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Operational Excellence Consulting - Training Brochure


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Operational Excellence Consulting Training Brochure - Empowering sustainable change

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Operational Excellence Consulting - Training Brochure

  1. 1. Empowering sustainable change
  2. 2. List of Training Programs::: Lean Thinking for Transformational Leadership 2​::: Kaizen​​ 3::: 5S & Visual Management 4::: Value Stream Mapping 5::: Training Within Industry (TWI) 6::: PDCA Problem Solving 7::: A3 Problem Solving 8::: Total Productive Maintenance (TPM)​​ 9::: Total Quality Management (TQM) 10​::: Hoshin Kanri 11::: Cost of Quality​ 12::: Benchmarking 13::: ​Suggestion System (Kaizen Teian) ​ 14::: Six Sigma Overview 15::: Lean Six Sigma Overview 16​::: Delivering Service Excellence 17About Operational Excellence Consulting 1 Operational Excellence Consulting :: Empowering sustainable change
  3. 3. Lean Thinking for Transformational LeadershipDescription Methodology​ Lean (a.k.a. TPS – Toyota Production System) is an organization- Short lectures, individual exercises, group activities and discussionswide continuous improvement initiative that is gaining popularity in and Q&A​the manufacturing, process and service industries today. Learning ObjectivesThis one-day workshop introduces you to the principles and key concepts of Lean. You will gain an understanding of productivity • Explain how Lean improves business performanceloss from the three major sources of waste: • Describe the Lean principles and approach to continuous improvement(1) Non-value added work, • Define value and waste(2) Process variability and • Understand the applications of the Lean principles and Lean(3) Process/System inflexibility (bottlenecks) "tools" • Define the role of the Lean LeaderIn addition, you will learn how Lean principles and tools can be • Define the critical success factors in starting and sustaining aapplied to eliminate non-value added work, create stable processes Lean cultureand mistake-proof operations so as to significantly improveproductivity and increase value to customers. Program Outline As a senior executive, you will gain a deeper insight into your role • Introduction to Leanas a Lean Leader and create the right conditions to start and • Productivity Loss is Caused by Three Major Sources of Wastesustain a successful Lean program. • Examples of Lean Adoption in Manufacturing and Service​ EnvironmentsRecommended Audience • Lean Principles and Approach to Creating Customer Value • Lean and Six SigmaSenior executives, managers, project champions or project • Understanding Value and Wastesponsors of manufacturing and service industries who are • Key Lean “Tools”interested in getting a “big picture” perspective of Lean before • The Lean Framework embarking on the detailed planning and implementation • Role of the Lean Leader • Key Considerations in Developing a Lean InfrastructureDuration: 1 day • Developing "Kaizen Eyes" • Sustaining a Lean Culture 2 Operational Excellence Consulting :: Empowering sustainable change
  4. 4. KaizenDescription MethodologyKaizen strategy is the single most important concept in Japanese Short lectures, individual exercises, group activities and discussionsmanagement – the key to successful Japanese companies such as and Q&AToyota. Learning ObjectivesBased on Masaaki Imais teachings on Kaizen and Gemba Kaizen, ​this workshop is specially designed for managers and supervisors • Explain the key concepts of Kaizenwho are interested in developing a Kaizen culture in the workplace • Manage Kaizen activities as a means to eliminate waste andand facilitating Kaizen events as a mechanism to improve operational provide increased value to customersefficiency. • Learn the key tools and techniques in the Kaizen approach to problem solvingParticipants will learn the key concepts and benefits of Kaizen and • D efine the key steps in conducting a Kaizen eventhow to manage Kaizen in their work areas to improve productivity • Explain the role of management in managing Kaizen activitiesand customer value. This workshop will enable participants to • ​Understand the critical success factors in sustaining Kaizenunderstand the key tools and techniques for running Kaizen activities activitieson a daily basis, problem solving, conducting a Kaizen event as wellas overcoming barriers to successful implementation. Program Outline Recommended Audience • Introduction to Kaizen​Managers, supervisors, facilitators and Continuous Improvement • Kaizen & Wastesteering committee members responsible for deploying Kaizen in the • Key Concepts of Kaizenwork areas • Kaizen Management • Kaizen PracticesDuration • Kaizen Implementation • Problem Solving1-day and 2-day programs are available • Developing “Kaizen Eyes” • Role of Management • Critical Success Factors ​ 3 Operational Excellence Consulting :: Empowering sustainable change
