Building ownership and accountability through training

Our unique training course - which are available and are offered as public courses or designed workshops for 12-15 participants lasting one or two days - enable your people to create a whole new way of working to increase business performance. We make sure that your team(s) enjoys this process because:

Self Discovery and Enjoyment

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Ownership and Retention

We design and undertake workshops that graphically simulate your present operational processes. Our approach magnifies the effects of current problems and enables your team(s) to realise the relevant part of the business and how their real job affects others.

We use syndication early on to uncover and debate contentious workplace issues before moving on. Working in syndicates, your people grow and develop as team. They review their performance, then plan and execute improvements to make the results of each simulation 'event' better than before. They create for themselves a new way of working that dramatically improves business performance.

We help them to make strong links between the simulation event and what they do at work. They decide how to transfer this learning back to the job and how to overcome the barriers to achievement.

Resistance to change melts away when you build up a critical mass of people who understand and own the new way of working.

To make sure you get the results you need, we help you to plan and organise on-the-job events with plenty of communication to reinforce what people have learned.

We work across the whole spectrum of people in a business:

Directors and Senior Managers

Team Leaders

Engineers and Designers

Shop Floor Staff

Other Professional Staff

Where possible, we advocate working with mixed teams with representatives from all of these groups 

We have in-depth experience of planning and implementing a 'new approach' to business and operations process.

We have learned that implementation is successful when the team have taken in deep what the 'new way of working' really means to them and what they have to do to bring it about

We make the links between competitive performance and what your people need to do.

We identify the levers - the actions required to create improvement.

We develop the training which give your people the competences and behaviours they need to sustain durable business improvement. 

The following workshops are available:

