{"id":20129,"date":"2024-04-10T08:22:43","date_gmt":"2024-04-10T05:22:43","guid":{"rendered":"https:\/\/exegens.com\/strategic-kaizen-leadership_2-2-2\/"},"modified":"2024-04-10T08:22:43","modified_gmt":"2024-04-10T05:22:43","slug":"strategic-kaizen-leadership_2-2-2","status":"publish","type":"post","link":"https:\/\/exegens.com\/ro\/strategic-kaizen-leadership_2-2-2\/","title":{"rendered":"Strategic KAIZEN Leadership (2)"},"content":{"rendered":"<div class=\"wpb-content-wrapper\"><p>[vc_row][vc_column][vc_column_text]<span style=\"color: #339966;\"><strong>Volumul 2, Num\u0103rul 3; Seria Strategic KAIZEN Leadership: SKL &#8211; 02<\/strong><\/span>[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text]<\/p>\n<h4 style=\"text-align: justify;\"><span style=\"color: #339966;\"><strong>A) Strategic KAIZEN Leadership: revolu\u021bia \u0219edin\u021belor \u00eembun\u0103t\u0103\u021birilor<\/strong><\/span><\/h4>\n<p style=\"text-align: justify;\">Echilibrul dintre <strong>timpul pentru munc\u0103 \u0219i timpul pentru \u00eembun\u0103t\u0103\u021biri<\/strong> este o preocupare pentru multe companii. Scopul este de a \u00eembun\u0103t\u0103\u021bi productivitatea timpului muncii \u0219i de a elimina lipsa de timp alocat pentru \u00eembun\u0103t\u0103\u021biri.<\/p>\n<p style=\"text-align: justify;\">Factorii care contribuie la <strong>lipsa aloc\u0103rii timpului pentru \u00eembun\u0103t\u0103\u021biri<\/strong> se refer\u0103 la: (1) persoane care nu particip\u0103 niciodat\u0103 la \u00eembun\u0103t\u0103\u021biri, (2) planificarea \u00eembun\u0103t\u0103\u021birilor \u00een timpul orelor de v\u00e2rf ale schimburilor \u0219i (3) competen\u021be insuficiente de a planifica si de a face \u00eembun\u0103t\u0103\u021biri \u00een r\u00e2ndul managerilor, practicienilor \u0219i operatorilor.<\/p>\n<p style=\"text-align: justify;\">\u00cen plus, dac\u0103 se aloc\u0103 timpul necesar particip\u0103rilor la \u00eembun\u0103t\u0103\u021biri, exist\u0103 preocup\u0103ri cu privire la \u00eent\u00e2lnirile de \u00eembun\u0103t\u0103\u021bire, cum ar fi <strong>\u00eent\u00e2lnirile excesive<\/strong>, <strong>con\u021binutul superficial<\/strong> \u0219i <strong>duratele \u00eendelungate<\/strong>. Pentru a \u00eembun\u0103t\u0103\u021bi \u00eent\u00e2lnirile de \u00eembun\u0103t\u0103\u021bire, companiile distribuie adesea materiale \u00een avans \u0219i stabilesc reguli pentru \u00eent\u00e2lniri. Cu toate acestea, aceste m\u0103suri sunt adesea insuficiente din cauza <strong>obiectivelor neclare<\/strong> care trebuie \u00eendeplinite \u0219i a lipsei <strong>timpul limit\u0103<\/strong> p\u00e2n\u0103 c\u00e2nd trebuie s\u0103 fie vizibile rezultatele pe plan opera\u021bional \u0219i financiar.<\/p>\n<p style=\"text-align: justify;\"><strong>Abord\u0103rile conven\u021bionale Kaizen sunt insuficiente<\/strong>. Trecerea la g\u00e2ndirea <strong>Strategic KAIZEN<\/strong> este necesar\u0103 pentru planific\u0103ri \u0219i \u00eembun\u0103t\u0103\u021biri cu succes, at\u00e2t la nivel opera\u021bional, c\u00e2t \u0219i la nivel strategic.