The journey to an agile organization

Agility is catching fire, and there is growing recognition of its transformational benefits. But moving to an agile operating model is tough, especially for established companies. There are several paths to agility and many different starting points, yet successful agile transformations  all share the common elements described in this paper.

Agile organizations are different. Traditional organizations are built around a static, siloed, structural hierarchy, whereas agile organizations are characterized as a network of teams operating in rapid learning and decision-making cycles. Traditional organizations place their governance bodies at their apex, and decision rights flow down the hierarchy; conversely, agile organizations instill a common purpose and use new data to give decision rights to the teams closest to the information. An agile organization can ideally combine velocity and adaptability with stability and efficiency .

Transforming to an agile operating model

Any enterprise-wide agile transformation needs to be both comprehensive and iterative. That is, it should be comprehensive in that it touches strategy, structure, people, process, and technology, and iterative in that not everything can be planned up front (Exhibit 1).

There are many different paths to enterprise agility. Some organizations are born agile—they use an agile operating model from the start. As for others, broadly put, we see three types of journeys to agile: All-in, which entails an organization-wide commitment to go agile and a series of waves of agile transformation; Step-wise, which involves a systematic and more discreet approach; and Emergent, which represents essentially a bottom-up approach.

Born-agile organizations are relatively common in the technology sector (for instance, Spotify or Riot Games 1 Stephen Denning, The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done , New York: AMACOM, 2018. ), with rare examples in other industries (Hilcorp, a North American oil and gas company, is a case in point ). Most organizations must undergo a transformation to embrace enterprise agility. Such transformations vary in pace, scope, and approach, but all contain a set of common elements across two broad stages (Exhibit 2).

First, successful transformations start with an effort to aspire, design, and pilot the new agile operating model. These elements can occur in any order and often happen in parallel. Second, the impetus to scale and improve involves increasing the number of agile cells. However, this involves much more than simply rolling out more pilots. Organizations may iterate among these stages as they roll out agility across more and more of their component parts.

Aspire, design, and pilot

Most transformations start with building the top team’s understanding and aspirations, creating a blueprint to identify how agility will add value, and learning through agile pilots. These three elements inform one another and often overlap.

Top-team aspiration

Successful agile transformations need strong and aligned leadership from the top . A compelling, commonly understood and jointly owned aspiration is critical for success.

The blueprint should, at first, be a minimum viable product developed in a fast-paced, iterative manner that gives enough direction for the organization to start testing the design.

Adopting an agile operating model can alleviate challenges in the current organization (such as unclear accountabilities, problematic interfaces, or slow decision making). Yet a desire to address pain points is not enough; there is a bigger prize. As one CEO observed, “I’d never have launched this agile transformation if I only wanted to remove pain points; we’re doing this because we need to fundamentally transform the company to compete in the future.” This aligns with McKinsey research showing that transformations emphasising both strengths and challenges are three times more likely to succeed.

To build the top team’s understanding and aspiration, nothing beats site visits to companies that have undergone an agile transformation. For example, the entire leadership team at a global telecommunications company contemplating an agile transformation invested a week to visit ING (a Dutch bank), TDC (a Danish telecommunications company), Spotify, Entel (a Chilean communications company), and others prior to launching an agile transformation. 2 Bo Krag Esbensen, Klemens Hjartar, David Pralong, and Olli Salo, “ A tale of two agile paths: How a pair of operators set up their organizational transformations ,” February 2019.

The blueprint for an agile operating model is much more than an organization chart and must provide a clear vision and design of how a new operating model might work (Exhibit 3). An agile transformation fundamentally changes the way work is done and, therefore, blueprinting also needs to identify changes to the people, processes, and technology elements of the operating model. The blueprint should, at first, be a minimum viable product developed in a fast-paced, iterative manner that gives enough direction for the organization to start testing the design.

The first step in blueprinting is to get clear on where the value lies. All operating-model design must be grounded in an understanding of how value is created in the industry and how the individual organization creates value. This fundamentally links to strategy.

Next comes structure. An agile organization doesn’t deliver work according to a classic organization chart; rather, it can be thought of as a series of cells (or “teams,” “squads,” or “pools”) grouped around common missions, often called “tribes.” The blueprinting element should produce a “tribe map” to illustrate how individuals that are grouped get work done, as well as a more recognizable organization chart to show the capability axis along which common skill sets are owned and managed (Exhibit 4).

Individual agile cells are defined by outcomes or missions rather than by input actions or capabilities. Teams performing different types of missions will likely use different agile models. However, three types of agile cells are most common. First, cross-functional teams deliver products, projects, or activities. These have the knowledge and skills within the team and should have a mission representing end-to-end delivery of the associated value stream. The “squads and tribes” model developed by Spotify and used by ING , among others, is one example. Second, self-managing teams deliver baseload activity and are relatively stable over time. These teams define the best way to set goals, prioritize activities, and focus effort. Lean-manufacturing teams or maintenance crews could be examples of this agile approach. Indeed, more broadly, lean-management tools and practices are highly complementary with enterprise agility. Third, flow-to-work pools of individuals are staffed full time to different tasks based on the priority of the need. Functional teams like HR or scarce resources like enterprise architects are often seen as “flow” resources.

One telecommunications company identified five major activities across their business and selected an agile approach for each: channel and delivery units (for example, stores) were organized as self-managing teams to increase local flexibility with joint accountability; segment ownership, product development, and enabling teams were organized in cross-functional squads and tribes; and centers of excellence for all other activities (including subject-matter experts and corporate support activities) combined flow-to-work and temporary cross-functional teams for specific tasks.

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Working in teams may sound familiar, but at scale this requires change across the whole operating model to provide appropriate governance and coordination. The organizational backbone comprises the stable components of an agile operating model that are essential to enable agile teams. Typically, these backbone elements include core processes (for example, talent management, budgeting, planning, performance management, and risk), people elements (including a North Star , 3 To give coherence and focus to their distributed value creation models, agile organizations set a shared purpose and vision—“the North Star”—for the organization that helps people feel personally and emotionally invested. core values, and expected leadership behaviors), and technology components. In trying to scale up, many agile transformations fail by simply launching more agile teams without addressing these backbone elements.

The final step of blueprinting is to outline the implementation road map. This road map should contain, at minimum, a view on the overall scope and pace of the transformation, and the list (or “backlog”) of tasks.

The five steps of the blueprint form a coherent approach. A commercial insurer in North America used an agile blueprint to accelerate innovation of digital and business processes. It defined a chapter-based organization structure and created a new organization of product managers (who played product-owner roles in agile teams) to guide teams toward business outcomes. They defined a team structure mostly aligned to customer and internal user journeys, with dedicated teams to grow selected businesses. They created a stable planning and performance-management backbone, as well as a culture of risk taking, and they used an 18-month road map to create all the new positions, train personnel in the new roles, and implement the change in full.

Nothing convinces skeptical executives like teams of their own employees having verifiable impact through agile working. For example, one oil and gas company launched a series of agile pilots through which cross-functional teams managed to design wells in 50 to 75 percent less time than the historical average.

Agile pilots

The purpose of a pilot is to demonstrate the value of agile ways of working through tangible business outcomes. Early experiments may be limited to individual teams, but most pilots involve multiple teams to test the broader elements of enterprise agility. Nothing convinces skeptical executives like teams of their own employees having verifiable impact through agile working. For example, one oil and gas company launched a series of agile pilots through which cross-functional teams managed to design wells in 50 to 75 percent less time than the historical average.

Initially, the scope of the agile pilot must be defined and the team set up with a practical end in view; this might include deciding on team staffing, structure, workspace, facilities, and resources. Next, the way the agile pilot will run must be outlined with respect to structure, process, and people; this is typically collated in a playbook that forms the basis for communications with those in the pilot.

