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Think the Unthinkable
What the people in business think they know about customer and market is more likely to be wrong than right. There is only one person who really knows: the customer. In his book “Managing for results” Peter F Drucker has pinpoint very justifiable who is the king of market. Brand managers and owner think themselves the leader of market. They let them think that they decide the fate of market and they can carry their leadership in one segment to another segment easily with there brand name. Many have jump into this rat race.When Xerox saw a big opportunity in PC market they planned to jump into this market with the brand name ‘Xerox’. They let themselves in thinking that both are of same kind of product. Customer will buy in their thinking and they will buy Xerox name in PC. But to their surprise and million of dollar write off, they realized that customer take PC a very apart product from the photocopier business. To them, Xerox represent photocopier. Xerox means photocopier.Business people think that they know their customer genes. But customer’s genes are not hard and fast stable j

h are undertaken over a 2.5 day period of concentrated effort and use a variety of tools from Lean, Programme Management & Creative Thinking.

The concept of the VSE is to help the participants to see the ‘waste’ or inefficiency in the current process, using this information to help develop a vision of how good the organisation could be in a ‘Blue Sky’ state and then coming back to reality by creating a realistic ‘Future State’ which tries to get them as close to their ‘Blue Sky’ as possible, taking into account the realism of budgets, resources etc.

Because we then have reference points, as in where the team are starting from (Current State) and where they want to go (Future State), it is then possible to create an implementation plan to execute.

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Initial Public Offerings: Benefits and Drawbacks
Initial public offering can be an excellent way for a corporation to raise a large amount of capital. In an initial public offering, a corporation’s shares are made available to the general public, thus providing a substantial influx of cash. The term applies only the first of such offerings, and any later offerings are referred to as secondary market offerings.The benefits of an initial public offering are numerous. In addition to the financial gains, a company that decides to go public will also increase their public awareness and credibility.Since public companies are more carefully and closely monitored than private companies, many investors feel that that they make for more stable investments. This increased demand is reflected in a higher overall valuation of the company. In addition, media outlets are generally more willing to cover public companies, so publicity generally increases.Going public also increases the liquidity of company shares, further increasing the value of the company. At the initial public offering, a market is created for the company’s shares, allow

