ชุดผลิตภัณฑ์ดูแลผม 13 ค้นพบสินค้าใน ชุดผลิตภัณฑ์ดูแลผมที่ดีที่สุด ขายดี ใช้ดี ผมสวย เงางาม

Lesasha เซรั่มบำรุงเส้นผม สูตร Yogurt 20 แคปซูล LS1141 สินค้ารับประกัน ส่งฟรี !

฿170.00

฿367.00-54%

กรุงเทพมหานคร

Genive เซรั่มบำรุงหนวด จอน คิ้ว ผม (10g.)1ขวด ปลูกหนวด จอน คิ้ว ผมให้เห็นผลชัดเจน

฿145.00

฿249.00-42%

กรุงเทพมหานคร

Legano Serum ลีกาโน่ เซรั่มปลูก หนวด จอน คิ้ว ผม 10 ml. 1 ขวด จอน-หนวดเครา-คิ้ว-เส้นผมเส้นผม หนวด คิ้ว จอน ดูมีชีวิตชีวา การหลุดร่วงลดลง

฿125.00

฿199.00-37%

(1)

กรุงเทพมหานคร

Lolane Pixxel Pre-Chemical Serum โลแลน พิกเซล เซรั่มน้ำนม ใส่ก่อนทำเคมี 190ml

฿285.00

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L'ANGEL Perfect Keratin Professional Use เพอร์เฟ็ค เคราติน 258ml.x2(กล่องดำ) ฟื้นฟูสภาพเส้นผมแห้งเสียและช่วยลดความหยิกและหยักศกของเส้นผม

฿1,088.00

฿1,599.00-32%

กรุงเทพมหานคร

"น้ำหยดนางพญา" Queen Bee Drop Honey Extract สวยปังสั่งได้ดั่งใจ

"น้ำหยดนางพญา" QUEEN BEE DROP HONEY EXTRACT มาแล้วววว สั่งเลย!!!

นวัตกรรมที่ผสานรวมสุดยอดพลังแห่งธรรมชาติจาก
"น้ำผึ้งป่า" และ "นมผึ้งนางพญา"
ผ่านการสกัดบริสุทธิ์ จนเกิดเป็นความเข้มข้นในระดับหัวเชื้อ ด้วยเทคโนโลยี Nano-nutrients bio treatment อนุภาคเล็ก สามารถแตกตัวซึมลึกลงสู่ชั้นผิวเพื่อเปิดเซลล์ผิว ปรับผิวขาวกระจ่างใสจนถึงขีดสุด ลดอาการอักเสบของสิว และชลอการเกิดริ้วรอย
มีประสิทธิภาพเหนือกว่าเซรั่มปกติถึง 3เท่า (*3 effective)
เอกสิทธิ์นี้เฉพาะ B'secret เท่านั้น
วิธีใช้ :
กดเนื้อเจลครั้งละประมาณ 4-5 หยด ตบ นวด วนลงบนผิวหน้าเบาๆจนเนื้อเจลแห้งซึมลงผิว เป็นขั้นตอนแรกก่อนการทาครีมบำรุงในขั้นตอนถัดไป

ลองซักหยดแล้วคุณจะติดใจ😊 🐝🐝 360.- เองน้า

ฟื้นฟูล้ำลึกถึงระดับเซลล์ผิว เปิดผิวเพื่อรับการปรนนิบัติอย่างเต็มที่ ตรงจุดและรวดเร็วมากถึง 3ระดับ*
สินค้าพร้อมส่ง ในเมืองเชียงใหม่นัดรับได้ค่ะ
สวยสั่งได้ 😆😆
คลิ๊กเลย

Facebook : https://www.facebook.com/healthandguides/
Line : khritza
📲 : 091-8544267
#โปรดระวังของปลอม #สั่งซื้อสินค้าผ่านตัวแทนจำหน่ายที่มีรหัสถูกต้องเท่านั้น

