Process Improvement Consulting Solutions


Published on

Tools and training solutions to orchestrate enterprise winning performance

Published in: Business
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • When to use DMAIC. Tools for each level. This presentation is to help participants understand the concept of business process improvement using lean six sigma.
  • As you go through the application of DMAIC you will have a goal to find the root causes to the problem you are solving. Remember that a vital component of problem solving is cause and effect thinking or Y=f(X). To aid you in doing so, you should create a visual model of this goal as a funnel - a funnel that takes in a large number of the “trivial many contributors” and narrows them to the “vital few contributors” by the time they leave the bottom. At the top of the funnel you are faced with all possible causes - the “vital few” mixed in with the “trivial many.” When you work an improvement effort or project, you must start with this type of thinking. You will use various tools and techniques to brainstorm possible causes of performance problems and operational issues based on data from the process. In summary, you will be applying an appropriate set of “analytical methods” and the “Y is a function of X” thinking, to transform data into the useful knowledge needed to find the solution to the problem. It is a mathematical fact that 80 percent of a problem is related to six or less causes, the X’s. In most cases it is between one and three. The goal is to find the one to three Critical X’s from the many potential causes when we start an improvement project. In a nutshell, this is how the Six Sigma methodology works.
  • To become an efficient Belt takes Hard Work!
  • Please read the slide.
  • 1. Alignment is the state of arranging or placing items into a line. Alignment may also be stated as lines that are formed, an adjustment to a line to make straight, straightening, or drawing a straight line through a point. 2. Applications - In many applications, alignment is used to name the process of lining up components to operate properly, as in an electrical circuit. 3. Vehicles and Transportation - When alignment is used for cars, it refers to setting and adjusting a crooked wheel base back into line. In transportation, alignment refers to highway and railroad strategic plans.
  • Here are three approaches for identifying projects. Do you know what the best approach is? The most popular process for generating and selecting projects is by holding “brainstorming” sessions. In brainstorming sessions a group of people get together, sometimes after polling process owners for what “blatantly obvious” problems are occurring, and as a team try to identify and refine a list of problems that MAY be causing issues in the organization. Furthermore in an organization that does not have an intelligent problem-solving methodology in-place, such as Six Sigma, Lean or even TQM, what follows the project selection process brainstorm is ANOTHER brainstorming session focused on coming up with ideas on how to SOLVE these problems. Although Brainstorming itself can be very structured it falls far short of being a systematic means of identifying projects that will reduce Cost of Poor Quality throughout the organization. Why…for several reasons. One, it does not ensure that we are dealing with the most important high-impact problems, but rather what happens to be the recent fire fight initiatives. Two, usually brainstorming does not utilize a data based approach, it relies on tribal knowledge, experience and what people THINK is happening. As we know what people THINK is happening and what is ACTUALLY happening can be two very different things. In this module we are going to learn about establishing a structured approach for Project Selection.
  • These are some examples of Business Metrics or Key Performance Indicators. What metric should you focus on…it depends? What is the project focus? What are your organizations strategic goals? Is Cost of Sales preventing growth? Are customer complaints resulting in lost earnings? Are excess cycle times and yield issues eroding market share? Is the fastest growing division of the business the refurbishing department? It depends because the motivation for organizations vary so much and all projects should be directly aligned with the organizations objectives. Answer the question: What metrics are my department not meeting? What is causing us pain?
  • Once a metric point has been determined another important question needs to be asked – What is my metric a function of? In other words what are all of the things that affect this metric? We utilize the Tree Diagram to facilitate the process of breaking down the metric of interest. When creating the Tree Diagram you will eventually run into activities which are made up of processes. This is where projects will be focused because this is where defects, errors and waste occur.