  5. 5. 5S & Visual ManagementDescription Learning Objectives ​5S good housekeeping and workplace organization is a set of basic • Understand the importance and benefits of 5Smanagement principles that are widely adopted in industries • Define each of the 5S principles, and identify types of visualtoday. As a foundation of Lean management, the key targets of 5S managementare improved workplace efficiency, morale and safety. • Explain how to implement each of the 5S principles • Explain how to apply 5S in the officeIn this workshop, you will learn how to mobilize and align yourmanagement team to launch or improve a 5S and Visual • Identify the infrastructure necessary for starting and sustainingManagement implementation in your organization. The workshop a 5S initiative in your organizationcovers 5S and Visual Management best practices, step-by-step • Define the critical success factors for 5S implementationimplementation guidance, and the best ways to integrate 5S intothe organization’s culture to achieve sustainable world-class Program Outline​excellence. It includes the principles of 5S and Visual Managementand the benefits, initial implementation, future refinement, self- • Introduction & Overview of 5Sassessment as well as the infrastructure necessary to start and • What is 5S?sustain a 5S initiative for your organization. • Why 5S? • 5S as a Foundation of Lean ManagementRecommended Audience • 5S Principles - 1S: Sort (Seiri)Managers, supervisors and 5S steering committee members - 2S: Set In Order (Seiton)​Methodology - 3S: Shine (Seiso) - 4S: Standardize (Seiketsu)Short lectures, individual exercises, group activities and discussions - 5S: Sustain (Shitsuke)and Q&A • Visual Management​ • 5S Applications in Safety, Quality, Reliability & Waste​Duration • 5S in the Office • Starting, Launching & Promoting a 5S Initiative1 day • Supporting Lean Tools for 5S Implementation • Critical Success Factors  4 Operational Excellence Consulting :: Empowering sustainable change
  6. 6. Value Stream MappingThis workshop provides a step-by-step instruction to enable ​Methodologyparticipants to create current state and future state value streammaps, and to identify opportunities to achieve the future state that Short lectures, individual exercises, group activities and discussionshave the greatest impacts on the business as well as customer and Q&Avalue.​ You will learn how the critical tool of value stream mappingand analysis helps your organization see waste and opportunities, Program Outlineand envision a Lean future state. • Key Principles of LeanRecommended Audience • Understanding Value, Wastes & Inflexibility​ • Overview of Lean Methodology & ToolsManagers, supervisors, Lean practitioners and staff • Introduction to Value Stream Mapping, Tools and SymbolsLearning Objectives • Identifying a Business Value Stream • Step-by-Step Approach to Value Stream Mapping​Upon completion of this workshop, participants will be able to: • Assessing Value-Added and Non-Value-Added Activities • Defining Goals and Gaps• Map a current-state value stream • Definition of the Future State Value Stream• Develop a data collection plan for the value stream map • Using Value Stream Map to Identify Lean Improvement Projects• Conduct end-to-end assessment of value-added versus non- • Prioritizing & Selecting Lean Projects value-added activities • Define Actions to Close Gap• Scope opportunities by framing project problem statements based on identified waste  Duration• Prioritize project based on strategic objectives• Develop action plan to achieve the future state 2 days• Envision the Lean future state and create the future-state value stream map• Engage other teams in mapping their processes and surfacing more opportunities for improvement 5 Operational Excellence Consulting :: Empowering sustainable change
