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Choosing an Improvement Methodology

Training Options

  •   Duration: 90 Minutes  
  • Recorded Access recorded version only for one participant; unlimited viewing for 6 months ( Access information will be emailed 24 hours after the completion of live webinar)
    Price: US$219.00
  • Refund Policy

Overview:

There are so many tools and methods for process improvement, technology design and project management that it's easy to not only get confused but to make major mistakes in designing and managing improvement efforts by adopting a patchwork approach. This session makes the argument for identifying and using a proven, highly structured methodology.

What is a methodology-and even more important, what is a good one? And why is it so important to performance improvement? These are questions worth answering, because you may be asked those same questions at some point, or you may be made to defend your usage of the methodology you are applying, or want to apply, especially in circumstances where there are competing methodologies.

There are several possible benefits to be enjoyed by building or adopting an improvement methodology with the attributes listed above. With such a methodology:
  • Improvement can be planned. When you have a well-defined methodology, you know the phases, the technical requirements, the ground rules. You know what kinds of people you need, with what types of skills, to contribute to a project. With a little experience using the methodology, you can predict with reasonable certainty how long improvement projects will take
  • Large numbers of people can participate in improvement work. When the roles and skills are well-understood, you can provide effective training, which means large numbers of people can play a role. You don't have to necessarily rely on a small cadre of specialists who become overloaded with projects and fall behind. You can manage multiple improvement efforts and still maintain control.
  • The impact can be widespread. More projects, more participants, more targets of improvement-the greater impact you will have.
  • The results can be predicted. Once the methodology has been used awhile and employees are experienced, the results of any given improvement effort can become reasonably predictable, which means you can make sound judgments about the ROI of a proposed project and make effective trade-off decisions between conflicting projects.
  • With a well-defined and well-implemented improvement methodology, costs of improvement can be controlled. One of the risks of improvement is that the gains end up less than the costs of undertaking a project, but this is less likely to happen with a solid methodology in which the amount of effort, the phases, steps, tools and roles are well-understood.

While none of these benefits is guaranteed even with a good methodology, you can bet they are completely unachievable with a methodology that is poorly designed, badly implemented or misapplied.

Why should you attend: Anyone in the business of improving business performance needs a sound methodology. But there are major differences between available approaches to improvement and a large number of things that are mistaken for methodologies. To someone searching for a good methodology, it can be very daunting.

Things such as models, tools, concepts and philosophies are all good things, and many provide important ingredients of improvement methodologies but they are not the same. Yet in the marketplace, there are deliberate attempts to promote some of these non-methodologies as suitable, complete methodologies.

Getting it wrong-choosing and trying to apply and inappropriate or faulty methodology can lead to project failure and loss of credibility.

Areas Covered in the Session:
  • Definition of an effective, complete improvement methodology
  • Major components of an effective, complete improvement methodology
  • Benefits of employing an effective methodology
  • Non-Methodologies
    • Definitions & Examples
    • How They Can Masquerade as Methodologies
  • Review of Existing Methodologies & Non-Methodologies
  • How to Build or Enhance Your Own Methodology

Who Will Benefit:
  • Process improvement specialists
  • OD/Training/HR specialists charged with organization improvement
  • Any other improvement experts
Alan Ramias is a Partner of the Performance Design Lab (PDL). PDL is a consulting and training organization with decades of experience in applying BPM and performance improvement. The founder of PDL was the late Dr. Geary Rummler who co-authored the book Improving Performance: How to Manage the White Space on the Organization Chart, which helped trigger the process improvement/reengineering movement. Alan and his partners continue to evolve and expand the theory base and methodologies introduced in Improving Performance to include breakthrough approaches to management systems, measurement, strategy, and organization structure design and implementation. Alan has consulted with dozens of companies on performance management and measurement, helping to install effective, practical process management and measurement systems.

Alan started in this kind of work at Motorola, where he worked for ten years as an internal consultant. He was a member of the team that founded Motorola University, and was the first person to introduce Geary Rummler’s pioneering concepts in process improvement and management to business units within Motorola. Alan co- led with Rummler the first groundbreaking projects in process improvement that eventually was packaged as Six Sigma and helped Motorola win the first Malcolm Baldrige Award in 1988.

Alan joined The Rummler-Brache Group in 1991, and was a project leader at companies like Shell, Hewlett-Packard, 3M, Citibank, Motorola, Steelcase, Citgo, Hermann Miller, Louisiana-Pacific, and Bank One. He became a partner and Managing Director of Consulting Services at RBG, and was responsible for selecting, training and overseeing RBG’s consultant teams.


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