What are the Triple Cs mentioned in this article (de Raedemaecker, et.al (2020) that raises lasting performance bar? Explain each of the C in-relation to clients request in project.
Has there even been a time when customers were more demanding of the companies serving them? Industry 4.0 technologies-rany barely imaginable only a decade go-have ready rubled genuine breakthroughs incol. convenience and customization creating extraordinary value for buyers while raising the performance bar for producers ever higher and eliminate activity that is not valued by the customer or end user. This systematic analysis of processes and value streams to reduce waste, variability and intibility boosts performance in cost control product uit, customer satisfaction and employee engagement of simultaneously Moreover, these companies apply a minuto continuous Improvement and flexible working processes in which all employees contribute ideas and suggestions, so that the organiton becomes better over time. Freed from non- generating tasks, people focus more on what matters to customers However that argument reflects a fundamental misunderstanding of both can management and agile. In reality, both systems have been succes across a range of environments, and both share sier et of foundational objects to deliver wale eficiently for customer discover better Wys of working to continuously learn and improve transparent connect strategy and goals to give a meaningful purpose and enable people to contribute and lead to the potential the two build the same foundational be as therents complementary Moreoperational Excellence on cannot be achieved than management or age exclusy but rather through the combination both systems using associated to And then there's the voit that never entry dispersaring up in crises that can end Everything from spoler relationshistorie business modal prevalent in today's current landscapes COMID-19 creates widespread disruption. It complicates leaders'efforts to make lasting changes in their organisations-efforts that Historically have required years of sustained effort to Connect talent and unlock valve Tean models are organizational constructs that bring together individuaisin penting model to deliver Lenmanagement introduces modes as well, in which tears work together to complete se previously happened and were unable to delay Meanwherson concepts such as cross functional teams and how to work on which follow the same underlying high some These objectes aply to any or activity across an organization. There are, however different ways of achieving them than management and agile provide an model of working and tools that can be deployed in any way that the most one for an organisation the fact Agile is more recent originating in software development in the 1990s acelerating the release of the Age Manifesto in 2001 Over the past decade gas rapidly expanded into other industries, such as telecommunication and banking and more recently, heavy Industries such asing and oil and gas. Institutions range from manufacturers to tastoritev nevertheless persisted focusing their efforts on lean management and age Both methodologies have proven er worth as Integrated systems for helping improve performance Ex Lean management and agile share a set of foundational objectives Rather than the tradisional process of developing a new product or service-which used to be sequential and time-consumingaleis much quicker and more on Agile model altor iterative development that is to get an early prototype of a new product or service into customers' and quickly as possible. Tam Then capture feedback andere les refining the product or service over time. Agile approaches have expanded beyond the realm of product development, and companies are increasingly organising for across the The mistake we fed many leaders and organizations making is beleving they need to choose between the two. In fact, that's not true. Not only choosing unnecessary, the two methodologies complementone another ways that he Impact they generate, often by deploying industry 4.0 technologies to speed transformation. Under this best-of-both approach, top performing companies combine tools, ways of working and organisational elements from each to formation solution that meets the company's needs more completely and quicky that has been possible Connecting po and mego Egle to and conther Dong working Better together A common misconceptionisten andagle are mully based on fundamentally different principles and approaches and applicable for very different types of activities Lean managersanti for, operations, this thinking gom, while only applies to projects or create the prosesor functioned to Dick one and focus on taccuse Lean's legacy, agile's momentum Lean management has helped organization create value for over 10 years singin tes with sroots in the Toyota Production Selan management has spread on mancang to service operations and just about every the department and functional companies government and nongovernmentalist wound the world leatorgaranssektidely Delverge Les mer Has there even been a time when customers were more demanding of the companies serving them? Industry 4.0 technologies-rany barely imaginable only a decade go-have ready rubled genuine breakthroughs incol. convenience and customization creating extraordinary value for buyers while raising the performance bar for producers ever higher and eliminate activity that is not valued by the customer or end user. This systematic analysis of processes and value streams to reduce waste, variability and intibility boosts performance in cost control product uit, customer satisfaction and employee engagement of simultaneously Moreover, these companies apply a minuto continuous Improvement and flexible working processes in which all employees contribute ideas and suggestions, so that the organiton becomes better over time. Freed from non- generating tasks, people focus more on what matters to customers However that argument reflects a fundamental misunderstanding of both can management and agile. In reality, both systems have been succes across a range of environments, and both share sier et of foundational objects to deliver wale eficiently for customer discover better Wys of working to continuously learn and improve transparent connect strategy and goals to give a meaningful purpose and enable people to contribute and lead to the potential the two build the same foundational be as therents complementary Moreoperational Excellence on cannot be achieved than management or age exclusy but rather through the combination both systems using associated to And then there's the voit that never entry dispersaring up in crises that can end Everything from spoler relationshistorie business modal prevalent in today's current landscapes COMID-19 creates widespread disruption. It complicates leaders'efforts to make lasting changes in their organisations-efforts that Historically have required years of sustained effort to Connect talent and unlock valve Tean models are organizational constructs that bring together individuaisin penting model to deliver Lenmanagement introduces modes as well, in which tears work together to complete se previously happened and were unable to delay Meanwherson concepts such as cross functional teams and how to work on which follow the same underlying high some These objectes aply to any or activity across an organization. There are, however different ways of achieving them than management and agile provide an model of working and tools that can be deployed in any way that the most one for an organisation the fact Agile is more recent originating in software development in the 1990s acelerating the release of the Age Manifesto in 2001 Over the past decade gas rapidly expanded into other industries, such as telecommunication and banking and more recently, heavy Industries such asing and oil and gas. Institutions range from manufacturers to tastoritev nevertheless persisted focusing their efforts on lean management and age Both methodologies have proven er worth as Integrated systems for helping improve performance Ex Lean management and agile share a set of foundational objectives Rather than the tradisional process of developing a new product or service-which used to be sequential and time-consumingaleis much quicker and more on Agile model altor iterative development that is to get an early prototype of a new product or service into customers' and quickly as possible. Tam Then capture feedback andere les refining the product or service over time. Agile approaches have expanded beyond the realm of product development, and companies are increasingly organising for across the The mistake we fed many leaders and organizations making is beleving they need to choose between the two. In fact, that's not true. Not only choosing unnecessary, the two methodologies complementone another ways that he Impact they generate, often by deploying industry 4.0 technologies to speed transformation. Under this best-of-both approach, top performing companies combine tools, ways of working and organisational elements from each to formation solution that meets the company's needs more completely and quicky that has been possible Connecting po and mego Egle to and conther Dong working Better together A common misconceptionisten andagle are mully based on fundamentally different principles and approaches and applicable for very different types of activities Lean managersanti for, operations, this thinking gom, while only applies to projects or create the prosesor functioned to Dick one and focus on taccuse Lean's legacy, agile's momentum Lean management has helped organization create value for over 10 years singin tes with sroots in the Toyota Production Selan management has spread on mancang to service operations and just about every the department and functional companies government and nongovernmentalist wound the world leatorgaranssektidely Delverge Les mer