  7. 7. Training Within Industry (TWI)Training Within Industry (TWI) is an integral part of Lean to Recommended Audiencereinforce the practice of Standard Work. Standardized work Supervisors, Line Leaders, Charge-hands, Trainers and Assistanteliminates waste, improves process stability and provides a baseline Foremen from manufacturing companiesfor process improvement. MethodologyProgram Objectives Short lectures, discussions and practice demonstrationsJob Relations (JR): To lead people by effectively and positivelydealing with relationship problems between the supervisor and the Program Outlineemployee, and preventing these problems from developing in thefirst place by maintaining positive employee relationships. • Overview and Introduction • Role of Supervisors in Lean ManufacturingJob Instruction (JI): To provide proper training and assuring this • Five Needs of Good Supervisorstraining is effective in helping people do their jobs correctly and • Job Instruction (JI)efficiently. Four Steps for Job Instruction Four Steps to Get ReadyJob Methods (JM): To improve processes and the workplace by Job Breakdown – Important Steps, Key Points & Reasonsdeveloping improvement proposals and implementing them to get Training Timetablesimproved results. Special Instruction Problems (and how to handle them) Job Instruction & Standard WorkBenefits • Job Methods (JM)• Get more done with less machines and manpower Four Steps for Job Methods Improvement• Improve quality, reduce scrap by achieving standard work Job Breakdown Sheet across workers and shifts 5W’s & 1H• Reduce safety incidents Eliminate, Combine, Rearrange & Simplify• Decrease training time, especially for temporary workers Job Method Improvement Proposal Sheet• Reduce labor hours Resistance & Resentment• Reduce grievances • Job Relations (JR)• Transfer knowledge from a skilled workforce to an unskilled or Chart on Supervisory Responsibility green workforce Foundations for Good Relations Chart on the IndividualDuration: 2 days How Problems Arise Four Steps for Job Relations • Sustaining TWI 6 Operational Excellence Consulting :: Empowering sustainable change
  8. 8. PDCA Problem SolvingDescription MethodologyHow do you solve business problems that are cross-functional and Short lectures, individual exercises, group activities and discussionsthere is not a single subject matter expert who has sufficient and Q&Aknowledge about the real causes of the problem? How do you breakthrough the functional silos to obtain a detailed understanding ofthe current processes and then develop a future state process that Learning Objectivesinvolves all departments and gives you the true nature of theproblem to be solved? • Understand the principles and key concepts of problem solving • Learn how to apply the PDCA approach and basic quality tools toIn this workshop, you will learn the structured Plan-Do-Check-Act • problem solving(PDCA) approach to problem solving. The PDCA problem solving • Learn how to prepare an A3 problem solving reportprocess is a technique that is used by Toyota to identify problems,analyze root causes and generate solutions. When combined with • Understand the roles of problem solving teamthe basic quality ("QC") tools, real causes to business problems can • Define the critical success factors for effective problem solvingbe identified and effective solutions can be put in place to preventsimilar problems from recurring in the future. Program OutlineRecommended Audience • Introduction to Problem Solving​ • Concept of Problem Solving TeamsAny manager or staff who is interested in facilitating, leading or • Overview of Process Managementparticipating in a problem solving project • PDCA Approach to Problem Solving • Problem Solving ToolsDuration • Examples & Practice Tips • Project Reporting Using A3 Storyboard2 Days • 10 Common Mistakes​ • Critical Success Factors  7 Operational Excellence Consulting :: Empowering sustainable change
  9. 9. A3 Problem SolvingDescription Learning Objectives​ In this workshop, participants will learn the structured problem- • Identify the types of wastes that contribute to workplacesolving approach that uses a tool called the A3 Problem-Solving inefficiencyReport. The A3 report is a tool that Toyota uses to propose • D efine the benefits of the A3 reportsolutions to problems, give status reports on ongoing projects, and • Carry out the A3 problem solving processreport results of information gathering activity. The term "A3" is • Perform root cause analysisderived from the paper size used for the report, which is the metric • Make a clear and concise A3 reportequivalent to the 11" x 17" paper. ​​ Program OutlineYou will learn the steps to proceed from problem identification toresolution in a fashion that fosters learning, collaboration, and • Introduction to Leanpersonal development. The problem-solving team records the • Overview of the Types of Wasteresults of investigation and planning in a concise, two-page • What is the A3 Reportdocument (the A3 Report) that facilitates knowledge sharing and • Why use the A3 Reportcollaboration. • The A3 Problem Solving Process - Step-by-step - Identify a problem or needRecommended Audience - Conduct research to understand the current situation​ - Conduct root cause analysisLean managers, operations/production managers, engineers and - Devise countermeasures to address root causespractitioners - Develop a target state - Create an implementation planMethodology - Develop a follow-up plan with predicted outcomes - Discuss plans with all affected partiesShort lectures, individual exercises, group activities and discussions - Obtain approval for implementationand Q&A - Implement plans - Evaluate the resultsDuration • Common Mistakes to Avoid • Critical Success Factors2 Days • Workshop: Making Your A3 Report • ​Conclusion and Wrap-up  8 Operational Excellence Consulting :: Empowering sustainable change