Scale and improve

Agile transformations acknowledge that not everything can be known and planned for, and that the best way to implement is to adjust as you go.

Scaling beyond a few pilots is no small feat; this is where most agile transformations fail. It requires recognition from leadership that scale-up will require an iterative mind-set: learning is rapidly incorporated in the scale-up plan. In this, enough time is required—a significant portion of key leaders’ time—as well as willingness to role model new mind-sets and behaviors. Agile transformations acknowledge that not everything can be known and planned for, and that the best way to implement is to adjust as you go. For example, a leading European bank first deployed four “frontrunner” tribes to test the blueprint in action and adapted important elements of the blueprint across the delivery enterprise. Such an iterative rollout approach enables continuous refinement based on constant feedback and capability building for key roles across the organization, including agile coaches, product owners, scrum masters, and leadership.

Agile cell deployment and support

Agile scale-up first and foremost requires standing up more agile cells. However, an organization can’t pilot its way to enterprise agility. The transformation should match the organizational cadence, context, and aspiration. But at some point, it is necessary to leap toward the new agile operating model, ways of working, and culture. For large organizations, this need not be a day one for the entirety but will likely progress through a series of waves.

Many chose to start by transforming their headquarters and product-development organizations before touching frontline, customer-facing units (call centers, stores, or manufacturing facilities). It is possible to transform one factory or one end-to-end customer journey at a time, but highly interconnected functions in the headquarters may need an All-in transition approach.

The size and scope of waves depend on the context and aspiration. For example, a large Eastern European bank designed waves of nine months, where the diagnostic, design, and selection for 10 tribes, 150 squads, and 1,500 roles were performed in the first three months and then deployed over a six-month period, launching a new tribe every two weeks. Furthermore, the scale-up effort was a top priority for C-suite executives, which dedicated more than 10 percent of their time to the transformation.

Resources to support new agile cells—for example, availability of agile coaches or appropriate workspace—can often limit the speed of scale-up. Failure to address the support of new agile cells can cause friction and delay in the transformation.

Backbone transformation

Reflecting on its agile experience before scaling up, one executive observed: “Most of our agile pilots are working despite, rather than supported by, our broader organizational ‘wiring’ [processes, systems, and even beliefs and values] that forms what we call the backbone of an organization.” The backbone governs how decisions get made; how people, budgets, and capital get deployed; and how risk gets managed. Taking an organization to an agile operating model requires that this backbone be transformed (Exhibit 5).

Capability accelerator

Successfully scaling an agile operating model requires new skills, behaviors, and mind-sets across the organization. This is vitally important and constitutes an intensive phase of an agile transformation. Most organizations require existing staff to take on these new roles or responsibilities, and as such, need a way to build new skills and capabilities. Specifically, any successful agile transformation will invariably create a capability accelerator to retrain and reorganize staff, make the agile idea common to all, and develop the right skills across the organization.

Agile Organizations

Agile Organizations

A typical capability journey may well have distinct phases. First, organizations need to identify the number of trainers (agile coaches) required, and then hire and develop them; a failure to do so can cause delay and blockage when the agile transformation extends across the whole organization. Second, as part of building capabilities, the organization must define the new agile roles (agile coaches, product owners, tribe leads, chapter leads, and product owners, for example), along with a clear idea of what success looks like in each role. Third, learning and career paths should be set for all staff, making clear the opportunities that the agile transformation opens up. Fourth, the organization needs to enable continuous learning and improvement across the organization (this will entail a large-scale digital and communications program). Finally, it’s necessary to design and run a whole-organization effort to raise agile skills (often by means of intensive boot camps) and ensure that new staff are onboarded appropriately. Larger organizations often set up an academy to consolidate and formalize these functions.

The importance of investing in culture and change on the journey to agility cannot be overstated. Agile is, above all, a mind-set. Without the right mind-set, all other parts of the agile operating system can be in place, and yet companies will see few benefits.

Focusing on culture and the change team

A culture and change team is an essential coordinating element of an agile transformation. But it is not a traditional project-management office; rather, the emphasis should be on enabling the other transformation elements, helping to remove impediments and catalyzing culture change.

As an example, Roche, a global healthcare company, launched a global leadership initiative as a central component of its transformation to become a more agile enterprise . It designed a four-day program with a combined focus on personal and organizational transformation. More than 4,000 leaders have now been touched by the effort, helping to shift the collective consciousness and capabilities for leaders to deliver the change.

The importance of investing in culture and change on the journey to agility cannot be overstated. Agile is, above all, a mind-set. Without the right mind-set, all other parts of the agile operating system can be in place, and yet companies will see few benefits. In contrast, when leaders and teams have a strong agile mind-set, then a clear aspiration alone is often enough for a successful agile operating model to emerge.

Understanding transformation archetypes

All successful enterprise-wide agile transformations include the elements described above, but there are several different ways in which the elements can be combined and sequenced. As introduced earlier, there are three major transformation archetypes:

  • Step-wise. Transforming to an agile organization often feels like a step into the dark for senior leaders. Perhaps understandably, then, the most common transformation archetype shows a clear distinction between the aspire, design, and pilot phase and the scale and improve phase. Many companies will run multiple rounds of pilots and iterate their blueprint several times before fully committing to scaling up across a large part of the organization. It is not uncommon for this process to take one to two years, as leaders and the organization build familiarity with agility and prove to themselves that agile ways of working can bring value in their organization. Organizations may well go through several subsequent rounds of aspire, design, and pilot before scaling up elsewhere.
  • All-in. Although less common, an increasing number of organizations gain strong conviction early on and fully commit up front to move the whole organization to an agile model. Leaders from these organizations define a plan to execute all steps of the transformation approach as quickly as possible. Even in these types of transformation it is rare for the whole organization to transform to an agile model in a single “big bang”; rather, it is more common for the transformation to proceed through a number of planned waves.
  • Emergent. It is impossible—and not very agile—to plan out an agile transformation in detail from the start. Instead, most agile transformations have emergent elements. Some organizations have chosen to progress their entire agile transformation through an emergent, bottom-up approach. In this archetype, an aspiration from top leaders sets a clear direction, and significant effort is spent building agile mind-sets and capabilities among leaders.

“It’s like this,” one CEO explained. “We are 3,000 people on a giant cruise ship. But what we need to be is 3,000 people in a few hundred yachts. So, how do I get my people safely into those smaller boats?” As is increasingly common, the discussion had moved from if an agile operating model was applicable to how leaders could help their organization transform. Navigating an organization to an agile operating model is not easy. The elements of an agile transformation described in this article provide a guide.

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Daniel Brosseau is a partner in McKinsey’s Montreal office, Sherina Ebrahim is a senior partner in the New Jersey office, and Christopher Handscomb is a partner in the London office, where Shail Thaker is a senior partner.

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  • People-centric leadership training . Developing a passionate, engaged workforce is the recipe for a thriving, successful business. This course was designed by AME to provide organizations with a comprehensive overview of people-centric leadership and the behaviors required to build a culture where every day, everyone is fulfilled by pursuing excellence and everybody flourishes. Click to learn more about people-centric leadership , or find an upcoming PCL 101 training event .  
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journey to enterprise excellence

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journey to enterprise excellence

Enterprise Excellence Assessments and Transformation Roadmaps

Are you working too hard, and want to move forward at a faster speed.

Organisations cannot stand still, they need to continually improve what they do. Strategies need to be progressive and dynamic, in order to keep pace with today’s ever changing market forces and consumer demands. The challenge is to remain focussed, and fully understand your current capabilities whilst building towards your future strategic needs.

