DAY One <\/b>
\nTraditional performance measures<\/b><\/p>\n
9:00 \u2212 10:30 \/ The Failure of \u2018Traditional\u2019 Performance Management:<\/b><\/p>\n The Strategic Imperative (in the Industrial vs Knowledge Economy):<\/p>\n Case discussion: Impact of Organisational Design and Culture<\/p>\n <\/p>\n Key Lessons:<\/b><\/p>\n 10:30 \u2212 10:45 \/ Break<\/b><\/p>\n 10:45 \u2212 12:30 \/ LEAN MANAGEMENT: AN INTRODUCTION<\/b><\/p>\n The principles of Lean Management were first conceived and developed at Toyota Motor Company. It considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Working from the perspective of the customer who consumes a product or service, “value” is defined as any action or process that a customer would be willing to pay for.<\/p>\n Essentially, Lean Management is centered on preserving value with less work (and thus less cost).<\/p>\n The steady growth of Toyota, from a small company to one the world’s largest automakers, has focused attention on how it has achieved this success. Over the past decade, the principles and practices of Lean Management steadily find their way into all manner of businesses and organisations (including public sector and not-for-profit organisations). Small and medium sized enterprises, too, can find significant benefits from applying its principles and practices.<\/p>\n Interactive exercise: Supply Chain Optimisation<\/b><\/p>\n Rather than presenting theory, this interactive exercise involving all participants will quickly demonstrate:<\/p>\n 12:30 \u2212 13:30\u00a0 \/ LUNCH<\/b><\/p>\n 13:30 \u2212 15:30 \u00a0 \/ LEAN MANAGEMENT: AN INTRODUCTION<\/b><\/p>\n Interactive exercise: Supply Chain Optimisation (continued)<\/b><\/p>\n <\/p>\n Possible solutions will be developed and implemented, demonstrating how quickly significant improvements in performance (by elimination of waste) can be achieved through team discussion and collaboration.<\/p>\n The basic principles of Lean Management will thus be experienced, demonstrated and discussed.<\/p>\n 15:30 \u2212 15:45\u00a0 \/ Break<\/b><\/p>\n 15:45 \u2212 16:30 \u00a0\/\u00a0 Summarising: Lean Management in 5 steps<\/b><\/p>\n 16:30 \u2212 17:30\u00a0 \/\u00a0 Application of these 5 steps to the participants’ own situation<\/b><\/p>\n preparation and presentation of an action plan for implementation<\/p>\n <\/p>\n <\/p>\n DAY Two<\/b><\/p>\n 9:00 \u2212 10:45\u00a0 \/\u00a0 TOWARDS A MINDSET FOR OPERATIONAL EXCELLENCE\u00a0 (cont\u2019d)<\/b><\/p>\n The previous exercises demonstrated the power of a working team discussing together the issues they faced throughout a supply chain, and collaborating towards a better work process. However, while this seems self-evident, it does require a certain mindset and attitude towards problem solving that is absent in most organisational cultures: an inclination towards collaboration.<\/p>\n A number of game scenarios will demonstrate how people \u2013 even colleagues within one and the same company\/organisation \u2013 quickly revert to \u2018playing games\u2019 with (and against) each other, even when they individually have the best of intentions towards achieving clearly defined goals. This will demonstrate how narrow and individual goals, strategies and tactics are mostly short-term focused and become sub-optimal over a longer term; and how collaboration can drive sustainable performance.<\/p>\n The remainder of the first day, and part of the second day will be devoted to preparing the participants for introducing the requisite mindset and attitudes for collaboration in their own organisations, since this is indispensible before operational excellence and lean management practices may be introduced.<\/p>\n A Prisoner\u2019s Dilemma: why people love to \u2018win\u2019, and end up losing<\/b><\/p>\n Team Models<\/b><\/p>\n 10:45 \u2212 11:00\u00a0 \/\u00a0 Break<\/b><\/p>\n 11:00 \u2212 12:00\u00a0 \/\u00a0 LEAN MANAGEMENT IN\u00a0 5 EASY STEPS<\/b><\/p>\n Building Towers: getting to see the other side<\/b><\/p>\n Key Lessons:<\/b><\/p>\n 12:00 – 13:00 \/ Lunch<\/b><\/p>\n 13:00 \u2212 16:30\u00a0 \/\u00a0 Alignment: alternative decision making process in complex situations where bottom-up support is important<\/b><\/p>\n Work Process Improvement<\/b><\/p>\n Key Lessons:<\/b><\/p>\n 16:30 \u2212 16:45\u00a0 \/\u00a0 Break<\/b><\/p>\n 16:45 \u2212 17:30\u00a0 \/\u00a0 LESSONS LEARNED & APPLICATION TO OWN WORKING ENVIRONMENTS<\/b><\/p>\n DAY One Traditional performance measures 9:00 \u2212 10:30 \/ The Failure of \u2018Traditional\u2019 Performance Management: Why traditional performance measurement including customer\/employee satisfaction surveys fail to indicate what needs to change, and in particular do not highlight in-process waste. The Strategic Imperative (in the Industrial vs Knowledge Economy): Focus on Product, Inventory, Bottom Line and Cash […]<\/p>","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-13","post","type-post","status-publish","format-standard","hentry","category-uncategorized"],"yoast_head":"\n\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n
\n