  10. 10. Total Productive Maintenance (TPM)Description Methodology​ Total Productive Maintenance (TPM), is a company-wide initiative Short lectures, individual exercises, group activities and discussionsfor maximizing the effectiveness of equipment. The goal of the and Q&A​TPM program is to significantly increase labor and capitalproductivity while, at the same time, increasing employee morale Program Outlineand job satisfaction. TPM brings maintenance into focus as a necessary and vitally important part of the business. Targeted at all • Overview of TPMlevels of the organization, TPM and its 8 pillars provide the • TPM Foundations – 5S & Visual Managementnecessary process and tools to achieve zero defects, zero • TPM Toolsbreakdowns and zero accidents. • Equipment Loss & Overall Equipment Effectiveness (OEE)Recommended Audience • The 8 Pillars of TPM​ - Autonomous MaintenanceManagers, engineers, supervisors, TPM steering committee and - Planned Maintenanceother operational staff from production, engineering and - Early Equipment Managementmaintenance - Focused Improvement - Quality MaintenanceLearning Objectives - Education and Training - TPM in the Office• Understand the concept and management philosophy of TPM - Safety & Environmental Management as a foundation for Lean Transformation • Improving Equipment Reliability through Integration of• Learn the 8 pillars of TPM activities, TPM implementation Autonomous Maintenance & Planned Maintenance strategy, roadmap and step-by-step approach • TPM Roles and Responsibilities• Learn the TPM tools and be able to identify and eliminate loss • TPM Planning & Implementation through TPM implementation • Critical Success Factors for TPM Implementation• Understand the Autonomous Maintenance process and how to improve equipment reliability Duration• Understand the roles of a TPM implementation organization and the critical success factors 1-day and 2-day programs are available 9 Operational Excellence Consulting :: Empowering sustainable change
  11. 11. Total Quality Management (TQM)Description MethodologyThis workshop is designed to help you, as a key manager, Short lectures, individual exercises, group activities and discussionsunderstand how to approach quality as a company-wide and Q&Aeffort. You will learn how to make a commitment, plan and beginto implement systems for managing quality that integrates all the Learning Objectivespeople, processes and continuous improvement initiativestogether. • Explain the Principles of Quality • Describe the TQM framework (“House of Quality”)Based on Philip Crosbys methodology, this workshop introduces • D efine the Four Key Activities for managing qualityparticipants to the Five Quality Principles and the Four Key • Explain the need for a culture change, starting at the topActivities for Quality Management. • D emonstrate a personal commitment to total quality • Explain the TQM implementation infrastructureFinally, the role of the manager will be examined so as to identify • D escribe how to put the systems for TQM into motionwhat you, personally, can do to plan the improvement process andcommunicate the need to change. • Identify ways to sustain TQM activities • Understand a manager’s role in quality improvementTo manage and improve quality, a long-term commitment of timeand effort will be required. For these efforts to succeed, every Program Outlineemployee in the company must get involved. TQM is designed to ​involve every employee in your company in quality improvement • Welcome & Introductionefforts. • Goals of TQM • Understanding the Principles of QualityRecommended Audience • The TQM Framework​ • Four Key ActivitiesSenior managers and heads of departments who are responsible • Making a Commitmentfor making quality happen in the workplace • Planning for TQM • Putting Systems into MotionDuration • Keeping it Going1 day and 2-day programs are available • Management’s Role in TQM • Summary & Closing  10 Operational Excellence Consulting :: Empowering sustainable change
