# Transformance Advisors is a Leader in Lean Transformation. URL: https://transformanceadvisors.com/ Lean is the #1 improvement program in the world. Many organizations try Lean, but only a few truly understand Lean. Transformance Advisors gets it. ## About Us Our team at Transformance Advisors is dedicated to crafting sustainable organizations by providing comprehensive solutions which empower organizations and individuals to achieve success. Based in Boulder, Colorado, we specialize in Lean Transformation, the #1 organizational improvement program. We lead the industry by leveraging online and hybrid approaches to provide education and coaching to organizations and individuals. We support organizations seeking to empower their employees to improve processes and deliver continuous improvement, as well as individuals seeking professional credentials to document their knowledge and propel their careers. ## Comprehensive Lean Program Our Lean Transformation Program is built for today's challenges and includes 3 critical components: Lean Projects, Continuous Improvement, and Program Management. **Lean Projects** - Our research and experience has revealed the key to success is executing well-defined Lean projects. These projects must engage employees to eliminate waste and deliver significant improvements. **Continuous Improvement** - Lean projects will provide you better and stable processes. This is the time to leverage continuous improvement to keep getting better and respond to the constant change swirling around you. **Program Management** - Maintaining a portfolio of improvement projects, communicating the exciting accomplishments, dealing with change management, and providing educational events for everyone are just some of the requirements for a successful Lean Transformation. You need a champion focused on your Lean Transformation program. ## Industry-Recognized Certifications Our hybrid and 100% online training programs provide a flexible and engaging way to learn and apply Lean and Six Sigma tools and concepts via an easy-to-navigate learning management system. Students gain practical knowledge through videos, articles, podcasts, quizzes, and assignments. Expert instructors are available to answer questions and help apply the material to real-world challenges. - **Certified Lean Apprentice** - Introduction to the principles, concepts, and terms everyone must understand in any organization seeking to make a Lean Transformation. - **Certified Lean Practitioner** - Complete package of education, application, and coaching for hands-on experience with the most powerful Lean tools. - **Certified Lean Expert** - Complete package for those seeking hands-on experience solving complex problems. - **Certified Lean Master** - Complete package for those seeking to navigate cultural challenges with leading a Lean Transformation. - **Certified Six Sigma Yellow Belt** - Introduction to Six Sigma principles, concepts, and terms. - **Certified Six Sigma Green Belt** - Complete package for hands-on experience with Six Sigma project methodology and tools. - **Certified Six Sigma Black Belt** - Complete package for those seeking to lead major Six Sigma projects. ## Client Testimonials "With the help from Transformance Advisors, we far exceeded our goal of 500% ROI. We realized significant cost savings and implemented the changes in a very short 3 months." - Lorenzo Gonzalez, HMM Manager, Fresca Foods "The Lean Transformation program, from Transformance Advisors, will change the way you work and the way you think. It will help you transform your company." - Trevor Zylstra, Chief Operating Officer, SparkFun Electronics "The Lean Transformation program, from Transformance Advisors, provided an entirely new perspective on my career. I discovered ways to improve myself, those I work with, and the processes at my company." - Annaliesa Garner, Project Manager, Cabela's "The Lean training program, from Transformance Advisors, provided me the knowledge to drive worldwide projects for my company. I strongly recommend this program to those who are willing to change and be winners." - Francesco Velluto, Vice President, Vestas Nacelles Factory "We are just beginning our Lean journey and the program, from Transformance Advisors, is exactly what our company needed to launch this strategic initiative." - Curtis Baker, Operations Manager, Mount Sopris Instruments "The Lean Transformation program, from Transformance Advisors, provides an incredible ROI. I was amazed at how quickly the new skills impacted efficiency and bottom line results." - Marshall Bowen, Process Improvement Manager, Cabela's "The team from Transformance Advisors brings great insight, perspectives, and thought leadership to our advisory board for the Supply Chain and Sustainability Center." - John A. Caltagirone, Founding Director, Loyola Business Leadership Hub, Loyola University Chicago "Going through the coaching program, from Transformance Advisors, has helped me understand why my past coaching efforts were not as effective as I would have liked. I will adopt the approach I learned in the sessions, and I am sure my next coaching efforts will be more successful." - Don Knowles, General Manager, Lexmark International "The Supply Chain and Sustainability Center of Loyola University Chicago is pleased to partner with Mike Loughrin and the team from Transformance Advisors. Their expertise in Lean Transformations brings great insight, perspectives, and