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 (in-person)
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