After Twitter, now come Plurk? haha...
Showing posts with label Innovation. Show all posts
Showing posts with label Innovation. Show all posts
Monday, June 29, 2009
Friday, June 05, 2009
Tweeting...
Twitter, my latest favorite e-collection!!!
Find it very interesting, tweeting here and there....
Now I have few followers and I follow several too...
The best thing is I can get the latest news from Twitter whenever I want...
COOL!!! Try it, you may like it too!!!
Hehehe...
Thursday, May 21, 2009
Twitter 風
Twitter is a service for friends, family, and co–workers to communicate and stay connected through the exchange of quick, frequent answers to one simple question: What are you doing?
Do u tweeting today? Hehe... I did!!!
Friday, May 08, 2009
Tuesday, April 14, 2009
KPI for Malaysia Ministers
Haha...
KPI now for Malaysia Ministers...
I am quite familiar with this KPI... Very good if used correctly...
If the index set wrongly or not transparent or not meet the purpose (just for the sake of having KPI), then better forget about it...
Anyway, I think this is a very good move for our PM. At least, he has mind of "Innovate"... and shown his determination to improve...
However, bear in mind... the indices must be:
i) Link to the "Rakyat", let them feel the Benefits... not just on the paper
ii) Transparent, not manipulate
iii) Measurable, not subjective
Good Luck to all newly appointed Malaysia Ministers...
I am sure you will do somethings before you become Histoty...
Hahaha...
From Wikipedia, the free encyclopedia:
Key Performance Indicators (KPI) are financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals. KPIs can be specified by answering the question, "What is really important to different stakeholders?". KPIs may be monitored using Business Intelligence techniques to assess the present state of the business and to assist in prescribing a course of action. The act of monitoring KPIs in real-time is known as business activity monitoring (BAM). KPIs are frequently used to "value" difficult to measure activities such as the benefits of leadership development, engagement, service, and satisfaction. KPIs are typically tied to an organization's strategy using concepts or techniques such as the Balanced Scorecard).
The KPIs differ depending on the nature of the organization and the organization's strategy. They help to evaluate the progress of an organization towards its vision and long-term goals, especially toward difficult to quantify knowledge-based goals.
A KPI is a key part of a measurable objective, which is made up of a direction, KPI, benchmark, target, and time frame. For example: "Increase Average Revenue per Customer from £10 to £15 by EOY 2008". In this case, 'Average Revenue Per Customer' is the KPI.
KPIs should not be confused with a Critical Success Factor. For the example above, a critical success factor would be something that needs to be in place to achieve that objective; for example, an attractive new product.
KPI now for Malaysia Ministers...
I am quite familiar with this KPI... Very good if used correctly...
If the index set wrongly or not transparent or not meet the purpose (just for the sake of having KPI), then better forget about it...
Anyway, I think this is a very good move for our PM. At least, he has mind of "Innovate"... and shown his determination to improve...
However, bear in mind... the indices must be:
i) Link to the "Rakyat", let them feel the Benefits... not just on the paper
ii) Transparent, not manipulate
iii) Measurable, not subjective
Good Luck to all newly appointed Malaysia Ministers...
I am sure you will do somethings before you become Histoty...
Hahaha...
From Wikipedia, the free encyclopedia:
Key Performance Indicators (KPI) are financial and non-financial measures or metrics used to help an organization define and evaluate how successful it is, typically in terms of making progress towards its long-term organizational goals. KPIs can be specified by answering the question, "What is really important to different stakeholders?". KPIs may be monitored using Business Intelligence techniques to assess the present state of the business and to assist in prescribing a course of action. The act of monitoring KPIs in real-time is known as business activity monitoring (BAM). KPIs are frequently used to "value" difficult to measure activities such as the benefits of leadership development, engagement, service, and satisfaction. KPIs are typically tied to an organization's strategy using concepts or techniques such as the Balanced Scorecard).
The KPIs differ depending on the nature of the organization and the organization's strategy. They help to evaluate the progress of an organization towards its vision and long-term goals, especially toward difficult to quantify knowledge-based goals.
A KPI is a key part of a measurable objective, which is made up of a direction, KPI, benchmark, target, and time frame. For example: "Increase Average Revenue per Customer from £10 to £15 by EOY 2008". In this case, 'Average Revenue Per Customer' is the KPI.
KPIs should not be confused with a Critical Success Factor. For the example above, a critical success factor would be something that needs to be in place to achieve that objective; for example, an attractive new product.
Sunday, March 29, 2009
SMED vs OTED
SMED
Single Minute Exchange of Die (SMED) is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is key to reducing production lot sizes and thereby improving flow (Mura (Japanese term)) The phrase "single minute" does not mean that all changeovers and startups should take only one minute, but that they should take less than 10 minutes (in other words, "single digit minute").