<\/p>\n<p style=\"text-align: justify;\">Un proiect <strong>Strategic KAIZEN<\/strong> dureaz\u0103 \u00eentre 1 \u0219i 3 luni \u0219i necesit\u0103 alocarea de ore s\u0103pt\u0103m\u00e2nal (adese c\u00e2te 5 ore pe s\u0103pt\u0103m\u00e2n\u0103; \u00eemp\u0103r\u021bite \u00een 1-2 sesiuni pe s\u0103pt\u0103m\u00e2n\u0103) pentru \u00eentreaga echip\u0103 (adesea intre 5-7 membri) \u0219i timp pentru \u00eent\u00e2lniri scurte de 10 sau 20 de minute pentru schimburi de informa\u021bii \u00een formatele restr\u00e2nse ale echipei\u00a0 (2-3 membri ai unei echipe Strategic KAIZEN \u0219i al\u021bi colegi de ai lor care nu sunt membrii respectivului proiect Strategic Kaizen).<\/p>\n<p>[\/vc_column_text][vc_column_text]<\/p>\n<h4 style=\"text-align: justify;\"><span style=\"color: #339966;\"><strong>B) Cele 4 principii cheie ale partaj\u0103rii eficace \u0219i eficient\u0103 a informa\u021biilor \u00een cadrul \u00eent\u00e2lnirilor proiectelor Strategic KAIZEN<\/strong><\/span><\/h4>\n<p style=\"text-align: justify;\">Pentru a derula \u00eent\u00e2lnirile Strategic KAIZEN, organiza\u021biile trebuie s\u0103 adopte o g\u00e2ndire orientate c\u0103tre scop, c\u0103tre <strong>KAIZENshiro<\/strong>. Iat\u0103 principiile cheie:<\/p>\n<ol>\n<li style=\"text-align: justify;\"><strong>Claritatea scopului<\/strong>: \u00cenainte de a convoca orice \u00eent\u00e2lnire Strategic KAIZEN, liderii proiectelor trebuie s\u0103 fie deja \u00een\u0219tiin\u021ba\u021bi de scopurile acesteia (1-3 \u021binte opera\u021bionale convergente la obiectivele strategice\/\u021bintele KPIs strategici \u0219i \u00eentotdeauna o \u021bint\u0103 de reducere de cost convergenta la bugetul KAIZENshiro anual). Prin \u00een\u021belegerea exacta a scopului, participan\u021bii au o busol\u0103 pentru a-\u0219i ghida contribu\u021biile \u00een intervalul de timp stabilit strategic de c\u0103tre top manageri \u0219i \u00een simbioz\u0103 cu celelalte proiecte Strategic KAIZEN;<\/li>\n<li style=\"text-align: justify;\"><strong>Preg\u0103tirea \u00eenainte de \u00eent\u00e2lnire<\/strong>: Strategic KAIZEN pledeaz\u0103 pentru preg\u0103tirea proactiv\u0103. Materialele trebuie diseminate \u00eenainte, permi\u021b\u00e2nd participan\u021bilor s\u0103 se familiarizeze cu agenda, datele, \u021bintele \u0219i contextul. Aceast\u0103 preg\u0103tire anterioar\u0103 \u00eent\u00e2lnirii asigur\u0103 c\u0103 discu\u021biile sunt substan\u021biale \u0219i concentrate;<\/li>\n<li style=\"text-align: justify;\"><strong>Structura \u00eent\u00e2lnirii<\/strong>: Arhitectura \u00eent\u00e2lnirii Strategic KAIZEN se aliniaz\u0103 scopului s\u0103u (vezi cele 10 tipologii de mai jos). Indiferent dac\u0103 este vorba de o sesiune scurta de 10 sau 20 de minute sau de o sesiune planificat\u0103 s\u0103pt\u0103m\u00e2nal, formatul, durata \u0219i secven\u021ba trebuie s\u0103 se armonizeze cu rezultatele dorite;<\/li>\n<li style=\"text-align: justify;\"><strong>Abordare