Performance Improvement Strategies
Using Lean, Six Sigma and Reengineering to Improve Business Results
Think about it, all performance improvement methodologies (PDCA, Six Sigma, TQM, reengineering, etc.) have four elements in common: customer value, process maps and measures, root cause analysis and improvement strategies. The tools and other techniques taught in this seminar will enable you to use the right data and right tools to craft the right solution to improve performance. 13 CPEs.
CE-BUS 2112, May 19 & 20, 9:00 am-4:30 pm, Room TBD, $995. #15610
CE-BUS 2112, July 23 & 24, 9:00 am-4:30 pm, Room TBD, $1,095. #5828
What You Will Learn
- Evaluate which “tools” should be in your process improvement toolbox
- Measure and analyze process performance
- Recognize trends in performance
- Identify the factors that limit quality, slow service time and increase costs (Lean)
- Understand variability and how it drives your improvement tactics (Six Sigma)
- Evaluate and apply process improvement alternatives
- Develop results-oriented solutions that will yield improved business results
Seminar Outline
I. Approaches to Process Improvement
- The sea of methodologies
- Determining best fit
II. The Customer First
- Who are your key customers?
- How my customers measure “quality”
III. Lean: Focus on Customer Value
- Eliminating non-value-added activities
- Reducing service/cycle time
IV. Six Sigma: Optimizing Performance
- Understanding variation
- Histograms and process distributions
- Managing variation
- Control Chart
- Root cause analysis
- Fishbone Diagram
V. Your Improvement Strategy
- Improvement alternatives
- Evaluating reengineering vs. improvement
- Prioritizing opportunities
- Kaizen events vs. DMAIC projects
Who Should Attend
You will benefit most from this learning experience if you are a:
- Leader of Process Improvement, Kaizen, Lean or a Reengineering team
- Process Manager or Process Improvement Facilitator
- Business Analyst
- Internal Change Agent
- Managers or Consultant who is installing BPM, ERP, CRM or similar technologies
- Senior leaders who are “Champions” of Process/Technology change
- Project Managers and/or IT personnel charged with supporting functional units