OTED
Closely associated is a yet more challenging concept of One-Touch Exchange of Die, (OTED), which says changeovers can and should take less than 100 seconds.
Single Minute Exchange of Die (SMED) is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is key to reducing production lot sizes and thereby improving flow (Mura (Japanese term)) The phrase "single minute" does not mean that all changeovers and startups should take only one minute, but that they should take less than 10 minutes (in other words, "single digit minute").
OTED
Closely associated is a yet more challenging concept of One-Touch Exchange of Die, (OTED), which says changeovers can and should take less than 100 seconds.
Friday, March 27, 2009
Long Tail vs Pareto
Long Tail
The phrase The Long Tail was first coined by Chris Anderson in an October 2004 Wired magazine article to describe the niche strategy of businesses, such as Amazon.com or Netflix, that sell a large number of unique items, each in relatively small quantities. Anderson elaborated the Long Tail concept in his book The Long Tail: Why the Future of Business Is Selling Less of More.
A frequency distribution with a long tail — the concept at the root of Anderson's coinage — has been studied by statisticians since at least 1946. The distribution and inventory costs of these businesses allow them to realize significant profit out of selling small volumes of hard-to-find items to many customers, instead of only selling large volumes of a reduced number of popular items. The group that purchases a large number of "non-hit" items is the demographic called the Long Tail.
Given a large enough availability of choice, a large population of customers, and negligible stocking and distribution costs, the selection and buying pattern of the population results in a power law distribution curve, or Pareto distribution. This suggests that a market with a high freedom of choice will create a certain degree of inequality by favoring the upper 20% of the items ("hits" or "head") against the other 80% ("non-hits" or "long tail").
The Long Tail concept has found a broad ground for application, research and experimentation. It is a common term in the online business and mass media, but also of importance in micro-finance (see Grameen Bank), user-driven innovation (Eric von Hippel), social network mechanisms (e.g., crowdsourcing, crowdcasting, Peer-to-peer), economic models, and marketing (viral marketing).
Pareto
The Pareto principle (also known as the 80-20 rule, the law of the vital few and the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes. Business management thinker Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto, who observed that 80% of the land in Italy was owned by 20% of the population. It is a common rule of thumb in business; e.g., "80% of your sales come from 20% of your clients." Mathematically, where something is shared among a sufficiently large set of participants, there will always be a number k between 50 and 100 such that k% is taken by (100 − k)% of the participants. However, k may vary from 50 in the case of equal distribution to nearly 100 when a tiny number of participants account for almost all of the resource. There is nothing particularly special about the number 80, but many systems will have k somewhere around this region of intermediate imbalance in distribution.
The Pareto principle is only tangentially related to Pareto efficiency, which was also introduced by the same economist, Vilfredo Pareto. Pareto developed both concepts in the context of the distribution of income and wealth among the population.
The phrase The Long Tail was first coined by Chris Anderson in an October 2004 Wired magazine article to describe the niche strategy of businesses, such as Amazon.com or Netflix, that sell a large number of unique items, each in relatively small quantities. Anderson elaborated the Long Tail concept in his book The Long Tail: Why the Future of Business Is Selling Less of More.
A frequency distribution with a long tail — the concept at the root of Anderson's coinage — has been studied by statisticians since at least 1946. The distribution and inventory costs of these businesses allow them to realize significant profit out of selling small volumes of hard-to-find items to many customers, instead of only selling large volumes of a reduced number of popular items. The group that purchases a large number of "non-hit" items is the demographic called the Long Tail.
Given a large enough availability of choice, a large population of customers, and negligible stocking and distribution costs, the selection and buying pattern of the population results in a power law distribution curve, or Pareto distribution. This suggests that a market with a high freedom of choice will create a certain degree of inequality by favoring the upper 20% of the items ("hits" or "head") against the other 80% ("non-hits" or "long tail").
The Long Tail concept has found a broad ground for application, research and experimentation. It is a common term in the online business and mass media, but also of importance in micro-finance (see Grameen Bank), user-driven innovation (Eric von Hippel), social network mechanisms (e.g., crowdsourcing, crowdcasting, Peer-to-peer), economic models, and marketing (viral marketing).
Pareto
The Pareto principle (also known as the 80-20 rule, the law of the vital few and the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes. Business management thinker Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto, who observed that 80% of the land in Italy was owned by 20% of the population. It is a common rule of thumb in business; e.g., "80% of your sales come from 20% of your clients." Mathematically, where something is shared among a sufficiently large set of participants, there will always be a number k between 50 and 100 such that k% is taken by (100 − k)% of the participants. However, k may vary from 50 in the case of equal distribution to nearly 100 when a tiny number of participants account for almost all of the resource. There is nothing particularly special about the number 80, but many systems will have k somewhere around this region of intermediate imbalance in distribution.