 บูสเตอร์แตกต่างจากครีมบำรุงอย่างไร และควรใช้ควบคู่กับครีมบำรุงอย่างไร

"บูสเตอร์" ถูกออกแบบมาเพื่อให้ใช้เป็นอันดับแรก ก่อนครีมบำรุงผิวทุกขั้นตอน สามารถใช้แทนโทนเนอร์ได้ ด้วยเนื้อสัมผัสที่บางเบา จึงสามารถซึมลงสู่ชั้นในของผิวได้ลึกกว่าครีมบำรุง โดยมีคุณสมบัติพิเศษคือตรงเข้าไปปรับสภาพผิว เปิดผิว กระตุ้นให้ผิวพร้อมรับการบำรุงในขั้นตอนต่อไปอย่างเต็มที่ นอกจากนี้ยังช่วยนำพาให้สารบำรุงต่างๆซึมเข้าผิวได้ดียิ่งขึ้น

ดังนั้นบูสเตอร์จึงเป็นประการด่านแรกที่เปิดให้ผิวรับการบำรุงจากครีมบำรุงในขั้นตอนต่อไปได้อย่างดีที่สุด

B'secret Queen Bee Drop Extreme Booster *3 บูสเตอร์ทรงประสิทธิภาพ อนุภาคการบำรุงล้ำลึกกว่าเซรั่มปกติถึง 3เท่า* ช่วยบำรุงได้ลึกถึงระดับเซลล์ผิว ปรับผิวให้ขาวกระจ่างใส ลดเลือนริ้วรอยและปัญหาผิวต่างๆ
**ควรใช้ควบคู่กับ "Forest Honey Bee Cream"

 ข้อแนะนำก่อนการเปลี่ยนครีม การพักหน้าคือเรื่องสำคัญ

“การเปลี่ยนครีมบำรุงผิวหน้ากระทันหันเป็นเรื่องที่ควรระมัดระวัง หากหยุดใช้ผลิตภัณฑ์เดิมทันทีเพื่อเปลี่ยนครีมโดยไม่พักผิวหน้าก่อน อาจจะทำให้ผิวหน้าไม่สามารถปรับสภาพกับสารบำรุงตัวใหม่ได้ทัน มีผลก่อให้เกิดอาการต่างๆขึ้นได้เช่น การระคายเคือง หรือผื่นแดง (กรณีอาการดังกล่าวขึ้นอยู่กับสภาพผิวของแต่ละบุคคล)
ดังนั้น..ก่อนเปลี่ยนครีมทุกครั้ง ควรพักหน้าอย่างน้อย 1 สัปดาห์ ก่อนการเริ่มใช้ครีมตัวใหม่นะคะ"😊

สินค้าพร้อมส่ง ในเมืองเชียงใหม่นัดรับได้ค่ะ

สวยสั่งได้ 😆
คลิ๊กเลย

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Line : khritza
📲     091-8544267
#โปรดระวังของปลอม #สั่งซื้อสินค้าผ่านตัวแทนจำหน่ายที่มีรหัสถูกต้องเท่านั้น

Risk Management

Hurricane. Terrorist attack. Avian flu outbreak. Staff strike. Missing attendees. Is your heart beating fast yet? Meeting planners today have more worst case scenarios that need to be planned for than in the past. September 11th completely changed our idea of risk management and the Avian flu was not something that meeting planners considered a year ago. This past May, two attendees at a conference in California went missing during a Saturday tour trip. Luckily, that story had a happy ending, but what if it didn't? You don't need to have a plan for each and every situation that might arise, but some thought and planning can help reduce your risk and help things run smoothly if a situation arises.

Make a Plan

The first step is to draft a risk management plan, including planning for risks such as natural disasters, accidents, technology situations (ie. power outage) and human-caused risks (ie. speaker is a no-show). Risks specific to the destination, venue, attendees and program should also be included. The plan should outline responses to different situations, the responsibilities of staff members, facility staff and hired security and how media will be managed. Your risk management plan should be reviewed and revised yearly and as new possible risks arise.

Risk Management

How to Minimize Your Risk

The three best tools to minimize your risk are a site inspection, the contract and insurance.

Site Inspection

During your site inspection, it is important to find out what type of emergency plan the venue has - including evacuation plans, what type of training their staff has and the type of emergency equipment that is on site. In the case of a health emergency, find out which staff members have CPR/First Aid training and how they can be quickly identified. To avoid an allergy related emergency, be sure that the food will be labeled on buffets and breaks.

