Eric M. Gatmaitan

This book contains methods to help managers and supervisors create a high-performing workplace. The methods and techniques include operations management practices from the science of Industrial Engineering, Lean, and the Toyota Production System. With a stable work environment, a manager can focus on implementing rapid process improvements to enhance performance outcomes. A process-oriented organization requires high compliance and reliance on the process to deliver desired performance outcomes. Chapter 1 provides the framework for process stability when implementing a product-service line or enhancing an operation. This chapter helps managers view an organization as a system and show how process compliance can deliver operational safety, quality, delivery, and cost metrics. Managers can't do all the work to create a stable work environment. Chapter 2 outlines the basic concept of rapid small improvements involving everyone in the organization. This sets the tone for adopting the continuous improvement process as part of the organizational process and culture. Chapter 3 describes the process of linking strategic goals to each department and individual in the organization. It also describes the organization-wide communication structure to monitor performance, identify areas requiring assistance, and provide resources to resolve performance issues. A common goal defines purpose and the reliance of an organization for people to work together across all departments. Chapter 4 explains the Plan-Do-Check-Act (PDCA) cycle as a simple and effective process for continuous performance improvement. The PDCA cycle provides a structured approach to prepare a work center to collect data, review the results, identify performance variations, and implement targeted corrective action. 5S is not about cleaning and organizing. Chapter 5 explains why most organizations get it wrong implementing 5S. See how 5S can help communicate process standards with minimal procedure writing and training. Every initiative in an organization must have purpose to achieve organizational success. Process improvement initiatives must be part of a strategic plan. Chapter 6 explains the process of developing a strategic plan including resource analysis, market analysis, SWOT analysis, objective development, strategy development, and the identification of necessary initiatives. Procedure writing can be cumbersome a painful experience. Unlike conventional methods, Chapter 7 presents a simple and effective approach. The method utilizes (1) process flow charts, (2) an outline approach for listing detailed requirements, and (3) listing of responsibility for each main step. It also explains the strategic-cascade approach linking all SOPs from the strategic, tactical, and operational levels. When organizations focus on the process to drive performance outcomes, they will need a performance dashboard to identify areas for improvement. Chapter 8 will help managers identify key performance metrics for every department and team in the organization. This chapter presents the strategic-cascade approach linking financial and strategic performance metrics to every department and team.

Fourth Edition - The Beginner's Guide to Crystal Reports 2016 was written as a quick-start guide for beginners, and not intended as a comprehensive reference manual. The beginner-level skills of Crystal Reports are easy to learn and can be achieved within a few hours of hands-on learning. With an established data source connection, learning and using Crystal Reports 2016 is as easy as using Microsoft Office. Learn how to setup a data connection, examine a data structure, create a new report, add data fields, format a report, add pictures, charts and create formulas. See how to filter data, setup user parameters and create a summary report with drill-down features. This book demystifies the complexity of learning Crystal Reports and presents it as a user-friendly application. This book is currently used in corporate training focused primarily for non-programmers to extract system data and create basic reports. This book is intended to provide the reader the basic skills at creating simple reports and the confidence to learn additional skills independently. This book is NOT a reference manual.

Second Edition. The Beginner's Guide to Crystal Reports(c) 2011 is a simple-to-follow guide for first-time users. The expanded second edition has 87% more content than the first edition. With an established data source connection, learning and using Crystal Reports(c) 2011 is as easy as using Microsoft(c) Excel. Includes color screen shots and examples to guide users every step of the way. Learn how to setup a data connection, examine a data structure, create a new report, add data fields, format a report, add pictures, charts and add formulas. See how to filter data, setup user parameters and create a summary report with drill-down features. The second edition includes more lessons for beginners to advance to the intermediate level. This book demystifies the complexity of using Crystal Reports(c) and presents it as a user-friendly application. Prior to publication, the contents of this book was used in corporate training to teach non-programmers how to extract system data and create basic reports. This book is intended to provide the reader the basic skills at creating simple reports and the confidence to learn advanced skills independently. Also see the Third Edition "Beginner's Guide to Crystal Reports 2013", updated with additional content.

No stories, just the process. A compilation of two books. Building a Citadel was written for strategic and tactical-level managers while Lean and Performance Driven was developed for tactical-level and operations managers.Building a Citadel outlines the top-down and bottom-up approach for building the organizational discipline and the precision of deploying performance-driven initiatives.Lean and Performance Driven is a compilation of implementation procedures at establishing a lean environment and a performance-driven work force.

From the author of "Lean and Performance Driven" comes this strategic guide. A top-down, bottom-up approach at optimizing the focus, process, and structure of an organization. This process-oriented book outlines the fundamental tools for building organizational discipline and the precision of deploying performance-driven initiatives.The strategic guide to lean provides a top-down optimization of the core structures and processes of an organization. Optimizing the structural framework provides big dividends and resolve most of the tactical and operational inefficiencies.Achieving organizational discipline, focus and precision start at the strategic level and require a tactical infrastructure to swiftly respond to dynamic changes in the market arena and enhance operational readiness. Before deploying lean at the operational level, make certain that the strategic and tactical level infrastructure are optimized.

A helpful guide for supervisors to effectively manage an operational team achieve performance outcomes. Methods in this book will help establish a lean work environment and a performance-driven work force.Successfully implemented at various size organizations, from small businesses to large Fortune 100 companies in the service and manufacturing industries.