orientat\u0103 spre ac\u021biune:<\/strong> Strategic KAIZEN pune accent pe ac\u021biune. Participan\u021bii ar trebui s\u0103 p\u0103r\u0103seasc\u0103 \u00eent\u00e2lnirea cu directive clare &#8211; sarcini atribuite, decizii luate \u0219i ac\u021biuni ulterioare delimitate. Scopul \u00eent\u00e2lnirii se extinde dincolo de discu\u021bii; culmineaz\u0103 cu un progres tangibil vizibil la nivel opera\u021bional \u0219i financiar (\u00een bugetul KAIZENshiro).<\/li>\n<\/ol>\n<p>\u00cen esen\u021b\u0103, <strong>\u00een\u021beleg\u00e2ndu-se scopul \u00eent\u00e2lnirilor Strategic KAIZEN<\/strong>, proiect\u00e2nd \u00eent\u00e2lnirile \u0219i transpun\u00e2nd deliber\u0103rile \u00een ac\u021biune, organiza\u021biile \u00ee\u0219i pot ridica \u00eent\u00e2lnirile lor uzuale de la ritualuri banale de \u00eembun\u0103t\u0103\u021bire la <strong>motoare dinamice de progres consistent spre KAIZENshiro<\/strong>.[\/vc_column_text][vc_column_text]<img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-20043 size-large\" src=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Cele-4-principii-ale-Strategic-KAIZEN-Meetings-563x600.jpg\" alt=\"\" width=\"563\" height=\"600\" srcset=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Cele-4-principii-ale-Strategic-KAIZEN-Meetings-563x600.jpg 563w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Cele-4-principii-ale-Strategic-KAIZEN-Meetings-281x300.jpg 281w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Cele-4-principii-ale-Strategic-KAIZEN-Meetings-768x819.jpg 768w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Cele-4-principii-ale-Strategic-KAIZEN-Meetings-1440x1536.jpg 1440w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Cele-4-principii-ale-Strategic-KAIZEN-Meetings-1920x2048.jpg 1920w\" sizes=\"auto, (max-width: 563px) 100vw, 563px\" \/>[\/vc_column_text][vc_column_text]<\/p>\n<h4 style=\"text-align: justify;\"><span style=\"color: #339966;\"><strong>C) \u00cent\u00e2lnirile in cadrul proiectelor Strategic KAIZEN: 10 tipologii<\/strong><\/span><\/h4>\n<p style=\"text-align: justify;\">\u00cen peisajul dinamic al afacerilor, <strong>schimbarea este inevitabil\u0103<\/strong>. Organiza\u021biile care \u00eembr\u0103\u021bi\u0219eaz\u0103 \u00eembun\u0103t\u0103\u021birea continu\u0103 strategic\u0103 prosper\u0103, \u00een timp ce cele rezistente la schimbare risc\u0103 cel pu\u021bin s\u0103 stagneze. <strong>Consolida\u021bi-v\u0103 \u00eent\u00e2lnirile Strategic KAIZEN, piatra de temelie a transform\u0103rii strategice sistematice a productivit\u0103\u021bii. <\/strong>Aceste \u00eent\u00e2lniri servesc drept catalizatori pentru schimb\u0103ri pozitive, \u00eencuraj\u00e2nd inova\u021bia, colaborarea \u0219i eficien\u021ba.<\/p>\n<p style=\"text-align: justify;\">\u00cen func\u021bie de scopul fiec\u0103rei \u00eent\u00e2lniri in Strategic KAIZEN, <strong>la Exegens<\/strong> utiliz\u0103m <strong>zece tipuri de \u00eent\u00e2lniri Strategic KAIZEN, <\/strong>astfel:<\/p>\n<ul>\n<li><strong>Tipologia 1 &#8211; Solicitare de aprobare<\/strong>: se solicit\u0103 aprobarea pentru modific\u0103ri ale obiectivelor sau a solu\u021biilor propuse.