  • Process Improvement Consulting Solutions

    1. 1. ORCHESTRATINGWINNINGPERFORMANCE OUR BROCHURERC: 899967Website address here Partnering. Innovating. Impacting. Improving
    2. 2. ORCHESTRATING WINNING PERFORMANCE Creating memorable experiences that orchestrate enterprise winning performance A BROCHURE OF THE PROCESS IMPROVEMENT CONSULTING Financial services. Manufacturing. Education. Healthcare. Hospitality. Oil & Gas. Engineering 105 100 95 90 85 DIASTOL 80 75 70 65 60 F F M M M F M M F F M F M M M F M F M M M M F M 24 27 28 29 30 31 32 33 34 35 36 37 39 42 45 46 47 GENDER w ithin AGEThe things we do will visibly impact the voice of your business (VOB), the voice of your employees (VOE), the voice of your process (VOP), and ultimately, the voice of your customers (VOC) Partnering. Innovating. Impacting. Improving
    3. 3. TABLE OF CONTENTSINTRODUCTION Orchestrating Winning Performance Preface IntroductionTRAINING SOLUTIONS 9 Determining VOC 12 Lean Six Sigma & Six Sigma 14 Customer Service that Works 22 Leading Winning Teams 26 Business Process Management/Auditing 28 Determining VOP & VOE – Mystery Shopping 31 Managing Banking Operations (services) aligning strategic actions with corporate strategy 32 Hospital Enterprise Transformation 34 Employee Goal Alignment for elevated performance 35 Corporate Transformation/Approaches to project selection 37 Leadership – Diamond in the dunghill 41 Customer Experience (Master Class Series) 42 Personal Effectiveness (Master Class Series) 43 Unconventional Selling Skill (Master Class Series) 44OUR FRENDS, some call them clients 45 Measuring the impact of our program 46 Our profile 47 Experience pictorial 55 3
    4. 4. PREFACEThis document is created with your company capability and capacity needs in mind.Many companies want to provide the best possible products and services toconsistently meet and exceed customer expectations.To do this, we have discovered from experience that the voice of the employee (VOE)must be elevated since it is the employees that make things happen at every touchpoint or moment of truth.Elevation of the VOE means that VOP (voice of the process), technology enablers andVOB (voice of the business) have been taken care of and optimized. Product andservice transformation will be assured once VOC= VOB+ VOP + VOE.As you continue on your growth path, the stakes for success and failure will becomeelevated. We will counsel that you make plans to create a business processoptimization group to drive a formal & structured approach to enterprise-widebusiness process improvement.The need to effectively and successfully transform mission-critical and customer-facingprocesses and people have become magnified for various stakeholders. Developingeffective process improvement capability is a key enabler to any organisation facedwith corporate transformation agendaOur training solutions equip your enterprise, existing and new employees with enablingtools and techniques for improving processes and managing process improvements todeliver savings and lasting impact. 4
    5. 5. PREFACEBy building a culture of continuous improvement, your company or group can respondquickly to the changing external environment and build internal practices that producebetter customer service and systems. Continuous quality improvement requirescommitted individuals and an organization willing to re-examine all their systems andprocedures.Course participants will get a direct exposure to application of best practices andinnovations.Effective implementation of people and process transformations through SMARTprojects aligned with company service vision and strategy will unleash the power of thepeople and processes to provide a unique framework which creates a commonality oflanguage, methods, tools and techniques to help the organisation attain high levels ofstandardisation, consistency and predictability in the delivery of projects.This document presents our training solutions & interventions. 5
    6. 6. PREFACESuccessful leaders seek and master the essence of process, business, employee and customer alignment …Hubert Eke We dont know what we dont know. We cant act on what we dont know. We wont know until we search. We wont search for what we dont question. We dont question what we dont measure. Hence, we just dont know. 6
    7. 7. Introduction As for the future, your task is not to foresee it, but to enable itThe future is unwritten, mystifying, challenging, defiantly different and constantlychanging. All we can do is anticipate the future to the very best of our individual andorganizational abilities.The aim of this collection of training solutions and best practices from ProcessImprovement Consulting is to arm you with some of the tools and techniques to orchestratewinning performance in your organization or group now and in the future. Constantlyupdating and sensitizing your anticipatory antenna is now a business essential. Customer,process and employee challenges exist at every turn.As the pace of change continues to increase, innovation cycles are getting shorter andtechnology is advancing at an accelerating speed. The use of IT has led to an increasedamount of collectible data to yield information around us - and its growing exponentially.The consequences are much more visible today than they were ten years ago.But modern organizations shouldnt be overwhelmed by these facts and events. Proactivecompanies must prepare their organizations to deal with them. They have to improve theirability to anticipate the future and manage in uncertain times.This collection aims to help you on the route to better managing people and processesleading employees and decision making in order to respond to today’s challenges at differentlevels – organizational or individual. Well equipped people achieve results. Its all about people– their capabilities, their capacities, their know-how, their willingness, their passion to make ithappen. 7