Our four step maturity assessment and transformation roadmap is designed to work with you to develop and execute an improvement programme that keeps you ahead of the competition, and continually satisfy your customer needs, whilst delivering bottom line benefits.

We have combined the extensive knowledge of our consulting team, with latest academic thinking to produce a framework capable of delivering assessments and transformation in every sector and every style of organisation.

Our assessment and roadmap product will enable you to identify the things that matter most by finding out what matters most and focusing on their delivery with timeframes that impact most.

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To find out we can work together follow the links below, diagnose your organisation by using our free self-assessment.

Why conduct an Enterprise Excellence Assessment?

The Enterprise Excellence Assessment provides insights on the current maturity of your organisation by benchmarking against recognised Enterprise Excellence principles and practices. We use the assessment insights to develop and execute an implementation programme to deliver sustainable customer results for your organisation.

journey to enterprise excellence

What do we assess?

Our assessments look into key enterprise excellence systems that businesses should strive to be mature in to become a world-class organisation, and/or achieve the much-coveted Shingo Prize of Operational Excellence. The systems assessed are part of the 3 proportionate section of the Enterprise Excellence Model:

PURPOSE – Assessing and improving the essential strategic systems required to be deployed across the business.

PROCESS – Assessing and improving ‘your’ core and enabling processes required to operate effectively.

PEOPLE – Assessing and improving the impact of behaviour and dialogue required to create an improvement culture.

enterprise excellence model

How do we assess maturity?

The other intersections and centre circle of the Enterprise Excellence model is what we use as criteria to assess the maturity of each system:

ALIGN – Assessing if objectives and standards exist are fully aligned to strategic needs and are adhered-to with discipline at every level.

ENGAGE – Assessing if all relative stakeholders fully understand why “we need to do this” , what their roles are, and are people fully supported and coached.

RESULTS – Assessing if there is a comprehensive set of system goals in place with expectations frequently exceeded and goals stretched by the teams.

IMPROVE – Assessing if the system is systematically reviewed at business and team level for effectiveness with governance plans owned and completed.

journey to enterprise excellence

Developing your Roadmap

  • On completion of a maturity Assessment it is critical that a detailed implementation roadmap is created coupled with a governance structure to deliver changes within desired timeframes.
  • This will enable the organisation to fully understand how its systems, processes and tasks, need to be developed and integrated.
  • To support the delivery of these functional features, leadership skills and the ability to improve at each all levels are essential for sustainable success.
  • Our implementation model helps us understand these interactions and structure your improvement Journey.
  • The process can be further supported by our Enterprise Excellence Masterclass, Signature System Consulting Offers, Digital Transformation Capability and Accredited training programmes .

journey to enterprise excellence

What can you achieve?

The Enterprise Excellence model has been continuously developing over a number of years and has both academic rigour and results-based proven practice from a variety of business sectors. The assessment conducted by a licenced facilitator is aligned to The Shingo Model of Enterprise Excellence and can act as a benchmark if the business is looking to pursue a Shingo Award in the future.

journey to enterprise excellence

STEP 1 | Business Alignment and Planning

WHY is this important?​

  • To ensure there is understanding of what Enterprise Excellence is and how it aligns with the business strategy.​

WHAT will be the outcome?​

  • An agreed scope and high level plan for conducting an effective Enterprise Excellence Assessment to the relevant areas/functions of the Site​
  • ​A detailed daily / hourly agenda of interviewees that need to take place including Management Team Kick-off and Roadmap Sessions​

HOW is it conducted?​

  • An on-site session with the Site Leadership to align on the Road-mapping Process in line with the business strategy and future business KPI targets​
  • Preferably, this will be a face-to-face visit, however, this can be completed remotely

journey to enterprise excellence

STEP 2 | Conducting the Assessment

WHY is this important? ​

  • To gain an insightful, in-depth understanding of the current strengths and weaknesses  of the business. ​

WHAT will be the outcome? ​

  • A graphical measure of maturity supported by a detailed findings report covering;  purpose, process and  people with a set of potential recommendations for  improvement.

HOW is it conducted? ​

  • This is conducted by a series of workplace visits to better understand the process and  to talk with a number of representative Team members, individually or in small groups ​
  • This is a Physical visit by the External Assessor

journey to enterprise excellence

STEP 3 | Creating the Roadmap

WHY is this important?​

  • To convert the assessment findings into key insights, aligning the findings with the  business strategy, and agreeing the improvement roadmap.
  • A clear roadmap and masterplan for the  improvement activities that have been agreed  by the leadership team each with targeted improvement maturity scores. ​

HOW is it conducted?​

  • Collaborative workshop to discuss findings and a facilitated process to help select and  prioritize the strategically important key themes.  ​

journey to enterprise excellence

STEP 4 | Managing the Implementation

  • To provide clarity of goals and milestones with agreed owners, and a joint approach to  track and manage the activities. ​

WHAT will be the outcome?​

  • A set of project charters with SMART goals, roles, measures, and plan. ​
  • Agreed governance structure which has planned regular reviews and  ia  method to  visually manage progress and measurable results ​

HOW is it conducted,  ​

  • Facilitated workshop to draft project charters for each of the themes and agree the  program management approach.  ​
  • Preferably face-to-face visit – Could be done remotely

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Meet our ENTERPRISE EXCELLENCE team:

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Gary Griffiths

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Simon Grogan

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Alex Everitt

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Garry Corbet

journey to enterprise excellence

Jim Mikulski

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Phil Spooner

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Richard Young

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“I became convinced that the holistic approach to Enterprise Excellence S A Partners have developed was the  concept that I had sought. Having worked with their experienced team and seen the great successes that we have  achieved at Cogent Power, I am even more convinced that this is the way that any business should follow on their  journey to excellence.”

Marcel  Schabos , CEO, Cogent Power

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Leadership Skills & Training

Find out how we can support your Leadership & Continuous Improvement Programmes.

Systems Consulting

Systems Consulting

Supporting your organisation to achieve Enterprise Excellence.

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ESG and AI: A Match Made in the Boardroom: From ESG Data to AI Strategy: A Journey to Enterprise Excellence (ESG In The Boardroom Book 3)

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ESG and AI: A Match Made in the Boardroom: From ESG Data to AI Strategy: A Journey to Enterprise Excellence (ESG In The Boardroom Book 3) Kindle Edition

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About the author

journey to enterprise excellence

Yusuf Azizullah

Yusuf is CEO and founder of GBAC - Global Board Advisors Corp, GBAC - an AACSB Business Education Alliance member, brings boardroom education and advisory courses online. Learn more at www.globalboardadvisors.com and online board of director ceo courses at www.Boardroomeducation.com GBAC

membership includes Audit Committee Chairs of technology Mega Caps and Global 500 Large Caps.

His GBAC YouTube channel brings boardroom insights from leading international brands. His expertise includes digitization transition and cyber governance, creating business models utilizing Artificial Intelligence (AI) and disruptive technologies.

Yusuf has served as Head of IT Audit & SOX Compliance Officer for AstraZeneca’s Medimmune division. His career includes Governance Risk & Compliance (GRC) manager at Deloitte. He is Chairman of the Board of fintech awarded non-profit organization, The One Less Foundation and Forbes Awarded Building Community Bridges (BCB)

His thought leadership has featured on Squawk Box, the World Economic Forum (WEF) and Institutes of Directors across four continents. Yusuf is a US National Association of Corporate Directors board leadership credentialed Directors Governance Fellow. His qualifications include Executive Education from Harvard Business School for Audit Committees, an MBA and an MSc Honors Information Systems

Yusuf was awarded "Directors to Watch" by Directors and Boards Magazine USA

Yusuf’s board capabilities include supervising Large Cap CEOs navigating their organizations through Mergers and Acquisitions (M&A). He has also been involved in counseling Global 500 Chairs on CEO succession planning, US Trade wars, Millennial workforce, boardroom culture, Sustainability planning, multinational strategy and expanding into Emerging Markets.