<\/li>\n<li><strong>Tipologia 2 &#8211; Crearea consensului<\/strong>: alinierea obiectivelor opera\u021bionale \u0219i financiare, promovarea acordului \u00eentre membrii echipei cu privire la deciziile critice.<\/li>\n<li><strong>Tipologia 3 \u2013 Schimb\/Partajare de informa\u021bii<\/strong>: diseminarea informa\u021biilor esen\u021biale din timpul derul\u0103rii proiectului Strategic Kaizen, a celor mai bune practici \u0219i a poten\u021bialelor \u00eembun\u0103t\u0103\u021biri.<\/li>\n<li><strong>Tipologia 4 &#8211; Cerere pentru o nou\u0103 direc\u021bie:<\/strong> furnizarea de instruc\u021biuni \u0219i \u00eendrum\u0103ri clare \u00een cadrul unui proiect Strategic KAIZEN.<\/li>\n<li><strong>Tipologia 5 &#8211; Extragerea ideilor:<\/strong> adunarea de idei inovatoare prin sesiuni de brainstorming.<\/li>\n<li><strong>Tipologia 6 &#8211; Training\/Workshop:<\/strong> dezvoltarea competen\u021belor \u0219i diseminarea de noi metodologii.<\/li>\n<li><strong>Tipologia 7 &#8211; Empatie:<\/strong> Sprijinirea bun\u0103st\u0103rii emo\u021bionale a membrilor echipei Strategic Kaizen.<\/li>\n<li><strong>Tipologia 8 &#8211; Rezolvarea problemelor:<\/strong> abordarea provoc\u0103rilor pentru a continua proiectul Strategic Kaizen.<\/li>\n<li><strong>Tipologia 9 &#8211; Analiza parametrilor:<\/strong> analiza obiectivelor strategice \u0219i a \u021bintelor KPI-urilor.<\/li>\n<li><strong>Tipologia 10 &#8211; Lansarea\/Finalizarea proiectului:<\/strong> ini\u021bierea, \u00eencheierea sau extinderea proiectelor Strategic KAIZEN.<\/li>\n<\/ul>\n<p>[\/vc_column_text][vc_column_text]<a href=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-scaled.jpg\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone wp-image-20060 size-full\" src=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-scaled.jpg\" alt=\"\" width=\"2560\" height=\"1245\" srcset=\"https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-scaled.jpg 2560w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-300x146.jpg 300w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-600x292.jpg 600w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-768x374.jpg 768w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-1536x747.jpg 1536w, https:\/\/exegens.com\/wp-content\/uploads\/2024\/04\/Strategic-KAIZEN-Meetings_10_Tipologii-2048x996.jpg 2048w\" sizes=\"auto, (max-width: 2560px) 100vw, 2560px\" \/><\/a>[\/vc_column_text][vc_column_text]A\u0219adar, \u00eent\u00e2lnirile Strategic KAIZEN nu sunt simple \u0219edin\u021be; sunt <strong>motoare ale progresului<\/strong>. Indiferent dac\u0103 se caut\u0103 un consens, se \u00eemp\u0103rt\u0103\u0219esc cuno\u0219tin\u021be sau se empatizeaz\u0103 cu membrii echipei, <strong>fiecare tip de \u00eent\u00e2lnire Strategic KAIZEN are un scop unic \u00een atingerea obiectivelor organiza\u021bionale \u0219i propulseaz\u0103 continuu organiza\u021biile c\u0103tre excelen\u021ba opera\u021bional\u0103 \u0219i financiar\u0103<\/strong>. Prin adoptarea acestor \u00eent\u00e2lniri Strategic KAIZEN, organiza\u021biile deschid calea c\u0103tre o cre\u0219tere durabil\u0103, c\u0103tre o \u00eembun\u0103t\u0103\u021bire sistematic\u0103 \u0219i consistent\u0103 a <strong>Takt Profit<\/strong> \u0219i a <strong>KAIZENshiro<\/strong>.