The Pareto principle is only tangentially related to Pareto efficiency, which was also introduced by the same economist, Vilfredo Pareto. Pareto developed both concepts in the context of the distribution of income and wealth among the population.
Thursday, March 19, 2009
TRIZ in SDI(M)
After Six Sigma, Lean Six Sigma, now come TRIZ in SDI(M)...
Coming soon should be SMED (Single Minute Exchange of Die)!!!
Let's INNOVATE and INNOVATE!!!
What is TRIZ?
TRIZ is the science of creativity derived from all scientific and engineering solutions. TRIZ is a problem solving toolkit; the principal TRIZ tools direct us to find all the ways of solving a problem, to find new concepts and the routes for developing new products. TRIZ has simple general lists of how to solve any problem; these TRIZ solution triggers are distilled from analysing all known engineering success. There are also tools for problem understanding, for system analysis and for understanding what we want.
TRIZ offers systematic innovation; by learning TRIZ and following its rules we can accelerate creative problem solving for both individuals and project teams. Companies that successfully apply TRIZ are using the success and knowledge of the whole world, and are not dependent on the spontaneous and occasional creativity of individuals, or groups of engineers, within their organisation. TRIZ is not just powerful for technical problem solving but is also successfully used on a wide range of management issues.
What can TRIZ do?
It can help us solve problems
It can help us think clearly, powerfully and see the wood for the trees when confronted with a complex problem situation
It can help us be creative (invent new systems, find next generation systems, come up with lots of new ideas etc.)
It can help us be innovative (find new ways of using and improving existing systems, existing technologies etc.)
It can help teams work together to pool their brain power and experience, enhanced by the distilled world’s knowledge of the TRIZ tools
It can help us improve existing systems and increase the ideality of systems by lowering costs, removing harms or increasing benefits
It helps us use our resources: we can often find quick, cheap solutions to problems with TRIZ and it will help us turn harm into good
It gives us quick solutions
It gives us a structure to brainstorm around difficult problems – even with those unfamiliar with TRIZ
It will help us structure and use our thinking time effectively - we know that we’ll be looking in the right direction and places
What is SMED?
Single Minute Exchange of Die (SMED) is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is key to reducing production lot sizes and thereby improving flow (Mura (Japanese term)) The phrase "single minute" does not mean that all changeovers and startups should take only one minute, but that they should take less than 10 minutes (in other words, "single digit minute"). Closely associated is a yet more challenging concept of One-Touch Exchange of Die, (OTED), which says changeovers can and should take less than 100 seconds.
Coming soon should be SMED (Single Minute Exchange of Die)!!!
Let's INNOVATE and INNOVATE!!!
What is TRIZ?
TRIZ is the science of creativity derived from all scientific and engineering solutions. TRIZ is a problem solving toolkit; the principal TRIZ tools direct us to find all the ways of solving a problem, to find new concepts and the routes for developing new products. TRIZ has simple general lists of how to solve any problem; these TRIZ solution triggers are distilled from analysing all known engineering success. There are also tools for problem understanding, for system analysis and for understanding what we want.
TRIZ offers systematic innovation; by learning TRIZ and following its rules we can accelerate creative problem solving for both individuals and project teams. Companies that successfully apply TRIZ are using the success and knowledge of the whole world, and are not dependent on the spontaneous and occasional creativity of individuals, or groups of engineers, within their organisation. TRIZ is not just powerful for technical problem solving but is also successfully used on a wide range of management issues.
What can TRIZ do?
It can help us solve problems
It can help us think clearly, powerfully and see the wood for the trees when confronted with a complex problem situation
It can help us be creative (invent new systems, find next generation systems, come up with lots of new ideas etc.)
It can help us be innovative (find new ways of using and improving existing systems, existing technologies etc.)
It can help teams work together to pool their brain power and experience, enhanced by the distilled world’s knowledge of the TRIZ tools
It can help us improve existing systems and increase the ideality of systems by lowering costs, removing harms or increasing benefits
It helps us use our resources: we can often find quick, cheap solutions to problems with TRIZ and it will help us turn harm into good
It gives us quick solutions
It gives us a structure to brainstorm around difficult problems – even with those unfamiliar with TRIZ
It will help us structure and use our thinking time effectively - we know that we’ll be looking in the right direction and places
What is SMED?
Single Minute Exchange of Die (SMED) is one of the many lean production methods for reducing waste in a manufacturing process. It provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product. This rapid changeover is key to reducing production lot sizes and thereby improving flow (Mura (Japanese term)) The phrase "single minute" does not mean that all changeovers and startups should take only one minute, but that they should take less than 10 minutes (in other words, "single digit minute"). Closely associated is a yet more challenging concept of One-Touch Exchange of Die, (OTED), which says changeovers can and should take less than 100 seconds.
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