Contracts

All contracts - including those with speakers and performers - should include Force majeure clauses - that is, what will happen should a situation arise that is beyond the control of either party. This should include things such as strikes, wars, threats or acts of terrorism, weather, travel advisories or disease outbreaks. Also include a catch all provision that will cover anything else that was not listed.

Insurance

It is important to understand your commercial general liability coverage for each event. If you are going to have anything held off site, be sure that you are covered if you are temporarily off business premises. Also find out if there are any exclusions in the policy such as physical activities or alcohol use. It may not be worth it for every event to pay for event cancellation insurance, so think each event through carefully to determine what is best for you.

Do you need help with your risk management plan? Contact Designing Events at info@designingevents.com or 866-867-1933.

Risk Management
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Michelle Issing, is one of the co-owners of Designing Events, a premier global provider of planning, management and marketing services for events, meetings and conferences.

Designing Events publishes three monthly online newsletters. They contain valuable conference and meeting information. Click here [http://www.designingevents.com/contact/inquire-handler-newsletter.asp] to sign up for the Designing Events monthly eNewsletter.

To learn more about Designing Events’ services, visit designingevents.com

Occupational Health and Safety Management Systems (OHSMS) - What Are They and Why Do I Need One?

What is a management system?

According to ISO 9001:2008 (the latest version of the Quality Standard and forerunner to various occupational health and safety (OHS) management system standards including AS/NZS 4801:2001), organisations must identify and manage numerous linked activities to function effectively.

It goes on to discuss the need for managing resources, inputs and outputs etc, making the point that only through a systematic or process approach will an organisation be able to maintain control. Put simply, a management system is the structure that enables organisations to manage the way they operate.

Occupational Health and Safety Management Systems (OHSMS) - What Are They and Why Do I Need One?

Why formalise?

Some may argue that organisations exist, possibly even flourish, without any form of management system. However, upon closer inspection, this is not the case. All successful organisations have values, policies, procedures, standard processes and practices. Whether documented or not, these are the components of that organisation's system of management. By formalising this system, an organisation has the opportunity to further review its performance, formally determine what works and does not work, agree to the preferred processes and proactively manage its continuous improvement.

Pitfalls of buying an off-the-shelf OHSMS

An all too common response is for an organisation to seek to buy an OHS / WHS management system (OHSMS / WHSMS) 'off the shelf'. Without the necessary contextualisation or engagement of relevant stakeholders during the design, are not only likely to be a wrong fit for the business but they often fail to gain the momentum to survive or could even be sabotaged from within the organisation.

A management system needs to be owned and operated by the organisation. No CEO worth their salt would dream to publish company vision, values or policy which they had simply downloaded from the internet and yet they may consider managing their workplace health and safety this way.

Pitfalls of designing a system

Unfortunately interpreting national or international standards and developing a compliant OHS / WHS management system can be quite complex. Even practitioners highly skilled in their relevant disciplines can find it difficult negotiating the process and producing something that meets the relevant criteria. Alternatively, many organisations end up with an OHSMS /WHSMS that meets all the requirements but results in a situation where their people are slaves to the documentation without seeing any actual added value to their processes or improvement in their workplace safety performance.

Solution?

So if an 'off-the-shelf' system is not the right approach and your organisation does not have the internal expertise, what is the answer? In the same way CEOs and boards of directors seek independent legal advice, due diligence from an accounts auditing firms or the expert opinion of an engineer, there are many instances where the design, development, implementation and review of OHS / WHS management systems require external experts.

When seeking this expertise, consider the providers background, experience, qualifications and past successes. Furthermore, if the OHS / WHS consultant isn't qualified to audit a management system to the applicable standard, then how could the design an OHS /WHS management system to meet it? If they have no actual industry experience then how will they adapt the cold hard pages of generic requirements to your business needs? It pays to ask around your network, seek referrals, do background checks and ask proposing OHS Consultants for relevant client references.

Conclusion

A well designed, developed and implemented management system can not only provide additional work and legal compliance but can be a valuable tool to driving your business to further OHS / WHS improvement.

