How Boeing manages processes - Pameal Garetson and Paul Harmon |
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This paper describes how Boeing Airlift and Tanker Programs (A&T) changed itself from an organization in trouble to a world-class performer that has become one of the outstanding examples of the power of a comprehensive commitment to business process management through the organization of its day-to-day management system around business processes. |
How to be a Real Leader – Polly LaBarre |
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If leadership is so important, why are effective business leaders so rare? Kevin Cashman, a Minneapolis-based leadership coach, thinks that he has the answer: Too many people separate the act of leadership from the leader. They see leadership as something that they do – rather than as an expression of who they are.” |
How to implement change – They way ahead |
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People who consistently devote more than 45 to 55 hours a week to their jobs are in serious danger of impairing their efficiency. One of the myths of time management is that the harder one works the more one gets done. This has been labeled the “buckets of sweat syndrome”. No direct relationship can be assumed between hard work and positive accomplishment. |
What makes a Six Sigma project successful - Joseph G. Voelkel |
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Six Sigma emphasizes a data driven, process approach known as DMAIC (define,measure analyze, improve, control) roadmap. As a professional statistician, I naturally want to believe being both data driven and process orientated are very important. But what really makes a particular project successful? Was it the DMAIC process itself? Was it the leadership qualities of the Black Belt running the project? Was it one piece of information that had been buried? If so, was it an embarrassingly simple discovery or the result of an intense sophisticated investigation? |
Strategy and change is a mindset – Jack Welch |
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Jerry is the kind of kind that you love to hate. He is always in a good mood and always has something positive to say. When someone would ask him how he was doing, he would reply, “If I were any better, I would be twins!” Seeing this style really made me curious, so one day I went up to Jerry and asked him, “I don’t get it! You can’t be a positive person all the time. How do you do it?” |
Learning for a change - Alan M. Webber |
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Companies are actually living organisms, not machines. That might explain why it’s so difficult for us to succeed in our efforts to produce change. Perhaps treating companies like machines keeps them from changing, or makes changing them much more difficult. We keep bringing in mechanics –when what we need are gardeners. We keep trying to drive change — when what we need to do is cultivate change. |
TIPP FOCUS TRAINING’s take on the Municipal Finance Management Programme – Colleen Robinson |
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The Municipal Finance Management Act No 56 of 2003 (MFMA) introduced modernized budget, financial management and supply chain management practices to the local sphere of government. The Act aimed, inter alia, at increasing service delivery to communities through enhanced financial management and more efficient, effective and economical utilisation of resources. |
| IMFO Summer Edition | |
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RECOGNITION OF PRIOR LEARNING IN THE MUNICIPAL ENVIRONMENT Let us time travel to 2013 and look back on the cadre of individuals that fills positions tied to the NT’s minimum competency requirements, as well as the state of municipla service delivery. Let us envision what success will look like at this point in time. How many municipalities have improved the audit reporst from disclaimers, adverse opinios or qualified reports to unqualified audit outcomes? How has service delivery improved due to the improved financial govenance and day-to-day financial management within municipalities as well as better utilization of scarce resources? What improvements to efficiency, effectiveness and economy of the delivery of high quality services have been made? FULL ARTICLE |
