Deploying Innovative Operational AND Organisational Good Practices to Achieve and Sustain Business Performance Excellence.
Instructor
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Philippe LeliaertConsultant/Coach/TrainerDr. Philippe Leliaert is an associate consultant of Ackinas bvba (management consulting group specialising in Process Performance, eLearning and Intellectual Capital Management); senior Organisational Effectiveness Consultant at The Sinclair Group (US-based consulting group specialising in Operational Excellence), senior consultant and member of the Advisory Board at ContentAdvisors (consulting group focused on Knowledge Management), Owner-manager of management consulting firm L-Consult bvba, and co-founder of the international consulting network Syntaxis Networking.
His consulting expertise focuses on organisational development & change as the industrial economy evolves into a knowledge-based economy. He provides management advice at both strategic and operational/implementation levels on the organisational impact of e-Business/the knowledge economy. He further advises on the development, introduction and management of knowledge processes (creativity & innovation; Communities of Practice) as the only sources of sustainable competitive advantage, and on the identification, measurement and management of Intellectual Capital value.
He is active in several European Networks of Excellence related to knowledge & intellectual capital management, including PRISM, NESKEY and KnowledgeBoard. He was recently keynote speaker at the 5th European Conference on Intellectual Capital.
His client list includes, among others:
– Strategy formulation, development, and implementation (using amongst other the Balanced Scorecard model) at Belgacom (telecom operator), Union Minière (non-ferro metals), Siemens Building Technologies (security services), Xylos (IT & Training), BASF (petrochemicals), Ackinas (management consulting),
– process performance measurement & change management at Hays Logistics Europe (logistics), Mercedes-Benz Europa (automotive), Janssens Pharmaceutica and Medochemie Cyprus (pharmaceuticals), Mercator Group (insurance), HP Consulting Europe and BaaN Belgium (IT), Xylos (IT & Training), Telindus (ICT); Telenet Vlaanderen (telecom operator); Kone Europe (elevators); Ericsson Nanjing (electronics); Laiki Bank and Hellenic Bank (financial services)
– Knowledge & Intellectual Capital Management at ODG Toronto (consulting & Value Added Reseller), KBC bank and ING Carlease (financial services), Sharelink Nicosia (financial services), Leptos Cyprus (real estate), Bank of Cyprus and Hellenic Bank (financial services)
Today’s companies need to continuously deploy the best organizational and operational practices for business performance excellence. This is practice-oriented, experiential seminar that aims at helping SME’s and or large organizations business owners and managers to quickly and effectively deploy innovative practices, follow good practices to securely lead effective and efficient operating processes. During this seminar, there will also be demonstrations of the practical step’s participants need to take to reduce if not eliminate waste, TOGETHER WITH concrete instruction on how to strive for lean-minded and agile organisational culture.
Managers in SMEs and/or large enterprises, who have some decision-making authority and the responsibility to reengineer their company’s processes, products and solutions either as a result of the ever-changing environment or as a result of the emergence of an unexpected crisis like an economic crisis, the emergence of a pandemic etc.
Participants can include IT companies developing IT products (hardware or software), Educational service providers developing open platforms, products and services that enhance the quality of customer experience and generate value, Hospitality service providers which have been hit badly by the Covid-19, Chemical companies that design and develop new health devices, equipment or new materials and Engineering companies developing radical innovations (building methods or products) etc.
At the conclusion of the workshop, participants will be able to:
⦁ Formulate (knowledge) and manage (skill) effective key performance indicators (KPIs) that are linked to overall strategic objectives – and related operational risks.
⦁ Reengineer (skill) company’s processes, products and solutions and cope (skill) with the everchanging environment of the emergence of an unexpected crisis like an economic crisis due to wars and the emergence of the recent pandemic.
⦁ Cooperate productively with others (attitude) and use group dynamics to formulate (knowledge) and execute (skill) waste reduction/elimination initiatives.
⦁ Identify and name (knowledge) participants’ own reactive behaviours that impede partnership, and practise (skill) alternative ways to promote partnership in the pursuit of operational excellence.