thought leadership to our advisory board." - John A. Caltagirone, Founding Director, Loyola Business Leadership Hub --- # Lean Transformation from Transformance Advisors URL: https://transformanceadvisors.com/services/ # Services ## Lean Transformation Avoid mediocrity and let us help you take the path less traveled. Create a sustainable organization through our Comprehensive Lean Transformation Program. ## Strategy Execution 90% of well designed strategies fail due to poor execution. Define and implement strategic initiatives through our Six Disciplines Strategy Execution Program. ## Supply Chain Management Align your organization and integrate with your customers and suppliers. Develop an integrated flow of products and services by leveraging our Supply Chain Improvement Program. ## Education and Training "Risk comes from not knowing what you're doing" - Warren Buffett. Achieve immediate and lasting results through our programs which combine knowledge transfer and coaching. ## Coaching Supported Improvement Making improvements is usually about problem solving. Develop your people into problem solvers with skills they can use every day. --- # #1 Lean Transformation Program URL: https://transformanceadvisors.com/services/lean-transformation/ # Lean Transformation ## Comprehensive Lean Program A Lean Transformation program is one of the best investments any organization can make. The return on investment (ROI) is better than many other strategic initiatives. Eliminating waste will improve customer satisfaction, increase revenue (or impact), and reduce costs. Our comprehensive Lean Transformation program provides your team with all the tools and knowledge required to craft a sustainable organization. We significantly improve your ROI by compounding the synergistic effects of three critical components: 1. **Lean Projects**: Our research and experience has revealed the key to success is executing well-defined Lean projects. These projects must engage employees to eliminate waste and deliver significant improvements. 2. **Continuous Improvement**: Lean projects will provide you better and stable processes. This is the time to leverage continuous improvement to keep getting better and respond to the constant change swirling around you. 3. **Program Management**: Maintaining a portfolio of improvement projects, communicating the exciting accomplishments, dealing with change management, and providing educational events for everyone are just some of the requirements for a successful Lean Transformation. You need a champion focused on your Lean Transformation program. While each of the above components provide great value, it is the synergy between them which makes for a successful Lean Transformation. Your ability to craft a sustainable organization is far more likely when you have all pieces of the puzzle than with any alternative approach. A sustainable organization "achieves its mission while meeting the needs of the present without compromising the future". ## Top 5 Benefits of a Lean Transformation Program **Return on Investment (ROI)** The investment in a Lean Transformation program is relatively modest. A few of your results could be: - Reduce the cycle time for new product development creating faster time to market and increased revenue. - Reduce defects and wasted effort creating more efficient processes with reduced cost. - Improve service and quality leading to impressed customers and increased revenue. - Cut down on mistakes and miscommunication creating a better quality of life with fewer hassles and firefighting. - Create stable processes which don't rely on tribal knowledge and can scale up for growing revenue. - Develop empowered employees with a common language able to drive continuous improvement. - Reduce the waste of energy and materials lowering your carbon footprint and delivering on your sustainability goals. **Quality of Life** A Lean Transformation program will create processes which are stable, flexible, and able to meet stakeholder needs. Empowered employees will focus on data-driven decisions and leverage systematic methodologies which will mean problems get solved and don't keep coming back. **Scalability** It's very common for an organization to grow to a point where the old processes no longer work and it's time for a significant upgrade. This is the ideal time for a Lean Transformation. **Sustainability** The goal of a Lean Transformation is to craft a sustainable organization which "achieves its mission while meeting the needs of the present without compromising the future". **Community** Lean is the #1 improvement program for a reason. You will develop a common language, built around the elimination of waste, creating empowered employees able to drive continuous improvement. ## 3 Components of a Lean Program ### 1. Lean Projects Lean is defined as "the systematic elimination of waste". Lean projects are very systematic. You start with a project scorecard to identify the great projects and reduce your risk of working on low value projects. The 5 Principles of Lean are: Specify Value, Identify Value Streams, Create Flow, Leverage Pull, and Seek Perfection. One very important role is the **Project Champion**. This is the person who owns the leadership role and delegates the project management role. A Lean Transformation is not some bottom-up magical metamorphosis where the leadership team spends their days on the golf course. Effective project champions are