These programs provide the processes and practices that allow an organisation to maximize effectiveness. From the use of inputs, reducing and/or eliminating defects, creating innovative cultures, developing products at a faster pace than competitors.
Operational effectiveness is when the efforts throughout the organization are in a state of alignment for achieving its strategies and where the corporate culture is committed to the continuous and deliberate improvement of company performance AND the circumstances of those who work there. It is often divided into four components: Leading and controlling functional performance, measuring and improving the process, leveraging and automating process and continuously improving performance.
Performance management and managing those who are under performing can be challenging. Rather than allow poor performance to erode the effectiveness of the individual, the team, the organisation and your own as the expected contribution of the under performer is sorely missed. This course provides the knowledge, skills and processes to deal confidently and professionally with under and poor performers. Formal and informal performance management processes will be demonstrated together with strategies for turning around and even transforming your reports.
- Performance management - how it benefits individuals, teams and organisations
- The cost of poor people management
- Common barriers to effective performance management
- Employees with negative behaviours and attitudes
- Employees with strong emotions
- Employees with large egos
- Employees with social issues
- Operating fairly within the industrial relations guidelines
- Effective disciplinary procedures
- Setting objectives and clear expectations
- Phrasing effective performance goals
- Work progress indicators and outcomes
- Negotiating workable solutions
- Providing appropriate support and encouragement
- Monitoring, reviewing and improving performance
- Developing individuals - the link between motivation and performance
- Making lasting team changes
In today's business world, it's almost impossible to achieve a measure of success without having a multi-faceted understanding of the business you work in. It's assumed that managers and mid-to-high level executives have detailed knowledge of their specialised business area, but often, they have not had the opportunity to develop their financial competency.
This program is designed to assist participants increase their understanding of the role that financial analysis, reporting and budgeting plays in their day-to-day work, but also how these practices affect their business as a whole.
Upon completion of program participants can expect to have developed a broad understanding of financial requirements for managing business finances effectively.
- Identify the main sources of financial information concerning your own company and your competitors
- Understand and interpret key financial information
- Understand the differences between cash flow, revenue and capital budgets
- Optimise your use of working capital
- Analyse variances in budgets and take remedial action
- Calculate marginal costs and appreciate their importance in financial decision making
- Prepare break-even analyses for business plans, new projects and boardroom presentations
- Distinguish between short term and long term financial decisions
- Perform confidently in a financial environment
The purpose of this program workshop is to step your team through the development of an operational business plan. Using your own organisational context or a case study approach, participants learn and undertake the process and undertake an organisational SWOT analysis as the foundation for translating strategy into implementation. Once the foundation is in place participants layer in detailed and quantifiable actions to accomplish organisational goals of revenue and profit growth. The final step will be how to put in place a monthly operational process to ensure attainment of the goals, or where necessary, mid-course adjustments.
- Outline of the strategic and operational planning processes
- Develop objectives for the business unit / work team from the broader strategic plans
- Develop metrics for each objective that link the objectives to the strategy
- Develop an operational plan that includes specific results that link to the intended strategy and show how these help achieve the strategic intent
- Use of planning templates to document the operational plans
- Clarify goals and critical success factors
- Build an operational planning framework to accomplish organisational goals
- Determine resource requirements before implementation
- Set up an effective review process.
- Measuring the achievement of plans at various levels
Resource allocation is a critical activity for any organization. As such, all organizations should use a rigorous Business Case methodology to drive business decisions. These decisions could include investments for new product projects, market expansion, marketing programs, capital improvements, or other investments to support and grow the business. This workshops steps participants through the challenge of understanding the key business and strategic drivers, which include the marketplace, financial motivation, operational issues, etc., so that they can reach the most realistic, strategically aligned conclusions, on which recommendations will be made.
- Measure the efficiency of your current state
- Document the needs of your stakeholders or your "business requirements”
- Measure the gap between your current state and the needs of your stakeholders
- Evaluate "cost” vs. "benefits”
- Position your request for funding
Goal-focused achievement planning sets the stage for success. In this era of accountability and high-stakes organisational strategy, supervisors and managers who motivate their staff to achieve for the organisation and for their own career paths will contribute to organisational success.
This workshop outlines a process for engaging staff in the design and development of success strategies that align personal, team and organisational objectives. A coherent systematic approach for addressing performance requirements is outlined from supervisor/manager observation to staff goal setting, evaluation through to review.
- Develop the skills and techniques to maximize performance and value in your staff
- Work in partnership with your employees to align individual development with organizational goals
- Prepare and conduct a planning meeting to establish outcome-focused performance plans
- Foster commitment to success through effective communication
- Employ monitoring, gathering and feedback techniques to keep performance on track
- Deliver positive and productive performance appraisals
- Mapping and analyzing your perceptions of your direct reports
- Constructing and documenting achievement objectives and measures
- Profiling your appraisal skills
- Developing and asking questions to motivate and focus performance
Benchmarking is the art of opening your mind to what has made other organisations successful, combined with the ability to creatively translate such insight into successful implementation and improved results.