    8. 8. ...Intro What is impossible to do today in your company, but if it could be done would fundamentally change the future of your company for good? ALGNING THE VOB, THE VOP, THE VOE TO THE KNOWN VOC. 8
    10. 10. 1. Baselining/Determining VOC We help you extract valuable business information from your customers & your competitor’s customersObjectives  Hear, listen to, document and analyze the voice of the customer.  Assess customer satisfaction with the level of your service  Measure customers’ satisfaction with your products & service channels  Identify pain points as experienced by current customers  Benchmark against your competition & global competition  Elucidate on customer service expectations based on offerings from other industries  Obtain an in depth understanding of the needs of the separate and distinct segments of your customers across Nigeria.  Uncover how well your current products & services meet (or don’t meet) customer needs  Secure data on how your offerings compare to core competition  Determine what world class levels of service delivery performance are.  Uncover unmet needs and areas in which superior customer satisfaction is desired.  Quantify current perceptions about client’s services and products quality, and that of core competition  Construct a voice of the customer architecture 10
    11. 11. Determining voc: our scope To survey all segments of your company’s customers and gauge their satisfaction level with the your touch points, products & services including but not limited to: Quick service/sales points ATM Contact centre E-Channels (internet banking, Mobile Banking & POS) Liability products – savings & current accounts Asset products – loans & overdrafts Services – quality of interaction, issue resolution, ease of transacting. Determine the quantum of core customers that use other banks, which banks and why they do? Customers for other industries VOB=VOC*VOP*VOE 11
    12. 12. 2. Lean six sigma & six sigmaThis training is to create: The lean six sigma and six sigma capacity & capability required to completecost savings/avoidance process improvement projects in areas of processchallenges, in the participants unit. Leading change agents amongst current process participators for yourcompany. In the long-established parlance of lean six sigma, the chief change agents inyour organization become “green belts or black belts.” Comprehensive grounding in the five crucial phases of the methodology –define, measure, analyze, improve, control (DMAIC). Systems thinking amongst participants• Ability to recognize process excellence opportunities and eliminate defects• Recognition that variation hinders ability to reliably deliver high-qualityservices•To handhold participants to commence and complete one lean six sigmaprocess improvement project with 3-6 months of completing the class 12
    13. 13. LEARNING OUTCOMESB. Learning Outcomesi.State the comprehensive definition and/or explain the concept six sigma & leansix sigmaii.Describe the benefits of six sigma/LSS to your firm/unitiii.Create top level SIPOC maps for unit’s mission-critical processiv.Create value stream maps for mission-critical unit processv.Become conversant with the tools of LSS and SSvi.Select and commence one cost savings/avoidance process project for theorganization using the six sigma/LSS capabilityvii.Capacity to focus on maximizing process velocityviii.Knowledge of tools for analyzing process flow and delay times at each activityin processix.Capacity to remove non-value added steps in processx.Know-how to quantify and eliminate the cost of complexityxi.Know how to quantify process improvement project savingsxii.Ability to commence and complete huge cost savings process improvements,using SS & LSSxiii.Ability to lead SS & LSS process improvement projectsFOR WHO: BPM professionals, Corporate transformation professionals, Strategyexecutors, Internal Control, Human capital, FINCON, Manufacturing Managers,R&D, Technical managers, General/Corporate services, Branch managers, ProcessOwnersDURATION: 5 days 13
    14. 14. OUR SIX SIGMA METHODOLOGY VoC - Who wants the project and why ? DDefine The scope of project / improvement (SMART Objective) MMeasure Key team members / resources for the project AAnalyze I Critical milestones and stakeholder reviewImprove C Budget allocationControl 14
    15. 15. Translating customer satisfaction If we cannot express what we know in numbers we don’t know much about it If we don’t know much about it, then we can’t control it If we cannot control it, we are at the mercy of chance -Dr. Mikel HarryCERTAINTY + UNCERTAINTY = 100%KNOWN + UNKNOWN = 100%BELIEF + DISBELIEF = 100%CONFIDENCE + RISK = 100%YIELD + DEFECT RATE = 100% 15
    16. 16. Lean/six sigma strategy We use a variety of Six Sigma tools to help separate the “vital few” variables (X’s) (X1) effecting our outcome (Y) from the “trivial many.” (X10) (X4) Some processes contain many, many variables. However, our outcome (Y) is not effected equally by all of them. (X8) By focusing on the vital few we instantly (X7) gain leverage on maximizing our outcome, result or Y. (X3) (X5) (X9) (X6) (X2)16 16