Course Objective Typical topics covered Who should attend Transforming pan-European business   The participant will take away: A sense of urgency for aggressively transforming a pan-European Business An understanding of basic principals behind Business network reengineering A framework to facilitate a pan-European business transformation A strategy for reducing overhead costs     Why the current interest in transforming pan-European Businesses A brief review approaches Why the current interest in transforming pan-European Businesses Business Network Reengineering as a framework to transform pan-European business Creating a corporate vision Developing a Competitiveness Achievement Plan Identifying high level core policies, processes organisation and information needs  Target metric Linking the 4 steps and establishing priorities and plans   This seminar is designed for senior managers and enterprise professionals of every discipline.          Developing a company's change capabilities   Understanding how to lead and guide employees through the phase of change  How develop a culture that embraces continuous innovation and change How to manage effectively the human side of change How to align structure, process, system and culture to support successful change  How to create and sustain culture change How to measure and evaluate the impact of change initiatives How to create and communicate a clear vision for transformation How to conduct skills gap analyses to determine new roles during transformation   Creating and sustaining culture transformation Enabling learning during transformation Becoming a change agent to lead and effect change in your organisation Aligning structure, process, system and culture to support successful change Managing the human side of change Identifying and capitalising on opportunities for change System thinking   Manufacturing and support executives Team Leaders         Best practices overviews   Understanding and ownership of change Management What you want to achieve from change management How to make change happen What are the key message for your people   Benchmarking Total quality project programmes and change management Manufacturing system redesign Introducing a modern simultaneous engineering product introduction process Designing an IT strategy matched to business process Supplier development, supplies organisation simplification and cost reduction Developing materials flow management systems for stock reduction and supply system improvement Design for manufacture and assembly Installing effective project management systems supervised by programme management Using modern quality support tools Organising the maintenance process Process capability improvement Workshop facilitation   This seminar is designed for senior managers and enterprise professionals of every discipline.          Team building   Understanding teaming Understanding team based (cell) manufacture  Seeing how it works through self-discovery Developing a 'back to work' action plan   Communication game Laser clay pigeon shooting Human table football inflatable game Evaluation of today's organisation issues Old way of working Team based manufacturing New way of working What are teams Transformation plans   Manufacturing managers Supervisors Engineers team leaders Logistics team leaders support team members manufacturing operators         Team leader assessment and selection   To identify the best fit of candidate team leaders to the job requirement   Understand the job requirement Design the assessment process Train in-house assessors Identify the candidates Conduct assessment centres Review results Select team leaders Constructive feedback to all candidates   Selected management team assessors         Communication skills   To build understanding of business aims and objective into employees from the start and to gain their initial support   Presentation skills Facilitation skills Managing meetings Effective team communications   Anyone with an interest in good communication         Business process re-engineering   To understand the reason and benefits of business modeling To understand the purpose of and overall scope of each phase BPR To understand the principles of creating the organisation relationship map, the high level process map, customer analysis and establishing process improvement priorities To understand the main concepts of the case for action, the governance structure, scoping and scaling, goal setting, problem analysis, and project planning To understand the high level task structure in process understanding and the interrelationships between the tasks. To understand the key techniques used in defining new process options, evaluating the options and fully defining the option selected To understand the key aspects of information which need to be understood To understand the transition task structure and the key issues involved in new process implementation   Business modeling and process concepts Overview of change approach General features and functions of modeling tools Enterprise modeling Project initiation Process understanding New process design Information modeling Business transition   This session is a must for strategists, managers, and analysis involved in process-based, organisation change. It is suitable for those with process experience as well as new change practitioners. Most importantly, this seminar will position you to become an Agent of Change for process-based renewal.         Business process modelling   When to use business process modelling The steps in the process modelling An understanding of analysis techniques How to develop critical measures for evaluating business performance   Introduction to business process Define process vision and scope Modelling current process Modelling techniques Measuring processes Designing hew processes Modelling and validating a new process   Managers and professional involved in implementing or influencing process change.         Total quality   Define total quality Describe total quality components Identify customer-supplier relationships Describe the categories of total quality tools and how to use them Identify how to measure cost of quality Conduct an quality assessment Apply total quality management Describe how to improve business process quality and effectiveness      What is total quality The Total Quality organisation (TQO) TQO - Structure TQO - System TQO - Culture Departmental purpose analysis Skills levelling Natural Groupings None-Value- Added Activities and Their Elimination The Matrix Organisation A Systematic Approach to quality Statistical process control SPC Failure Mode and Effects Analysis FMEA Taguchi methods Poka Yoke Quality Function Deployment QFD Quality function deployment II Process capability improvement Quality problem solving by experimental design- shainin methodology Design for assembly Design for manufacture Design to cost target cost Ergonomics in total quality management Aligning system engineering quality techniques to the product introduction process The role of total quality assurance Application of job structure simplification via skills levelling integration Business process and cellular structures   Managers and business personnel who require quality information. Also, quality personnel.         