Opening Comments
Due to client confidentiality issues, the names and identities of the client hospitals who have benefited from this process have been obscured as no self-respecting management team would like the press to know about their problems with finance and efficiency.
Are We Healthy?
Many people within the UK’s National Health Service (NHS) would recognise that there have been a number of significant improvements to the service over the last few years, but these same people would also recognise that there are many further improvements that could (and need to) be made, especially with so many hospitals facing deficits.
This short article has arisen from a number of projects carried out within the NHS to rapidly improve patient pathways in both elective care and emergency admissions, as well as in administrative functions. The aims of this work have been three fold:
• Significantly improve financial performance
• Maintain or improve standards of care
• Increase the overall patient experience
Healthy & Sustainable
Before we start, it is worth stating that many organisations have been able to ‘ram-raid’ hospitals, making short term, low gain and unsustainable improvements that have irritated administrative staff and lost the support of the clinical teams.
Therefore, there is a balance to be walked, on the one hand, the need to focus on significant improvements, and on the other hand the need to bring the teams with you as they pass through the process.
Over a period of time, we have been trialling a sustainable model for improvement in Health, Local Authorities/Council, Emergency Services and other public sector organisations, based around the PRISM model which is described below:
• P - Prepare the Organisation
• R - Roadmap
• I - Implement
• S - Sustain the Improvement
• M - Maintain the Momentum
• A – Accelerate Improvements
The PRISM model uses concepts from Lean, coupled with key tools from Risk Management, Management Development and Cultural Change to provide a framework for sustainable change in complex process environments.
P - Preparing the Organisation
The first, and most important, activity in delivering the PRISM model is to scope the improvement so that the organisation is clearly focused on the right targets. We achieved this with the NHS through a management team level ‘Scoping Meeting’ to discuss such things as: Objectives, Focus of Improvements, ‘Fixed Points’ – or things that could not be changed, ‘Impact Points’ – or things that could influence the success or otherwise of the improvement work, and also identified who would lead the improvements. This was followed by training for the identified ‘Process Leaders’ who were to lead each stream of improvement.
R - Roadmap
Having got the organisational ‘aligned’ (in itself not an easy task), the next stage is to gain alignment from those involved in improving the process, which we have achieved through Value Stream Analysis Events (VSE) which are undertaken over a 2.5 day period of concentrated effort and use a variety of tools from Lean, Programme Management & Creative Thinking.
The concept of the VSE is to help the participants to see the ‘waste’ or inefficiency in the current process, using this information to help develop a vision of how good the organisation could be in a ‘Blue Sky’ state and then coming back to reality by creating a realistic ‘Future State’ which tries to get them as close to their ‘Blue Sky’ as possible, taking into account the realism of budgets, resources etc.
Because we then have reference points, as in where the team are starting from (Current State) and where they want to go (Future State), it is then possible to create an implementation plan to execute.
I - I
Top Three Ways to Get Bilingual Jobs
With the country’s immigrant population booming, the need for bilingual jobs continues to increase. But how do you single yourself out from the crowd and effectively market your bilingual skills? An average of 880,000 documented people immigrate to the United States each year, and corporations are struggling to meet the needs of a progressively multi-lingual population. Bilingual personnel are more valuable than ever; the flip side is that a large portion of the new consumers are also bilingual jobseekers. As a bilingual jobseeker you need a way to make your resume stand out.There is no nationwide test to certify your bilingual status. Some states require certification for specific jobs (such as court translation), and some government jobs require a screening test after you are singled out as a promising candidate. Unfortunately, employers are just getting used to screening bilingual applicants and are often unaware that there is no standardized test. They will inevitably ask you about your official credentials. There are three ways to assure them that you are well qualified.Transla
pathways in both elective care and emergency admissions, as well as in administrative functions. The aims of this work have been three fold:
• Significantly improve financial performance
• Maintain or improve standards of care
• Increase the overall patient experience
Healthy & Sustainable
Before we start, it is worth stating that many organisations have been able to ‘ram-raid’ hospitals, making short term, low gain and unsustainable improvements that have irritated administrative staff and lost the support of the clinical teams.
Therefore, there is a balance to be walked, on the one hand, the need to focus on significant improvements, and on the other hand the need to bring the teams with you as they pass through the process.
Over a period of time, we have been trialling a sustainable model for improvement in Health, Local Authorities/Council, Emergency Services and other public sector organisations, based around the PRISM model which is described below:
• P - Prepare the Organisation
• R - Roadmap
• I - Implement
• S - Sustain the Improvement
• M - Maintain the Momentum
• A – Accelerate Improvements
The PRISM model uses concepts from Lean, coupled with key tools from Risk Management, Management Development and Cultural Change to provide a framework for sustainable change in complex process environments.
P - Preparing the Organisation