For more information on OHS / WHS Management Systems, visit the OSHEM Solutions website [link below].

Occupational Health and Safety Management Systems (OHSMS) - What Are They and Why Do I Need One?
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Peter Gaul is Principal Consultant of OSHEM Solutions, an Australian Environmental and OHS Consultancy. OSHEM Solutions provides a range of services including OHS / WHS management system design, development and implementation.

Contact OSHEM Solutions on 1300 657 279 for more information or for a more complete list services, along with case-studies and testimonials, visit http://www.oshemsolutions.com.au. Additionally OSHEM Solutions regularly publishes health, safety and environmental management news and articles on their website.

Change Management - Role of the Leader

Who is the leader?

The leader is the one who can alter forces that can impact the change project. Depending on the magnitude of the change, this leader might be the CEO/Executive Director, VP, department manager, etc. If the organization culture must change to accommodate a new way of working, the leader MUST be the top dog, the CEO/President/Executive Director. Company culture is created from the top of the organization. Changes to the culture must be driven by the top of the organization. If it is an interdepartmental change, it must be the person in the organization who has influence/authority over all participants. A project manager can be delegated the responsibility for executing the tasks of the change. However, the leader (sponsor/champion) remains accountable for the success of the change effort.

The majority of project managers fit into two categories. The first is a consultant-type (external or internal) who leaves after implementation. The second is a person in one of the departments affected by the change. This person returns to his/her original department after implementation and operates a part of what was implemented. Neither f these people can sustain the change across all effected parts of the organization, if the parts attempt to drift back to the old way. They are not accountable for the change results next year. The project manager can lead the work of change implementation. However, every major change needs to have an overall leader who will be accountable for maintaining the benefits on an ongoing basis. This person has to remain visible during and after the change effort. This person is the Process Owner.

Change Management - Role of the Leader

The first key to a successful change effort is, obviously, for the leader to understand what the change is. The second key is to understand the impact of the change to the work and the impact to the people. As leadership is about people, the impacts to consider can include behavior changes, impacts of status changes, impacts of re-distribution of power and authority, altered relationships and responsibilities, people performing new tasks outside of their comfort zone, etc.

This leader must be the first one to make the appropriate changes in his/her own behavior, actions and attitudes. After all, leaders are role models. For example, if the change requires more open communication, then the leader must demonstrate more open communication. This is single most difficult part of any change effort. The head of the organization usually considers his/her old successful ways as the right way to lead. They are very willing to have the rest to of the organization change. But don't recognize that they drive the behavior of the organization. If they want it to change, they must SHOW the organization how to change. TELLING them how to change is not effective. Employees know that you vote with your feet. If you do not walk the talk, don't expect them to either. Being a role model is a major part of the success of change efforts.

The next key after the leader understands the "new way" is to present the vision of how the world will work during and after the implementation. This vision needs to be framed in a way that lets the people know WIIFM (What's in it for me). Once they understand the benefit to themselves as well as the company, they will release their energy to move toward the vision. This alters the mindset of the followers. All people in an organization operate under the influence of external (to them) forces: culture -company and personal, policies and procedures, etc.

But people also operate under influences that are internal to themselves (comfort zone): their mindset on power, authority, status, security, territoriality, personal competence, level of confidence, risk taking, etc. Forcing behavior changes may get you compliance. But it will not generate enthusiasm and commitment. (Side note: most change efforts target policies, procedures and technology and not how you think about the work.) A lasting change needs to alter the way people think in order to enable different behavior. This is the path of the effective leader.

People move at different paces. The people who embrace the change more quickly should need less support. The people change more slowly will need more support to get over the hump.

The fourth big key is stakeholder involvement. I know that many of you think that people resist change. I believe that this is incorrect. I believe that people do not mind change. They don't want to BE changed. People change themselves and their surroundings all of the time. They change houses, cars, jobs, hair color, spouses, etc. The difference is that in these decisions, they participated and often made the decision. Take advantage of this willingness to change. Involve them initially in understanding the What and Why of the change and subsequently in the planning and rollout. Initially, it requires patience to work through the resistance and counter proposals. Recognize that this type of interaction is the norm in an open communication environment. Utilize the energy of the early adapters to move the effort forward. Leaders enlist these people as evangelists. They will help you move others along. Make sure that you include informal leaders in a major way.

