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This is a presentation of the services offered by Crystal Clear Concepts, Inc.

This is a presentation of the services offered by Crystal Clear Concepts, Inc.

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  • 1. CRYSTAL CLEAR CONCEPTS, INC. is a full-service management consulting firm specializing in human resource and organizational development and training. We provide services to our clients that will enhance organizational performance through education, systems design and process improvement.
  • 2. Mission Statement “By advocating education, empowerment, respect, integrity, solid business practices and ethics, Crystal Clear Concepts, Inc. is devoted to maximizing the opportunity for its’ clients to improve employee performance and its own profitability.”
  • 3. To customize all our services to individual client  needs and objectives  To be judged on our ability to effect behavior change in employees and not just train material  To help clients measure behavior change in dollars and cents, equaling profitability  Our ultimate purpose is to help our clients become consciously competent, so we’re no longer needed
  • 4. Research - Needs Assessments  Leadership Development  Cross-Functional Team Development  Absenteeism & Turnover Management  Prevention of Workplace Violence  Prevention of Sexual Harassment  Understanding Workplace Diversity  Strategic Planning  Coaching With Confidence  Lean Manufacturing and Lean Administration  Developing a Learning Organization 
  • 5. Open General Seminars Consulting Systems Design CLIENT Research Management OBJECTIVES Coaching Retreats & Conventions Employee Training Strategic Planning
  • 6. Needs Assessments   Employee Opinion Surveys  Customer Satisfaction Surveys Salary & Compensation Surveys  Market Research  Product Development Research 
  • 7. Administrative Management   Development of skills & job requirements for support staff personnel, secretaries and administrative assistants. Absenteeism Management   Systems and methods of tracking attendance, discovering the underlying causes for and reducing both absenteeism and turnover through the development of supervisory skills for employee coaching and counseling. Incentive Programs   Development of incentive programs as a motivational method, involving program design, implementation and evaluation... Including monetary, non-monetary, team and Individual incentive plans.
  • 8. Participative Management   Conversion from top-down management activities to management by cross- functional teams. Emphasis is on self-directed work-groups and team problem solving. Quality Development   Conversion of the quality process from detection (Cop mentality) to prevention (coaching mentality), with the emphasis on each employee as personally and integrally involved and accountable for quality. This program is ideal for companies that want to make the transition to an operator dependent system of Lean manufacturing. Lean Manufacturing / Administrative Lean   The purpose of Lean practices is to eliminate waste or non-valued added activities from a process no matter where you find them; on the manufacturing floor or in the office. Lean is not meant to eliminate people, but to use them more wisely. With that thought in mind, work elements or job duties may need to be modified to accommodate a waste-free (Lean) environment. This will allow companies to remain globally competitive, with a cross-trained workforce.
  • 9. Management Curriculum   Management One ▪ Introductory survey course of basic management principles.  Management Two ▪ Group dynamics, problem solving and preliminary leadership principles.  Management Three ▪ Overview of business; participants run companies in competition with other participants. Labor laws, regulations and unions are reviewed.  Management Four ▪ Advanced management leadership training.
  • 10. Communications Curriculum   Effective Communications One ▪ Understanding the fundamental skills of verbal and written communications in business.  Effective Communications Two ▪ Advanced communications skills, including how to conduct effective meetings and the basic principles of negotiation and conflict resolution. Human Relations Curriculum   Human Relations One ▪ Understanding the fundamentals of motivation, including defining expectations, safe discipline and rewarding performance.
  • 11. Other Courses   Team Problem Solving ▪ Team building techniques and problem solving models are used to prepare employees for effective problem solving.  Trainer and Facilitator Development (Train The Trainer) ▪ Techniques and skills needed to effectively train employees and/or facilitate cross-functional teams.  Project Management ▪ Leadership through project management; selecting personnel, establishing objectives and time-lines, assigning personnel, monitoring progress, maximizing opportunities, reducing errors and staying on track.