The first, and most important, activity in delivering the PRISM model is to scope the improvement so that the organisation is clearly focused on the right targets. We achieved this with the NHS through a management team level ‘Scoping Meeting’ to discuss such things as: Objectives, Focus of Improvements, ‘Fixed Points’ – or things that could not be changed, ‘Impact Points’ – or things that could influence the success or otherwise of the improvement work, and also identified who would lead the improvements. This was followed by training for the identified ‘Process Leaders’ who were to lead each stream of improvement.
R - Roadmap
Having got the organisational ‘aligned’ (in itself not an easy task), the next stage is to gain alignment from those involved in improving the process, which we have achieved through Value Stream Analysis Events (VSE) which are undertaken over a 2.5 day period of concentrated effort and use a variety of tools from Lean, Programme Management & Creative Thinking.
The concept of the VSE is to help the participants to see the ‘waste’ or inefficiency in the current process, using this information to help develop a vision of how good the organisation could be in a ‘Blue Sky’ state and then coming back to reality by creating a realistic ‘Future State’ which tries to get them as close to their ‘Blue Sky’ as possible, taking into account the realism of budgets, resources etc.
Because we then have reference points, as in where the team are starting from (Current State) and where they want to go (Future State), it is then possible to create an implementation plan to execute.
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Plus Size Modeling - An Introduction
Plus size modeling is a growing industry that is gaining popularity and acceptance throughout the world. Because plus size models and modeling has gained popularity in the last ten years, the opportunities have broadened considerable, but all modeling shoots for a plus size model are not the same. Plus size models will discover major differences between shoots, whether operating as a free agent or with representation and between different markets.When you decide you want to try plus size modeling, you need to consider whether you want or can get representation right away, or if you want to act as a free agent. Finding representation can get you into many doors, but in some cases, if you are just starting out, you may want to be a free agent and market yourself to build your portfolio and get experience.Finding representation can be challenging. You'll need some photos of yourself and you may need to try several agencies before you find the right one. Some agents want to see professional headshots, while others prefer a simple Polaroid. In many cases, they prefer to see your “raw mat
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Over a period of time, we have been trialling a sustainable model for improvement in Health, Local Authorities/Council, Emergency Services and other public sector organisations, based around the PRISM model which is described below:
• P - Prepare the Organisation
• R - Roadmap
• I - Implement
• S - Sustain the Improvement
• M - Maintain the Momentum
• A – Accelerate Improvements
The PRISM model uses concepts from Lean, coupled with key tools from Risk Management, Management Development and Cultural Change to provide a framework for sustainable change in complex process environments.
P - Preparing the Organisation
The first, and most important, activity in delivering the PRISM model is to scope the improvement so that the organisation is clearly focused on the right targets. We achieved this with the NHS through a management team level ‘Scoping Meeting’ to discuss such things as: Objectives, Focus of Improvements, ‘Fixed Points’ – or things that could not be changed, ‘Impact Points’ – or things that could influence the success or otherwise of the improvement work, and also identified who would lead the improvements. This was followed by training for the identified ‘Process Leaders’ who were to lead each stream of improvement.
R - Roadmap
Having got the organisational ‘aligned’ (in itself not an easy task), the next stage is to gain alignment from those involved in improving the process, which we have achieved through Value Stream Analysis Events (VSE) which are undertaken over a 2.5 day period of concentrated effort and use a variety of tools from Lean, Programme Management & Creative Thinking.
The concept of the VSE is to help the participants to see the ‘waste’ or inefficiency in the current process, using this information to help develop a vision of how good the organisation could be in a ‘Blue Sky’ state and then coming back to reality by creating a realistic ‘Future State’ which tries to get them as close to their ‘Blue Sky’ as possible, taking into account the realism of budgets, resources etc.
Because we then have reference points, as in where the team are starting from (Current State) and where they want to go (Future State), it is then possible to create an implementation plan to execute.
I -
Unemployment Survival: Taking Back Control
One of the most emotionally crippling aspects of unemployment is the sense of powerlessness it engenders. Job layoff triggers financial pressures, emotional distress, family turmoil, and dashed career hopes. It is forced on us by unrelenting fate, an emotionally disengaged employer, and economic currents that have little to do with us personally. We feel that we have no control over our situation, our lives, our future.As we work through the anger, resentment, depression, and fear which is the common lot of the jobless, we can take some steps to regain our balance, reclaim a positive focus, and reassert personal control.1. Daily Routine.We no longer have the structure of work to mold our days and give meaning to our leisure time. In a very short period of time, we start to drift. Our days are so much the same that we no longer remember what day of the week it is. The line between work and relaxation blurs. We don't work hard enough at our job search so we feel guilty which spoils our play time. Nothing has to be done immediately so we put it all off until tomorrow. Take back