    17. 17. The life of a six sigma belt Training as a Six Sigma Belt can be one of the most rewarding undertakings of your career and one of the most difficult.  You can expect to experience:  Hard work (becoming a Six Sigma Belt is not easy)  Long hours of training  Be a change agent for your organization  Work effectively as a team leader  Prepare and present reports on progress  Receive mentoring from your Master Black Belt  Perform mentoring for your team members  ACHIEVE RESULTS!17 17
    18. 18. Black & green belt certification To achieve certification, Belts must:  Complete all course work:  Be familiar with tools and their application  Practice using tools in theoretical situations  Pass class exam  Discuss how tools will apply to actual projects  Demonstrate application of learning to training project:  Use the tools to effect a financially measurable and significant business impact through their projects  Show ability to use tools beyond the training environment  Must complete one project within 6-12 weeks from beginning of training  Achieve results and make a difference  Submit a final report which documents tool understanding and application as well as process changes and financial impact for each project18 18
    19. 19. 3. CUSTOMER SERVICE THAT WORKSCustomer behaviour in the 21st centuryFour things a service business must get right consistentlyMapping Customer journey towards/through service pointsEmotional triggers along the customer journeyMomments of truthService design for dynamic intractionDimensions of service quaityService quality gap modelProactive & reactive interventions for negative emotionsService enablersService Provider as a Solutions ProviderProblem solving for Service Providers/contact center consultantsThe security man as a service Solutions Provider
    20. 20. The Typical customer experience Journey… Design 2. from the UNDERSTAND outside in CUSTOMERS Begin USERS here, with NEEDS & WANTS the 3. outcome SERVICE Be Customer in mind OBJECTIVES CentricLeverage & SERVICE Integrate DESIGN 1.Transform DESIRED OUTCOME 4. BACK OFFICE PROCESSES & SYSTEMS 8. OUTCOME ATTAINMENT 5. SERVICE Measure CHANNELS Customer Satisfaction Demonstrate 6. Results SUPPORTING 7. For INFRASTRUCTURE CUSTOMER shareholders Multi-Channel SATISFACTION Service Delivery 20
    21. 21. The Four Things a Service Business Must Get Right• Four main service elements – The Offering – The Funding Mechanism – Employee Management System – Customer Management System Designing for Interaction • Building a Vision for Innovation in Interaction DesignFOR WHO: All operations, service managers in banks, telecommunications,oil & gas, contact center consultants, and service leadersDURATION: 2 DAYS 21
    22. 22. 4. Leading winning teams  Teamwork & Teamwork attitude  Teamwork actions & Teamwork skills  Building the right team  Working in teams/Team development  Feedback in teams – BOOST MODEL  Transforming groups into teams  High performing teams  Rhythm & Relationships - consistency  Communication & technology  Identifying Trust traps in teams  Making assumptions, Breaking promises, Covering self  Bypassing people, Lessons from the geeseValue creationi. Process team behavioral capability developmentii. Internal customer relationship building for streamlined process performanceiii. Managing up & managing downiv. Managing & leading process improvement teamsv. Team games FOR WHO: All leaders and aspiring leaders of process improvement projects DURATION: 2 DAYS 22
    23. 23. 5. Business process management/auditingUpon completion of this course, participants should be able to:i. State the comprehensive definition and/or explain the concept six sigma & lean six sigmaii. Describe the benefits of lean six sigma to your companyiii. Create different top level/granular process maps for mission-critical processes in your companyiv. Create value stream maps for mission-critical unit processesv. Become conversant with the tools of LSS and SSvi. Select and complete cost savings/avoidance projects for the organization using the six sigma methodology. There are usually three views of a process: 1 2 3What you THINK it is.. What it ACTUALLY is.. What it SHOULD be..FOR WHO: BPM professionals, Corporate transformation professionals, Strategyexecutors, Internal Control, Human capital, FINCON, Manufacturing Managers,R&D, Technical managers, General/Corporate services, Branch managers, ProcessOwnersDURATION: 3 days 23
    24. 24. BPM-topics coveredi. Process discovery - examining the organizations systems and technologyii. Process improvement life cycleiii. Process group and process improvement infrastructureiv. Process change methodology (PCM) - Skills and knowledge associated with the PCMv. Process Mapping & Value stream mapping- NVAA and VAA & Process Stakeholder analysisvi. Process capability and setting customer specificationsvii. Workplace organization (5-s)viii. Process improvement tools , Process Improvement Teams (PIT) & Transforming groups into teamsix. Teamwork actions, Feedback models – Johari’s window, Lessons from the geesex. Leading change in a big organization & Cultural change & tools for building a culture of continuous improvementxi. Process relations in the enterprisexii. Prioritization matrix & Creating process punchlistsxiii. Developing improvement strategies - Selling the message of continuous improvementxiv. Re-engineering work practicesxv. Strategies for gaining staff commitment and increasing staff involvementxvi. Monitoring effectiveness & recording and reporting resultsxvii. Incentives for maintaining the momentumxviii. Ensuring quality control and audit trailsxix. Establishing Business Process Governance & Centers of Excellencexx. Building a Business Architecture using Value Chains and Value Streams 24
