philosophy of World Class performance has suffused and enveloped the
business community for almost a decade. Why then have we seen so
little impact from World Class on the real success of our
businesses? Why are so few companies able to extend their commitment
to continuous improvement beyond the first year? Why have past
Malcolm Baldrige Award winners turned out to be average companies
at best, and floundering enterprises at worst? Why are there only a
relatively small number of companies that have acquired a reputation
for complete and consistent customer satisfaction? Let's face the
facts: The principles of World Class manufacturing have made only a
very small ripple on the big pond of American business.
concepts promoted by World Class philosophy are not at fault. The
ideas of customer satisfaction, a formalized and disciplined process
from customer order to cash, employee empowerment, value added
activities, and continuous improvement are based on solid
principles that, if properly applied, can improve the current and
future success of any business operation.
matter of fact, the average person not involved in manufacturing
operations believes these concepts are com -mon sense and is
surprised that they have not been properly implemented.
consequence is that often times a project fails or flounders and
never reaches its full potential.
presentation I will identify a foolproof step-by-step process to
energize a proposed or existing project. The presentation will
discuss the factors impeding progress to this goal, the background
of these impediments, and how to smash through these objectives
using logical actions.
mandatory for companies to achieve World Class levels of
performance. There is an ever increasing customer demand for higher
quality, lower prices, smaller order quantities, and more frequent
deliveries. It is obvious that companies can't keep on doing the
same things and expect the same results. Companies must change to
the need is evident, the elements of a good solution is not. There
is a lack of understanding of how to sell the project to management.
Companies try to buy excellence, fall into a technology trap, or
advocate solutions that do not have a track record of success.
approved the project is not structured to ensure results and
consequently "dead on arrival" or out of control.
Unfortunately, this process often is repeated by the same company
with the new miracle solution replacing this year's solution,
rationalizing why this is so.
presentation will get to the root of these problems, the who, what,
when, where and why of these difficulties. We will begin with the
process—deciding how to proceed—and
this initiative into a project proposal. We then will outline a
methodology to sell the project to senior management that ensures
they stay committed to providing the focus, leadership, and total
resources to be successful.
will be spent describing senior management's culture, objectives
and background, and how to manage those factors to achieve desired
objectives. How successful companies change management techniques
and the tendency to rationalize results or blame, as positives
versus negatives, will be identified. We also will discuss how to
structure a project to take advantage of these and other
people-related factors to ensure success. The issues that leaders
must recognize that can bury a project immediately and how to turn
these negatives into positives also will be covered.
The end result will be
an interactive learning experience that will produce a confidence
level within the audience that they, too, can manage a project
effectively from inception to approval to successful completion.