[\/vc_column_text][vc_column_text]<\/p>\n<h4 style=\"text-align: justify;\"><span style=\"color: #339966;\"><strong>D) Fi\u0219ele de proiectare a \u00eent\u00e2lnirilor Strategic KAIZEN dup\u0103 tipul de \u00eent\u00e2lnire<\/strong><\/span><\/h4>\n<p>Pentru a realiza un management eficace \u0219i eficient al \u00eent\u00e2lnirilor Strategic KAIZEN, este important s\u0103 v\u0103 preg\u0103ti\u021bi fi\u0219e ale \u00eent\u00e2lnirilor \u00een func\u021bie de scop, in func\u021bie de cele 10 tipologii de mai sus. F\u0103r\u0103 aceste fi\u0219e, atunci c\u00e2nd participa\u021bi la o \u00eent\u00e2lnire propriu-zis\u0103 Strategic KAIZEN, devine dificil s\u0103 \u0219ti\u021bi ce s\u0103 face\u021bi \u00een mod concret.<\/p>\n<p><span style=\"text-align: justify;\">La <strong>Exegens<\/strong>, organiz\u0103m ceea ce trebuie decis \u00een prealabil sub forma unei \u201e<strong>fi\u0219e de design de \u00eent\u00e2lnire Strategic KAIZEN<\/strong>\u201d pentru fiecare dintre cele 10 tipuri de \u00eent\u00e2lniri.<\/span><\/p>\n<p>\u00cenv\u0103\u021b\u00e2nd cum s\u0103 se selecteze \u0219i s\u0103 scrie aceste foi a \u00eent\u00e2lnirilor Strategic KAIZEN, oamenii vor putea gestiona \u00eent\u00e2lnirile \u00een mod eficace \u0219i mai eficient.[\/vc_column_text][vc_row_inner][vc_column_inner width=&#8221;1\/1&#8243;][vc_column_text]<\/p>\n<h4><span style=\"color: #339966;\"><strong>E) Consultan\u021ba Exegens<\/strong><\/span><\/h4>\n<h5><strong>Diagnostic ini\u021bial: <\/strong><\/h5>\n<p>Un consultant <strong>Exegens<\/strong> va fi prezent la o \u00eent\u00e2lnire propriu-zis\u0103 a unui proiect <strong>Strategic KAIZEN<\/strong> \u0219i va diagnostica unde \u0219i cum se manifest\u0103 problemele \u00een \u00eent\u00e2lnire. Vom rezuma ceea ce ar trebui f\u0103cut \u0219i vom face o propunere.<\/p>\n<h5><strong>1) Training in-house: organizarea pentru proiectele Strategic KAIZEN<\/strong><\/h5>\n<p>Acest training <strong>Exegens<\/strong> se adreseaz\u0103 persoanelor care \u021bin \u0219i gestioneaz\u0103 \u00eent\u00e2lnirile Strategic KAIZEN. Se prezint\u0103 cele 10 scopuri ale unei \u00eent\u00e2lniri Strategic KAIZEN \u0219i elemente de preg\u0103tire care corespund scopului. Prin exerci\u021bii, pute\u021bi \u00eenv\u0103\u021ba cum s\u0103 selecta\u021bi \u0219i s\u0103 scrie\u021bi o fi\u0219\u0103 de proiectare a unei \u00eent\u00e2lniri Strategic KAIZEN.<\/p>\n<p><strong>Cuprinsul training-ului este:<\/strong><\/p>\n<ul>\n<li>Ce este o \u00eent\u00e2lnire a unui proiect Strategic KAIZEN?