⦁ Initiate (attitude) proactively the appropriate actions to achieve strategic goals, specifically by identifying wasteful activities (knowledge), eliminating rework (skill), and simplifying business processes (skill) to improve productivity.
Recent Program Participants
Hourly Schedule
Day 1
- 08:00 - 10:00
- The Failure of Traditional Performance Measures and the case for pursuing Organisational Excellence
- - 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.
- A new and innovative way of looking at performance and excellence in a VUCA (Volatile-Uncertain-Complex-Ambiguous) world: an eye-opening and mind-blowing experience of how mindset and company culture limit our capabilities and possibilities.
- 10:00 - 10:15
- Coffee Break
- 10:15 - 12:00
- Innovation Management
- The principles of innovation 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
- 12:00 - 13:00
- Lunch Break
- 13:00 - 15:00
- Interactive exercise: Supply Chain Optimisation
- Possible solutions will be developed and implemented, demonstrating how quickly significant improvements in performance (by implementing innovative practices) can be achieved through team discussion and collaboration.
- 15:00 - 15:15
- Coffee Break
- 15:15 - 16:00
- In Summary: Lean Management in 5 steps
- - Streamlining the Value Stream: learning how to use value stream maps to create macrolevel workflows and micro-process workflows.
- Workplace Organisation - the 5 S's: understanding how the 5 S's establish a structured approach for storing materials, supplies, and equipment in work areas.
- Set-up Reduction: Investigating how to cut down set-up & change-over times and how important fast set-ups are to lean efforts.
- Visual Workplace: See how visual controls and visual displays reinforce and enhance a lean effort.
- PDCA - continuous improvement: Exploring the options for keeping a lean effort viable and vital.
- 16:00 - 16:30
- Application of these 5 steps to the participants' own situation
- Preparation and presentation of an action plan for implementation
Day 2
- 08:00 - 10:00
- Organisational Excellence: Towards a Mindset for Operational Excellence
- 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 selfevident, it does require a certain mindset and attitude towards problem solving that is absent in most organisational cultures: an inclination towards collaboration.
A number of game scenarios will demonstrate how people – even colleagues within one and the same company/organisation – quickly revert to ‘playing games’ 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 suboptimal over a longer term; and how collaboration can drive sustainable performance.
- 10:00 - 10:15
- Coffee Break
- 10:15 - 12:00
- Building Towers: getting to see another's point of view
- - The need for, and power of productive conversation, given different viewpoints on the same 'tower' (i.e. situation).
- The pitfalls of making assumptions about what others do (& why they do it).
- 12:00 - 13:00
- Lunch Break
- 13:00 - 15:00
- Alignment: alternative decision-making process in complex situations where bottom-up support is important
- - How consensus or even majority agreement result in inevitable waste caused by endless discussion.
- How alignment does not require agreement.
- The power of taking small steps forward, towards a common objective.
- 15:00 - 15:15
- Coffee Break
- 15:15 - 16:30
- Lessons Learned & Application to own working environments
- - Hotels & Hospitality
- Estate Agencies & Property Development Companies
- Manufacturing Companies Services Companies
Terms and Conditions
The above seminar is fully subsidized by HRDA on the condition that the following criteria is stringently adhered to:
1. Cameras and microphones must be open for the duration of the seminar.
2. Participation for the whole seminar must exceed 75%.
3. 1 device per person must be used.
4. You must ensure you check in punctually at the beginning of the seminar and check out at the end of each day.
5. You are obligated to participate in the follow up onsite 4 Hour visit and you must ensure you check in and check out promptly.
In the event the criteria is not fulfilled satisfactorily and you are rejected by HRDA, please note that you as an individual or your company will be liable to pay the participation fee of €1800.
Finally, please see our cancellation policy:
– Cancellations can be accepted up to 5 working days prior to the seminar without penalties. For any cancellations received after the deadline (or no-shows), the individual or company will be invoiced the full amount per participant.
– Substitutions can be accepted up to 2 working days prior to the seminar without penalties.