The goal of this interactive seminar is to improve company performance using a strategy that helps work teams build and practise an effective problem solving methodology. A business argument for this work describes a company whose goal is to generate more profit dollars at yearend. Lets imagine theyre a $50 million revenue company earning 5% profit, or $2.5 million per year. They want to double their profit dollars. One strategy would be to increase capital and headcount to increase the size and capacity of the organisation. If the current system capability generates x and they want 2x, they need twice the revenue, i.e. $100 million. But they would have to subtract the cost to double the organisation's capability for even more revenue. Another strategy would be to target the 10 - 30% of an organisations revenue being spent on generating waste. This waste is often hiding in their company processes. Here they would maintain the size of the organisation but deliberately improve it's capability. To earn an additional $2.5 million dollars, they would have to improve their processes only 5.3% ($2.5M new profit / $47.5M operating costs). Improving their processes only 10% would earn $4.7M extra profit dollars, without extra headcount or additional capital in many cases; equipment is improved and not necessarily purchased.
To succeed, organisations need only improve and innovate faster than their competitors.
By attending this programme, participants will learn to deliberately improve their organisation’s revenues and profits. This programme provides the vocabulary and process for any individual or team to use to deliberately identify and eliminate sources of waste in their organisation. This is an absolutely fundamental skill for any organisation that wants to succeed.
Introduction
Seminar overview: goals, introductions, assumptions, ground rules.
Why Improve?
Developing arguments for proactively improving processes company wide.
Learning to See Problems and Opportunities
Practice and discussion of the role of perception and assumptions in problem solving.
Process Improvement Fundamentals
Process flowchart components and practice.
Process Mapping
Flowcharting troublesome company processes.
Problem Solving Techniques
Introduction and study of a number of techniques to assist teams to search for and recognise sources of process problems.
Planning Projects
Leadership and Guidance Team work to develop companywide improvement capability; components of company environment that supports process improvement.
Selecting Projects
Leadership and Guidance Team work to select companys target processes.
Implementing Improved Processes
Introduction and study of company issues which promote and restrain companywide improvement capability; discussion of counteractive measures.
Next Steps
Planning exercise to assure quick and successful implementation.
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Independent management consultant, John Canfield helps company leaders and employees solve difficult problems, create new products and services, and improve business performance. He most often supports companies in the areas of continuous improvement, creativity and innovation, and strategic planning.
His primary mode of help is to design and facilitate business meetings, seminars and one-on-one coaching sessions using a wide variety of thinking styles (strategic planning, scenario planning, flow charts, creative thinking methods, etc) to generate new ideas and strategies.
Prior to 1990 Mr Canfield was a Senior Engineering Manager for Intel Corporation and later Director of Corporate Quality and Design Research for Herman Miller.
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