<br \/>\n<em>Exerci\u021biul 1:<\/em> Organizarea \u0219i evaluarea \u00eent\u00e2lnirilor \u00een care sunte\u021bi implicat<\/li>\n<li>Cauzele \u00eent\u00e2lnirilor care nu merg bine<\/li>\n<li>Puncte cheie pentru desf\u0103\u0219urarea eficient\u0103 \u0219i eficient\u0103 a \u00eent\u00e2lnirilor Strategic KAIZEN<\/li>\n<li>10 tipuri de \u00eent\u00e2lniri<br \/>\n<em>Exerci\u021biul 2:<\/em> Clasifica\u021bi tipurile de \u00eent\u00e2lniri Strategic KAIZEN pe care dori\u021bi s\u0103 le \u00eembun\u0103t\u0103\u021bi\u021bi<\/li>\n<li>Design-ul \u00eent\u00e2lnirilor Strategic KAIZEN dup\u0103 tipul scopului lor<br \/>\n<em>Exerci\u021biul 3:<\/em> Designul \u00eent\u00e2lnirii Strategic KAIZEN pe care dori\u021bi s\u0103 \u00eel \u00eembun\u0103t\u0103\u021bi\u021bi.<\/li>\n<li>Cei 6 pa\u0219i ai unui proiect Strategic Kaizen.<\/li>\n<\/ul>\n<p><strong>2) Consultan\u021ba Exegens privind \u00eent\u00e2lnirile Strategic KAIZEN<\/strong><\/p>\n<p>Consultan\u021ba include \u201ediagnosticul\u201d \u0219i \u201etraining-ul\u201d men\u021bionate mai sus.\u00a0Oferim \u00eendrum\u0103ri despre cum s\u0103 scrie\u021bi foile de proiectare a scopurilor \u00eent\u00e2lnirilor proiectelor Strategic KAIZEN, \u00eendrum\u0103ri de management \u0219i re-diagnosticare. Dup\u0103 stabilirea scopului \u0219i a domeniului de aplicare a \u00eent\u00e2lnirilor proiectelor Strategic KAIZEN, prin \u00eent\u00e2lniri cu secretariatul responsabil de promovarea Strategic KAIZEN, vom oferi diagnosticare, training \u0219i urm\u0103rire a activit\u0103\u021bilor (\u00eendrumare individual\u0103), astfel:<\/p>\n<p><strong>a) Diagnosticul st\u0103rii curente a \u00eent\u00e2lnirilor in cadrul proiectelor Strategic KAIZEN<\/strong><\/p>\n<ul>\n<li>Activit\u0103\u021bi \u00eenainte de \u00eent\u00e2lnirea Strategic KAIZEN<\/li>\n<li>La \u00eent\u00e2lnire este prezent un consultant <strong>Exegens<\/strong> pentru a diagnostica starea curent\u0103<\/li>\n<li>Interviul cu personalul cheie de la \u00eent\u00e2lnire<\/li>\n<li>Rezumatul rezultatelor diagnosticului<\/li>\n<li>Raportarea rezultatelor diagnosticului \u0219i training<\/li>\n<\/ul>\n<p><strong>b) Raportul rezultatelor diagnosticului: prezentarea problemelor \u00eent\u00e2lnirilor din cadrul proiectelor Strategic KAIZEN<\/strong><\/p>\n<ul>\n<li><strong>Training:<\/strong><br \/>\n\u30fbZece scopuri\/tipologii ale \u00eent\u00e2lnirilor Strategic KAIZEN<br \/>\n\u30fbCum s\u0103 alegi o foaie de design al \u00eent\u00e2lnirii Strategic KAIZEN?<br \/>\n\u30fbCum se scrie o fi\u0219\u0103 de design al \u00eent\u00e2lnirii Strategic KAIZEN?<\/li>\n<li><strong>Training individualizat al \u00eent\u00e2lnirilor Strategic KAIZEN<\/strong><br \/>\n\u30fbUrm\u0103ri\u021bi cum s\u0103 scrie\u021bi o foaie de design al \u00eent\u00e2lnirii Strategic KAIZEN<br \/>\n\u30fbUrm\u0103ri\u021bi preg\u0103tirile \u00eenainte de \u00eent\u00e2lnire al \u00eent\u00e2lnirii Strategic KAIZEN<br \/>\n\u30fbUrm\u0103rirea managementului \u0219edin\u021bei Strategic KAIZEN<br \/>\n\u30fbRe-diagnosticare<\/li>\n<\/ul>\n<p><strong>S\u0103 stimul\u0103m \u00eembun\u0103t\u0103\u021birile strategice \u00eempreun\u0103!