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I’m an Helicopter Instructor as well but I will be adopting a lot of your presentation techniques and ideas to my approach to teaching if you don’t mind.

I look forward to working with you again soon “Sensei”. Take care and thanks once more for a week of good learning and fun.

Adevokhai U., Training Captain S76/S92, Bristow, Nigeria Operations, General Aviation Area
Murutala Mohammed Airport
Ikeja, Lagos

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Interesting prices, check our special rates: Ceny !

Decide to get certified and book your training seminar in Poland today!

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• Increase in task complexity
• And a decrease in your control over the tasks

Greater numbers of people:

• All those directly involved in the solution
• All those indirectly involved in its impact

Review of team make-up may be useful and you will definitely need to re-plan (see Project Management). Resources (time, money, equipment, commitment) even more critical

All of this is about transferring responsibility from the improvement team to the process team (the people who run the process). This transfer must be explicitly clear.

• Ensure that the organisation knows what is happening, when and how
• Be clear whether it is a Big Bang, in Phases or ‘drip feeds’
• Dealing with key people issues
•  Managing ambiguity
•  Managing personal exposure
•  Dealing with the ‘survivors’
• If you are doing a phased roll-out, must manage parallel operations
• You must ensure that the customer will not feel the impact of your internal transitions
• Building on wins, minimising losses and learning from “incomplete successes”

The basic tools that we use as Black Belt project managers are;

• Project Plan
• Process Map
• RACI matrix
• Skills Matrix
• Dash Board (1 single sheet mgt report)

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Following Black Belt sessions will agreed with the participants. have a look at the calender for the dates !

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Question 1 – What is the problem that needs to be fixed?

What must be improved? (not how to improve it). Clear focus on the issue that is to be changed (not the solution).

Question 2 – Why is it important?

Why are you going to spend time and effort to improve the situation? Clear focus on the importance of this project.

Question 3 – How will I know when I have succeeded?

What can I measure that will show me I have finished the project? This measure should be a measure of ‘quality’, ‘waste’, ‘on-time’, ‘Euros’ or ‘customer satisfaction’. Clear focus on the ‘measurable benefits’.

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Over the recent years, Europe’s productivity has been lower then China’s and India’s productivity growth rate. Europe doesn’t fare any better when compared to countries around the world. As an economy, we start to lag behind, but on the macroeconomic level, Europe’s prospects remain very rosy, but from a microeconomic perspective our performance is of serious concern.

Compared to other developed economies, Europe has weakening labour productivity growth and sliding real income growth. Concerns about weak productivity growth will only intensify as structural changes in the global economy shift the engines of economic growth to China, India, and Brazil.

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• slow or no adoption of new processes and technologies to enhance efficiency
• underinvestment in machinery, equipment, and technology
• lack of innovation to enable the creation of new products and technologies
• lagging workplace re-organization and worker training

The EU, in close partnership with industry and other levels of governments, is working on a strategic three-pronged approach to address the productivity growth challenges faced by Europe:

• education and awareness of productivity
• productivity enhancement tools
• policies to promote and enhance productivity and innovation

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• education and awareness of productivity
• productivity enhancement tools
• policies to promote and enhance productivity and innovation

The post So, what is the EU doing to address the productivity gaps? appeared first on Productivity Engineering Excellence Corporation | Lean Six Sigma Business Process Excellence Training.