Course Description
Several studies have demonstrated that even with best available methods, most businesses relying principally on managers and engineers for improvement attain about 3% annual progress. Similarly, very flat organizations or self-managed work teams also obtain about 3% annual improvement. World-class enterprises, improving at an annual pace of 10% or more benefit from the best contribution of managers, engineers, and everyone else. The key to this is establishing a culture where everyone knows what to do and works in an additive and compatible way as teams and as individuals to make it happen. Culture is the basis for individuals to decide which actions are right and which are wrong. It defines how groups act together and how individuals act alone or as part of the group. In the workplace, especially in a changing workplace, leaders must define and communicate the culture. Leaders must sustain the culture against disruptive challenges. And leaders must lead in a way that ensures the cultural norms are accepted and practiced when leaders are absent. Workshop leader, Raymond Floyd, is a retired senior executive of ExxonMobil Chemical Company and Gilbarco, a global supplier of petroleum systems and services. He led two separate recipients of the Industry Week Best Plant Award. Taught using a combination of lecture, group discussions and interactive exercises, Ray will address issues of culture and communication, share lessons learned, and provide advice gained through years of practical experience.
Learning Objectives
This workshop is designed to help participants to:
- Set business goals that drive improvement
- Translate goals so everyone can help
- Align the organization to goal achievement
- Enable everyone to make his/her own best contribution to goal attainment
- Communicate change in a way that strengthens the organization and gets the message out consistently and reliably
- Ensure that people work together effectively independent of differences external to the work place.
- Measure the business and the goals in a way that promotes individual and group contributions
- Provide opportunities for group and leader interaction on participant's individual issues related to work place culture.
Who Should Attend
This course is principally for leaders of change or those who will advise leaders when they return to their work. Others may wish to attend if their business has an issue or if they have a personal interest and want a framework for future discussions with their leaders.
Workshop Outcomes
Participants will learn to:
- Set goals that will drive improvement
- Communicate change throughout the organization
- Obtain 80% or more meaningful participation in the improvement process
- Ensure that people work together effectively independent of personal or cultural differences external to the work place.
- Measure the results of individual and small group contributions
There will also be an opportunity for group and leader interaction on participant's individual issues related to work place culture.
Course Agenda
- Setting the basis for employee engagement
- Goal setting and alignment
- Work session and discussion
- Managing engaged employees
- Employee participation
- Group discussion
- Communicating change
- Managing people of different cultures
- Measuring employee participation
- Topics from the audience
- 30 minute interactive discussion session
"This course was educational and practical."
John Taylor Lean Manager, Sara Lee - NewBern
Hotel Information, Locations & Rates
Information will be posted soon
Cancellation Policy
Registrations may be transferred to another colleague without charge. To be considered for a refund, we must receive notification of cancellation in writing no later than 21 days prior to the start of the workshop. Cancellations received within 21 days are subject to the full registration fee and money will be held on account for up to one year for use at a future workshop or conference. There is a $100 processing fee for all cancellations. |
