A State of Readiness

Introduction: The TPS and Lean were developed between 1945 and 1990, which makes them roughly 25 to 70 years old, and Six-Sigma is roughly 30 to 40 years old. And whilst they might have been transformational in their day, it is obvious by the experiences of the last 20 years that they fail to meet the needs of the 21st Century organization. In fact, Continuous Improvement is in dire need of transformation itself to remain effective and even relevant. After all, even the TPS and Lean Six Sigma should be subject to Kaizen.

 

  JOSEPH PARIS WORKSHOP

Time: February 15, 2017, Tallinn, Estonia
Trainer: Joseph F. Paris.
Reccomended by:
Royal Dutch Shell, Lockheed Martin, John Deere, Johnson Controls, International Paper, Tata/Jaguar, US Postal Service and the list goes on
PARTICIPATION FEE
 2 and more participants – participation fee is € 199+VAT per participant
Participation fee for one participant € 249+VAT
Fees are valid until 27.01. Workshop full prize 279€ + VAT

REGISTRATION

Martin Kivimäe / +372 56667056 / martin.kivimae@prolog.ee

  PROGRAMME

08.30 Registration and morning coffee
09.00 Workshop Modul 1 (Part 1 and 2)
12:00 Lunch
13:00 Workshop Modul 2 (Part 3 and 4)
16:00 End of the workshop

 

Part-1: Lessons from Mt. Stupid

Continuous Improvement Programs continue to fail – and they fail at such a rate that the sound of the successes are drowned-out by the din of the failures. They fail at such an alarming rate as to challenge the very credibility of the premise of Continuous Improvement. Yet the methodologies that are leveraged (Lean, Six-Sigma, ToC, TQM, etc…) and the associated tools (5-S, VSM, Kaizen, Statistical Analysis, etc…) are all tried and proven.

In this session, we will explore the deployment of a Continuous Improvement Program from the perspective of the people responsible and the people involved. We will discuss the psychology of the “Dunning-Kruger Effect” and its parallels to the “Hegelian Dialectic” – and how understanding this can help minimize the negative impact of that first (inevitable) failure by enabling you to see its approach, and how a successful program might be built as a result of the experiences gained.

Learning Objectives:

  • Why do Lean / Continuous Improvement Programs fail to achieve their potential?
  • What is the psychology behind failure and success?
  • How can we work towards becoming Stewards and being the servant-leader?

Part-2: Guerilla Transformation – Turning an Insurgency into a Movement

Each of us belongs to a community, or network. The individual members of a network have a shared commitment and affinity to the kernel. As such, they will behave in a predictable manner since there is nothing to gain by any individual changing their position unilaterally. In reality, to disturb the predictability never even crosses the mind of the members.

“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” — Niccolo Machiavelli

In essence, a Nash Equilibrium exists – named after John Forbes Nash, who proposed it. A Nash Equilibrium basically states that each member of a network is supposed to know the natural objectives of the other members of the community, and no member is able to gain by deviating from a predicted behavior on their own. If all the members of a network share these common beliefs and no member of the network can gain an advantage by changing their behavior while the other members continue on as they always have, then the existing state perpetuates and constitutes a Nash Equilibrium.

“Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.” — Peter Drucker

As such, the equilibrium that exists in a community will not be disrupted by a threat originating from within the community – but rather a disruption that is introduced to the community from the outside. Some examples of such a disruptor might include; a merger, change in the “C-Suite”, a surprise competitor, the loss of a key customer, and a near global economic melt-down. When such an external disruptor is introduced, the resultant transformational change that occurs in an organization happens nearly lightning-fast. So how can an internal disruptor be engineered and deployed in a controlled manner so that transformational change can occur when YOU want it to occur?

Applying Game Theory and the Nash Equilibrium, this session will investigate the circumstances under which change takes place – and when it does not. And finally, we will discuss the creation of an effective disruptor and how it can be deployed in a controlled and sustainable fashion.

Learning Objectives:

  • Why is there resistance to change?
  • How can a credible threat / a disruptor be engineered and properly deployed?
  • How can the acceleration of the disruptor be controlled?
  • What can go wrong and how can it be avoided?

Part-3: The Operational Excellence Enterprise Readiness Model

 

Who are we? What are our values? Who is our customer? How do we best serve them? What about tomorrow? What are the opportunities and what are the threats? When we close our eyes, who do we see ourselves as? Where are we now? How do I get from here to there? What do I need? How long will it take? Where do I start? How do I get everyone else aligned with the vision? Do they understand? Do they even care? Are you ready for the change?

In the pursuit of Operational Excellence, we need to understand the circumstances in context. We need to learn to Observe the parameters of a situation. We need to Orient ourselves and the resources at our disposal to engage. We have to condition ourselves to assess a situation and Decide the course of action quickly and decisively. And we need to Act. … All the while building wisdom, which is the sum of all applied knowledge.

Learning Objectives:

In this talk we will discuss what is needed to cut-across the corporate silos and become a cohesive unit. We will show how to define, then communicate the goals (future state). We will explore a model for creating the necessary state of readiness to pursue those goals. And we will discuss how to achieve a condition of preparedness to effectively and efficiently address opportunities and threats that might present themselves during the journey.

Part-4: Enterprise Readiness and the “High-Performance Organization”

 

Is there ever enough objective data available to ensure that the decision you make is the perfect decision with an outcome that is guaranteed? If so, how much data is that? If not, how can the decision be made? If the data is objective, then are all decisions also objective? If not, where is the border between objective and subjective? And if some decisions are subjective, at what point to we make that “leap of faith” and under what circumstances?

In this workshop, we will investigate the decision-making process cycle from inception to execution. We will learn the appropriate use and interoperabilities of OODA-Loop, PDCA, and DMAIC. And, most importantly, we will simulate ways of becoming a “High-Performance Organization” by accelerating the decision-making process cycle to achieve and maintain a competitive advantage by being to recognize opportunities and threats earlier and take effective action in a meaningful manner. Learning Objectives: How to recognize opportunities and threats sooner How to evaluate situations in-context and make strategic decisions more quickly How to recognize when there is enough information (data in context) to make a decision What to do when things go wrong – and things always go wrong.

In this workshop, we will investigate the decision-making process cycle from inception to execution. We will learn the appropriate use and interoperabilities of OODA-Loop, PDCA, and DMAIC. And, most importantly, we will simulate ways of becoming a “High-Performance Organization” by accelerating the decision-making process cycle to achieve and maintain a competitive advantage by being to recognize opportunities and threats earlier and take effective action in a meaningful manner.

Learning Objectives:

How to recognize opportunities and threats sooner How to evaluate situations in-context and make strategic decisions more quickly How to recognize when there is enough information (data in context) to make a decision What to do when things go wrong – and things always go wrong.

 

 

PARTICIPATION FEE

• 2 and more participants – participation fee is € 199+VAT per participant
• Participation fee for one participant € 249+VAT
• Fees are valid until 27.01. Workshop full prize 279€ + VAT

MORE INFORMATION AND REGISTRATION

Martin Kivimäe / +372 56667056 / martin.kivimae@prolog.ee