Step to JIT manufacture   The participant will take away understanding how to create a manufacturing process: To be competitive To produce low cost products To produce high quality To deliver our products on time To produce products in the mix the market requires   JIT overview Kanban Supplier integration Levelled schedules Continuous improvement Process changeover reduction The cellular factory U-shaped piece at a time cell Standard working Visual control Labour balancing Specially developed small process plant units Mixed mode operation Materials flow channel design Cell design   This session is a must for manufacturing professionals, and analysis involved in process-based change.         Six sigma Lean manufacture   Define how a six sigma lean manufacturing operates Recognise difference between push, pull and cell operating techniques Demonstrate single-piece flow and standard work concepts Define the use and techniques of kanban control mechanism Identify value-added and non value-added activities within a process Apply visual factory improvement techniques Align value stream activities into a continuous flow, pulled process Define operational characteristics of product supply chain integration Develop a concept of six sigma metric for a lean manufacturing process   Introduction to six sigma lean manufacture The difference between six sigma manufacturing and traditional approaches The basic key dimensions of six sigma lean manufacture and tools Built in quality and continuing improvement Just-in-Time Operational stability Skill levelling/Labour balancing Six sigma lean manufacturing metrics overview The 5 phase approach to implementing six sigma lean manufacturing Six sigma lean manufacturing assessment tool Current state mapping Overall equipment effectiveness analysis Six sigma lean analysis guide workshop Future state visioning & objective setting Future state map development Rapid actions for process improvement deployment   Anyone who will be managing or participating on a team that will be working to improve a production or transaction processes.         Supply chain management   To familiarise business executives with the best supply chain practices in: Benchmarking supply chain Supply chain improvement Category management concepts Inventory management Electronic commerce tools   General overview supply chain management Supply chain benchmarking & re-engineering Logistic management ABC classification Forecast & inventory management Production scheduling & Shop floor control e-commerce for supply chain management Current systems that enables supply chain management Advance topics in supply chain management   This session is a must for managers and people involved in supply chain and logistics processes.          Dealing suppliers   To develop an understanding of the factors critical to supplier development addressing: Selecting the most appropriate suppliers to develop Identify how well suppliers' capabilities meet business needs Use diagnostic methods to establish cost drivers in the supply chain and thereby develop a value improvement plan Establish key measures of performance and implement effective feedback systems Generate trust and commitment with suppliers   Supply process objective BPR overview Supply inventory categories (Pareto analysis) JIT material logistics Goods inwards process Supplier development Supply planning Flexibility / lead-times EDI/Internet requirement   Managers and people involved in logistic processes.          Product introduction process   To develop an understanding of the factors critical to deliver a mature product by: Applying appropriate risk management techniques Conducting representative analyses and test implementing a robust PIP Acting and prioritising problems indications early having adequate system to record and consistently apply design rules and criteria Managing resources effectively   The need for change Quickening change Simultaneous engineering Concurrent engineering Management: in control of product development Product introduction process enhances design Robust products for manufacturing Product introduction process makes friends with manufacturing Vendors customer-driven Total quality control becomes a reality PIP is wasted without CAD/CAM Starting PIP Managing PIP Future PIP   It will be of direct benefit to process, production, design or development managers in manufacturing, strategic directors. quality managers and technical directors.         Reliability productive maintenance   The participant will take away understanding how: To optimise maintenance To devolve maintenance skills To minimise unplanned downtime To reduce administration overheads To capture on plant data   Introduction to engineering and maintenance function Measures Run-to-failure Condition-based (Predictive) maintenance Reliability centred maintenance Total productive maintenance The RCM decision diagram Maintainability policy Maintenance planning policy   Managers and people involved in engineering and maintenance processes.          Computer applications   To ensure that your IT is owned and understood by the executive team with no IT knowledge required To make cost-effective use of IT as a global multi-site business To define a IT support for the Product Introduction, and Support Processes To understand Office Information and Computer Integrated Architectures To use a simple framework when selecting one of the different types of simulation packages  To exploit computer aide manufacture       Information system strategy IT Architectures for cost-effective organisation support TI standards IT support for product introduction process IT for the support processes Office IT systems Business to business Machine systems integration in manufacturing operations Computer aided design CAD Computer aided manufacture CAM Computer aided process planning CAPP The product unit integrated engineering database The elements of computer aided manufacturing system control   Non-IT directors and managers with responsibility for sponsoring IT investment. You will not need any technical IT knowledge         Customers relationship management   Understand the key issues around CRM Present a compelling case CRM Develop a CRM strategy Transform your organisation Select the right technologies for the right opportunities   CRM: What it's really all about Marketing process Sales process Service delivery process R & D and product development Strategic planning The CRM transformation process Business metrics to support CRM   Senior business and IT managers Sales and marketing managers Partnership relationship managers IT professionals Process analysis and designers Strategic planners architects Project managers         Cost control   How to monitor the cost of a particular process How to identify the various components of cost    Traditional approach to product costing The way forward Team based structure Budgets Alternative method: Activity Based Costing Alternative method: Process Team Based Costing Strengths and weakness Corporate requirement   Non financial managers and team leaders         Balance score card   How to monitor and thereby control an organisation's effectiveness and competitiveness   Introduction Current methods of performance measurement Objectives of performance Types of performance measurement Balance score card Implementing balance scorecard Systems   Non financial managers and team leaders

 

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