    25. 25. BPM-learning outcomesi. Understand the process improvement life cycle & continuous improvement and its evolutionii. Implement an effective process improvement infrastructureiii. Be an effective process group team lead or member and understand what is required for a group to work welliv. Understand a systems-level view of how process improvement is planned and implemented using a capability maturity model (CMM)v. Apply a toolkit of relevant process improvement and change management skills and techniquesvi. Begin gaining confidence in their ability to perform their role in the process groupvii. The leader’s role in planning, implementing promoting and monitoring successful continuous improvement processesviii. Understand the principles and techniques associated with continuous improvement systemsix. Identify and apply continuous improvement systems and processesx. Monitor, adjust and report process performance metricsxi. Consolidate opportunities for further improvement.xii. Understand Process Modeling, Analysis and Design: As Is, To Bexiii. Acquire a solid understanding of practical techniques for modeling, analysis and designxiv. Learn the significance of creating the right context for Process Measurement and Metricsxv. Derive key performance indicators (KPIs) from business drivers to measure process improvementxvi. Model the "As-Is" and "To-Be" processes to identify opportunities for innovationxvii. Learn new role with new unit-service quality & process improvement 25
    26. 26. 6. Determining VOE & VOE – mystery shopping Our mystery shopping capability & capacity is second to none in Africa: we capture real time service provider engagement with customers at touch points and recommend simple but forgotten recommendation on how to elevate positive customer experience (satisfaction & happiness). Our audio and still capture include but not limited to the following area: Customer journey pathway Security guards Quick service points Management system & standard The service providers (the people) Branch outlet design (the place)We will pick up employees who offer excellent service delivery whoexpress sincerely positive feelings toward people. We will also pick up coldor stand-offish service providers, your customer-facing people., who lackdeep sincere love for what they are doing nor show persuasive by thedepths of their belief and emotions about service provision to customers.There is absolutely no substitute for an honest unshakeable, enthusiasticbelief that the products and services the business offers are the bestavailable anywhere. 26
    27. 27. 7. Managing banking operations (services) ALIGNING STRATEGIC ACTIONS WITH CORPORATE STRATEGY This class lays out an experience-centric approach to fostering and creating loyalty by systematically impressing your customers again and again. The Long wow, challenges creators of customer experiences to plan across channels, time, and disciplines to identify a progression of seduceable and memorable momentsFOR WHO: Leaders of banking Operations (Head office, Branches, All other touchpoints, banking operations transformation,DURATION: 3 days 27
    28. 28. Managing banking operations (services) ALIGNING STRATEGIC ACTIONS WITH CORPORATE STRATEGY CUSTOMER SERVICE EXPERIENCE MAP People choose your bank because of convenience, ease, safety, flexibility and variety of offeringCustomer journey to & through a typical service outlet STAGES CAR GATE S/MAN S/DOOR B/H SP TXN EXIT PARKING ENTRY ALL EASE Parking car Passing Passing Wanting an Was it easy? Correctly DOING Assisted quickly through Engagement Do they care quickly Am I treated well? parking Was I Was it easy? Is the door Was it easy? Was I respected EngagedTHINKING Do they care Do they know Was I greeted Going to throw me back? Did he know Its so easy Do they know Was I directed his stuff I am here? I am here? Irritated? Disregarded Pressured Pressured Happy Good, happy Regarded Uncared forFEELING Uncared for Respected Harassed Excited to be here excited Excited to be here Excited to be here Hardship Disregarded Hardship Engaged Hardship EXPERIE Unhelpfulness Regarded Regarded Helped First class NCE Helpfulness Respected Respected valued last class tt 28
    29. 29. 8. Hospital enterprise transformation This initiative was developed in response to requests for business transformation projects in hospitals in order to: Transform hospitals in line with international best practices. Transform hospital processes to best-in-class standard where people can be sure of the best medical service they can receive. Make hospitals become forces to reckon with in the communities by provision of customized help through various medical programs. Create more job opportunities for the community and the society at large. Customer Quality QualityContinuity Medical Commitment Medical Care Care Expectations 29
