Day 1, April 25, 2019, Thursday
1. Strategy Planning: Getting the first steps right for your strategic transformation
It starts from the top cascaded down below to the bottom of the organization. Leaders must clearly define the vision of their ‘company transformation’ taking into consideration three important elements: people, process, and technology. What kind of skill set the workforce will need to perform best quality work output? How do we improve company structure and systems that will make internal processes efficient and effective to customers? What is a realistic market share and level of profitability for companies? How do we bridge strategy to successful execution?
2. Understanding process and its dynamics: how it works
Dr. James Deming says: ‘If you cannot describe what you do, you cannot improve it’. This session will discuss the concept and framework of process management and its dynamics, how it works, and how best to align with various business units in an organization to achieve set corporate goals. Some tools are presented to improve process.
3. From process improvement to transformation: Rethink strategic alignment, customer experience, and value creation
How do companies start their transformation journey? To define company’s transformation, there is a need to focus on strategic value creation, build stronger relationships with business units and technology enablers, and focus on areas where it creates the most customer and business impact. A case study is presented to illustrate the transformation journey.
4. Customer Journey Optimization: Lean Operations in the Age of Customer-Centricity
Learn how to optimize the customer journey. Lean principles and thinking helps bridge the gap by connecting fact-based customer journey analysis to operational efficiency.
Learn how digitization of business process information can be used to reduce defects. Track data elements on customer satisfaction and use this information to communicate areas for improvement.
6. A New Approach to Kaizen
The underlying philosophy of Kaizen is every process needs to have an improvement plan. To incrementally improve current state, begin with the end in mind. Use Kaizen as a means towards the creation of the perfect Value Stream.
7. Managing risks to support operational excellence
It is not easy to manage business risks and uncertainties to react to the changing business dynamics to be more competitive in the market. This session will leverage on Six Sigma thinking and tools to mitigate and control risks that will impact various company’s initiatives.
Day 2, April 26, 2019, Friday
1. Leveraging Lean Six Sigma, Robotics, Analytics, and Business Architecture
Design the building blocks of your change delivery based on your transformation strategies. When does RPA (Robotic Program Automation) makes the biggest difference? Follow through change lifecycle to ensure engagement and sustainability.
2. Becoming an agile organization
What are the ways to jumpstart the innovation culture and thinking in the organization? Is your organization known for agility and creating unique products and services? Does each employee in your organization internalize the value of failing fast? These are indicators you’ve established an innovation and agile culture. Corporate surveys and KPIs don’t measure an organization’s ability to innovate. These only focus on outputs, and frankly, most of these are too subjective. Innovation capabilities are measured by inputs, outputs, and its resiliency. How do business leaders create agile initiatives to manage change and market?
3. Upgrading skill sets of workforce: What are these key skills?
How can process improvement professionals upgrade their skill sets to cope with the new reality of transformation? In a digital process environment, one should be prepared with necessary skill sets that greatly affect performance and success. What are these key management skills to be developed and acquired?
4. Targeting the Soul: Human Centered Design Synergy with Lean Six Sigma
The next evolution of Lean Six Sigma practice is to understand that initiatives are not only confined with the rigor of analytics, big data, and statistical interference. It should then be elevated to offering solutions not based solely on merits of numbers but in considering the points of human sensory experience. hence, the goal is to synergize human centered design by mapping user persona towards solution insighting and complementing it with industry’s best practices towards transformation, such asL Karakuri Kaizen, Da Vincian Principles, and TRIZ. To take it from Walt Disney, this topic will invite us to IMAGINEER!
The 4th industrial revolution pertains to the digital transformation and smart automation of any industry (initially focused on the manufacturing sector). What comes along with this evolution is the development of robust means of collecting data that can be used to build business strategies, and processes that support the advancements in technology.
Data from automated platforms will still need to be structured, analyzed and interpreted to come up with a sound decision, a process that is typically part of what we do in Lean Six Sigma. Furthermore, we can use the Lean Six Sigma discipline to control capabilities of automated processes to ensure that it churn predictable output or outcome.
6. Inclusive leadership to inspire human-based innovation
What does a transformational leader look like? Good governance, transparency, flexibility, and inclusivity are hallmarks of successful leadership and management. How does a good leader inspire to drive his team towards achieving set corporate goals? Check out best practices of successful leaders.