  • 12. Supervisory Development An Eight Course Curriculum
  • 13. INTRODUCTION “What it means to be a supervisor”
  • 14. The Supervisor as a Communicator
  • 15. The Supervisor as a Motivator
  • 16. The Supervisor and Discipline
  • 17. The Supervisor and Teams
  • 18. The Supervisor as a Problem Solver
  • 19. The Supervisor as a Coach
  • 20. The Supervisor as a Leader
  • 21. Becoming a Learning Organization  Discipline and Wrongful Discharge  Art and Science of Selling  Art of Management  Art of Negotiation  Customer Service (External)  Customer Service (Internal)  How To Conduct Effective Meetings  Stress Management 
  • 22. PREVENTION OF SEXUAL HARASSMENT   Developing a corporate policy  Managing rights & responsibilities  Understanding the law  Recognizing what sexual harassment looks like  Managing employees in a way that promotes a sexual harassment free environment  Investigating claims of sexual harassment  Dealing with employees who perpetrate sexual harassment or file fallacious claims  What to do if you feel sexually harassed
  • 23. PREVENTION OF WORKPLACE VIOLENCE  Why it can happen here  Writing the Anti-Violence Policy  Pre-employment screening  Training to identify early warning signs  Developing a “Threat Management Team”  Managing a non-violent culture  How to respond to a threatening encounter  Getting help for employees in trouble  Proper security  Responding to emotional trauma after an incident 
  • 24. TIME MANAGEMENT   Where are you most productive? ▪ How do you spend your time now ▪ Developing key areas  Setting goals  Scheduling tasks & activities that will help achieve your goals  How to eliminate time stealers  Integrating your personal & professional life  Combining the time manager philosophy (software for the brain) with a time management system (the hardware).
  • 25. ABSENTEEISM MANAGEMENT   Absenteeism and turnover, while problematic, are really symptoms of other issues within the organization and, unless these issues are addressed, absenteeism and turnover will continue and even increase  Unlike traditional systems of addressing absenteeism that don’t work, this revolutionary program addresses the true causes of absenteeism & turnover. It will reducing both and even increasing productivity and quality. However, this radical program will require a paradigm shift on the part of management.
  • 26. A LEAN OVERVIEW – THE A-B-Cs   Phase 1: Stabilize Lean Vision: The true spirit of Lean ▪ Waste: The basics of Lean ▪ Value Stream Mapping: Coat reduction opportunities ▪ 5S: Workplace organization and transformation ▪ Takt Time: Matching customer demand with production ▪ Buffer and Safety Stock: Customer Demand Now ▪  Phase 2: Flow Continuous Flow: Designing for smooth work flow ▪ Standard Work: Finding the best way to do the joy ▪ Quick Changeover: Taking a bite out of downtime ▪ Kanban: Pulling work through the production process ▪ Visual Controls: Creating a visual workplace ▪ Mistake Proofing: Achieving zero defects ▪
  • 27. A LEAN OVERVIEW ….. Continued   Phase 3: Sustain ▪ Leveling: Planning and distributing work effectively ▪ Paced Withdrawal: Leveling Time and Quantity ▪ Heijunka: Sequential Planning ▪ Visual Production Control: Scheduling Made Visible ▪ The Runner: Keeping the Process Supplied ▪ TPM: Improving equipment effectiveness ▪ Continuous Improvement: Striving for Perfection ▪ Kaizen: Ongoing events for the elimination of waste.
  • 28. BACK STREET LEAN   Phase I: Starting Lean Develop a Three-Year Plan ▪ Determine Core Competencies ▪ Communicate to Employees ▪ Benchmark Other Companies ▪ Select Cellular Leader / Team ▪ Workplace Organization & Transformation ▪  Phase 2: Working with Lean Tools Develop Part Families ▪ Eliminate Unnecessary Parts ▪ Design the First Cell ▪ Utilize Kanban ▪ Develop Supplier / Customer Relationships ▪ Value Stream Mapping ▪ Set-Up Reduction Process ▪
  • 29. BACK STREET LEAN …… Continued   Phase 3: Sustaining the Lean Process Redesign the entire plant ▪ Striving for zero Set-Up ▪ Gain Process Control ▪ Create a Scheduler ▪ Develop a Tool Crib ▪ Computerize Cells ▪ Cells as Profit Centers ▪  Phase 4: Running Lean Eliminate Final Inspection ▪ Employee Performance Point System ▪ Implement Tool Life Management ▪ Manufacturing Product to Customer Requirements ▪ Develop Compensation Systems ▪ Keep it Alive ▪
  • 30. THE LEAN OFFICE   Phase 1: Getting Everyone Started in the Right Direction A History of Lean ▪ Four Enablers for Implementing Lean ▪ Seeing the Challenge ▪ Beginning the Journey ▪ Understanding and Deploying the Demand Tools ▪  Phase 2: Allowing Work Flow to Emerge Making Work Visible ▪ Initializing the Flow ▪ Creating the File System ▪ Making it all Work Through Leveling ▪  Phase 3: Sustain the Gains to World Class Performance ▪ Leadership and Motivation in the Lean Office ▪ Creating the Goal Card ▪ The Visual Office
  • 31. Crystal Clear Concepts presents a number of programs on interactive DVD or CDs.