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Journey to Enterprise Excellence 5

Lean for Sustainability

Sustaining the Future with Lean and Data Analytics Strategies

Lean is a business performance improvement approach which has been used extensively in business process and product improvement over the last 40 years.

The conference is focused on how the approach might or is pivoting towards sustainability.

Speakers from various industries, Food, Pharma, Medical Device Manufacturing, Construction and Financial will address their improvement methodology strategies for sustainability.

To book your place go to  https://www.eventbrite.ie/e/lean-for-sustainability-sustaining-the-future-with-lean-and-data-analytics-tickets-336296210017

Sean Moore

Our Speakers 

Pivoting Data Analytics and Lean for Sustainability

Dr Sean Moore

Sean is a senior lecturer in Lean and Six Sigma Systems in the University of Limerick (UL) with over twenty seven years’ industrial experience in Aerospace (12), Medical device (14), and Electronics. Sean has held various roles in continuous improvement, operations, engineering, manufacturing, R&D, metallurgical evaluation; chemical & heat treat processing, including interaction with the regulatory authorities.

Sean is a Shingo Prize winner with the Abbott Vascular Plant in Clonmel, Ireland.

Sean has a PhD in analytical statistics from the Dept of Mathematics & Statistics (UL) and has an MSc in Manufacturing with a thesis on Lean Manufacturing in Aerospace Environments and also Post Graduate Diploma’s in Quality (Lean and Six Sigma) (UL) & Manufacturing (OU).

“Measurement of carbon footprint towards the goal of Net Zero” 

Justyna Gorzka

Justyna currently is an independent contractor supporting organisations in Lean Six Sigma transformation and Scrum deployments. She currently leads Continuous Improvement program at Avant Money. Justyna has experience working across public and private sectors, heaving worked in telecoms, utilities, and financial services.

Justyna is a Lean Six Sigma black belt and a PSM certified Scrum Master. She has a Master of Science in Digital Innovation from UCD Smurfit Business.

justyna

Sean McKeown,  Lean Co-ordinator, Lufthansa Technik Turbine Shannon.

Sean is the Lean Co-Ordinator for Lufthansa Technik Turbine Shannon with over thirty year’s industrial experience in Aerospace (29), and Electronics (8). Sean has held various roles in Operations, Quality, manufacturing, including nineteen years in continuous improvement/Lean Manufacturing. Sean is an Industrial Engineer and Six Sigma Black belt.

Using Lean principles within data analytics to support the financial sustainability of the firm.

Brian McLafferty, Digitalization & BEx Director,  Abbott Vascular

Brian is a Director of Digitalisation and Operational excellence in Abbott Vascular in Clonmel, Co. Tipperary. His current focus is to drive the digitalisation of the manufacturing operations across the five manufacturing sites in the division. He previously worked in Hewlett-Packard in Co. Kildare. While starting in their Inkjet manufacturing organisation, across a number of roles, he spent the last 10 years in HP’s Financial Services group, driving their digitalization strategy. During this time he worked to develop and implement a number of digitalisation programs to transform the day-to-day experience of the employees in changing the systems and processes they used. He was also instrumental in developing a number of external facing tools and systems for their customers and selling partners that supported a double-digit revenue growth during this time.   He holds an MSc in Technology and Innovation Management and MBA from the Smurfit Business school in Blackrock, Dublin. He is also currently working to complete his PhD in Management Information Systems (MIS) through the National University of Ireland, Maynooth, where his research is focused on digital platforms.

Brian McLafferty

Stacy Franklin,   Programme Tutor, Lean & Green Skillnet 

Having pursued formal Lean Six Sigma education, she graduated from CI Specialist to Senior Process Improvement roles within her previous organisation. She has been responsible for developing and co-ordinating tailored Lean training programmes as well as the execution of improvement projects delivering in excess of €3m in the Service Industry.

Her passion throughout her career has been supporting and enabling others to be their best. Clients recognise Stacy’s enthusiasm and high-quality delivery as key to their high levels of engagement with Lean programmes.

Colm Gaskin,   Head of Research and Communities, Lean & Green Skillnet. 

Colm has 10 years’ experience on large scale sustainable development programmes and projects in both the public & private sectors in Ireland, the UK and internationally with organisation such as PwC and Cushman & Wakefield. He has worked in a wide range of sectors including sustainable development, international education, research and innovation, healthcare, MedTech, financial services & economic development.

Colm has great insights on the challenges and opportunities associated with sustainability solutions implementation from an Irish business perspective having recently co-authored EPA Reports on the SDGs in industry in Ireland and Going Beyond Compliance approaches for Irish industry. He currently serves as Project Manager on the EPA funded 30-month research project, Industrial Water 4.0 where he leads a research team examining the potential for the digitisation of industrial water management. Colm has an MSc in International Business and Emerging Markets (University of Edinburgh), is a certified PRINCE2 Practitioner and Certified Management Consultant

Colm Gaskin

Implementation of an ISO 50001 energy management system using Lean Six Sigma in an Irish dairy

Seamus McGovern, Engineering Manager, Lakeland Dairies.

Seamus is an operational leader with almost 20 years’ experience in the FMCG manufacturing in beauty care, polymer processing and dairy processing. Seamus has held various roles in operational excellence, continuous improvement, operations and engineering.

Seamus has a MEng in Mechanical and Manufacturing Engineering and has an MSc in Strategic Quality Management (making him a Lean Six Sigma Black Belt) with a thesis titled Implementation of an ISO 50001 energy management system using Lean Six Sigma in an Irish dairy.

Maria Kelly, Head of Communications and Stakeholder Relations,  Central Solutions.  

Maria has over twenty years experience working in Senior Management roles across various organisations including Bank of Ireland, Limerick Chamber of Commerce and Chorus (now Virgin Media).   

Maria’s background is in business development and has extensive experience in sales management, marketing, advocacy, communications and driving transformation.  Throughout her career her focus has been to lead and empower teams through times of rapid change using communication to motivate and inspire as well as deliver on business priorities.  In her role as CEO of Limerick Chamber she also championed high profile regional and local economic development projects such the independence of Shannon airport, the Milk Market Development and the amalgamation of the City and County Council .

Maria is passionate about driving real and meaningful change in the area of Sustainability and Environmental and Social Government using the power of communication to gain buy in and bring people with her. 

Maria has served on a number of Boards including Chambers Ireland, the Hunt Museum, the Limerick Market Trustees and the Limerick City development Board.  She has a MBS in International Entrepreneurship and a MA in International Studies from the University of Limerick and a Certificate in Business and Climate Change from Cambridge University.  

Maria Kelly

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Charlotte P. J. Windom

Charlotte P. J. Windom

Licensed professional counselor , ms , lpc.

journey to enterprise excellence

My Practice at a Glance

1208 Rucker Boulevard

Enterprise, AL 36330

  • Individual Sessions $150
  • Couple Sessions $150
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  • In Practice for 16 Years
  • Attended Troy University , Master of Science , Graduated 2007

Specialties and Expertise

Top specialties.

  • Women's Issues
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  • Behavioral Issues
  • Coping Skills
  • Emotional Disturbance
  • Family Conflict
  • Life Coaching
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  • Pre-teen, teen, and college age issues
  • Relationship Issues
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  • Single Parent Concerns
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Client Focus

Participants, communities, treatment approach, types of therapy.