  12. 12. Hoshin KanriDescription Benefits ​Hoshin Kanri is a powerful, systematic Strategic Planning With the discipline of Hoshin Kanri in place, a company can expectmethodology that uses a Plan-Do-Check-Act cycle to create goals, the following benefits:choose control measures and link daily control activities to the ​companys strategy. • Focuses the entire company on a few vital goals, rather than the trivial manyIt involves a "catchball" as the driving force of alignment, clarification • Creates alignment towards breakthrough objectives throughand employee involvement. involvement of the whole management team in the planning processThe methodology has been used by some of the world’s most • Communicates the key goals to all managers and staffsuccessful companies such as Toyota, Hewlett-Packard and Bank of • Integrates and encourages cross-functional cooperation toAmerica as a systematic approach to capture and cement strategic achieve breakthroughsgoals and develop the means to bring these into reality. • A review process which holds participants accountable for achieving their part of the planRecommended Audience​ Program OutlineSenior executives and heads of departments/sections who are responsible for the successful achievement of the company shared • Introduction to Hoshin Kanrigoal • What is Hoshin Kanri?Methodology • Underlying Principles of Hoshin Kanri • Hoshin Kanri Process Using PDCA ApproachShort lectures, individual exercises, group activities and discussions • Hoshin Kanri Toolsand Q&A • Elements of Hoshin KanriDuration • Management Reviews • Critical Success Factors2 days • Summary & Closing Comments  11 Operational Excellence Consulting :: Empowering sustainable change
  13. 13. Cost of Quality (COQ)Description Learning Objectives ​As a key factor of competitiveness, cost has to be managed all the • To understand the COQ methodologytime, not only in times of economic downturn. The Cost Of Quality • To identify major cost components related to the Cost Of Non-(COQ) program fits well into any operational excellence initiative, Conformance (CONC) and Cost Of Conformance (COC)including Lean, Six Sigma and TQM. • To acquire skills to identify and collect cost and COQ informationThe COQ methodology covered in this workshop is a practical • To analyze the COQ information obtained and relate the data toapproach to quantifying the financial impact of the Cost Of Non- possible solutions that can help reduce COQ in theirConformance (CONC) and Cost Of Conformance (COC), shifting the organizationsproblem-solving focus from quick fix to prevention, and prioritizingquality improvement opportunities based on the expected financialreturn. Program OutlineRecommended Audience • Introduction & Basic Concepts of COQ​ • Link between quality costing and profitsAll senior managers and heads of departments who are responsible • Why measure COQ?for quality improvement • What is COQ? • COQ and Lean & Six SigmaMethodology • Key steps in setting up a COQ systemShort lectures, individual exercises, group activities and discussions • Preparation for a COQ systemand Q&A • Four phases of a COQ system • Phase 1: Identifying COQ ItemsDuration • Phase 2: Collecting COQ Data • Phase 3: Analyzing COQ Data1 day • Phase 4: Reducing COQ & Improving Quality ​ 12 Operational Excellence Consulting :: Empowering sustainable change
  14. 14. BenchmarkingDescription Benefits ​Benchmarking is the process of continually searching for the best • Explain what benchmarking ismethods, practices and processes, and either adopting or adapting • Acquire the benchmarking process know-how based on thetheir good features and implementing them to become the “best four-phase, ten-step Xerox Benchmarking modelof the best.” • Determine the best processes to benchmark to meet your​ needsTo become the best-in-class, organizations need to implement the • Define the critical success factors in benchmarkingright processes to get there. implementation​This workshop covers the benefits of benchmarking, various types Program Outlineof benchmarking, identification of what to benchmark, andprovides a detailed step by step guidance on how to systematically • Introduction to Benchmarkingcarry out a benchmarking project based on the world-renowned • What is Benchmarking?Xerox benchmarking model. It also includes practical tips on the • Why Benchmark?benchmarking process, benchmarking etiquettes and the critical • Four Phases of Benchmarkingsuccess factors. • Preparation for Benchmarking • The Benchmarking ProcessRecommended Audience • Step-by-step: Xerox Benchmarking Process​ • Step 1: What to benchmark?Managers, team leaders and members of benchmarking project • Step 2: Whom to benchmark?teams • Step 3: Data collection • Step 4: Determine current performance “gap”Methodology • Step 5: Project future performance levels • Step 6: Communicate findings and gain acceptanceShort lectures, individual exercises, group activities and discussions • Step 7 Establish goalsand Q&A • Step 8: Develop action plans • Step 9: Implement actions and monitor progressDuration • Step 10: Re-calibrate benchmarks • Dos & Donts1-day and 2-day programs are available • Critical Success Factors 13 Operational Excellence Consulting :: Empowering sustainable change
