Dates:
August 20-22, 2008
October 13-15, 2008
Time:
9:00 a.m. - 4:30 p.m.
Location:
TU Campus
Fee: *
$1,595 per person
$1,395 each for three or more persons from the same company
Early
Online Registration (10 days before seminar)
$1,495 per person
*subject
to change for future programs
Analyzing and Improving Operations
Uncover hidden problems and improve your
organization’s operations
with powerful and proven tools.
Detailed Seminar Outline
Management of work
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The six key types |
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Your organization vs. The Malcolm Baldrige Award winners |
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Service organizations and manufacturing organizations |
What are organizations?
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The four main elements |
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Where do most organizational problems originate? |
Comparing and contrasting improvement methods & when to use each one
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Continuous Improvement |
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Process redesign |
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Lean Techniques |
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Six Sigma |
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Total Quality Management |
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Reengineering |
Supplier requirements
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Measurement and feedback |
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Partnering with suppliers |
Customer Report Card
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Finding high impact areas |
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Creating breakthroughs vs. the competition |
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Key measurements |
Process Analysis
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Main and support process |
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Sixteen telltale symptoms of a broken process |
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Advantages to process mapping |
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The four lenses of analysis: time, quality costs, process costs, and frustration |
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Flow chart symbols |
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Levels of detail |
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Macro flow charts |
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Functional-activity flow charts |
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Task and procedural flow charts |
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Value Stream mapping |
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Process metrics |
Process improvement techniques
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Eliminating bottlenecks |
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Bureaucracy elimination |
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Automation and information technology |
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Fast cycle time techniques |
Process Cycle Time Analysis
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Processing time |
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Move time |
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Wait time |
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Set up time |
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Inspect time |
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Rework time |
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Cycle time |
Lean
principles and eliminating waste (Muda)
in both manufacturing and service organizations
Activity Based Costing Analysis
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Calculating “true” profitability by product, customer, and market |
Quality costs
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Where quality costs reside |
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Calculating quality costs |
Six Sigma
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Six Sigma roles and responsibilities |
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DMAIC |
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Cause and Effect Diagram |
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Check sheets |
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Pareto Diagram |
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Failure Mode and Effects Analysis |
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Error-Proofing |
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Work simplification |
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Standardization |
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8-D form |
Thirty-eight operational design principles
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Workflow design principles |
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Information design principles |
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Staffing design principles |
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Lean design principles |
Creating a “clean sheet” operational process
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Five implementation options |
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The eight thorny barriers to operational redesign |
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The ten step operational redesign method |
People issues
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Unsatisfactory performance analysis |
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The five critical retention factors |
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Getting buy-in to operational improvement efforts |
Operational improvement and getting cross-department cooperation
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Six levels of cooperation |
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The 13 criteria needed for seamless operational improvement |
Solving the most difficult operational problems
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Puzzles |
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Uncertainties |
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Preferences |
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Many voices |
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Dilemmas |
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Life of their own |
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Of our own making |
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That bite |
Harvesting the fruit of operational improvement
Understanding organizational change
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Kickoff speech outline before any change effort |
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The Hero’s Journey model of change |
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Dealing with resistance |
Organizational best practices
Your own personal action plan
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