  • Acceptance and Commitment (ACT)
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  • Person-Centered
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Nearby areas.

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Empowering Leadership, Driving Business Excellence

Experience Transformational Growth with Our Proven Agile Growth Coaching

journey to enterprise excellence

Introduction

Welcome to Enterprise Excellence Coaching, where visionary coaching meets business excellence. With more than two decades of expertise in transforming C-level executives and high-potential individuals, we’re here to guide your journey to the pinnacle of business success.

At Enterprise Excellence Coaching, we believe in the transformative power of effective leadership. Our founder, Rick Cheever, brings over 20 years of Fortune 500 senior leadership experience to tailor a unique coaching experience for you. Specializing in the ‘7 Attributes of Agile Growth’, we focus on turning challenges into opportunities, ensuring your business not only grows but thrives in today’s competitive landscape.

Our approach is based on a blend of personal experience, proven strategies, and a deep understanding of the dynamics of business growth and leadership challenges.

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7 Attributes of Agile Growth

Partner

Our Core Services

Customized Coaching for Unparalleled Growth

C-level executive coaching.

Tailored for top executives, focusing on breakthrough strategies in leadership and performance.

Agile Growth Workshops

Hands-on workshops aimed at implementing agile strategies for tangible business growth.

Accountability and Metrics

Setting ambitious yet achievable goals, and tracking progress with precision using key performance metrics.

Slide

Success Stories

Testimonials

"Working with Enterprise Excellence Coaching has been a game-changer for my real estate business. Their insights into business planning and market trends are invaluable. Their personalized advice helped sharpen my goals and strategies, leading to noticeable improvements in my operations. Highly recommend Enterprise Excellence Coaching for anyone in real estate looking to elevate their business!"

journey to enterprise excellence

Why Choose Enterprise Excellence Coaching?

Empowering Leaders, Elevating Businesses

Decades of Leadership Expertise: Bringing real-world experience to your business challenges.

Tailored Coaching Plans: Each plan is crafted to meet your unique business needs and goals.

Proven Results: A track record of helping leaders and businesses achieve significant growth.

Begin Your Growth Journey

Take our quick Business Growth Potential Assessment to understand where your business stands and how our coaching can catapult you to new heights.

Please fill out the form and we will get back to you asap.

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Effective C-Level Coaching Techniques for Mid-Cap Companies

journey to enterprise excellence

Leadership Development through Business Coaching: A Key to Long-Term Success

journey to enterprise excellence

The Role of Business Coaching in Fostering Innovation and Creativity

  • January 2024
  • Business Coaching

Get full access to Operational Excellence: Journey to Creating Sustainable Value and 60K+ other titles, with a free 10-day trial of O'Reilly.

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Operational Excellence: Journey to Creating Sustainable Value

Operational Excellence: Journey to Creating Sustainable Value

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Book description

Provides the foundation and tools that are essential for an enterprise to bring Operational Excellence into their organizational culture; gain maximum results, benefits and value

Strategies for and implementing details for enterprises at all levels of maturity from those with programs in place to those looking to improve safety, health, environment performance as well as the efficiency and effectiveness of their operations

Includes topics from concept to sustainability satisfying knowledge requirements of all levels in the organization

Defines program objectives; develops improvement strategies; identifies and prioritizes improvement opportunities; implements improvement plans; monitors, continuously improves and sustains results

Applicable to a broad variety of operating enterprises, academic institutions and third party implementing organizations