critical for successful projects and are thus critical for the success of a Lean Transformation. ### 2. Continuous Improvement Before closing out a Lean project, the process needs to transition into the mode of continuous improvement. Leveraging the right performance measurements will signal where a process needs adjustment. Empowered employees will get to the root cause of issues and use techniques, such as kaizen blitz events and Plan Do Check Act, to create a culture of continuous improvement. Beyond empowered employees, continuous improvement is also facilitated by leadership, supervisors, and other stakeholders getting out where the action takes place by leveraging the concept of gemba walks. ### 3. Program Management A complete program management function includes: a portfolio of improvement projects, communication of accomplishments, change management, educational events for everyone, and a Lean program champion. ## Client Testimonials "Transformance Advisors has one of the best Lean Transformation programs on the market today. It's a must do for any company serious about their improvement transformation." - Jeff Roach, Operations Manager, Wagner Industrial Solutions "The Lean Transformation course ties practical education and hands-on experience together so it becomes impossible not to leave feeling armed to drive meaningful change into whatever organization you are in." - Mike King, CEO, Pactiv Evergreen Inc. "As a result of the improvement methodologies taught to us by Mike Loughrin, our team has developed skills allowing them to become more proactive with suppliers, customers, internal employees, and management. This has produced a dramatic improvement in operational efficiency and cost control." - George R. Hulbert, CFO, Talley "Our family of training and certification programs includes: Lean Apprentice is designed for everyone at an organization which is pursuing a Lean Transformation. Lean Practitioner provides hands-on experience leading a value stream mapping project. Lean Expert provides hands-on experience leading a problem solving project. Lean Master walks through an assessment of your organization's Lean Transformation program and helps you build an improvement roadmap." --- # Here is an Effective Problem Solving Program URL: https://transformanceadvisors.com/services/problem-solving/ # Problem Solving ## Effective Problem Solving Problem solving is one of the most sought after skills. Organizations need people who can find and eliminate the root cause of complex problems. The easy problems have been solved! Eliminating the complex problems will improve customer satisfaction, increase revenue (or impact), and reduce costs. Our comprehensive Problem Solving program provides your team with all the tools and knowledge required to find and eliminate the root cause and implement sustainable improvements. We significantly improve your capabilities by compounding the synergistic effects of three critical components: 1. **Problem Solver**: The Problem Solver takes responsibility to solve the problem through a systematic process to develop and champion a sustainable solution which eliminates the root cause. 2. **Coach**: If there is any silver bullet when it comes to problem solving, then coaching is that bullet. The Coach takes responsibility to guide the Problem Solver through a process and provide advice on options and alternatives for being successful. A Coach unlocks a person's potential to maximize their own performance by helping them to learn. 3. **Systematic Methodology**: Getting to the root cause and implementing sustainable solutions is most effective when using a systematic, or step by step, approach. While each of the above components provide great value, it is the synergy between them which makes for an effective program. Problem solving is often described as "figuring out what to do when you don't know what to do". ## Top 5 Benefits of a Problem Solving Program **Return on Investment (ROI)** A few of your results could be: - Reduce the cycle time for new product development creating faster time to market and increased revenue. - Reduce defects and wasted effort creating more efficient processes with reduced cost. - Improve service and quality leading to impressed customers and increased revenue. - Cut down on mistakes and miscommunication creating a better quality of life with fewer hassles and firefighting. - Create stable processes which don't rely on tribal knowledge and can scale up for growing revenue. - Develop empowered employees with a common language able to drive continuous improvement. - Reduce the waste of energy and materials lowering your carbon footprint and delivering on your sustainability goals. **Quality of Life** - A Problem Solving program will create processes which are stable, flexible, and able to meet stakeholder needs. **Scalability** - Processes which rely on tribal knowledge and firefighting will hold an organization back. **Lean is #1** - The DNA for our Problem Solving program comes from the Lean methodology known as A3 Problem Solving. **Sustainability** - Solving those complex problems is part of what is needed to craft a sustainable organization. ## 3 Components of a Problem Solving Program ### 1. Problem Solver With our program, the Problem Solver will be someone from your organization who takes responsibility to solve the problem through a systematic process to develop and champion a sustainable solution which eliminates the