nt so that the organisation is clearly focused on the right targets. We achieved this with the NHS through a management team level ‘Scoping Meeting’ to discuss such things as: Objectives, Focus of Improvements, ‘Fixed Points’ – or things that could not be changed, ‘Impact Points’ – or things that could influence the success or otherwise of the improvement work, and also identified who would lead the improvements. This was followed by training for the identified ‘Process Leaders’ who were to lead each stream of improvement.
R - Roadmap
Having got the organisational ‘aligned’ (in itself not an easy task), the next stage is to gain alignment from those involved in improving the process, which we have achieved through Value Stream Analysis Events (VSE) which are undertaken over a 2.5 day period of concentrated effort and use a variety of tools from Lean, Programme Management & Creative Thinking.
The concept of the VSE is to help the participants to see the ‘waste’ or inefficiency in the current process, using this information to help develop a vision of how good the organisation could be in a ‘Blue Sky’ state and then coming back to reality by creating a realistic ‘Future State’ which tries to get them as close to their ‘Blue Sky’ as possible, taking into account the realism of budgets, resources etc.
Because we then have reference points, as in where the team are starting from (Current State) and where they want to go (Future State), it is then possible to create an implementation plan to execute.
I -
RFID Companies
In any rapidly emerging market sector, there are companies that proceed with bold plans but fail to achieve their targets. Then there are those that calmly build lucrative businesses. As far as RFID (radio frequency identification) is concerned, many companies are re-evaluating their policies after disappointment, while others are succeeding.The internet is the best source of searching for RFID companies. Some examples are Baxtek Solutions, Datex Corporation, Kornyk Computer Solutions International, Inc., The L D S Corporation, and Miles Technologies, Inc. Productivity of RFID operations can change by market sector, label frequency, and position in the value chain. In RFID, profitability is not associated with the size of the market, but many people are attracted to the largest markets despite the success rate being low. Also, customer reluctance may cause prices to decrease.Also, technical problems may cause an even graver situation. There is a high probability that companies having good positions with expert technology and business acquaintances will prosper. Some examples of sec
h are undertaken over a 2.5 day period of concentrated effort and use a variety of tools from Lean, Programme Management & Creative Thinking.
The concept of the VSE is to help the participants to see the ‘waste’ or inefficiency in the current process, using this information to help develop a vision of how good the organisation could be in a ‘Blue Sky’ state and then coming back to reality by creating a realistic ‘Future State’ which tries to get them as close to their ‘Blue Sky’ as possible, taking into account the realism of budgets, resources etc.
Because we then have reference points, as in where the team are starting from (Current State) and where they want to go (Future State), it is then possible to create an implementation plan to execute.
I - Implementing the Improvement
Taking the next element of the PRISM model, we then assisted the team to Implement Improvements through a series of Rapid Improvement Events (RIE) – each lasting 3-4 days and covering up to 4 improvement events. For example, in a recent RIE the teams led three improvement programmes:
1. Using Breast Reconstruction and Total Knee Replacement as examples of common outpatient activity, the first team focused on improving flow through outpatients to enable them to cope with the 18 weeks rule coming in from 2007 onwards for fully booked appointments. The work achieved a saving of over ?300k and reduced the lead-time from some 7.5 months to 2 weeks to get a fully booked appointment.
2. Using primarily elective care examples, complicated by issues arising from trauma, or emergency admissions, the second team focused on increasing the ability of theatre to start on time, which resulted in lists starting ‘on-time’ increasing from 37% to greater than 70%. A secondary benefit of this is that the hospital will be able to operate on 10% more patients without increasing staff workload.
3. The third team focused on Emergency Admission procedures, particularly looking at ‘Fractured Neck of Femur’ - a problem suffered mostly by older women who have fallen over - and ‘Max Fax’ (Maxillofacial) – often suffered by young, drunk men in fights, where the focus was on reducing the time from DTA (Decision to Admit) to the patient being operated on, as well as increasing efficiency. The result was that processing times have dropped from an average of 9 hours to around 3 and there is a potential to save more lives every week through a significantly improved patient pathway.
One of the greatest side effects of the work undertaken has been some of the comments we have received on our journey, including such things as:
“The process is stressful, but delivers more than any other change programme we have done previously.” Assistant Director (Elective Care)
“It is certainly a radically different and exciting way to improve patient pathways quickly, efficiently and safely.” Operations Director
“The work really complements the improvement work we already have to do, but brings a refreshing, high impact approach to our traditional methods.” Service Improvement Manager
S - Sustaining the Gain
Making improvements in Health is one thing, sustaining them is another and the fourth element of the PRISM model is concerned with Sustaining Improvements through a ‘Change Agent Development’ (CAD) programme which focuses on developing the technical and leadership skills of the ‘Process Leaders’ who lead the areas being improved, by combining profiling with leadership and ‘Lean’, enabling them to sustain and improve the process which have been transformed.
M - Maintaining the Momentum
It is important to recognise that sustainable transformational change takes time, and we have found that it can require up to 1 year to become embedded and for organisations to realise all the benefi

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Suggest You - Leaning Health - Transforming the Health Service

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