The last big key is leadership visibility in support of the project. When the leader uses his/her valuable time on the change effort, the employees recognize that it must be important. When the leader is a role model for new types of behavior, people pick up on it. When the leader communicates openly, including giving straight answers to tough questions, people begin to believe. When leaders react calmly to surprises, people have less anxiety when things do not go smoothly. When the leader follows the Deming prescription to Stay The Course, people recognize that it is not going away and they must deal with it.

The big leader will usually delegate project responsibility. But he/she must remain visible, must request status, must meet with employees and feed the findings to the project manager for action, then report back to the people on the action taken.

Lack of leader visibility and involvement is the single largest factor in the failure of change efforts. Having the top leaders engaged in the project will go a long way toward ensuring its success in transforming the organization.

Leaders have a lot of things to do, a wide range of responsibilities. The leadership activities I've described above are in addition to what already fills up their day. It is understandable that once they delegate the change activity, they move on to other things. The majority of high-level leaders have trouble sustaining this visible role. This is a wrong thought process.

If it is important enough to make a change to a large part of their organization, it HAS to be a high enough priority for the leader to stay involved. Many successful leaders find it helpful to have a mentor or a coach to offer guidance when adding this new role.

Change Management - Role of the Leader
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See the article Change Management - Anatomy of Change for the best approach to a change project.

Bob Maitland is a consultant, coach and author who helps small and medium sized businesses to improve the bottom line. He assists leaders to gain higher levels of commitment from their people; aligns all parts of the company to work together to achieve the goals; and ensures the work is done efficiently and effectively freeing up resources. When you add your industry knowledge, you are on your way to becoming an Elite Company.

http://www.eliteleadershipsolutions.com
When you absolutely have to get better!

The Importance of Credit Risk Management for Banking

The importance of credit risk management for banking is tremendous. Banks and other financial institutions are often faced with risks that are mostly of financial nature. These institutions must balance risks as well as returns. For a bank to have a large consumer base, it must offer loan products that are reasonable enough. However, if the interest rates in loan products are too low, the bank will suffer from losses. In terms of equity, a bank must have substantial amount of capital on its reserve, but not too much that it misses the investment revenue, and not too little that it leads itself to financial instability and to the risk of regulatory non-compliance.

Credit risk management, in finance terms, refers to the process of risk assessment that comes in an investment. Risk often comes in investing and in the allocation of capital. The risks must be assessed so as to derive a sound investment decision. Likewise, the assessment of risk is also crucial in coming up with the position to balance risks and returns.

Banks are constantly faced with risks. There are certain risks in the process of granting loans to certain clients. There can be more risks involved if the loan is extended to unworthy debtors. Certain risks may also come when banks offer securities and other forms of investments.

The Importance of Credit Risk Management for Banking

The risk of losses that result in the default of payment of the debtors is a kind of risk that must be expected. Because of the exposure of banks to many risks, it is only reasonable for a bank to keep substantial amount of capital to protect its solvency and to maintain its economic stability. The second Basel Accords provides statements of its rules regarding the regulation of the bank's capital allocation in connection with the level of risks the bank is exposed to. The greater the bank is exposed to risks, the greater the amount of capital must be when it comes to its reserves, so as to maintain its solvency and stability. To determine the risks that come with lending and investment practices, banks must assess the risks. Credit risk management must play its role then to help banks be in compliance with Basel II Accord and other regulatory bodies.

To manage and assess the risks faced by banks, it is important to make certain estimates, conduct monitoring, and perform reviews of the performance of the bank. However, because banks are into lending and investing practices, it is relevant to make reviews on loans and to scrutinize and analyse portfolios. Loan reviews and portfolio analysis are crucial then in determining the credit and investment risks.

The complexity and emergence of various securities and derivatives is a factor banks must be active in managing the risks. The credit risk management system used by many banks today has complexity; however, it can help in the assessment of risks by analysing the credits and determining the probability of defaults and risks of losses.

Credit risk management for banking is a very useful system, especially if the risks are in line with the survival of banks in the business world.

