only appropriate to one's private life with the workplace being for work.