Implementing Improvement Strategies: Practical Tools and Methods
Dates: Nov 21-22, 2013 | Apr 01-02, 2014 | Jul 10-11, 2014 | Nov 20-21, 2014
Certificate Track: Technology, Operations, and Value Chain Management
Location: Cambridge, Massachusetts
Tuition: $2,900 (excluding accommodations)
Program Days (for certificate credit): 2
This program goes beyond traditional Toyota-style tools and far beyond the factory floor, translating Toyota methods to western cultures and language, and to industries to all kinds. It provides participants with a framework for understanding what drives improvement and how it can be implemented in every function across the organization. It also helps leaders see how these methods can be applied and integrated with major business targets and work streams. It focuses on the thinking behind the tools and methods, allowing improvement to be accomplished in a rapid and natural way. The course helps managers identify the true value-added elements of work and understand the good practices that they already have in place so that they can build on their successes in a principled way rather than forcing a formulaic, programmatic approach. Inspired by extensive research on several leading companies, this program highlights the principles and practices that have enabled several such companies to consistently and significantly outperform their competitors year after year.
The program is intended for executives, senior managers, and leaders from every sector. Managers at any level of responsibility will benefit from this program, but it's the senior leadership that should be able to embrace and champion the principles of improvement for the benefit of the entire organization.
Here are some indicators that this program will be of value:
- An organization's need for improvement is greater than its ability to deliver it.
- Company executives are drowning in data, emails, and meetings, and suffering under the weight of a large number of activities and initiatives, many of which are not focused on the important issues.
- Management behavior doesn’t change much or is actively resistant to improvement.
- Improvement methods are not integrated into all of the company's work beyond that of the improvement department.
- There is lack of clear understanding how improvement methodologies and value-add apply to executives, knowledge workers, and technical and administrative staff in non-factory settings.