Before setting goals or managing with goals, it’s important to understand how motivation works. Several researchers have asked the question. In this article, I explain the three levels of motivation, as described by Mihály Csíkszentmihályi, Edward L. Deci and Richard M. Ryan, and democratized by Dan Pink in his book…
To face the competition, or improve your performance in a more difficult economic period, you may be thinking of the magical “lean” recipe. Operational excellence brings results that can sometimes make you think of miracles. However, the pitfalls are numerous, and fortunately, known. I suggest you take a look at…
Easy to see and calculate in the manufacturing sector because the products are visible, those concepts are more abstract.
Faites-vous des erreurs ? En avez-vous jamais fait dans votre carrière ou votre vie ? C’est normal de se tromper, ce qui distingue les bonnes des mauvaises erreurs, c’est la façon dont nous réagissons après les avoir commises.
The lean and Six Sigma concepts are very geared towards the manufacturer. In computing, Agile techniques are very close for both concepts and tools. Everything is therefore also applicable in the service sector, with some adjustments. I recommend reading William Lareau’s Office Kaizen, which covers most of the tools and…
The methods and tools of operational excellence are powerful. Everyone who used them knows it. I recently discovered an original and relevant use of these tools for the improvement of living conditions in developing countries.
Not all organizations are at the same level in implementing lean and its tools. In some, lean words are taboo, often because of failures in the past. For these organizations a little chilly about the implementation of new tools, I suggest using a progressive implementation method.
There are several ways to map a process or value chain. I would like to introduce a little known customer-oriented mapping : the service blueprinting. It is particularly suitable for the service sector and the hospital environment. A customer-centric mapping In fact, every time the customer is at the heart of…
Everyone knows how to solve problems. But to get rid of it permanently, I propose two approaches.
Comment déployer l’indicateur du taux de promoteurs net à d’autre situation que le client final, dans l’objectif d’améliorer (encore et toujours) l’organisation.
