Introducing

Improving Operational Performance Dramatically: Applying the 4R's to reshape your work area for growth.

INTRODUCTION

Managers everywhere are being asked to do more work with fewer resources.  In this two-day workshop, you'll learn how to dramatically improve the performance within your own work area, without concerning yourself with issues you have no control over.  You'll learn how to apply the 4R's; Re-engineer, Re-invigorate, Re-vitalize and Re-organize.  By involving your people in finding a new course, benchmarking your performance, setting new goals, measuring performance and examining all key processes critically, you will create a winning team.

OBJECTIVES    

By the end of this workshop participants will be able to

• Involve their people in setting a new course that will produce dramatically improved results;
• Apply a number of new leadership tools and techniques to change the way people think about customer service and their responsibilities;

   

• Find new ways to delight internal and external customers;
• Involve people in improvement projects;

   

• Measure the results of your changes;
• Reduce response time rates by as much as 90%;
• Follow a systematic seven-step approach to improve performance;
• Benchmark performance against the best;
• Reduce waste, overlap, duplication and delays;
• Set and work to achieve challenging, measurable goals;
• Prioritize opportunities for dramatic improvement;
• Map key processes in detail, to identify all 'disconnects';
• Plan improvements that they have control of;
• Sell their peers and boss on improvements ideas.
  

PROGRAM OUTLINE

• The focus of successful organizations exist;
• Towards a customer focus & knowing their needs;
• Re-engineering, downsizing re-organizing and common sense;
• 4 key elements of the 3R' process;

   

• How change will impact on your customers;
• Re-engineering and downsizing compared: differences & consequences.

CASE STUDIES

• Case study of an Insurer that has brought about dramatic improvements through a reorganization;
• Process improvement using technology - a case study in the car rental business;
• Re-engineering work processes - a case of dramatic improvement in service at a Workers' Compensation Board;
• Review of principals of sustained improvement.

GETTING BUY-IN TO CHANGE: THE PROCESS OF INVOLVEMENT

• Developing commitment
• Moving from Manger to Leader/Coach
• Changing your approach by empowering your people to make meaningful changes

MEASURING: BEFORE, DURING AND AFTER THE CHANGES

• Identifying your customers' needs;
• Developing a mission with your people;
• Establishing key indicators of performance;
• Evaluating the opportunities: Benchmarking;
• Setting S.M.A.R.T. goals;
• Planning for improvement; sharing responsibility for change and improvement;
• Involving you people in finding ways to benefit all stakeholders; a new management process.

PROCESSES AND CUSTOMER SERVICE

• Variation - the reason for inconsistent customer service;
• The five major causes of variation;
• Why work processes break down and cause problems.

THE PROJECT IMPROVEMENT TEAM

• Establishing your team;
• Getting started on the right foot;
• Who should be on the team;
• How to involve people outside of your department.

DEFINING YOUR CURRENT APPROACH USING PROCESS MAPPING

• Process Mapping described;
• The six features of a process map;
• Prioritizing your opportunities: The Pareto Principle;
• The three methods of documenting your process;
• The eight steps to improve a process;
• Four symbols to distinguish each step in the process.

PROCESS IMPROVEMENT STRATEGIES

• Six questions to determine which steps add value and which do not;

• Deciding whether to modify the process or start from scratch;

• Developing action plans for change;
• Categorizing roadblocks to focus your energies to issues you control;
• Dealing with problems outside of your control;
• Documenting the 'new' process;
• Getting buy-in to improve consistency.

IMPLEMENTING CHANGE

• Getting approval for radical improvements;
• Setting your ideas;
• A method of presenting your ideas that always works;
• The eight possible reactions by your people and how to deal with each.

PARTICIPANTS COMMENTS

"Good, very informative."

"I was delighted about the down to earth, practical approach. It gave me a new way to look at the methods and procedures already in place in my organization."

"The printed material will be very useful to bring back and use in the organization."

"I enjoyed the instructor's style of presentation. It was very relaxed."

"The practicality of the course impressed me."