improvement (26)


A commonly quoted statistic is that 80% to 95% of the cost of a product is determined by its design and is therefore set before the itempic-1-5-Cost-Management-Strategies-300x200.jpeg?profile=RESIZE_710x enters manufacturing. This assumption suggests that the dominant focus of Cost Management should be during Product Development and not during Manufacturing.

However, contrary to a widely held assumption, companies can integrate a variety of Cost Management techniques not only in the design phase but throughout the product life cycle.  This is to ensure that ther

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Culture is essential today in helping employees and management survive in today’s environment. Survival has become a strong word pic-1-Lean-Culture-Framework-300x200.jpeg?profile=RESIZE_710xtoday. Without culture, everyone in the organization would act or behave differently. No one would be able to anticipate someone else’s behavior, and no one would understand why people behave the way they do. When this happens, the organization’s performance would be very chaotic.

What is culture? Organizational Culture is a learned process and is developed by the organ

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Business environment has transformed drastically from what it was a century ago.  It has become immensely challenging due to competition, disruptive technologies, laws, and globalization.  These challenges warrant better performance to address customer needs and to survive—and outpace—intense competition.  Consequently, organizations have become complex.

The work that individuals perform in an organization has also shifted from manual labor and clerical jobs to knowledge-based experiential tasks.

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Companies often know where they want to go when it comes to Strategy Development. Companies want to be more agile, quicker to react, and more effective. They want to deliverpic-1-Next-gen-Operating-Model-240x300.jpeg?profile=RESIZE_710x great customer experience, take advantage of new technologies to cut costs, improve quality and transparency, and build value.

Yet, while most companies are trying to get better, the results tend to fall short. One-off initiatives in separate units do not deliver big enterprise-wide impact. Improvement methods that were adopt

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In the age of rapid technological progress, where Digital Transformation has become pervasive, business applications are getting increasingly complex and interconnected.  The advancement in technology has also helped attackers get more aggressive and inflict more damage to IT systems and applications.  Application security tools and techniques are evolving too, yet most organizations still fall prey to vulnerabilities.  Cybersecurity has become a bigger threat than ever before.

The current applic

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Digital-savvy startups are disrupting markets and threatening conventional businesses.  They are doing this by utilizing technology to offer new products and services and providing tailored yet uncomplicated experiences for their customers.

Likewise, large traditionally-run firms will have to keep evolving their Customer Experience approaches to secure additional avenues of revenue and to stay competitive.  To accomplish this, they will need to develop capabilities to effectively utilize insights

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Organizations need to persistently improve the way they do business to stay ahead of the curve. New ideas trigger organizational improvement and build the foundation of a Learning Organization.

Scholars have defined a Learning Organization in many different ways. Some suggest it as an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights. Marlene Fiol and Marjorie A. Lyles describe organizational learning as “t

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Salesforce: Is The Market Turning Negative On Salesforce? Are there any leading indicators, risk alerts and developing trends?

Are sales increasing at a faster rate than value creation? Is the value generated by the sales of the SIMMETHOD Best In Class increasing at the same time that the value generated by Salesforce’s sales is decreasing?

“Salesforce – Overvalued and not significantly diversified” Erik Huckle, Seeking Alpha

“Salesforce: One of the better software companies on the planet but perha

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How to improve your 2018 predictions and outcomes? What happens when you are invested into your customers risk and performance?

According to Wikipedia, “A prediction or forecast is a statement about an uncertain event. It is often but not always, based upon experience or knowledge”.

Based on the SIMMETHOD Best In Class, in business strategy execution, the best way to predict the future is to create it via the 7 Laws of Growth, Value Creation and Best In Class Performance and the C-level Risk Alert

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Converting your business intelligence, CRM and analytics software into your customers risk and performance improvement platform of choice

In the outcomes digital economy you need to deliver results rather than products and services but most business intelligence, CRM and analytics software were designed as a tool unconnected to your customers’ risk and performance

From products and services to intelligent digital outcomes: when your products and services help your customers to become Best in Class

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The Insurance industry is facing extensive operational challenges with disruptive market and consumer changes leaving insurers with no choice: innovate or die.

