Dates:
June 4-6, 2008
August 20-22, 2008
October 13-15, 2008

Time:
8:30 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
Earn 1.4 CEUs
14 CPEs

Uncover hidden problems and improve your organization’s operations
with powerful and proven tools.

Does any of this sound familiar to you?

	Customers are complaining
	Staff is frustrated
	There’s finger pointing and blaming between departments
	We circumvent procedures to expedite work
	Quality, service, and timeliness need improvement
	Costs are too high

If you said “yes” then this program is for you.

Analyzing and Improving Operations can help you sort out the problems (people, systems, work flow, and information), find the root cause, and develop a course of action to eliminate the issue. The workshop not only focuses on the big-picture perspective of systems and organizational structure, but also will also delve into the specifics by analyzing workflow, information, and job issues.

Choose from a variety of improvement methodologies based on the type of problem and the organization’s goals and constraints. Often, organizations are trained in one problem solving approach and then use this approach on every problem. In other words, “Now that we know how to use a hammer, everything looks like a nail.” In this workshop you will be able to use the correct methodology for specific problems, including: lean manufacturing principles, basic six sigma techniques, business process reengineering, organizational restructuring, continuous improvement, workflow redesign, eight key problem classes, fast cycle time, and creating cooperation between departments. By the end of the seminar, you will know when and how to use each one.

As a part of this workshop, you’ll bring one or more problems to class to analyze and then create an improvement plan using the tools and methodologies presented.

Testimonials:

“Great!
Everything I expected.
Lot’s of hands on and a very
good notebook.”
Doug Paynter, Plant Manager
Inland Telco
 
“Excellent seminar!
Great interaction!
The “war stories” as examples really help.”
Rob Dunn, Engineering Designer
 Automated Systems
 
“The best training I have attended in years.
Great, no nonsense class! Very prepared and
knowledgeable instructor. Thanks!”
Fernando Pontes, Sr. Procurement Analyst
Merck
 
“Everything was relevant!!The outline and design tools will help me
organize an action plan and review our progress."
Nick Nichols, Plant Manager Kronos Products, Inc

Learn How To:

	Benchmark your operational improvement efforts against the Malcolm Baldrige Award winners and take your organization to the next level
	Focus efforts where you can make both high impact and immediate improvements
	Evaluate and then partner with suppliers
	Create breakthroughs visa vie your customers to help surpass the competition
	Use Activity Based Costing on processes to discover “true” profitability
	Uncover and then calculate your quality costs
	Design elegant operational work flows using powerful design principles
	Use basic Six Sigma tools to improve quality
	Create a fast cycle time organization using lean techniques
	Overcome the eight major barriers to operational improvement
	Boost retention of your work force
	Create higher levels of interdepartmental cooperation
	Select the right measurement system that will build operational excellence
	Solve the most difficult operational problems through eight distinct problem types
	Get “buy-in” for your operational improvement effort
	Understand the basics of organizational change and plan your change
	Compare your operational improvement effort against “best practices” Click Here for a Detailed Seminar Outline

Who Should Attend:

	Operations directors and managers;
	Finance directors and managers;
	Plant managers;
	Manufacturing engineers and production managers;
	Quality assurance engineers and managers

Instructor:
Shelley Sweet is founder and principal of Intercept Management Consulting in Palo Alto, CA.   As a management consultant, she has worked with a variety of public, non-profits, as well as corporate clients on strategic planning, assessment, organizational efficiency and business process design.   Her clients range from the mega-corporations of Cisco Systems, Chevron, Bank of America and Microsoft to the California Council on Economic and Environmental Balance, Community Legal Services of San Jose, the Los Angeles Unified School District and the USC, Los Angeles.

Prior to founding her company in 1991, Shelley was Director of Management and Employee Development for Saba, Marketing Director and Senior Consultant for Omega Performance Corporation and VP of Corporate and Retail Training at Bank of America, San Francisco.

Shelley received a Bachelor of Economics degree from Wellesley College in Massachusetts and a Masters in Management from John F. Kennedy University in California.