Why frustration and de-motivation can reach so high levels in work forces. Movies and Case Studies.
The IWT (Idle - Walk - Talk) phenomenon in Industry: what are its origins. Movies and Case Studies.
People Performance: why "traditional" enterprises find it difficult to achieve
Why people "don't perform": the root causes of poor performance date back to over 2 centuries ago - is our Industrial DNA still polluted by the obsolete principles of the First Industrial Revolution? Movies and Case Studies
Why "money" does not solve the problem of poor performance - Interactive Workshop.
Why all traditional management and motivational techniques somehow fail - Why communication is so difficult - Why in many enterprises there is a communication problem.
Organisational Structures that Support Effective Employee Involvement and Performance Schemes
Harmonising the HR Management strategy with enterprise's culture, management style, approach to clients, approach to suppliers, and method of Operations.
The 4 Organisational Models in industrial history: to which Model does your enterprise respond? Is the Model suited for high people performance? (more ») Workshop: Scanning an Organisational Structure and defining the most appropriate HR Management strategy. Is TEI suited to all enterprises ?
Selecting/employing personnel 20 years ago and today - what are the main differences (Interactive Workshop)
Team work: the solution?
Teams, project teams, improvement teams, inter-functional teams, re-engineering teams - and... meetings! Is "team-work" the real key to high involvement? Why team-work alone does not guarantee high participation nor performance. Under which conditions can it assure effective involvement and beneficial results (Interactive Exercise).
About Involvement: from the "Suggestion box" Scheme to Total Participation and Performance
Generation of interest and involvement in people - what is the secret, missing ingredient?
Why all "traditional" Involvement schemes have generally failed to produce valuable results?
Business Benefits of modern Employee Involvement Programmes.
Transmitting Basic Lean-Thinking (more ») and Value-Adding-Management (more ») Concepts to People
The key is orientation to value.
How to transmit lean principles to people - explaining value-adding and non-value-adding - explaining what waste is and how to identify it - generating awareness: the one-piece-flow experiment in manufacturing operations and its extrapolation for deployment in all industries. Movies and Case Studies.
Practical ways and tips to obtain higher people involvement and performance
How to insert people in value-generating processes. Making people understand the difference between single-skill/single-function activities (tasks) and multi-skill/multi-function process management. How to switch over from simple tasks to simple processes. How to evolve from "job description" to "process description". Movies and Case Studies.
Implementation Requirements and Strategies for Getting Started
The link between Waste in Operational Processes and Employee Performance - why eliminating the former assures enhancement of the latter - the 5S approach for getting started.
The key role of Lean Disciplines in increasing Workers' and Supervisors involvement: why all of them contribute greatly to the target. The bottom-up approach to Total Quality Management: quality building through people creative power - Benefits of deploying the Value Stream Management discipline with high people involvement.
Tools and Skills Needed to be Successful in a Team Environment
How to get greater Employee Involvement through Improvement Teams activities - how to prepare the ground for successful and effective team work at operational level. Basic rules and conditions to be fulfilled.
Practical deployment of the Improvement Team strategy in manufacturing operations and in project type of works. The concept of the "Last Planner" in Construction, Engineering and Maintenance. Movies and Case Studies.
A Comprehensive Model of Total Employee Involvement
Using the Lean Kaizen approach : continuous, systematic improvement through people and their brain-power.
Basic Kaizen principles for Managers, Supervisors and shop-floor Personnel - Creative Problem Solving and Generation of Opportunities methods - the 6 Thinking Hats approach for utmost effectiveness.
How World-Class Enterprises achieve high Productivity levels
Absenteeism: why world-class enterprises do not suffer from this plague. Case Study.
How to give back pride to people and dignity to their work: the Figaro model for Total Employee Involvement. (more »)
Empowerment and Management Style
Empowerment: what it is - is it the solution?
From traditional Management to Coaching: what are the prerequisites.
How to prevent the Pygmalion effect in industry: Managers are the main obstacle to people performance and growth! Slide Show and Case Studies.
Beyond TEI: TEP - Total Employee Performance
In advanced world-class enterprises the TEI model is no longer adequate. What is required is a more "entrepreneurial" style of performance.
High Performance in action: Thembi - Shafee - Johnny - Vincent - William - Edith. What makes the difference? What are the common denominators? Case Studies.
