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Cost Management

By Eric Johnson As the COVID-19 pandemic begins to clearly affect the economy, organizations negatively affected by the stay-at-home mandate are looking to reduce organizational costs as much as possible in order to stabilize cash outlays until an economic bottom occurs and an upswing begins. Below are some suggestions to accomplish this considering time is of the essence. Identify Low Hanging Fruit Have a discussion with employees on where waste can be removed. Employees are the first line of offence in identifying places where actions and activities are outdated or irrelevant and should be eliminated from the work process. They not only have

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By Eric Michrowski Cash is King. It’s an overused expression that I learned early in my career, but it really came to life for me after the 9/11 Black Swan Event. I was in the airline industry, sitting in disbelief as the towers fell. I will never forget that moment. I was frozen in front of the TV in disbelief. After spending several days meeting inbound crews from around the world, taking care of their needs, I quickly came back to reality. I was brought to an executive briefing room. We signed agreements that prevented us to trade shares as the stock

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By Eric Johnson  Stakeholder management is formally defined as the “the systematic identification, analysis, planning and implementation of actions designed to engage with stakeholders.” Thus a “stakeholder” is “[any] individual or group with an interest in the project, program, or portfolio because they are involved in the work or affected by the outcomes.” (1) Now that we have the formal definition out of the way, let’s talk informal. A stakeholder is anyone who is associated with or impacted by the project, process, and/or outputs. A client once joked “I like to think of it as anyone who can complain about the results”.

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By Kelly Cave and Brie DeLisi Imagine having a job that makes you feel excited to go to work every day. When you get to work, you feel highly energized and identify strongly with the work you are doing. Now, on the flip side, imagine having a job that makes you dread going into work every day. This job feels like it is sapping your energy, and you spend your days counting down the hours and minutes until you get to go home. Which of these jobs would you rather have? We know from years of research that engagement is characterized as

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By Dale Lawrence In most process improvement projects, when analyzing the business problem in advance of determining a solution, you typically look at a variety of data. Many Lean Six Sigma (and other methodologies) projects start out with a data collection plan and gather such things as number of defects, number of people, time duration, pass/ fail rates, length/ weight/ temperature, customer survey results etc. While each of these can lead to valuable insights to root causes and possible solutions, most projects miss a key metric… the duration for the actual project. This includes technology builds, large process transformation and relatively

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