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Home   Membership   Chapters   Education   Resource Center   Certification Feb. 1, 2011
 
 
 
The big ideas: Process trends and challenges
Process Excellence Network    Share   Share on FacebookTwitterShare on LinkedinE-mail article
This year, the world of business will be marked by growing standardization of processes in service industries, improved linkage between business strategy and monitoring of actual performance through a combination of analytics and processes. Here's a round up of what some exhibitors at International Quality and Productivity Center's recent Profit through Process Summit saw as the big ideas shaping business process improvement. More

BMW: The ultimate reliability machine
Reliable Plant Magazine    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The BMW Global Chairman of the Board is a big proponent of effective plant maintenance. Plant production, engineering and logistics workers say with a straight face, "I don't remember us having any downtime in 2006" and "the equipment isn't a stumbling block for us." Targets for overall equipment effectiveness exceed 90 percent. Plant leaders say the marks are achievable or already have been surpassed. Uptime nears 100 percent in some mission-critical areas. Maintenance attention is equally focused on the past, the present and the future. Reactive work in some areas comprises less than 5 percent of the overall task load. Impossible? A pipe dream? A distant goal? Nope. That is the current state of reliability at BMW Manufacturing Company's plant in Spartanburg, S.C. More

How High Performers Learn — Implications for HPT
International Society for Performance Improvement    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Do high performers in an organization learn differently than others? What can we learn from high performers to strengthen our approach to talent development for all employees? By analyzing the learning approaches of individuals, we can determine implication on our learning and training programs. Learn how these approaches can apply in your own organization. More

How Coles turned it around
Inside Retailing    Share    Share on FacebookTwitterShare on LinkedinE-mail article
It's like an orchestra and a jazz band — Coles retail operations are being transformed from the top down and the bottom up. The gains made by Coles retail operations over the past two years provide an instructive case study in balancing top down direction — the orchestra — with bottom up diversity and flexibility, the jazz band. Under the baton of Stuart Machin, Coles' operations director, the Coles retail store musicians are starting to play impressive music; a combination of directed orchestration with local jazz band flair. More

When employees cross the line online
The Globe and Mail    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In this four-part series, online culture writer, Ivor Tossell sheds light on the world of IT training, social media consultants and whether your company needs a formal policy. More

Replenishing the brain drain
Chief Learning Officer    Share    Share on FacebookTwitterShare on LinkedinE-mail article
As baby boomers get set to retire, learning leaders must have a strategy to retain their memory and knowledge. Brain drain is a knowledge transfer problem that is already a predicament in many organizations, and it will only escalate as members of the baby boomer generation reach 65 and retire. More

Focus on development of HR teams plummets down corporate agenda in 2011
HR Magazine    Share    Share on FacebookTwitterShare on LinkedinE-mail
article
The development of HR teams has drastically fallen down the corporate agenda for 2011, according to research seen exclusively by HR magazine. Just 3 percent of organizations ranked developing their HR team as a first or second-place priority for 2011, compared to 34 percent in 2010. However, 74 percent of respondents said that developing people to achieve growth and competitive advantage was paramount, according to the Corporate Learning Priorities Survey 2011 carried out by Henley Business School's corporate development team. More

Unprepared for the unexpected
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
It seems obvious. If your CEO suddenly departs for some reason, there's a plan in place to replace him or her, even if that means a temporary appointment. But that's not so. In fact according to a new survey, only around 1 in 7 U.S. organizations would be well prepared for such an eventuality while 1 in 5 would be left with no plan in place at all. How far companies are prepared — or unprepared — for the unexpected is the focus of new research by American Management Association Corporate Learning Solutions. Their survey of more than 1,000 senior managers has found that only 14 percent feel that their organization is well prepared, with a further six out of 10 "somewhat prepared." That leaves fully 1 in 5 organizations unlikely to be able to deal with the sudden loss of its key leaders. More

Corporate training to improve productivity
Sun2Surf    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A corporate training company that specializes in IT and business soft-skill education for working professionals, New Horizons Malaysia strives to provide employers better return on investment in terms of time and resources. And there should be no question surely about its ability to improve employees' efficiency as well as productivity: There's the track record of New Horizons worldwide. More

Apps in the classroom
The Boston Globe    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Last fall, Rebecca Allen distributed brand-new Apple iPad tablet computers instead of books to her fourth-grade class at the Rich Acres Elementary School in Martinsville, Va. The students went wild. "It was like Christmas in October," the teacher said. "It was fun watching the kids jump right in," Allen added. "They are so used to technology, they took to them right away." The iPads are part of an ambitious pilot program by the state of Virginia, targeted to a generation that has grown up surrounded by computer screens and digital gadgets. More
 
 
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.
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