Table of contents

  • BIOGRAPHY OF JOHN S. MITCHELL
  • EVOLUTION OF OPERATIONAL EXCELLENCE
  • GROWING AWARENESS OF OPERATIONAL EXCELLENCE
  • ACKNOWLEDGMENTS
  • INTRODUCTION
  • DEFINITION OF OPERATIONAL EXCELLENCE
  • OPERATIONAL EXCELLENCE EMBRACES EVERYONE IN AN ENTERPRISE
  • OPERATIONAL EXCELLENCE IMPROVES EFFICIENCY
  • EFFICIENCY AND EFFECTIVENESS
  • A FAMILIAR PROGRAM
  • DESCRIPTION
  • THE JOURNEY
  • RELIABILITY
  • CHANGES IN THE BUSINESS/MISSION ENVIRONMENT
  • CONVENTIONAL OPERATIONS MANAGEMENT
  • MAINTENANCE WITHIN AN OPERATING ENTERPRISE
  • MANAGING IMPROVEMENT INITIATIVES
  • THE SOLUTION
  • EFFECTIVENESS AND VALUE THROUGHOUT THE ENTERPRISE
  • THE OPERATIONAL EXCELLENCE INITIATIVE
  • SUCCESS—GREATER THAN THE SUM OF THE PARTS
  • APPLICATION
  • WHAT YOU SHOULD TAKE AWAY
  • PROCESS CHARACTERISTICS
  • OPERATING/MARKET ENVIRONMENT
  • ENTERPRISE STRATEGY
  • CHANGES IN THE OPERATING ENVIRONMENT
  • JOURNEY INTO THE FUTURE
  • OPERATIONAL EXCELLENCE—A PROGRAM EQUIVALENT TO SAFETY
  • SCOPE OF OPERATIONAL EXCELLENCE
  • FINANCIAL CONSIDERATIONS
  • DRIVEN BY BUSINESS/MISSION RESULTS
  • FOUNDATION PRINCIPLES
  • EIGHT ELEMENTS OF THE OPERATIONAL EXCELLENCE PROGRAM
  • IMPLEMENTING THE OPERATIONAL EXCELLENCE PROGRAM
  • BENEFITS OF OPERATIONAL EXCELLENCE
  • THE VALUE PRINCIPLE
  • USE OF PROVEN PRACTICES, PROCESSES, AND TECHNOLOGY
  • OPERATIONAL EXCELLENCE PROGRAM
  • IMPROVEMENT PROCESSES
  • THE OPERATIONAL EXCELLENCE DIPICI PROCESS
  • PROGRAM ELEMENTS
  • ESSENTIALS FOR SUCCESS
  • IMPLEMENTATION
  • WHERE AND HOW TO BEGIN?
  • CONNECTION TO BUSINESS RESULTS
  • THE OPPORTUNITY
  • PROFIT CENTER MENTALITY
  • VALUE IMPERATIVE FOR OPERATIONAL EXCELLENCE
  • THE FINANCIAL STATEMENT
  • SELECTING FINANCIAL MEASURES OF PERFORMANCE
  • ACCURATE LIFETIME COST TRACKING
  • THE BUSINESS VALUE MODEL
  • OPERATING EFFECTIVENESS
  • LEVERAGING MISSION/CONVERSION EFFECTIVENESS
  • NECESSITY FOR REAL-TIME OPERATIONAL EXCELLENCE
  • INTEGRATED BUSINESS AND OPERATIONS SYSTEM
  • DEVELOPING REAL-TIME BUSINESS-DRIVEN OPERATIONAL EXCELLENCE
  • EXECUTIVE CHAMPION
  • STEERING TEAM
  • LEADERSHIP SUCCESSION
  • PROGRAM LEADER/CHAMPION
  • PROGRAM LEADERSHIP TEAM
  • SAFETY PERFORMANCE EXCELLENCE
  • HUMAN PERFORMANCE EXCELLENCE
  • EXECUTIVE LEADERSHIP
  • OPERATING ORGANIZATION
  • PROGRAM PLAN
  • FORMULATE PROGRAM OPERATING PLAN
  • APPOINT WORKING-LEVEL LEADERS—CHAMPIONS
  • ADD/OPTIMIZE SUPPORTING PROCESSES
  • ROLL OUT OPERATIONAL EXCELLENCE PROGRAM
  • MAINTAIN MOTIVATION AND ENTHUSIASM
  • ORGANIZATIONAL REQUIREMENTS FOR SUCCESSFUL OPERATIONAL EXCELLENCE
  • INITIATING ORGANIZATIONAL IMPROVEMENT
  • SKILLS MANAGEMENT AND TRAINING
  • PERSONNEL REDUCTIONS
  • NECESSITY FOR EFFECTIVE COMMUNICATIONS
  • ESTABLISH TEAM TRAINING, FACILITATION, AND REVIEW PROCESS
  • TECHNICAL TRAINING
  • WORKSHOP DESCRIPTION
  • REVIEW AND REFINE PROGRAM BASIS
  • VALIDATE SCOPE OF IMPROVEMENTS
  • OPPORTUNITY IDENTIFICATION PROCESS
  • IMPROVEMENT METHODS
  • IDENTIFYING SPECIFIC POTENTIAL IMPROVEMENTS
  • QUANTIFY AND PRIORITIZE OPPORTUNITIES—IN BUSINESS TERMS
  • CATEGORIES OF PERFORMANCE
  • METHODS FOR IDENTIFYING OPPORTUNITIES
  • FINANCIAL NORMALIZATION
  • ANALYZE TO DETERMINE HIGHEST POTENTIAL VALUE OPPORTUNITIES
  • FINAL STAGE
  • EXPAND LEADERSHIP TEAM
  • PARETO DISTRIBUTION
  • CAUSE OF DEFICIENCIES
  • TRADITIONAL WEIBULL PLOTS
  • PROCESS WEIBULL PLOT
  • PRODUCTION WEIBULL ANALYSIS
  • APPOINT IMPROVEMENT ACTION TEAMS
  • REFINE PRELIMINARY IMPROVEMENT PLANS
  • SELECT SET OF IMPROVEMENT OPPORTUNITIES FOR DETAILED PLAN DEVELOPMENT
  • DEVELOP DETAILED IMPROVEMENT ACTION PLANS FOR HIGHEST VALUE IMPROVEMENTS
  • CONSIDER PILOT IMPLEMENTATION
  • FINALIZE AND SUBMIT IMPROVEMENT ACTION PLANS FOR APPROVAL
  • FOLLOWING APPROVAL
  • TYPES OF METRICS
  • ESTABLISHING OBJECTIVES
  • USE OF METRICS
  • HIERARCHY OF OPERATIONAL EXCELLENCE METRICS
  • SELECTION OF METRICS
  • KEY PERFORMANCE INDICATORS
  • GRAPHICAL DISPLAYS
  • BENEFITS OF METRICS
  • REFINE THE ORGANIZATION
  • DEPLOY RESOURCES
  • DEPLOY PRACTICES AND TECHNOLOGY
  • IMPLEMENT IMPROVEMENT ACTION PLANS
  • ESTABLISH INTERNAL OVERSIGHT AND MONITORING
  • DRIVE THE IMPROVEMENT PROCESS
  • OVERCOME BARRIERS
  • COMMUNICATE RESULTS AND SUCCESSES
  • OVERALL DESCRIPTION
  • ASSESSMENT METHODS
  • ASSESSMENT PROCESS
  • ASSESSMENT PREPARATION
  • PERFORM THE ASSESSMENT
  • ASSESSMENT TEMPLATE
  • CONCLUSION, SUMMARY, RECOMMENDATIONS, AND SITE WRAP UP
  • PREPARE FORMAL ASSESSMENT REPORT
  • REPORT SUBMISSION
  • ACTIONS REQUIRED FROM ASSESSED OPERATING UNIT
  • FORMAL AND INFORMAL EMPLOYEE SATISFACTION SURVEYS
  • BEGIN WITH METRICS
  • CONDUCT ASSESSMENTS AND SURVEYS
  • CONFIRM RESULTS AND CONTRIBUTION TO ENTERPRISE VALUE AND STRATEGY
  • CONTINUE CHECKING UNTIL CONFIDENT THAT IMPROVEMENT IS FULLY SUSTAINED
  • IMPROVE AND SUSTAIN
  • CONTINUOUS IMPROVEMENT
  • ACHIEVING SUSTAINABILITY
  • SOME LESSONS LEARNED
  • FINAL COMMENT
  • CHAPTER 20: CONCLUSION—NOW IT IS UP TO YOU!
  • End User License Agreement

Product information

  • Title: Operational Excellence: Journey to Creating Sustainable Value
  • Release date: March 2015
  • Publisher(s): Wiley
  • ISBN: 9781118618011

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It’s yours, free.

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What is Journey to Excellence, and why should you care?

journey to enterprise excellence

With the BSA’s Journey to Excellence scorecards in hand, you can answer that question with a satisfying yes.

Journey to Excellence, often shortened to JTE, is a self-evaluation tool that lets unit leaders see, quantitatively, how well their unit is meeting the goals of Scouting. Think of it as a progress report. You can check in regularly to make sure you’re delivering the best possible program for our Scouts and Venturers.

The process is simple, and the benefits are tangible. Here’s a quick guide.

1. Learn why JTE is worth your time.

JTE scorecards offer these benefits:

  • A framework for planning the year with standards based on what successful units do to continually improve.
  • A method for evaluating your unit in tangible ways (number of campouts, number of youth advancing, etc.)
  • Guidance in areas where you might do better and early warning of potential problems.
  • Specific guidelines and standards of what is considered good performance.
  • Recognition for good Scouting: bronze, silver or gold.
  • Benchmarking to get ideas and tips from other good units.

2. Download the JTE scorecard.

At the beginning of each calendar year, print out the latest JTE scorecard from this website . There are scorecards for the following Scouting entities:

  • Cub Scout packs
  • Scouts BSA troops
  • Venturing crews
  • Sea Scout ships
  • Exploring posts
  • Exploring districts

3. Introduce the scorecard to your unit committee.

Ask them to fill in the sections corresponding to their function in the unit: finance, membership, program, leadership.

This is where tracking workbooks, available here under “unit tools,” come in handy. The JTE scorecards work best when several Scouters participate in tracking.

4. Review your progress on this year’s scorecard.

At the end of the year and at regular intervals throughout the year, monitor your progress as you go for gold in JTE.

You can try a “thorns, roses and buds” approach or look at things you want to “start, stop and continue.”

Either way, learn where you aren’t maximizing your JTE points and find specific improvements. Appoint a volunteer to hold the unit accountable for those changes.

5. Look at next year’s scorecard.

The BSA releases scorecards early, meaning you have time to plan ahead so you can meet your goals. Always best to Be Prepared.

6. Complete your scorecard and turn it in.

On Dec. 31 of each year, JTE scorecards are due to your unit commissioner, district executive or council representative.

Units that plan ahead aren’t surprised by their score; they’re expecting it.

Like a marathon runner checking her watch after each mile, a unit should check its scorecard regularly to aim for gold.

Find all the Journey to Excellence information you need at this site .

Inspire Leadership, Foster Values: Donate to Scouting

When you give to Scouting, you are making it possible for young people to have extraordinary opportunities that will allow them to embrace their true potential and become the remarkable individuals they are destined to be.

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Want fewer microplastics in your tap water? Try boiling it first

FOR IMMEDIATE RELEASE

“Drinking Boiled Tap Water Reduces Human Intake of Nanoplastics and Microplastics” Environmental Science & Technology Letters

A kettle pouring steaming water into a glass. Inside the kettle is an illustration of a chemical reaction between calcium ions, carbonate ions and nano- and microplastics that forms solids on the bottom of the kettle.