The Importance of Credit Risk Management for Banking
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If you are interested in credit risk management for banking, check this web-site to learn more about credit risk kpi.

9 Easy Steps to Implement Customer Service Policies that Decreases Risk

Everybody loves good service. It makes us feel appreciated when patronizing a company that meets our service expectations.

Businesses understand the need to satisfy their customers and take great strides to provide helpful, friendly service.

However, not only is implementing structured customer service practices smart business, it has the potential to reduce risk management issues.

9 Easy Steps to Implement Customer Service Policies that Decreases Risk

By putting the following 9 steps into action, it's possible to improve customer service and reduce costly mistakes and accidents. Customer service practices can be woven into policy and procedures so that good customer service is achieved when following company policy.

Step 1. Identify areas of service that need improvement as well as potential risk. Implement policies that address these issues. Ask for the input of management and staff to create an atmosphere of teamwork.

Step 2. Create a policy and procedure manual that is easily read and understood. To encourage employee interest, be sure to explain how the procedures will benefit employees. Distribute the manuals to each employee or department manager. Ensure all management is committed to the education of their department.

Step 3. Hold staff meetings to discuss the new policies and customer service expectations. Make the meetings a positive experience and reinforce the benefits of implementing the policies. This may be as simple as giving certificates of recognition or as valuable as a raise (an idea to increase the perceived value of certificates of recognition is to allow employees to accumulate and trade them for gift certificates).

Step 4. Create a culture in which employees and staff show the same helpful respect to each other as they do customers (teach that we are all each other's customers). Empower staff to nominate each other for certificates of recognition. Invite customers to do the same.

Step 5. Ensure that each employee has read and understands the policy manual. Encourage its importance by having each employee take a written test and go over the results to fill in any gaps in understanding. Have the employee sign it and keep the results in the personnel file.

Step 6. Continually educate staff on the importance of each department and teamwork. Each month, choose one staff member to learn something new about another department and give a short inservice to the rest of the team (for example, have a payroll clerk take a couple hours to learn and share something about the shipping department). If employees have some understanding of the business processes, it will help staff identify ways they can indirectly help their co-workers in other departments.

Step 7. As time passes, continue to reinforce policies and good customer service practices. Look for ways to continue to involve staff (for example, form teams to create a new system, implement a new idea, solve a dilemma, etc.).

Step 8. Replace employees, according to termination guidelines, who continue to refuse to follow procedures. This will show your existing staff you are serious about the policies and you will help your staff by hiring employees that want to be part of the team.

Step 9. When hiring new employees, stress the value placed on teamwork and following procedures. Start during the interview process and make it a positive experience. Look for someone who can fill the position and is eager to learn. It's easier to train someone that it is to change someone.

A few of the benefits of implementing these steps are:

Better Service: Employees who are knowledgeable about their responsibilities and follow company procedure are better equipped to serve customers and each other (thus improving the bottom line).

Loyalty: Employees who are empowered to teach and help implement procedures feel that their efforts are worthwhile and that they are part of the team (this encourages loyalty, improves job satisfaction and less employee turnover).

Financial Rewards: Employees who understand that by following procedures, decreasing risk, and improving customer service, financial goals will be met and have a positive impact on their payroll and benefits.

The implementation of simple procedures can have a major impact on customer service, improve the workplace culture, and decrease mistakes and accidents. By fostering a knowledgeable team atmosphere, employee accountability and awareness will improve.

Keep the procedures simple and easy to follow so they can be remembered. Don't overload employees. Think of policies and procedures as guidelines. Hire someone to review your current policies and procedures and write a fresh manual that will speak to your employees and motivate them to follow procedures.

Company rules should be included and include employment/labor law, minimum wage laws and hours, State and Federal guidelines, safety issues, harassment issues, privacy issues and industry specific regulations. Purchase and post the mandatory employment posters and consult an attorney when in doubt.

9 Easy Steps to Implement Customer Service Policies that Decreases Risk
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Appreciate your customers and staff and watch for better service to bloom, less risk and an increase in the bottom line. For more information about policy and procedure manuals, contact cheryl@olmsteadwritesit.com or call (512) 508-0044 for more information.