<\/strong>[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_column_text]<\/p>\n<h4><span style=\"color: #339966;\"><strong>F) Rezultatele practicilor noastre<\/strong><\/span><\/h4>\n<p>Prin cele 4 principii, cele 10 tipologii \u0219i cei 6 pa\u0219i specifici fiec\u0103rui proiect Strategic KAIZEN se urm\u0103re\u0219te ob\u021binerea rezultatelor reale prezentate mai jos. Angaja\u021bii dob\u00e2ndesc cuno\u0219tin\u021be de \u00eembun\u0103t\u0103\u021bire strategic\u0103 \u0219i zilnic\u0103 \u0219i performan\u021ba a\u0219teptat\u0103 se \u00eendepline\u0219te.<\/p>\n<ol>\n<li>Ca <strong>rezultate tangibile<\/strong>, se se pot enumera:<\/li>\n<\/ol>\n<ul>\n<li>\u021aintele Takt Profit \u0219i KAIZENshiro se \u00eendeplinesc;<\/li>\n<li>Nu apar defecte \u0219i reclama\u021bii;<\/li>\n<li>Echipamentul men\u021bine performan\u021ba stabil\u0103;<\/li>\n<li>Se dezvolt\u0103 mediul adecvat pentru realizarea \u021bintelor opera\u021bionale \u0219i financiare conform cu obiectivele strategice asumate;<\/li>\n<li>Munca rutinier\u0103 \u0219i munca \u00een cadrul proiectelor de \u00eembun\u0103t\u0103\u021bire pot fie efectuate cu lini\u0219te sufleteasc\u0103 \u0219i f\u0103r\u0103 stres sau \u00eengrijorare.<\/li>\n<\/ul>\n<p><strong>2. Schimb\u0103ri ale modelului de comportament\/obi\u0219nuin\u021be<\/strong><\/p>\n<ul>\n<li>Angaja\u021bii dob\u00e2ndesc capacitatea de a men\u021bine elementele decise odat\u0103 ce deciziile au fost luate;<\/li>\n<li>Angaja\u021bii \u00eenva\u021b\u0103 cum s\u0103 recunoasc\u0103 anomaliile opera\u021bionale (abateri de la standarde fixe, norme \u0219i condi\u021bii normale);<\/li>\n<li>Angaja\u021bii \u00eenva\u021b\u0103 cum s\u0103 \u00eembun\u0103t\u0103\u021beasc\u0103 strategic procesele;<\/li>\n<li>Se consolideaz\u0103 abilit\u0103\u021bile managerilor de a realiza \u0219i implementa strategii.<\/li>\n<\/ul>\n<p><strong>Ca urmare: <\/strong>munca devine mai u\u0219oar\u0103, cu oameni pricepu\u021bi \u0219i un nivel ridicat de organizare strategic\u0103 \u0219i opera\u021bional\u0103.<\/p>\n<p><span style=\"color: #339966;\"><strong>Referin\u021be:<\/strong><\/span><\/p>\n<ol>\n<li><strong>Posteuc\u0103, A<\/strong> (2023). <em>Beyond Strategic Kaizen: Performing Synchronous Profitable Operations<\/em>, Taylor &amp; Francis, p. 35-60, New York.<\/li>\n<li><strong>Posteuc\u0103, A.<\/strong> (2019). <em>Manufacturing Cost Policy Deployment (MCPD) Profitability Scenarios: Systematic and Systemic Improvement of Manufacturing Costs<\/em>, Taylor &amp; Francis, p. 41-74, New York.<\/li>\n<li><strong>Posteuc\u0103, A.<\/strong> (2020). <em>Speed-Based Target Profit: Planning and Developing Synchronous Profitable Operations<\/em>, Taylor &amp; Francis, p. 113-189, New York.