The Deming cycle, Salvador Trinxet

febrero 10th, 2012

The Deming cycle, Salvador Trinxet

The Deming cycle, Walton and Deming (1986), or PDSA cycle, refers to a logical sequence of four repetitive steps for continuous improvement and learning: Plan, Do, Check (also known as Study) and Act (or Action).

Planning (‘Plan’) the improvement of an activity should be followed by execution (‘Do’) of the activity according to the plan. One should then measure and study (‘Check’) the results and the improvement. Action (‘Act’) should then be taken toward adapting the objectives and/or improvement. The consequent learning should be implemented in plan­ning the new activities.

The Deming cycle allows an organization to manage improvement ini­tiatives in an disciplined fashion. When confronted with this model for the first time, many realize that they are steering, but not really manag­ing their organization.

When to use it

Systematically go through the four steps when pursuing improvement in specified activities.

Plan ahead for change. Analyse the current situation and potential impacts of adjustments before doing anything else. Predict what different results are expected, with or without a theory. How can you measure the impact, if and when the desired result has been achieved? Plan to include result measurement in the execution. Make an implementation plan with assigned responsibilities for participants.

Experience shows that it doesn’t hurt to ask the following questions:

What are we trying to achieve?

How can this be linked to the higher purpose of our organization?

Who is/are going to be affected?

-Where will it happen?

-When will it happen?

-What is the step-by-step procedure?

How can we measure the improvement, if at all?

When executing, do take small steps in controlled circumstances in order to be able to attribute improvements (or failures) to the planned changes in the activity.

Study the results of your experiment. Did the desired result occur? If not, why not?

Take action to standardize the process that produced the desired result, or, in the event that the result proved to be different from that which was desired, use the experience as input for new attempts at improvement.

Book details:

Title:Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

ISBN:-10: 0-273-66201-5

ISBN-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times, Activity-based costing

More information:

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Salvador Trinxet Llorca, customer marketing

febrero 10th, 2012

Salvador Trinxet, Customer marketing and relationship management

There is more value to your customer than the current sale. If you can successfully identify your most valuable customers, acquire them, keep them, and grow their purchases, you will generate significantly more value than with one-size-fits-all approach.

Although many tools, bells and whistles are available today to imple­ment customer marketing and relationship management, the key success behind it seems to be in giving the customer the perception that he or she is recognized promptly and serviced appropriately through multiple, inte­grated interfaces. This requires strategically managing all interaction * with the customer through:


customer-driven, outside-in marketing strategy;

superior operations, systems and procedures to support the customer interface;

customer-focused values and culture (‘drive to deliver and delight’).

When to use it

Putting the practice of customer marketing and customer relationship man­agement to work is a well-discussed topic in today’s professional literature. We have chosen to highlight just a few of the most basic tools available.

The customer pyramid can be customized based on company-specific factors to reflect how the (future) customer and potential customer ba&. can be seen. Such factors usually include, but are not limited to turnover and profitability per customer. Different marketing tactics and tools can be applied based on this segmentation. Obviously, key customers and large potential customers get the best treatment.

Book title:Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

ISBN:-10: 0-273-66201-5

ISBN-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times, Activity-based costing

More information:

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Salvador Trinxet, Highly effective people

febrero 10th, 2012

Covey’s seven habits of highly effective people

You put first things first. By taking full control and staying disciplined you can focus on the most important, yet not necessarily the most urgent activities. Covey’s list of such important activities includes building rela­tionships, writing a personal mission statement, making a long-range plan, doing your workout, preparing for that presentation next week, etc. Do all those things now that would otherwise be squeezed into the last minute, delayed or even dismissed. They will help you eliminate those urgent activities that recently topped your overweight to-do list, but really were not as important. Perhaps Eisenhower’s matrix will come in handy? See Eisenhower’s effective time management, later in this book.

Now that you have reached the point of being independent and you are using your time to effect your most important goals in life, you must increase your effectiveness with others around you.

You need to think win-win. You must believe in ‘abundance’; there is plenty for everyone. One person’s success does not necessarily require someone else’s failure. You seek solutions to problems that allow all par­ties involved (including yourself) to benefit.