 As a result, many are undertaking a complete top-to-bottom transformation. One such U.S insurer is Liberty Mutual, who are exploring new ways to automate and operationalize to transform their processes.

PEX network spoke to the Director or Special Projects – Process and Technology, Sidharth Grover, to find out what he and his team are look

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3 OpEx Pillars for Insurance Firms

Ahead of the Operational Excellence for Insurance summit in Hartford, Connecticut, October 17 - 19, 2016, we’ve brought together three thought leaders to detail a key pillar OpEx best practice each to successful operational excellence and transformation.

Three thought leaders detail a key pillar of OpEx best practice each.

PILLAR 1: Creating the Right Operational Excellence Framework - John Martino (Aetna)

PILLAR 2: Communicate Change Management Enterprise-wide - Angie Kennard (Marsh)

PILLAR 3: Stri

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As customers demand more, the insurance industry has to listen or lose out. An effective voice of the customer programme (VoC) will not only create an environment for continuous improvement, but also provide a competitive advantage in an increasingly crowded market. With more insurance companies conducting their own customer research, PEX Network spoke to Lisa Schilling, Vice President, Health Care Performance Improvement, Kaiser Permanente, about bringing the voice of the customer into the hear

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Who is attending OpEx Insurance 2016?

The response from the market to this timely meeting has been exceptional, with a number of the most senior Opex insurance professionals confirmed to attend.

If you’d like to see the full list of attendees please download here.

This is the only conference that takes a deep dive into the operational challenges facing the Insurance Industry. With new entrants and changing customer expectations on one side, and decreasing investment returns on the other, Insurers must make a choice: innovate or fall b

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Are You Ready for Digital Transformation?

Digital transformation means providing all our clients the possibility to interact with us via the channel they want, when they want. As a client experience leader, we will follow the client journey across all interaction channels”

You think you are ready for the digital transformation, but do you have the right foundation in place? Having a clear performance framework is the starting point for a successful digital transformation journey.

Ahead of the PEX Network’s 3rd Annual Operational Excellen

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8028252085?profile=originalThe insurance market has been under pressure to transform for many years now.

PWC identify five distinct pressure points: social, technological, environmental, economic and political. Their ‘2020: Competing for Future’ report describes how this is a time of massive and potentially disruptive change.

While the competitive landscape is experiencing significant shifts and technology continues to disrupt the market, insurers also have lots of opportunities to respond, adopt change, transform their ser

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Disclaimer: Much of this article is based on the PowerPoint presentation Operational Excellence: An Integrated Business Execution System developed by Operational Excellence Consulting.

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In "The Discipline of Market Leaders," Michael Treacy and Fred Wiersema describe three distinct value propositions an organization can choose to compete in their market or industry:

  1. Operational Excellence,
  2. Product Leadership, and
  3. Customer Intimacy.

The core of the book is based on five years of research by the T

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Disclaimer: Much of this article is based on the PowerPoint presentation Lean Thinking 101 developed by Operational Excellence Consulting.

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Lean Management is a management philosophy based on the Toyota Production System (TPS). This management philosophy was coined "Lean" only in the 1990s. The objective of Lean Thinking is to eliminate everything that does not add value (i.e. "waste") from the customer's perspective.

The general approach to Lean is learn-by-doing and to foster a culture of

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In the full-grown organization executives have a systems view of their organization. They see interrelationships, not things. They manage things and lead people. Change is a mosaic of processes, methods, materials, equipment, work environment and people. The shifting, understood patterns of change are controlled using statistical theory and other quality tools. Controlled not because someone in upper management is atop all the processes and information, but because:

  • · Customers and their requirem
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It is intriguing to see how often individual branches or geographic divisions in a bank have the tendency to re-invent the wheel. 

Why would a bank choose different organizational structures and processes in branches or locations? Why should a credit card application, for example, take 60 minutes in one country and just a few minutes in another? Or why are customer payment orders restricted to electronic channels only in some regions while others use a range of channels?

On the one hand, Lean and

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