<\/li>\n<\/ol>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row][vc_column][vc_column_text]Volumul 2, Num\u0103rul 3; Seria Strategic KAIZEN Leadership: SKL &#8211; 02[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text] A) Strategic KAIZEN Leadership: revolu\u021bia \u0219edin\u021belor \u00eembun\u0103t\u0103\u021birilor Echilibrul dintre timpul pentru munc\u0103 \u0219i timpul pentru \u00eembun\u0103t\u0103\u021biri este o preocupare pentru multe companii. Scopul este de a \u00eembun\u0103t\u0103\u021bi productivitatea timpului muncii \u0219i de a elimina lipsa de timp alocat pentru \u00eembun\u0103t\u0103\u021biri. Factorii care contribuie la [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":20056,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[418],"tags":[347,348,367,284,286,419],"class_list":["post-20129","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategic-kaizen","tag-excelenta-operationala","tag-imbunatatirea-continua","tag-kaizen","tag-productivitate-ro","tag-profitabilitate-ro","tag-strategic-kaizen-ro"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.9 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Strategic KAIZEN Leadership (2) - Exegens\u00ae<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/exegens.com\/ro\/strategic-kaizen-leadership_2-2-2\/\" \/>\n<meta property=\"og:locale\" content=\"ro_RO\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Strategic KAIZEN Leadership (2) - Exegens\u00ae\" \/>\n<meta property=\"og:description\" content=\"[vc_row][vc_column][vc_column_text]Volumul 2, Num\u0103rul 3; Seria Strategic KAIZEN Leadership: SKL &#8211; 02[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text] A) Strategic KAIZEN Leadership: revolu\u021bia \u0219edin\u021belor \u00eembun\u0103t\u0103\u021birilor Echilibrul dintre timpul pentru munc\u0103 \u0219i timpul pentru \u00eembun\u0103t\u0103\u021biri este o preocupare pentru multe companii. Scopul este de a \u00eembun\u0103t\u0103\u021bi productivitatea timpului muncii \u0219i de a elimina lipsa de timp alocat pentru \u00eembun\u0103t\u0103\u021biri. 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He is laureate of the Romanian Academy of the \\\"Traian Vuia\\\" Prize, the highest scientific prize in Romania.\",\"sameAs\":[\"https:\\\/\\\/exegens.com\\\/\"],\"url\":\"https:\\\/\\\/exegens.com\\\/ro\\\/author\\\/exegens\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"Strategic KAIZEN Leadership (2) - Exegens\u00ae","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/exegens.com\/ro\/strategic-kaizen-leadership_2-2-2\/","og_locale":"ro_RO","og_type":"article","og_title":"Strategic KAIZEN Leadership (2) - Exegens\u00ae","og_description":"[vc_row][vc_column][vc_column_text]Volumul 2, Num\u0103rul 3; Seria Strategic KAIZEN Leadership: SKL &#8211; 02[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text] A) Strategic KAIZEN Leadership: revolu\u021bia \u0219edin\u021belor \u00eembun\u0103t\u0103\u021birilor Echilibrul dintre timpul pentru munc\u0103 \u0219i timpul pentru \u00eembun\u0103t\u0103\u021biri este o preocupare pentru multe companii. 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