You can make people around you feel like winners if you understand first, then try to be understood. You might actually learn something from them in process, now that you finally start to shut up and listen. In .fact, you listen with the strong intent to fully, deeply understand the other person on both an intellectual analytical and emotional level. Diagnose before you prescribe, says Covey.

Finally, you need to synergize. This means that you open your mind to . fresh, creative ideas. You become an agent of innovation, a trailblazer and a pathfinder. You are convinced that the whole is greater than the sum of its parts. You value differences between people and try to build upon those dif­ferences (see references and further reading for Belbin’s team roles). You ,come up with a creative way out of a conflict situation.

Yoi. have now reached a stage of interdependence. You are effective and admired by family, friends and co-workers. But you should never allow yourself to rest on your laurels. You must ‘sharpen the saw’, meaning that you continuously try to improve yourself. You keep innovating and refining. You have a relentless thirst for learning and exploring.

Book title:Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

ISBN:-10: 0-273-66201-5

ISBN-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times, Activity-based costing

More information:

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Covey’s seven habits of highly effective people

Salvador Trinxet Llorca, Covey’s seven habits

febrero 10th, 2012

Covey’s seven habits of highly effective people

Wildly popular throughout the 1990s and into the 21st century, Stephen Covey (1999) has changed the face of many ambitious a manager’s night- stand. He says that highly effective people have seven habits that make •4 them very successful in life and business; furthermore, they do exactly

what they feel is both right and important, and they do it consciously.

When to use it

In order to become highly effective, you should:

1. Be proactive.

2. Begin with the end in mind.

3. Put first things first.

4. Think win-win.

5. First understand, then be understood.

6. Synergize.

7. ‘Sharpen the saw’.

First, says Covey, you have to break loose from being dependent upon *^ others. How? By achieving the practice of the first three habits:

You become proactive. From now on, you take responsibility for your own behaviour. You don’t blame circumstances, conditions, or – perhaps most importantly – your conditioning for your behaviour. You actively choose your response to any situation and any person. You must be pre­pared to respond in a way that you can feel proud of. Even if that requires unearthly hard work or makes you feel uncomfortable, so be it.

When, and whatever you undertake, you must visualize the result or future that you want to achieve. Covey says: you must begin with the end in mind. You have a clear vision of where you want to go, or you don’t go there at all. You know exactly what you want to accomplish, or you choose not to accomplish it at all. You live your life and make decisions according to your deeply held beliefs, principles or fundamental truths.

Book title: Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

ISBN:-10: 0-273-66201-5

ISBN-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times, Activity-based costing

More information:

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Core quadrants, Salvador Trinxet

febrero 10th, 2012

Core quadrants, Salvador Trinxet

Every person has certain core qualities that truly describe the ‘self. This core quality pervades every aspect of the individual’s life: words, feelings, deeds, values, etc. Stripped of all conscious and unconscious external protective and regulatory barriers of everyday life, your core quality describes ‘the real you’.

What is your core quality? The core quadrants model by Daniel Ofman (1992, 2001) can help you determine, describe and diagnose your core quality. While it is difficult to put a finger on exactly what your core quality is, it is easier when you look at it from different perspectives:

What is your major pitfall – too much of your core quality?

What is your biggest challenge – the opposite of your pitfall?

What is your allergy in terms of core qualities in others – the opposite of your core quality (and too much of your challenge)?

The core quadrant shows the different, yet interdependent, perspectives of your core quality. An understanding of and active consideration for these core qualities, pitfalls, challenges and allergies strongly increases efficiency and effectiveness in human interactions.

When to use it

What is your core quality? How does one determine the four elements of a core quadrant?

The power of this model is in the fact that it offers four perspectives on a ‘core quality’. Still, there are subtle differences. The same core quality may have slightly different pitfalls, challenges and allergies. For each indi­vidual, it is therefore important to specify the quadrants in greater detail.

Book title: Key management models

Author: Steven ten Have Wouter ten Have, frans Stevens and Marcel van der Elst with Fiona Pol- Coyne

ISBN:-10: 0-273-66201-5

ISBN-13: 978-0-273-66201-3

Editorial: Prentive Hall , Financial Times, Activity-based costing

Then management tools and practices that will improve your business

Know your activity-based costing from your value chain analysis

More details and information:

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septiembre 4th, 2011

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