PRODUCTIVITY LEAN SERVICES INC. | PRODUCTIVITY EUROPE
Fully accredited certification designed specifically for administrative and service industry professionals.
A unique educational opportunity offered by:
The Lean Management Certification for Services (LMAC-Service) shows administrative and service industry professionals how to achieve sustainable improvement in organizational performance and capability.
Developed for senior and middle managers, Lean Management Certification for Services (LMAC-Service) is a highly competitive, interactive program that teaches a carefully structured series of lean concepts and techniques as applied specifically in services. Our combination of classroom discussion, group exercises, simulations, case studies, and hands-on application lets you transform theory into reality and educational lessons into practical experiences.
Lean Management Certification for Services (LMAC-Service) develops lean transformation managers, not simply project managers. Over three non-consecutive weeks, participants experience a series of learning modules focused on defining current state, deploying lean methods, and developing a culture of improvement. Between training weeks, participants apply lean principles in processes at their own organizations and present their progress and results to the class during subsequent training weeks.
Participants who successfully complete the three-week training and mentoring program, demonstrate successful application in their own organization, and pass the certification exam are certified as Lean Managers and earn 12 CEUs.
Gain the know-how, confidence, and problem-solving skills you need to drive waste from your processes and boost enterprise-wide performance. Become a Lean Manager!
Participants who complete this program are able to:
Gain the know-how, confidence, and problem-solving skills you need to drive waste from your processes and boost enterprise-wide performance. Become a Lean Manager!
LEAN MANAGEMENT CERTIFICATION FOR SERVICES WEEK 1 – DEFINE
Introduction to Lean Principles and Waste
Focused on fundamental lean principles, this module teaches you how to see problems and their impact on customers, employees, and processes. Learn how various types of waste combine to generate “failure demand,” dissatisfied customers and employees, and excess cost.
Understanding the Current State
“A problem well stated is a problem half solved.” Learn to develop problem statements that clearly capture the technical and business implications in a way that promotes understanding by all stakeholders. Good problem statements are key to scoping improvement projects and to working on root causes rather than symptoms.
Complex problems often have many contributing factors as well as possible blind alleys. Learn systematic techniques for probing a problem to find the chain of causes. Practice the technique on your own problem with coaching from faculty.
A3’s are mechanisms for capturing the Plan-Do-Check-Act cycle on a single sheet of large-format paper. Learn how to construct a good A3 and, more important, how to use it to manage improvement. The A3 layout allows clear articulation of the problem at hand and its analysis, along with a depiction of current and future states and the steps needed to achieve the desired future state. It provides a visual that guides progress, incorporates changes to the plan, and fosters communication.
Continuous Improvement and Project Management
Lean transformations depend on engaging the entire organization to solve macro- and micro-level problems continuously and sustainably. This module explores the fundamental factors that determine the development of a lean enterprise and its long-term sustainability, including how teams and managers operate in a continuous improvement environment. You will learn the essential principles, success factors, and guidelines for lean project management; how to map a clear project charter; and simple tools for assessing the progress of individual projects and their aggregate contribution to the organization’s improvement strategy.
Lean Service Simulation
In this session you will encounter an electronic work flow that is not meeting customer needs. You will be challenged over two days to improve the process in a systematic way to achieve flow and satisfy the customer. This simulation provides a realistic way to apply the value stream management and process improvement methods covered on Wednesday and Thursday.
Value Stream Mapping (Visual Value Streams)
With the foundational principles covered, this module continues your lean journey by presenting a step-by-step methodology for value stream management (VSM)—the cornerstone for planning lean activities in all processes. You will learn how to define the scope of analysis for value streams and processes; link VSM with other forms of analysis including SIPOC (supplier-input-process-output-customer); define service families; see the flow of value in end-to-end processes; define and measure process performance indicators; gather the upstream and downstream information needed to make fact-based decisions for your lean plan and eliminate non-value-added activities
Value Stream Analysis
In this module you will learn how to scrutinize the data revealed during value stream mapping and find the weaknesses within an organization. This information will guide your tactical plan for transformation. Using the Value Stream Analysis process, you will discover how to address customer demand and its variability; how to transform processes by establishing response models adapted to each type of demand; and how to establish continuous flow in day-to-day operations. You will see real-life examples from service enterprises, including finance, healthcare, and general administration.
