From Fire-Fighting to Value Creation
Build a Culture of Sustainable Excellence Throughout Your Organisation
“We can’t work on Innovation because we are always firefighting” is a common refrain heard from employees everywhere.
Staff are spending more time reworking, redoing and reacting than they are on increasing value for the customer and organisation. The Juran Institute has estimated that 30 to 35 percent of revenues for service businesses went to rework, which is not only wasted effort but takes time away from the precious improvement and innovation that are essential for modern organisations to stay ahead of constant disruption. But what can we do about the incessant fire-fighting that has become so commonplace in workplaces around the world? The answer is a better way of working and a better way of managing. We will show you how to fundamentally change work methods and management practices so that employees are spending more time on value creation and less time on waste creation.
The aim of this course is for you to adopt new work practices that are critical to achieving more Fire Prevention and less Fire Fighting. You will learn how to develop the 3 Essential Anti-Fire Fighting Practices:
1) Work Process Stability (highlight problems);
2) Practical Problem Solving (mitigate problems); and
3) Dynamic Management System (sustain the gains).
These are work practices, methods and routines that will enable any organisation to significantly decrease the wasted effort in constantly re-doing work and reacting to urgent ‘emergencies’. Small teams will learn how to solve real-world challenges through simulations and exercises, and videos and examples will be utilized to reinforce critical concepts and implementation methods from real industry cases.
Participants will explore the organisational issues that lead to Fire Fighting in the workplace and will be presented with the alternative reality which is Fire Prevention. The basic management concept of ‘Stability’ will be introduced, along with an analysis of why it is so critical to reduce organisational firefighting. The key concept of ‘No Improvement Without Stability’ will be covered here, clearly contrast in organisational sustainment’ with ‘organisational improvement’. We will provide a brief overview of The 3 Essential Anti-Fire Fighting Practices, each of which will be covered in depth during the course, and emphasise their importance to reducing organisational chaos so that employees can be freed up to work on value-added improvement and innovation.
Work Process Stability
Due to a variety of factors, many work processes are unstable, which leads to variation, which leads to poor results, which leads to firefighting. A lack of basic stability in a process prevents improvements from either occurring or being sustained. A process with basic stability is capable (able to reliably meet the quality needs of Customers), available (able to reliably meet the quantity or timing needs of Customers) and flexible (able to quickly meet changing Customer needs). We will show you how to achieve process Stability by designing capability, availability, and flexibility into the People, Methods, and Systems of any work process. We will also cover the important concept of Abnormality Management and how to practically execute this in your organisation.
Practical Problem Solving
In order to continuously achieve process stability, a Problem Solving Process must be in place and actually used at every level of the organisation. This is often not implemented because most problem solving processes are too complicated and require memorising complex methodologies and a mind-numbing amount of tools. Therefore we introduce Practical Problem Solving, a process so simple it can even be used at the front line. Using a Simulation Game, participants will learn all the steps of the practical problem solving process and how to use them to actually solve a real problem, applying the learning and tools from the 1st Essential Practice ‘Work Process Stability’.
Dynamic Management System
A critical missing element in most organisations is the ability to sustain key work processes through a continuous and practical Assessment and Adjustment practice. The solution is to implement a tight network of Dynamic Management Systems at every level of the organisation, leading to an agile workplace where problems are constantly surfaced and tackled. These systems are based on simple, visual and process-centred reviews designed to be people-focused and used at the area where the work is done rather than in conference rooms. We will show you how to connect the Dynamic Management System with the 2nd Essential Practice ‘Practical Problem Solving’ to complete and inter-connect The 3 Essential Anti-Fire Fighting Practices.
From Stability to Value Creation
In the spirit of the key concept of ‘No Improvement Without Stability’, we will explore how the achievement of sustainable work processes can provide the foundation for Improvement and Innovation. Organisational Stability will free up precious resources that were previously doing a lot of transactional Fire Fighting to now utilise their creativity and innovation thinking to design new ways of adding organisational value, such as enhancing the customer experience, re-inventing workflows, or re-designing products and services for the customer. In this sense, the organisation will have reached the long-sought Yin-Yang balance between stability and improvement for achieving Sustainable Excellence.
Who Should Attend?
This course is aimed at Middle Managers; Process Owners, Innovation/Business Excellence leads; HR/L&D professionals; Lean/Agile practitioners, Programme/Project Managers and anyone driving change and improvement in their organisation, adding a significant new management practice to their professional toolkit.
“Positive, enriching learning – engaging, knowledgeable trainer with good materials!” – Tan May Ling, Deputy Director, Singapore Workforce Development Agency
“Thank you for this great training, one of my best training ever had, your vivid examples; personal experience, sense of humor and team exercise is very helpful.” – Jeff Tong, Manager, Dell
“Thanks for your enthusiasm in bringing us through the workshop. We felt our passion as much as we felt yours”. – Ong Sing Chin, Director, NTUC Eldercare
Organizational Coach and Change Catalyst: John Hamalian
John S. Hamalian is a Change Catalyst with over 20 years of experience at General Motors, Dell and his own business, specialising in Innovation, Change and Transformation, Digital-Age Management, Strategy, Team Development and Lean/Agile Thinking. With assignments based in the USA, China, Korea, India and Singapore, he has held 2 Asia-Pacific Director positions. John coaches and trains organisations on how to innovate and transform, and is a lecturer at various universities, a published writer on Management and an active speaker at conferences, global corporations and public agencies.