For organisations wanting to achieve effectiveness, the challenge can be knowing where and how to start. Around the world, organisations seeking to achieve greater profitability and growth have found that the solution lies in comparing their processes and performance with that of other organisations. They have achieved substantial results by making significant improvement based on the learning from benchmarking projects.
This program teaches participants to understand how to use benchmarking to measure how performance, compare with good practice and how to improve business processes. Participants learn to use practical tools to identify benchmarking partners, compile necessary information to effectively benchmark and learn to use benchmarking results to implement improvements in their organisation.
- Determine the strategic positioning of the organisation and its strategy development processes.
- Assess competitiveness with a view to understanding business viability and sustainability of a business.
- Identify competitiveness weaknesses and strengths, which in turn can be used to identify and direct competitiveness upgrading interventions.
- Choosing a fitting instrument.
- Selecting benchmark partners.
- Planning a benchmark exercise.
- Preparing data collection.
- Developing reporting formats.
- Benefits, as well as potential pitfalls in performing benchmarking exercises.
Continuous improvement is an ongoing effort to improve the products, processes and practices in an organisation in order to; increase bottom line efficiency and reduce waste, improve customer satisfaction, retention and repeat business and drive sales, revenue and return on investment.
Participants learn to implement a continuous improvement system, processes and practices. Particular emphasis is placed on learning and the using systems and strategies to actively encourage the team to participate in the process, monitoring and reviewing performance and identifying opportunities for further improvements.
- Define Problem
- Writing problem statements
- Problem scoping
- Project team set-up and management
- Stakeholder engagement
- Measure Problem
- Process mapping
- Value analysis
- Identify "Non-value" activities
- Eliminating wastes
- Identifying metrics and collecting data
- Set baseline and goal
- Analyse Problem
- Identify 'Sources' and 'Causes' of problem
- 5-Why's and Fish-bone analysis
- Data and graphical analysis tools
- Improvement Solution
- Brainstorming solutions
- Idea filtering matrix
- 6-Step setup time reduction
- Piloting and implementing solutions
- Control and Sustain
- Validate and standardize improvements
- Ongoing process control
- Documenting and sharing learning
This Lean Six Sigma program is designed for supervisors, managers and leaders who are seeking to improve productivity across a range of business environments from the office to the production floor. The course introduces the principles of lean management and their application, which ultimately leads to 6 sigma workplaces (3 mistakes per 1 million processes). This is by removing wasteful processes and human error.
Lean management was first applied in Japan and is now used in a range of business environments worldwide. Content covers kaizens (change for good), mistake proofing (poka yoke), 5S, root cause analysis, creative problem solving and continuous improvement.
- Develop a 360 degree view of Six Sigma and how it can be implemented in any organization.
- Identify the fundamentals of lean manufacturing, lean enterprise, and lean principles.
- Describe the key dimensions of quality - product features and freedom from deficiencies
- Develop attributes and value according to the Kano Model
- Understand how products and services that have the right features and are free from deficiencies can promote customer satisfaction and attract and retain new customers.
- Describe what is required to regulate a process
- Give examples of how poor quality affects operating expenses in the areas of appraisal, inspection costs, internal failure costs, and external failure costs
- Using basic techniques such as DMAIC and how to identify Six Sigma Projects
- Use specific criteria to evaluate a project
- Discover root causes of a problem
- Design and install new controls to hold the gains and to prevent the problem from returning.
The budget is an important tool used to measure and monitor performance. Gaining approval for your initiative, maximising results from available or allocated funds and sustaining your ability to deliver to plan are key objectives of budgeting. Budget planning, delivery and monitoring skills are explored together with strategies for linking your budget to organisational objective to ensure relevance and improve managerial decisions. Translate your requirements into dollars and cents.
The entire budgeting process is explored -- from fundamentals through development and performance analysis. Participants also gain a basic understanding of budgets and financial reports so they can hold relevant key terms like using the language of finance including; ROI, EBIT, GAAP and extrapolation.
- Manage budgets within your department, division, cost or profit centre
- Forecast revenue and capital expenditure at a departmental level
- Gain a stronger understanding of the budgeting process
- Read, understand and interpret budgets
- Prepare and monitor a budget
- Utilise budgets for monitoring performance and identifying cost savings in your department
- Identify the importance of reducing unnecessary departmental costs and working towards increased corporate profitability
- Build budget templates and models that assist you to enable your current and future business requirements.
- Apply forecasting techniques to better manage uncertainties in budgeting.
- Evaluate budgeting decisions using several methods and recommend viable actions.
- Utilize Microsoft Excel? functions and tools in the budgeting process.
- Evaluate the budgeting process in your organizations and recommend improvements.