Nano- and microplastics are seemingly everywhere — water, soil and the air. While many creative strategies have been attempted to get rid of these plastic bits, one unexpectedly effective solution for cleaning up drinking water, specifically, might be as simple as brewing a cup of tea or coffee. As reported in ACS’ Environmental Science & Technology Letters , boiling and filtering calcium-containing tap water could help remove nearly 90% of the nano- and microplastics present.

Contamination of water supplies with nano- and microplastics (NMPs), which can be as small as one thousandth of a millimeter in diameter or as large as 5 millimeters, has become increasingly common. The effects of these particles on human health are still under investigation, though current studies suggest that ingesting them could affect the gut microbiome. Some advanced drinking water filtration systems capture NMPs, but simple, inexpensive methods are needed to substantially help reduce human plastic consumption. So, Zhanjun Li, Eddy Zeng and colleagues wanted to see whether boiling could be an effective method to help remove NMPs from both hard and soft tap water.

The researchers collected samples of hard tap water from Guangzhou, China, and spiked them with different amounts of NMPs. Samples were boiled for five minutes and allowed to cool. Then, the team measured the free-floating plastic content. Boiling hard water, which is rich in minerals, will naturally form a chalky substance known as limescale, or calcium carbonate (CaCO 3 ). Results from these experiments indicated that as the water temperature increased, CaCO 3 formed incrustants, or crystalline structures, which encapsulated the plastic particles. Zeng says that over time, these incrustants would build up like typical limescale, at which point they could be scrubbed away to remove the NMPs. He suggests any remaining incrustants floating in the water could be removed by pouring it through a simple filter such as a coffee filter.

In the tests, the encapsulation effect was more pronounced in harder water — in a sample containing 300 milligrams of CaCO 3 per liter of water, up to 90% of free-floating MNPs were removed after boiling. However, even in soft water samples (less than 60 milligrams CaCO 3 per liter), boiling still removed around 25% of NMPs. The researchers say that this work could provide a simple, yet effective, method to reduce NMP consumption.

The authors acknowledge funding from the National Natural Science Foundation of China.

The American Chemical Society (ACS) is a nonprofit organization chartered by the U.S. Congress. ACS’ mission is to advance the broader chemistry enterprise and its practitioners for the benefit of Earth and all its people. The Society is a global leader in promoting excellence in science education and providing access to chemistry-related information and research through its multiple research solutions, peer-reviewed journals, scientific conferences, eBooks and weekly news periodical Chemical & Engineering News . ACS journals are among the most cited, most trusted and most read within the scientific literature; however, ACS itself does not conduct chemical research. As a leader in scientific information solutions, its CAS division partners with global innovators to accelerate breakthroughs by curating, connecting and analyzing the world’s scientific knowledge. ACS’ main offices are in Washington, D.C., and Columbus, Ohio.

To automatically receive press releases from the American Chemical Society, contact newsroom@acs.org .

Note: ACS does not conduct research, but publishes and publicizes peer-reviewed scientific studies.

Media Contact

ACS Newsroom newsroom@acs.org

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~Journey to Excellence, LLC~

Boutique & VIP Concierge Counseling

~a unique therapy experience~.

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Why boutique and VIP concierge services are private pay.

There are many reasons why we have chosen to offer boutique and concierge services rather than filing insurance. We believe the personal information shared in counseling should remain between you and your therapist. Retaining our services provides you with an additional level of confidentiality. Our approach to therapy means that we do not have to assign a diagnostic code to bill for reimbursement. Insurance companies can request that information and other documentation like your treatment plan and psychotherapy notes. This information later becomes part of their files.

Insurance policies often dictate session limits and which providers are covered. Not billing insurance allows more customized care and time devoted to sessions. We do not have to collect co-payments or schedule future appointments. We no longer need to schedule appointments back-to-back, thus keeping you from sitting in a crowded waiting room. Upon request, we can provide you with a superbill to confirm services. You may submit the superbill to your insurance company to discuss reimbursement.

Offering a variety of ways to serve our clients!

~boutique service plans~, ~vip concierge counseling plans~.

Boutique services offer more flexibility and encourage empowerment to assist in making decisions for your care. There is no wait. Your appointment begins when you arrive. You receive discounted rates with plans.

  • Access your therapist's calendar to conveniently schedule appointments.
  • Options for a full thirty-minute or sixty-minute appointment.
  • Determine the frequency of sessions based on your needs and the recommendation of the therapist (you may not require weekly sessions).
  •  Appointments, when available, can be scheduled the next day.
  • You decide if you meet in person or via telehealth video. 
  • Cancel and reschedule your appointments at your convenience without contacting your therapist.
  • Eliminates no-show and late cancelation fees.
  • You have one year to use the hours provided in your plan.
  • If additional hours are needed, the base rate is offered to established clients at a significantly discounted rate. 

VIP concierge services include all the benefits of boutique services and 24/7 access to your therapist. 

  • Ideal for working professionals where traditional therapy settings are less flexible.
  • Receive priority when responding to our client's messages and phone calls.
  • You receive a personal email and personal phone number directly from your therapist. 
  • Flexible scheduling during and after business hours.
  • Option to schedule Friday, Saturday, and same-day appointments.
  • The ability to schedule a two-hour session. Or two separate appointments a week.
  • To ensure your provider's availability, concierge services are only offered to a limited number of clients.
  • Choice of in-person, video, chat, or phone session.
  • When deemed appropriate and previously approved by the owner, your therapist could meet with you in the comfort of your home office.

~Solution-Focused Brief Therapy~

Solution-focused brief therapy (SFBT) services focus on present circumstances and desired outcomes. These sessions are structured, future-oriented, and do not focus on your past. With the support of your therapist, you will set specific short-term goals to accomplish. SFBT usually consists of two to four sessions. There are many different reasons to choose SFBT versus psychotherapy.

  • Brief therapy consisting of approximently 2-5 sessions.
  • Solution-focused packet included. Used during and outside of your sessions.
  • Work through the solution-focused model alongside your therapist.
  • Immediately begin working toward solutions outside of the session.

~Individual Boutique Services~

~traditional counseling services~.

Full benefits from boutique plans do not apply to individual boutique sessions.

  • Sessions are paid at the time of service.
  • Flexibility to schedule your appointments.
  • Same level of privacy as boutique and VIP services.
  • In-person sessions only.
  • 24-hour advanced notice required to cancel appointments.
  • Subject to a no-show/late cancelation fee.
  •  Appointments are scheduled by your therapist.
  •  Available M-TH between the hours of 10 AM-3 PM.
  • 24-hours notice required if you need to reschedule or cancel your appointment. 
  •  Subject to a no-show and late cancelation fees apply.

~Workshops & Let's Chat! ~

Every 2nd Saturday of the month.

11:30 AM to 12:45 PM

Workshops can bring awareness to the importance of prioritizing mental health. Once a month, the owner of Journey to Excellence, LLC, will facilitate workshops for the community. The workshops will provide psychoeducation and skills development on a variety of topics.

"Let's Chat!" is a time to meet with community members and have conversations related to mental health. The meeting will provide topics to help structure the discussions. More information to come about "Let's Chat!" meetings.

These services ARE NOT a substitution for individual or group counseling services.

Monthly workshops and "Let's Chat"

Educating our community about mental health.

February 2024

Smiling Depression, is it real?

Gain a thorough understanding of Persistent Depressive Disorder (PDD) and its effective treatment options by meeting with Licensed Professional Counselor, Ms. Charlotte Windom. 

October 14, 2023, 11:30 PM-12:45 PM

$10 Registration fee

Location: TBA

"Let's Chat!"

Decreasing the stigma!

Mental health is the state of well-being in which people can cope with the normal stresses of life, work productively, and contribute to their communities. Mental health also influences our physical health, relationships, and quality of life. Let's chat about the importance of prioritizing mental health.