    30. 30. 9. Employee goal alignment for elevated performance Introduction, objectives and essential message Vision Business process review Streamline the organisation Goal alignment Cascading the vision Collaboration Guaranteeing performance Execution POTENTIAL- LIMITATION = PERFORMANCEFOR WHO: all employees during strategy cascade sessionsTown hall meetings reminders, business transformation leadersDURATION: 2 days 30
    31. 31. 10. Corporate transformation Approaches to project selection There are three basic approaches to Project Selection…“Blatantly Obvious” “Brainstorming Approach” Things that clearly occur on Identifies projects based on a repetitive basis and individual’s “experience” and present problems in “tribal knowledge” of areas delivering our service(s) or that may be creating product(s). problems in delivering our service(s) / product(s) and hopefully tie to bottom-line business impact. “Structured Approach” Identifies projects based on organizational data, provides a direct plan to effect core business metrics that have bottom-line impact. All three ways work…the Structured Approach is the most desirable. 31
    32. 32. A Structured Approach – A Starting Point 32
    33. 33. A Structured Approach - Snapshot The KPI’s need to broken down into actionable levels. Business Measures Actionable LevelKey Performance Indicators (KPIs) 33
    34. 34. 11. LEADERSHIP- Diamonds in the DunghillTOPICS COVERED1. Definition of leadership 12. Trust2. Vision: carriers 13. Positive Attitude: If You3. Spiritual scorecard Believe You Can, You Can. If4. Communicating You believe you can’t, You vision/mission can’t.5. Goal setting 14. Problem Solving: You Can’t Let6. Character: r Your Problems Be a Problem e d7. Relationships & Teamwork: If 15. Responsibility: If You Won’t You Get Along, They’ll go a Carry the Ball, You Can’t Lead Along le the Team. Wrong decision is8.9. Charisma Commitment f a better than no decision at all. 16. Security: Competence Never o s10. Motivation Compensates ie11. Competence 17. Self-Discipline: The First12. Courage: l it Person to Lead Is You14. Focus ua13. Discernment 18. Servant-hood: To Get Ahead, Put Others First Q15. Generosity (Raising other leaders) 19. Teach-ability: To Keep Leading, Keep Learning16. Initiative 20. Passion: You will fail without it.17. Listening Take This Life and Love It 34
    35. 35. Our Friends, some call them clients  Nigerian Bag Manufacturing Co. Ltd  Lagos Business School  Philips Consulting  Stanbic IBTC bank plc  Schlumberger Nig. Ltd  First Bank Nigeria plc  FCMB plc  Life care manufacturing ventures Ltd  Federal Inland revenue Service  Cakasa Engineering Ltd  Africa Re  St. Sevens Hospital Ltd. 35
    36. 36. MEASURING THE IMPACT OF OUR PROGRAMSi. Number of active process improvement projectsii. Total cost savings achievediii. Total cost avoidance achievediv. Quantum of post-class knowledge gainOther classes offeredi. Effective self management-personal effectivenessii. Negotiation skilliii. Personality testiv. Business case analysisv. Report writingvi. Public speaking/presentation skillvii. Microsoft office skill 36
    37. 37. OUR PROFILEProcess Improvement Consulting® (PIC) Group provides capability enhancing trainingsessions/workshops that help our clients increase process and leadership - quality, velocity,productivity and decreased cost. Our clients choose us for several reasons: 1. Our training programs are customized to suit the particular needs of our clients. Werealize that the one-size-fits-all approach to training does not work; consequently, ourclients receive a program that is perfectly suited to their needs. Most training companiesthat run open classes are not able to do this. 2. Our trainers are experienced consultants who have implemented the tools andtechniques they are teaching in companies in Nigeria, U.K and the USA. Consequently, theyare able to help our clients see the application of the techniques being taught throughmission-critical project deployments using clients’ processes. This is our proposition – tohandhold clients’ in project deployment so that the ROIC is actualized and even exceeded. 3. Our training and consulting programs are aimed at helping our clients becomeself-sufficient/reliant. Unlike others, we are in the business of teaching and advising ourclients how to implement lean and six sigma. We will not hand you over a report and collecta pay check until deployment has commenced and progressing. 4. We have industry-diverse experience and can apply our lessons learned fromimplementing lean six sigma in industries such as Banking, Insurance, Medical,Manufacturing, Oil and gas, and telecommunications. 5. Our clients pay only for the value they receive as measured by them. Unlike manyother firms that operate in Nigeria, we do not engage in open-ended projects withoutclearly defined deliverables. Clients know what they are going to pay and what value theyare going to receive in return before we even begin our engagements.6. We have developed lean Six Sigma for Telecom concept and has been building groundfloor process improvement and Six Sigma at world-class companies. Using a powerfulknowledge transfer model, we provide a rigorous, straightforward deployment of trainingand tools to fully equip your people to achieve and sustain improvements to your businesslong after training is completed. And our experienced Six Sigma professionals stand readyto offer their expert assistance – whenever and wherever you need it.
