About the Event
Agenda Overview
Agenda Details
About Productivity Inc


What Makes This Event Different?
Things You Will Learn At This Event

Agenda Details

  • Lean Leadership
    Tools vs. Rules. What’s the difference?
    Improvement tools implemented outside the context of the required culture change will always yield sub optimal performance. In this phase, participants will learn the nature of the new behaviors leaders must be willing to model in addition to the new way employees must think about how they work.
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  • Lean Strategy Design
    Is the business strategy viable past today?
    Don’t take it on faith. Many organizations today are putting a lot of energy and resources into improving sources of value that offer no differentiation in highly competitive markets. In this phase participants will learn how to advance their improvement capabilities knowing that the value propositions they bring to market are viable for the long term.
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  • Lean Strategy Deployment
    OK. I understand and feel good about our business strategy. In this phase participants will learn how to align the organization around it. Having a well thought out strategy tees you up for success. What’s required next are the abilities to a) effectively communicate it throughout the entire organization, b) to be sure that what your team is working on supports the strategy and c) implement countermeasures when an essential improvement effort falls short of expectations.
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  • Value Stream Management
    If you can’t draw it, you probably don’t understand it.
    In order to develop a value stream improvement plan you have to have a detailed understanding of the actual operating mechanics of material and information flow. Value stream mapping is an effective way to learn to see the waste in your value stream. The challenge will not lie in identifying improvement opportunities, as most value streams are “target rich”. The challenge lies in agreeing which ones to go after first, second, third, etc. In this phase, participants will learn how to prioritize improvements identified by the value stream map that lie outside the scope of TPM.
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  • Improvement Plan Design
    What? How much? When? Who?
    Developing an integrated improvement plan forces you to answer the questions: What waste are we going after first? By how much do we want to improve? By what date will the improvement be made and how will we measure success? Who is driving the process? In this phase, participants will draft an improvement plan answering all of these questions.
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  • Business Case Design
    Your improvement plan looks great on paper, now “Show me the money!”
    An essential step in the process of improvement is the ability to determine the impact on the busine$$ of implementing and sustaining the improvement… in a way that aligns with the overall business strategy. In this phase, participants will write a business case that ties their improvement plan to the overall business strategy and outlines financial impacts on the organization.
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  • Lean Scheduling & Pull Systems
    Feel free to argue but in most value streams, the scheduling process is not very lean. Effective demand driven order planning is non-existent. Scheduling is typically “unscientific” and too frequently based on “which customer screams the loudest”. And leveling? What leveling? Here again… if you can’t draw how your scheduling, leveling and planning processes need to work, they will never work the way you want them to. In this phase, participants will figure out and learn how to effectively schedule, level and plan in a continuous process value stream.
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  • Customer to Manufacturing Connection
    Have you selected the most effective way to connect our company with our customers? What are the different ways to make this connection? What level of customer service does our current approach provide? Do we have the right inventory in the right locations in the right quantity? What is the size of the prize associated with making the connection differently? In this phase, participants will look at the customer to manufacturing links and answer these vital questions.
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  • Supplier to Manufacturing Connection
    To a great extent, supplier performance is based on the quality of the connections established from you to them Have you selected the most effective way to connect our company with our suppliers? What are the different ways to make this connection? What level of customer service does our current approach provide? Do we have the right inventory in the right locations in the right quantity at the right level of transformation? What is the size of the prize associated with making the connection differently? In this phase, participants will look at the supplier to manufacturing links and answer these vital questions.
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  • Customer Information Flows
    Customers order from you the way they do for logical reasons. Many of those reasons relate back to the performance deficiencies of your value stream. As you improve the performance of your value stream, new possibilities present themselves with how you exchange information with your customer. In this phase, participants will examine current customer information flows and design “future state” flows.
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