October 28, 2023, 11:30 PM-12:45 PM

Free to attend

*Limited spaces available. Reserve your seat now!

Copyright © 2023 Journey to Excellence, LLC  - All Rights Reserved.

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journey to enterprise excellence

Several services to meet your indiviudal needs.

We accept BCBS, Cigna, Aetna, and options for private pay.

IMAGES

  1. Navigating the Enterprise Excellence Journey using Shingo as a Guide

    journey to enterprise excellence

  2. Enterprise Excellence Assessments and Transformation Roadmaps

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  3. Enterprise Excellence Journey

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  4. 5 Steps to Enterprise Excellence Guide.

    journey to enterprise excellence

  5. A Complete Guide On Operational Excellence Strategy

    journey to enterprise excellence

  6. Journey to Excellence Campaign

    journey to enterprise excellence

COMMENTS

  1. 5 Steps to Enterprise Excellence Guide.

    5 Steps to Enterprise Excellence Guide. The Five Steps to Enterprise Excellence developed by S A Partners has successfully created over 200 roadmaps globally and has provided a framework for companies, across 20 different sectors, on their journey towards Enterprise excellence. This free booklet helps answer the following questions:

  2. The journey to an agile organization

    There are many different paths to enterprise agility. Some organizations are born agile—they use an agile operating model from the start. As for others, broadly put, we see three types of journeys to agile: All-in, which entails an organization-wide commitment to go agile and a series of waves of agile transformation; Step-wise, which involves a systematic and more discreet approach; and ...

  3. Organizational Transformation: 6 Presentations to begin your ...

    Pick from 6 of the fantastic Organizational Excellence presentations below, courtesy of Murad Mirza. Progressive organizations in today's corporate world are constantly faced with multiple challenges that require a healthy proportion of proactive agility and pioneering innovation to stay ahead of the relentless competition. Legacies of unbridled dominance by industry titans are consistently ...

  4. AME Conferences and Summits

    Summits. AME will host a spring virtual summit and an early summer in person summit in 2024. AME Back to Basics Virtual Summit 2024. Save the date: Wednesdays in March (6, 13, 20 ,27) AME Nashville 2024 Lean Summit. May 28-31, 2024 in Nashville, Tennessee. Loews Vanderbilt Hotel.

  5. Enterprise Excellence Assessments and Transformation Roadmaps

    The Enterprise Excellence model has been continuously developing over a number of years and has both academic rigour and results-based proven practice from a variety of business sectors. The assessment conducted by a licenced facilitator is aligned to The Shingo Model of Enterprise Excellence and can act as a benchmark if the business is ...

  6. Amazon.com: ESG and AI: A Match Made in the Boardroom: From ESG Data to

    ESG and AI: A Match Made in the Boardroom: From ESG Data to AI Strategy: A Journey to Enterprise Excellence (ESG In The Boardroom Book 3) - Kindle edition by Azizullah, Yusuf. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading ESG and AI: A Match Made in the Boardroom: From ESG Data to AI Strategy ...

  7. Journey to Enterprise Excellence 5

    Journey to Enterprise Excellence 5. Lean for Sustainability . Sustaining the Future with Lean and Data Analytics Strategies. Lean is a business performance improvement approach which has been used extensively in business process and product improvement over the last 40 years.

  8. Journey to Excellence, LLC

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  9. Enterprise Excellence Coaching

    About Us. At Enterprise Excellence Coaching, we believe in the transformative power of effective leadership. Our founder, Rick Cheever, brings over 20 years of Fortune 500 senior leadership experience to tailor a unique coaching experience for you. Specializing in the '7 Attributes of Agile Growth', we focus on turning challenges into ...

  10. Operational Excellence: Journey to Creating Sustainable Value

    Title: Operational Excellence: Journey to Creating Sustainable Value. Author (s): Release date: March 2015. Publisher (s): Wiley. ISBN: 9781118618011. Provides the foundation and tools that are essential for an enterprise to bring Operational Excellence into their organizational culture; gain maximum results, benefits and value Strategies for ...

  11. Understanding The Chief Of Staff Role

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  12. Journey to Enterprise Excellence 7

    Lean Sigma & Digitalisation Transforming Ireland's Operational Excellence Landscape About this Event. On the 16th May 2024 the 7th Journey to Enterprise Excellence Lean Sigma & Digitalisation conference (Conversation) will take place in the University of Limerick in partnership with the Irish Centre for Business Excellence.

  13. Journey to Excellence

    What is Scouting's Journey to Excellence? Scouting's Journey to Excellence is a planning, performance, and recognition program for packs, troops, crews, ships, and posts. Its goal is to align unit, district, and council performance to maximize results in key performance areas that are directly related to producing a successful, growing, and sustainable Scouting program (such […]

  14. PDF Journey to Excellence

    Journey to Excellence JTE Guidebook for Scout, BSA Troops A Tool to Help Your Troop and You Thrive 2019 Program Year This guidebook was prepared as an assist to Scout, BSA troop leaders and others in using Journey to Excellence tools to plan and deliver excellent Scouting through their Scout troops.

  15. Journey To Excellence

    Download all the resources needed to become one of the BSA's recognized units, districts, or councils in the Journey to Excellence.

  16. Journey to Excellence (JTE): A Roadmap for Scout Unit Success

    JTE can be a powerful roadmap for guiding your unit throughout the year. Understanding the Journey to Excellence (JTE) Scorecard. The JTE scorecard is essentially a benchmarking tool designed by the Boy Scouts of America. It helps units evaluate their performance against key standards of excellence. Think of it as a comprehensive checklist that ...

  17. ~Journey to Excellence, LLC~

    We hope that you will consider choosing Journey to Excellence, LLC as your provider. Take your first step . If nothing changes...then nothing changes. ~More Information~ ... 1208 Rucker Boulevard, Ste. H Enterprise, Alabama 36330 . 334-489-4057. Office Hours* Today. By Appointment

  18. Schedule a consultation

    Journey to Excellence, LLC. 1208 Rucker Boulevard, Ste. H Enterprise, Alabama 36330, United States. 334-489-4057 [email protected]

  19. Journey to Excellence, LLC

    Journey to Excellence, LLC, Enterprise, Alabama. 59 likes · 3 talking about this. Boutique & concierge counseling. Flexible scheduling, increased privacy, & full 60-minute sessions.

  20. Charlotte Windom

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  21. What is Journey to Excellence?

    Journey to Excellence, often shortened to JTE, is a self-evaluation tool that lets unit leaders see, quantitatively, how well their unit is meeting the goals of Scouting. Think of it as a progress ...

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  23. PDF JOURNEY TO EXCELLENCE

    COMMISSIONER MANUALS: JOURNEY TO EXCELLENCE JUNE 2018 2 • A method for evaluating their unit in tangible ways (number of campouts, number of youth advancing, etc.) • Guidance in areas where they might do better and early warning of potential problems. • Specific guidelines and standards of what is considered good performance.

  24. Treatment

    1208 Rucker Boulevard, Ste. H Enterprise, Alabama 36330. 334-489-4057. 334-489-4057. Home; Mental Heath Matters. What is mental health? Common Concerns; Resources; About . Staff; Our Services; ... ~Journey to Excellence, LLC~ ~Journey to Excellence, LLC~ ~Journey to Excellence, LLC~ Boutique & VIP Concierge Counseling

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  26. Our Services

    Once a month, the owner of Journey to Excellence, LLC, will facilitate workshops for the community. The workshops will provide psychoeducation and skills development on a variety of topics. "Let's Chat!" is a time to meet with community members and have conversations related to mental health.