    38. 38. Profile of Project DirectorHubert N. EKE B.Sc; MBA; Master Black BeltCEO/MD Process Improvement ConsultingHubert holds an MBA from Southern Illinois University Edwardsville, IL, USA. He is aCertified Six-Sigma Black Belt, Six Sigma Specialist, an ISO Lead Auditor / ISODocumentation Specialist. Hubert is a people and process transformation Champion.An Alumni of the IMD Lussane Switzerland, and SIUE Edwardsville Illinois USA, Heworked for various high profile companies in US such as Cott Beverages USA, PencorpFinancial Corporation St. Louis USA and multinationals in Nigeria such as Cadbury, andUnilever. Hubert was encouraged to start consulting in 2002 while in Cadbury by its themmanagement. He left Bank PHB as Divisional Director responsible for informationtechnology, banking operations, business process and customer experience in 2009, afterleading so many notable & successful enterprise-wide projects – namely, creation of the1st central liability account opening platform in Nigeria banking system, creation of the1st contact center in Nigeria banking sector, creation of the 1 st retail asset center,creation of instant account number generation for new accounts, reduction of TAT forSchlumberger’s mega customs clearing process. He runs a knowledge center in IkejaLagos.He has made presentations at major international manufacturing and service events inNairobi Kenya, St. Petersburg USA, Atlanta Georgia, Lausanne Switzerland, IstanbulTurkey, London, England, and Port Elizabeth SA, . His business process improvementefforts have been completed in top companies like Schlumberger Nigeria, StanbicIBTCbank, , Nigreian Bag manufcturing company and Cott Beverages in USA 38
    39. 39. Profile of Project FacultyNjide Eyuche B.A; Diploma Community Art, Six sigma Green beltED Process Improvement Consulting, USANjideka is an aluminus of Webster University USA. She is a Certified Six-Sigma green Belt,an ISO Lead Auditor / ISO Documentation Specialist.She has delivered management training in problem solving, team development,coaching, presentation skills, and customer service. She also has experience inoverseeing and implementing workforce performance management She has facilitatedteam work for First bank for 2 years. She leads the US office of the Process ImprovementConsulting LLC USA. 39
    40. 40. Profile of Project FacultyGilbert Kimeng B.ScConsultant Process Management & Customer serviceProficiency in French, German & English having lived, studied and worked indifferent countries and cultures (mainly Cameroon, Germany, Cote d’Ivoire andnow, Nigeria). Has vast experience in teamwork and leadership cutting acrossacademic, professional, socio-cultural and religious settings. Holder of a bachelorsdegree in Public relations. A public speaker, motivator and cancer survivor.Passionate about bringing out the best in people through training/mentoring 40
    41. 41. Profile of Project FacultyEmmanuel Emeh HNDEMMANUEL has being teaching and speaking on various issues bothering onLeadership/human development, behavioral science and Faith for the pastseventeen years.His vast knowledge and unique presentation style allows him to discourse andtackle difficult and personal topics with unbelievable ease that is coupled witha great sense of humor.His unique teaching skill is enhanced by his background in Advertising, BrandManagement, Art (Environmental Science), and Information Technology.He is a practitioner of Neo Linguistic Programming (NLP), Movie Therapy andalso a certified HIV/AIDS counselor with HOPE worldwide Nigeria and Lagosstate action committee on AIDS (LASACA)He has facilitated and taught several corporate, financial, Youth and Faithbased organisations on Leadership, Conflict/Crises Management, Teaming,Staff Motivation, use of Information Technology for growth and corporateenhancement.As a change agent, his passion and speaking engagements have taken him tocities across Nigeria, several West African Countries, the Middle East and theUnited States of America.His most recent speaking engagements have being with the Central Bank ofNigeria (CBN), Future View LTD, A.T. ONAJIDE (Chartered Architects), Eco BankNigeria and ICOC West Africa Leadership Conference in Banjul, The Gambia.Emmanuel is married t and has two children. 41