Process Improvement Methodologies
Using two distinct case studies, this module teaches a series of techniques for thoroughly analyzing processes at the most detailed level. You will discover tools to help you analyze processes using mapping techniques; break down tasks and sequences using process flow and physical flow diagrams; apply the SMED (quick changeover) approach to analyze tasks within administrative processes, modify task sequences, and improve flow; conduct RACI (responsibility assignment) analysis.
Standard work is central to achieving and sustaining the lean enterprise. By definition standard work demands adherence to today’s best practices and must be imbedded in all we do, from standard operations in the workplace to standardized policies and procedures. Standard work is a key element in the elimination of waste, reduction of variation, and in achieving balanced and synchronized processes. In this module, participants will learn a proven methodology to develop standard work routines and how to apply document control and visual workplace principles and techniques to train others in the new best practice, or standard work.
LEAN MANAGEMENT CERTIFICATION FOR SERVICES WEEK 2 – DEPLOY
5S and Deployment of Visual Standards
Visual management systems not only improve communication, efficiency, and quality but also help build the team activities needed for a sustainable lean workplace. In this module you will learn the objectives and implementation steps for 5S and for developing a visual management system. You will also learn how to develop standard work—a cornerstone of lean practices; how to ensure adherence to standards; and how to define a visual system for sharing best practices that enables cross-training.
Voice of the Customer
Excellent and innovative organizations focus on understanding and anticipating customer needs. Lean processes are designed to respond effectively to these needs. In this module participants learn how to determine and measure customer needs and identify gaps between current process performance and customer expectations. We show how to approach the concepts of the customer experience and moments of truth in the customer journey. We also show how to stratify and segment customer needs—expressed and unexpressed; how to anticipate new needs; and how to build long-term customer loyalty.
Metrics and Key Performance Indicators
In this module, we re-examine the indicators presented in Week 1, including customer satisfaction, response time, right first time (%), on-time delivery (%), and productivity. Using a case study you will learn how to measure and master improvement initiatives so that they are performed on time and achieve their objectives. You will also learn how to move away from results metrics, or lagging indicators, and generate leading indicators that drive future success.
Basic Statistical Analysis
In this module you will learn basic statistical concepts and how to use them effectively. Discover how to analyze what lies hidden behind statistical values, which statistical analyses are relevant for understanding the performance of a given process, and the rules for representative sampling. You will also see examples of statistical analyses used to check hypotheses and correlate phenomena.
Programming & Scheduling Service Flows
Discover different ways of scheduling activities according to specific features of flow and demand. In this interactive module, you will see examples of flow management specific to different process characteristics, and learn how to develop your own perspective and build custom models for your processes. Examples explored come from finance, IT, healthcare, laboratories, and/or sales.
Visual Management of Activities and Performance
Visual management lies at the heart of lean. In this module we take an in-depth look at the importance of making activities visible, and the development of a visual system that allows managers and team members to manage activities and monitor performance. Building on the previous day’s module, we define results indicators and performance steering indicators. You will also examine the construction of management charts for team activities, and learn how these help to generate continuous improvement.
Daily communication is critical to ensuring alignment of objectives and to getting things done. In this module we teach you how to use four critical types of conversation in the course of both team projects and daily work: initiative conversations for sharing new ideas; understanding conversations for building awareness and knowledge; performance conversations that pave the way for accountability; and closure conversations that allow for reflection and renewal.
One of the big challenges for Lean Managers is to effectively handle the many interpersonal issues that arise during a lean transformation. From dealing with difficult personalities to defusing conflict, Lean Managers need to develop the skills to motivate teams while defusing interpersonal problems before they impede progress. In this session we introduce the social dimensions of lean transformation, including communication styles, active listening skills, personality types, conflict resolution, and more.
LEAN MANAGEMENT CERTIFICATION FOR SERVICES WEEK 3 – TRANSFORM
Lean Leadership and Constructing a Lean Management System
The success of a lean initiative depends on actively engaging leaders at every level in the organization. In this module, we explore the need to develop a system for managing lean initiatives. You will learn about the fundamental challenges of leading a lean transformation, discover how to address the most common transformational issues, and discuss remedial corrective actions and countermeasures. We also introduce the principles of leading by example, standard work for managers, gemba walks, progress audits, and auditing of standards (kamishibai).
