Kepner tregoe Presentation
- 1. KEPNER TREGOERAPID RESULTS LASTING VALUE
- 2. The ‘gold standard’ in organizational issue resolution from tactical troubleshooting to strategic decision makingFounded in 1958
- 3. Trained over 10 Million managers
- 4. Operates in 44 countries
- 5. Delivers in 14 languages
- 6. Our Strategic Focus is to configure our proprietary processes into application models which deliver real and tangible results to our manufacturing client baseGlobal Customer Relationships
- 7. We are Operations and Process Excellence ExpertsTrainingConsultingShort-Term ConsultingProblem Solving & Decision Making
- 10. Lean Office
- 11. Six Sigma – Green & Black belt
- 14. Program Leaders
- 16. OEE Improvement
- 17. MRO Inventory Reduction
- 20. Strategy Formulation & Implementation
- 21. Problem Solving & Decision Making Facilitation
- 22. Project Planning Facilitation
- 23. Focused Work Sessions + Follow-UpSuccessful ImplementationPerformance System IntegrationSkills DevelopmentTo ensure that the work environment (expectations, measures, tools, resources, consequences and feedback) is conductive to encourage excellence in behaviors and using the new skillsTo develop the right process knowledge at all level to ensure data collection, analysis, decision making and risk mitigation as close to the source as practicalStrategic & Operational ResultsProcess IntegrationCoaching On The JobTo ensure clear links are established between the current service processes (eg. Incident, Problem, Support/Escalation process), software tools, and the KT processes deployedTo ensure that real time guidance is available through content and process experts, results are measured and appropriate behaviour is reinforced
- 24. Performance System IntegrationMaking sure that the work environment (expectations, measures, tools/resources, consequences & feedback) is conducive to using the new skills
- 25. Skills DevelopmentMaking sure that data collection, analysis, decision making and risk mitigation knowledge is spread at all levels into your organization creating common language and common approach
- 26. Process IntegrationMaking sure that there are clear links between business processes, improvement objectives and the KT processes being deployed.
- 27. Coaching on the jobWe observe, evaluate the learner and give feedback to make sure appropriate behavior is reinforced.
- 28. How We Execute TransformationEnsure project links with the organization’s strategy & goalsEnsure project has a financial benefit to the businessPrioritize projects based on value, resources required, timingSelect projects with key management buy-inProject has cultural impact & sustainabilityEnsure the right leadership and ownership
- 29. Select people with the capability to make change
- 30. Create a capable support team
- 31. Dedicate enough time for training
- 32. Ensure the right support resources are available
- 33. Lean
- 34. BPI
- 35. Maintenance
- 36. Six Sigma
- 37. Supply Chain
- 39. PSDM Deployment
- 40. PM Optimization
- 41. Any
- 42. Transformation
- 43. Drive Daily Mgmt. & Continuous Imp.
- 44. Align org. & individual KPIs and goals
- 45. Coach leaders in req. actions & behaviors
- 46. Review progress and manage change
- 47. Check real business impact (Finance)
- 49. Implement effective control plans
- 50. Conduct regular training focused on the process
- 51. Review the system effectiveness quarterly
- 52. Continually identify and launch new projectsKT Process is built-in throughout the entire Transformation Project
- 53. Typical Operations Excellence Results
- 54. KT ProcessesKT Processes make your thinking visible and guide your approach to problem solving and decision making
- 55. Critical ThinkingA process is a set of systematic steps to meet a goal
- 56. Critical ThinkingManufacturing processes are easy to describe because they are visible.How would you describe your thinking process?
- 57. KT Process FlowKT can show you how to use and implement the methods to address effectively your priority issuesFind Root Cause to Fix ProblemsGather, Sort and Analyze Information to Plan Next Steps and InvolvementMake Effective DecisionsProtect Future Plans
- 58. Gather, Sort and Analyze Information to Plan Next Steps and InvolvementSituation AppraisalPurpose: Sort, prioritize and plan resolution of complex issuesBasic Steps:Identify Concerns - What threats or opportunities need our action, analysis or input?
- 59. Set Priority - Which to address first?
- 60. Plan Next Steps - What resolution processare required for success?
- 61. Plan Involvement - Whose help do we need?Problem AnalyisisFind Root Cause to Fix ProblemsPurpose: Isolate the root cause of a deviationBasic Steps:Describe the Problem - What facts exist (or should be gathered) about the deviation?
- 62. Develop Possible Causes - What ideas or hunches do we have?
- 63. Evaluate Possible Causes - Which Possible Cause(s) best explain the facts in the Problem Description?
- 64. Confirm True Cause - How can we prove our leading hypothesis(es)?Decision AnalyisisMake Effective DecisionsPurpose: Select a solution, when the best course of action is unclearBasic Steps:Clarify Purpose - What results, resources and restrictions will influence the choice?
- 65. Evaluate Alternatives - What options exist? How well does each satisfy our objectives?
- 66. Assess Risks - What adverse consequence(s) exist with best performing alternative(s)?
- 67. Make Decision - What’s the best balanced choice, given performance against objectives and risks?Potential Problem AnalyisisProtect Future PlansPurpose: Avoid future trouble when implementing changeBasic Steps:Identify Potential Problems - What could go wrong during implementation?
- 68. Identify Likely Causes - What conditions might create the high threat Potential Problems?
- 69. Take Preventive Actions - How to reduce probability of occurrence?
- 70. Plan Contingent Actions - How to prepare to minimize seriousness of the effects?RAPID RESULTSLASTING VALUEConsortium Institute of Management and Business AnalysisAlessandro FaiduttiKepner Tregoe Program Leader0423 95 10 90347 29 000 11faidutti@cimba.itwww.kepner-tregoe.comwww.cimba.it