    42. 42. Profile of Project FacultyDouye Ikhumi B.A;Mrs. Douye Ikhumi holds a Bachelor of Arts degree in the French Language anda Post Graduate Diploma in Management and is currently pursuing a Mastersdegree in International Law & Diplomacy. She has worked on USDA, USAID,PEPFAR and the World Bank funded projects. She has over ten years of voluntaryand working experience in a number of Non-Governmental Organizations.She is a member of the Board of Child Life Line a social sector organizationfocused on the rehabilitation of street children. She is the Chief Executive Officerof Faniox Limited which provides Training & Development, Social Sector andBusiness advisory Management. She is the Co-founder of X-Fusion a youthempowerment organization. She serves as a Consultant to the Pan AfricanUniversity (Lagos Business School) where she teaches Social Sector Management.She is a contributing columnist to the Enterprise Development Centre Digest ofthe Pan African University. She is also a contributing columnist to the SocialSpace Africa Magazine. She has served as a Consultant to UNICEF on child rights.She was a guest speaker on the Radio Nigeria forum on Destitute Children inNigeria. She was a lead discussant at the first Social Sector Dialogue organized bythe Pan African University (Lagos Business School).She is an experienced facilitator, and has facilitated programs in NGOmanagement, Business management, Human Resource, leadership, Businesscommunication, Performance management etc. She served in the capacity of aJudge coordinator for Students In Free Enterprise (SIFE) at their EmergingEntrepreneurs University National Competition. She has engaged in the researchon knowledge Attitudes Practices & Beliefs (KAPB) on HIV/AIDS prevention andtreatment.She is dedicated to the empowerment of people and strives to be a leading socialentrepreneur and role model who will ensure that growth and change emerges intheir lives. 42
    43. 43. Profile of Project FacultyADENIYI MAGNUS ELUMARO Niyi Elumaro has about two decades of broad range work experience covering bothconsultancy and financial services. He has occupied various top positions in theconsulting practices of the former Arthur Andersen, now KPMG Professional Services,and Coopers and Lybrand, now Price WaterHouse Coopers. He joined the then StandardTrust Bank group and was quickly appointed Executive Vice Chairman/Group CEO ofHEIRS Insurance, the insurance services arm of the STB group.  Upon the merger of the old STB group and United Bank for Africa to form UBA Plc (thelargest bank in the West African Sub region), Niyi was retained as the EVC/Group CEO ofthe UBA Insurance group comprising General Insurance business, Life InsuranceBusiness, Health Management Organisation and broadband Financial Services. Niyipioneered the deployment of the Bancassurance business model as an operating brandand led key strategies that revolutionized service delivery within the Nigerian insurancemarket space. Niyi is a facilitation delight any day and has traversed several states andcountries delivering keynote financial market, organization and industry strategy papers,as well as serving as consultant on wide ranging areas of the economy to high networthindividuals, private enterprises, state governments and the Federal Government ofNigeria. He graduated with First Class Honors, major in Business Administration from theUniversity of Benin and emerged as best graduating student in his Institute of CharteredAccountants of Nigeria (ICAN) professional examinations. He has attended keymanagement and professional training programmes in Nigeria, Europe and the UnitedStates and holds professional membership of the Chartered Institute of Taxation ofNigeria and Nigerian Institute of Management. Niyi is an avid reader, keen sports follower, music lover and dancer. He loves to traveland is happily married to his lovely wife, Queen with whom he is blessed with fourwonderful children.He serves on the board of several companies and organizations and is Chairman ofInvestcorp Capital Limited. 43.
    44. 44. Profile of Project FacultyOvota Iyamu Ovota Iyamu has over 25 years experience in human resources, performancemanagement, human capital design and change management. She has worked atAccenture (Andersen Consulting), Praxis Nigeria Ltd., Continental Merchant Bank.She is currently a management executive in a manufacturing company. She has delivered management training in instructor skills, problem solving,team development, coaching, presentation skills, business writing, diversityawareness, and customer service. She also has experience in overseeing andimplementing workforce productivity and performance management. Ovota has a M.A. in Communication from Stephen F. Austin State University inTexas, and a B.A. in Communication from University of Tennessee in Knoxville,both in the United States of America.  44
    45. 45. Expertise in Experience Management Industry Assignment Clients• Service Strategy Strategy Development & Development Engineering Implementation• Service delivery retreat Service Quality, Process audit, Customer Retention, Cross selling/upselling, Banking customer service training, KYC, customer• Mystery audits journey assessment, project deployment• Process Audit Engineering Business Process audit, Database & manufacturingManagement Project deployment outside Lagos• Process Optimization TAT Reduction of customs clearing process, Oil & Gas Process & Training• Process Outsourcing Service audit – Experience & Standardization.• Lean six sigma Recommendations on service improvement, Oil & Gas standardization & payment insourcing training• BPM training• Service delivery audit training Six sigma, lean six sigma Banking training BPM training Service delivery audit training 45