Lean and Corporate Strategy
This module helps you understand how to develop an operational strategy oriented to the voice of the customer, and how to focus and translate lean efforts into value for customers. Through a business case study, you will learn a structured approach to analyzing operational strategy and to segmenting customers. Key points to be covered: strategic implications of lean transformation; determining what “wins” customer orders and what “qualifies you to compete”; segmenting customers according to key factors for success; and developing a model to reconcile operational needs and customer/market expectations.
Hoshin Kanri – Policy Deployment
Learn a systematic approach to get everyone aligned and involved in enterprise-wide lean transformation. Guided by a lean case study and the structured approach of policy deployment (hoshin kanri), this module teaches you how to align corporate objectives with workplace activities and day-to-day operations. You will learn the core elements of the lean transformation sequence (rollout plan) and the application of lean process improvement techniques.
Case Study: The Application of Lean Management in a Service Organization
The difference between a lean organization and an organization doing lean things lies in the management of the effort. In this case study presentation, you’ll hear how one large insurance corporation has implemented a lean management system and discover how their daily stand-up meetings, leader standard work routines, and performance management systems are resulting in improved customer service and engaging all levels of the organization in the improvement effort.
Lean In Marketing and Sales New
In this module we will look at both the application of lean techniques to the marketing and sales process and how Lean Marketing helps to align marketing, sales and operations. This alignment helps organizations to rationalize their offering portfolio to respond to customer needs and is the first step in the rethinking of the organization’s business model.
In the first part of the session you will learn how to apply lean principles to improve the effectiveness and efficiency of sales and marketing processes to reduce lead-times, increase capacity, improve quality, etc.
Then in the second part, we will explore the Business Model canvas and how it’s used to ensure your sales and marketing efforts are aligned with customer need.
Lean Transformation in the Organization
In this final learning module, we explore the way lean transformations take place in service organizations. You will participate in discussions covering the myriad socio-technical requirements for developing a lean culture, and see how to create a transformation plan, from the introduction of continuous improvement at operational levels to launching cross-functional improvement projects. You will learn from actual examples of plans used in various environments and companies. We review the importance of developing lean leaders, from the executive committee to team managers, and take a deeper look at the construction of a system to manage the effort – a lean management system.
To qualify, all participants must have a management sponsor, who will attest to the results achieved in the assignments completed back in their own facilities. Participants must be affiliated with a manufacturing or service organization actively pursuing process improvement techniques.
Participants who successfully complete the three-week training and mentoring program, pass the certification exam, and demonstrate successful implementation in their own facility are certified by Productivity Inc. and the Fisher College of Business as Lean Managers and earn 12 CEUs.
*Group and other discounts may apply. Call to see if you qualify.
Scroll down for online registration form.
Accommodations: A block of rooms is being held for Productivity Inc. LMAC Service attendees at The Blackwell Hotel on The Ohio State University campus. Address: 2110 Tuttle Park Place, Columbus, Ohio 43210.
Productivity Inc. attendees receive a reduced rate of $145.00 per night, single or double occupancy. Rate includes hot buffet breakfast. Please call 614.247.4000 or toll-free 866.247.4003 for reservations, and identify yourself as a Productivity Inc. LMAC Service program attendee. The special rate will be available until four weeks prior to the event; after this date the hotel cannot guarantee availability.
For more information on The Blackwell Hotel, please visit www.theblackwell.com. The hotel is approximately 8 miles from the Columbus International Airport.
Cancellation policy: Prior to the start of the session, registrations may be transferred to a colleague without charge. To be considered for a refund, we must receive notification of cancellation in writing no later than 21 business days prior to the event. Cancellations received within 21 business days are subject to the full registration fee; money will be held on account for up to one year for use at a future workshop or conference. If no notification of cancellation is provided, registration fees will be forfeited. There is a $200 processing fee for all cancellations. No refunds or credits will be issued once a session is underway. On rare occasions, circumstances may make it necessary to cancel or postpone an event. We encourage attendees to book refundable/reusable airline tickets. We will not be responsible for incidental costs incurred by registrants.
By registering for this event, the registrant hereby acknowledges and agrees that any photographs or videos taken during the event may be used in marketing efforts, including but not limited to news and promotions (web/print) without compensation to the registrant.
Note: All registrant applications will be evaluated for acceptance into the program. Consultants and university faculty may not be permitted to attend this event.
Case Study: Managing Complexity at a Major Insurance Broker
How to engage leaders, conduct gemba walks, and more.
The leading aspect of lean initiatives is consistently overlooked as a vital part lean implementations.
How to Build Strategic Skill-Sets for the Long Term.