  15. 15. Suggestion SystemDescription Learning Objectives ​Employees have lots of ideas, but how do you listen to them? How • Learn how to plan and launch a suggestion systemdo you harvest their ideas formally and informally, and bubble up • Acquire skills in setting up a management infrastructure tothe good ones? How do you generate good quality ideas and generate ideas, capture quality ideas, evaluate ideas and sustainsustain the flow of employees suggestions to increase customer a constant flow of ideassatisfaction, improve bottom line and enhance employee • Learn how to develop employees to identify opportunities formotivation and enthusiasm? improvement and write good quality ideas • Develop supervisors and managers to guide employees inIn this workshop, you will learn how to define the characteristics of writing suggestionsa successful staff suggestion system and establish an infrastructureto implement and sustain an employee suggestion system that • Learn how to recognize and reward participationprovides a constant flow of quality ideas. Program OutlineRecommended Audience​ • Introduction & Basic ConceptsManagers, supervisors and staff suggestion scheme steering • Scope of Suggestionscommittee members who are responsible for making the scheme • Goals of a Suggestion Systemsuccessful • Planning & Launching a Suggestion SystemMethodology • Roles & Responsibilities of the Suggestions Committee, Suggestions Office & Department RepresentativesShort lectures, individual exercises, group activities and discussions • The Suggestions Processand Q&A • Evaluation & Award Systems • How to Develop Good Quality SuggestionsDuration • How to Sustain a Suggestion System1 day 14 Operational Excellence Consulting :: Empowering sustainable change
  16. 16. Six Sigma OverviewDescription Learning Objectives ​In todays competitive environment, organizations must delight their • Explain how Six Sigma improves business performancecustomers and relentlessly look for new ways to exceed their • Describe the Six Sigma philosophy and approach to continuousexpectations. To accomplish this, Six Sigma Quality has to become a improvementpart of an organization’s culture. Six Sigma provides a rigorous and • Define process variabilitystructured approach to help organizations improve their • Describe the DMAIC improvement methodologyperformance in meeting their customers requirements. • Recognize which Six Sigma tools to use for a particular problemThis workshop introduces you to the Six Sigma philosophy, • Identify Six Sigma roles and responsibilities, project selection andmethodology and tools and the infrastructure for successful Six project management to realize the benefitsSigma deployment without too much of statistical jargon. It includesapplications of Six Sigma in manufacturing, process and service Program Outlineindustries, step-by-step DMAIC improvement approach, phasedescription and deliverables, and roles of the Leadership team, • Overview of Six SigmaChampion, Process Owner, Black Belt and Green Belt. • Key Concepts of Six Sigma​ • Applications of Six Sigma in Manufacturing, Process & ServiceRecommended Audience IndustriesSenior executives, managers, project champions or project sponsors • Six Sigma DMAIC Methodology​ • Six Sigma ToolkitMethodology • Organizing for Six Sigma • Project Selection and ManagementShort lectures, individual exercises, group activities and discussions • Critical Success Factorsand Q&A​Duration: 1 day 15 Operational Excellence Consulting :: Empowering sustainable change
  17. 17. Lean Six Sigma OverviewDescription Learning Objectives Lean Six Sigma provides a rigorous and structured approach to • Explain how Lean Six Sigma improves business performancehelp organizations improve their performance in meeting their • Describe the Lean Six Sigma philosophy and approach tocustomers requirements. continuous improvement • Define value, waste, and process variabilityThis workshop introduces you to the Lean Six Sigma philosophy, • Explain Lean principles and DMAIC improvement methodologytools, DMAIC structured problem solving and the infrastructure forsuccessful Lean Six Sigma deployment. It emphasizes how to lead a • Familiarize with Lean Six Sigma tools and their proper usesuccessful Lean Six Sigma deployment. • Identify Lean Sigma roles and responsibilities, project selection, measurements, results tracking, and management of