  • 32. Visit Our Web site on the Internet at:  http://www.ccconcepts.com
  • 33. B.A. Michigan State  McBer Institute (Harvard)  ITTA - Transactional Analyst  Time Manager® Certified Trainer  Trainer (Michigan State University,  University of Michigan, Grand Rapids Community College) Employers’ Association of Western  Michigan (Former Director of Management Education) Adjunct Faculty: Wayne County Community  College District Author: Finding Profit The Lean  Manufacturing Journey for the small manufacturer
  • 34. M.A. & B.A. Michigan State University  Past President - Michigan Association  of Broadcasters Past President - Communications Arts  Alumni Assoc., MSU Past Associate Instructor, Michigan  State University Legislative Liaison (National  Association of Broadcasters) Time Manager® (Certified Trainer)  Adjunct Faculty: Wayne County  Community College District Editor: Back Street Lean Solutions for  the small manufacturer
  • 35. Aero-Motive - Aetna Industries – Alofs Manufacturing - American Bumper – Ameri First Financial - AMR Combs – Aquapure - Automotive Products – Arvin Meritor - Brown Corp. – Bing Group – Cameron Manufacturing - Campbell Soup Co. - Central Michigan Society of Hospital Pharmacists – Chet’s American Rental - Chrysler Corp. – Citation, Bohn Aluminum - CMI - Community Treatment Cntrs. - Cutler Sports Apparel - Detroit Fire Fighters Association – Detroit Heading - Detroit Ball Bearing - Dow Chemical - Dort Federal Credit Union - Evanston Particle Board – Emergency Professional Services - Fair Haven Industries - Federal Credit Union - Fitzsimons - Fostoria Federal Credit Union - General Motors Corp. - Genesse County Community - Gill Manufacturing - Global Enterprises – Grand Rapids Community College – Grand Rapids Home Builders Association - Health Services - Hollingsworth - Health Physics Society - H. H. Cutler - Invetech - Ionia County National Bank – Integrated Manufacturing and Assembly – Integrated Supply Chain Solutions- J. Max Robertson – JL Automotive - Kelsey Hayes – Klise Manufacturing - Kinko’s Copy Centers – Knoll, Inc. -
  • 36. LEAR Corp – Lear Detroit – Lear Marshall – Lear Mendon – Lear Louisville – Lear Saint Louis - Leon Plastics - Los Angeles Police Department Credit Union - Letts Drop Forge - Masco Tech Forming Technologies - McDonald Dairy - Michigan Association of Broadcasters - Michigan Society of Association Executives - Michigan Municipal League - Michigan Asphalt & Paving - Michigan Pharmacists Association - Michigan Residential Care Association - Modern Engineering - National Veneer - National Waterlift – National Association of Job Shops and Small Manufacturers - New Hampshire Association of Broadcasters – Noble International - North American Wood Products – Ohio Credit Union – Oakland General Hospital - Organizational Development - Ottaway Communications – PASA Modules – Piston Modules - Progress Pattern - Remex Corp. - Rockford Acoustics – Riverside Hospital - St. Johns Health Systems - Sarnamotive Blue Water Plastics – Saginaw Post Office - Scanlan Communications - Sheet Metal Workers Union #292 - Sine Companies - Smith Industries – Saint Gobain Abrasives – Seymour Particle Board - Takata, Inc. -
  • 37. Tech Enterprises – Tel-Com - Theotis Group - TOMCO Plastics – Trivalent Group - United Bank of Michigan - Vlasic Foods - Wamar Products - Warner, Norcross & Judd - World Learning Center - WHMI AM/FM - WPZA/WAMX - WGTU-TV * A partial list of companies and organizations that have been a client of or attended a seminar presented by Crystal Clear Concepts, Inc since 1990.