root cause. ### 2. Coach Coaching a Problem Solver requires a focus on two big goals: - Helping a person develop the skills they need to work the systematic process - Engaging in conversation and inquiry in a manner which encourages and allows a person to work through the process The coach asks questions which help the problem solver dig deeper, think outside the box, develop countermeasures, and implement a sustainable solution. ### 3. Systematic Methodology Getting to the root cause and implementing sustainable solutions is most effective when using a systematic, or step by step, approach. Chaotic trial and error can be fun in a laboratory. It's not so fun when a problem keeps coming back. ## Client Testimonials "The weekly cadence of coaching sessions was a fundamental element of our success. It seems so simple and elementary - but we would not have stuck to the execution plan without that weekly meeting with Mike." - Jodi Lynn Walsh, Development Strategy and Lean Deployment, Lexmark International "By nature, I am a problem solver. The coaching program, from Transformance Advisors, has taught me how to ask the right types of questions to assist the problem solver without actually attempting to solve the problem myself." - Don Knowles, General Manager, Lexmark International --- # Strategy Execution Program URL: https://transformanceadvisors.com/services/strategy-execution/ # Strategy Execution ## Comprehensive Program Our comprehensive strategy execution program provides your team with all the tools and knowledge required to achieve your mission. We significantly improve your ROI by compounding the synergistic effects of four critical components working together: 1. **Methodology**: Our research and experience has revealed the key to success is executing well-defined projects. These projects must engage employees to create high performance processes, deliver significant improvements, and then transition each process to continuous improvement. 2. **Measurement**: Achieving bottom line results and changing the organizational culture are critical aspects of any strategy execution program. We provide tools for measuring what's important and tracking the cultural transformation. 3. **Coaching**: Our experts provide guidance at the critical milestones. We help you organize for success, select the right projects, assess your progress, and make course corrections. 4. **Community**: The power of multiple organizations leveraging the same program allows everyone to share best practices and seek help from others who have overcome similar challenges. ## 1. Methodology Our strategy execution program leverages the **Six Disciplines** methodology - a synchronized and systematic approach for building your business. The six fundamental disciplines involve strategy, planning, organizing, executing, innovating, and organizational learning - each having a systematic approach. ## 2. Measurement We accomplish this by taking the pulse of the culture, for an organization, at the beginning of the journey and monitoring progress at key milestones. Success looks like improved customer service, increased revenue, reduced costs, faster product development, and happy stakeholders. ## 3. Coaching We can help you: - Prepare and run your annual planning retreat - Organize for success - Launch each strategic initiative - Conduct organization assessments - Conduct knowledge assessments - Join the community of leaders - Monitor progress - Make course corrections ## 4. Community A complete strategy development and execution program depends upon the power of community to drive the development and sharing of best practices. The Six Disciplines community changes the economics for implementing such a program for many organizations. ## Putting it all Together Robert Kaplan and David P Norton reported, in the Harvard Business Review, how "an astonishing 95% of employees are unaware of, or do not understand, the strategy for their organization." ## Client Testimonials "Mike Loughrin provided a wonderful session on Strategy Execution at the APICS international conference! I learned a lot and am looking forward to using some of the concepts and knowledge gained in my business unit when I get home." - Jeremiah Shultz, Materials and Warehousing Manager, Solar Turbines --- # Lean Training and Education from Transformance Advisors URL: https://transformanceadvisors.com/education/ # Education ## Great Education and Training from Transformance Advisors We have a great package of courses leveraging online materials which are delivered through a powerful, yet easy to navigate, learning management system. Students experience a variety of educational techniques, such as videos, articles, podcasts, quizzes, and discussion forums. Instructors are seasoned professionals available to help with questions and explore options for applying the knowledge to their organization. Certifications, or certificates of completion, provide students with the confidence they have learned the material and are ready to address challenges and opportunities at their organization. ## Certified Lean Apprentice Our Certified Lean Apprentice course provides a great introduction to the principles, concepts, and terms which everyone "must understand" in any organization seeking to make a Lean Transformation. As a Lean Apprentice, you will be a valuable project team member able to help analyze value streams, identify waste, design and implement improvements, and promote