projectRecommended Audience results to sustain the gainsSenior executives, managers, project champions or project Program Outlinesponsors​ • Introduction to Lean Six SigmaMethodology • Lean Six Sigma Philosophy and Approach to Continuous ImprovementShort lectures, individual exercises, group activities and discussions • Understanding Value, Waste and Process Variabilityand Q&A • Overview of Lean Principles & Lean “Tools”Duration • Overview of DMAIC - Six Sigma improvement methodology and tools1 day • Lean Six Sigma roles and responsibilities • Deploying Lean Six Sigma into the Organization • Project selection, measurements, results tracking and management of results to sustain the gains • Creating and Sustaining a Lean Six Sigma Culture 16 Operational Excellence Consulting :: Empowering sustainable change
  18. 18. Delivering Service ExcellenceDescription Learning OutcomesIn this workshop, you will learn the approach to customer • Understand and accept why and how service excellence issatisfaction, how to manage your own emotions and deliver important to your organizationprofessional and personalized service, and treat customers as • Be able to manage own emotions and deliver professional andunique individuals with different needs and expectations. It personalized serviceincludes the techniques and skills to find out and respond to each • Treat customers as unique individuals with different needs andcustomers needs and expectations, reduce customers negative expectationsfeelings and heighten customers positive feelings towards your • Know how to find out and respond to each customer’s needsorganization. Finally, you will learn how to satisfy customers in and expectationscomfortable and difficult conditions as well as apply the five As of • Know how to reduce customer’s negative feelings and heightenservice recovery. customer’s positive feelings towards the organization • Learn how to say no to customers in a positive mannerTarget Audience • Be able to apply a recovery process in a difficult situationThis workshop is recommended for frontline staff and supervisors ​who interact with your internal and external customers, whether on Program Outlinethe phone, email or face-to-face as well as anyone who requires the essential techniques and skills to provide excellent customer • Introduction to Delivering Service Excellenceservice. • Managing Myself – the Service Provider • Identifying Customer Condition and Establishing RapportMethodology • D etermining Customer Needs and Expectations • Effective Communication TechniquesShort lectures, individual exercises, group activities and discussions, • Meeting and Exceeding Customer Needs and Expectations role plays and Q&A • Satisfying Customers in Comfortable and Difficult ConditionsLearning Objectives • 5 Steps of Service Recovery​ • Summary and conclusion• To instill in customer service staff the importance of providing excellent customer service Duration• To equip frontline personnel with effective customer service ​ techniques and skills to provide service excellence 2 days• To manage and handle customer interactions and relationships 17 Operational Excellence Consulting :: Empowering sustainable change
  19. 19. About Operational Excellence ConsultingWho we areOperational Excellence Consulting helps organizations to work smarter and grow faster. Our work is always evolving torespond to industry trends and management focus, and we combine our deep technical skills in response to our clientschanging needs. Over time, what we do remain closely linked with helping our clients improve the way they operate; innovateand grow; reduce costs; manage risks; leverage talent; and change the way they do business.One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes, technologyand continuous improvement initiatives to suit the specific needs and situations of our clients.What we doBased in Singapore, we provide corporate learning programs and management advisory services to assist our clients toachieve breakthrough in business performance and effectiveness. Our aim is to support our clients in designing, managingand executing lasting beneficial change.Who we serveWe work with government bodies, multinational corporations and small and medium-sized enterprises of a wide spectrum ofindustries. They include public sector, manufacturing, engineering, IT, printing and media, aerospace, defence, financialservices and insurance, education, retail, oil and gas, etc. 18 Operational Excellence Consulting :: Empowering sustainable change
  20. 20. Contact Us Phone: +65-6787-8246 ​ Email: Registered Office: 28 Simei Street 1, #01-13 Singapore 529948 ​ Business Registration No.: 53141573B Website:© Operational Excellence Consulting. All rights reserved.