How can we terminate the traditional 9-5 mentality? How can TGIF (Thanks God is Friday) be converted into TGIM (Thanks God is Monday)? Case Study.
The ice-cream vendor model for Total Employee Performance (more »)
Brain Laziness: Public Enemy N. 1 - there is only one way to beat it!
The Italian Model of "small enterprises in the enterprise", or "small and simple is beautiful". Movies, Slide Show and Case Studies.
Dream or reality?
Why and how lean enterprises are built on high levels of employees' job satisfaction.
Lean Human Resources Management
The "traditional" spiral vs. the "lean" spiral: spot the difference!
Lean Hr Management: a cultural revolution!
Duration: 16 hours
In today's "Global Market", featuring vanishing borders and global competition, all industrial concerns should aim at new, higher Performance targets, in line with the "best of the class".
As the ultimate secret to obtain high performance is "people", new ways of managing people and of organising and supervising them, as well as new ways of obtaining high levels of efficiency and effectiveness (performance) from people should be looked at. Most organisations want their employees to be involved, but employee engagement can range from a simple suggestion system to self-directed work teams. The essential problem is how to structure the involvement process.
Total Employee Involvement is the core discipline of the Lean Thinking philosophy.
This course is designed to illustrate in detail the TEI discipline and its deployment in all Industries, and give a solid overview of its most up-to-date developments (TEP - Total Employee Performance).
A comprehensive approach to Lean HR Management will be illustrated in detail, and supported with numerous case studies.
This two-day course gives you the opportunity to find out what are the latest trends in employee management and directly relate it back to your strategies. It will be a highly interactive event designed to be interesting and to offer great learning experience.
In this course you will learn to:
Explore the key requirements for successful employee performance
Understand the implementation requirements and strategies for getting started
Learn how to develop a meaningful employee involvement process in your own organisation
Discover the organisational structures that support an effective employee involvement process
Discover what braking forces are hindering the present efforts to obtain higher levels of performance
Understand the lean path and ways to instil the lean philosophy into people
Implement strategies to increase productivity, quality and performance from personnel while assuring their job satisfaction
See how differently some world-class enterprises are structured and what benefits they ripe
Touch the benefits associated with "simple is beautiful" and "small is beautiful"
Understand the inadequacies of the First Industrial Revolution principles and grasp those of the Second one
This highly interactive event is intended for managers, administrators, and champions working with suggestion systems, continuous improvement, teaming, recognition or other areas of employee performance management: Managing Directors - General Managers - Plant Managers - Factory Managers - Manufacturing Directors/Managers - Operations Directors/Managers - Production Directors/Managers - Project and Construction Managers - HR Managers/Officers - Quality Assurance Directors/ Managers - Team Leaders - Industrial Engineers - Chief Engineers - Technical Directors - Procurement Managers - Logistic Managers - Planning Managers - Warehouse Managers - Inventory Managers
The course is equally beneficial for all Industrial Sectors (Manufacturing, Service, Project/Construction) as well as the Public Sector.
from the desktop of Dr Carlo Scodanibbio
Research by Gallup has uncovered that less than 30% of employees are truly engaged in their jobs. Lean Thinkers have long shown that an additional 25-40% of the work done by most organisations is waste or non-value added. This means that at least 40% of every payroll dollar is lost. Is this an acceptable level of performance?
This course will be a shocking course for many of you. Because it demystifies all traditional principles of the first industrial revolution on which the majority of enterprises, still today, are built or around which they operate. By presenting in rather great detail the philosophy of the second industrial revolution and its impact on people management, this course is a door-opener to lean HR practices for whoever is: ready to listen to the message - prepared to abandon obsolete principles, formulas and approaches - willing to have really performing people.
You see, there are enterprises in which "employment" as such does no longer exist. They are not many, but their achievements are astonishing: their people think, act and perform like businessmen, not employees - their people operate in strict contact with customers and target at maximising clients' satisfaction - their people are driven to self-guidance, controlling a value/profit-generating "area of purpose" - their people are a real "wealth pump". Can this concept be replicated in all types of Organisations? This course wants to prove that yes, it can.
I hope to see you there, best regards
You are welcome to request further clarifications about this course - please be as specific as possible. Just contact Carlo Scodanibbio
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