continuous improvement. ## Certified Lean Practitioner Our Certified Lean Practitioner course provides a complete package of education, application, and coaching for those seeking to learn and gain hands-on experience with the most powerful tools used for a Lean Transformation. As a Lean Practitioner, you will be able to manage projects, lead value stream mapping sessions, identify waste, design and implement improvements, and promote continuous improvement. ## Certified Lean Expert Our Certified Lean Expert course provides a complete package of education, application, and coaching for those seeking to learn and gain hands-on experience solving complex problems. ## Certified Lean Master Our Certified Lean Master course provides a complete package of education, application, and coaching for those seeking to navigate the cultural challenges with leading a lean transformation. ## Certified Six Sigma Yellow Belt Our Certified Six Sigma Yellow Belt course provides a great introduction to the principles, concepts, and terms which everyone "must understand" in any organization using the Six Sigma improvement methodology. ## Certified Six Sigma Green Belt Our Certified Six Sigma Green Belt course provides a complete package of education, application, and coaching for those seeking to learn and gain hands-on experience with the methodology and tools used for Six Sigma projects. ## Certified Six Sigma Black Belt Our Certified Six Sigma Black Belt course provides a complete package of education, application, and coaching for those seeking to lead major Six Sigma projects and coach other project teams. ## Client Testimonials "After a couple of months, the return on our training investment, with Transformance Advisors, has been realized multiple times over." - Marshall Bowen, Process Improvement Manager, Cabela's "The Transformance Advisors team designed and delivered a customized supply chain management program for one of our corporate clients. Their deep industry expertise led to learning experiences which were relevant, practical, and actionable." - Catherine Jones, Director of Executive Education, Loyola University Chicago "I've been doing Lean work in one form or another for almost 10 years. During the Lean certification program, I discovered refined approaches and new viewpoints around every corner. I highly recommend this program." - Shane Coffey, Manufacturing Engineer, MKS Instruments "The Lean training program, from Transformance Advisors, provides a comprehensive set of tools and techniques which will help you improve the performance of any organization." - Bruce Gibson, Operations Supervisor, Woodward "The Lean training program, from Transformance Advisors, has an excellent balance of theory and practice. The instructors go the extra mile to help students achieve their projects and goals." - Andre Geertsema, Software Engineer, Lexmark International "The Lean training program, from Transformance Advisors, far exceeded my expectations. I highly recommend the course to anyone who is serious about eliminating waste and driving organizational change." - Brent Sagehorn, Issue Resolution Manager, Cabela's CLUB --- # A complete package for becoming a Certified Lean Practitioner URL: https://transformanceadvisors.com/portfolio/certified-lean-practitioner/ # Certified Lean Practitioner ## A Complete Package for Certified Lean Practitioner Our Certified Lean Practitioner course provides a complete package of education, application, and coaching for those seeking to learn and gain hands-on experience with the most powerful tools used for Lean Transformations. Participants learn how to run a value stream mapping project which will eliminate waste while they gain knowledge of key Lean principles and concepts. As a Certified Lean Practitioner, you will be able to manage projects, lead value stream mapping sessions, identify waste, design improvements, implement improved value streams, and foster a culture of continuous improvement. ## Lean Certification Options 100% online leveraging our easy-to-use learning management system. Enjoy the flexibility of 24/7 access, allowing you to study whenever and wherever you want. Customized programs for organizations with 8 or more candidates. For example, 1 organization signed up 12 managers and supervisors who formed teams to run 6 projects which reduced costs by over $1 million while increasing capacity to take on more business. ## What's Involved This course has everything you need: - A package of online tools through a state-of-the-art learning management system - Articles, videos, podcasts, and assignments - A value stream mapping project designed to deliver improvements - Coaching from an instructor at every step along the way - A certification exam with the opportunity to earn personal recognition as a Certified Lean Practitioner For most people, your time investment will need to be about 4 to 6 hours per week for 14 weeks. **Prerequisite:** None. Module 1 is a refresher on the Certified Lean Apprentice course. ## Top 5 Personal Benefits 1. **Career Advancement** - Success with Lean projects and continuous improvement efforts will help propel your career. 2. **Organizational Value** - Managing Lean projects will deliver significant performance improvement for your organization. 3. **Knowledge Validation** - A Lean credential validates your understanding of Lean principles and methodologies, providing employers with assurance of your knowledge. Transformance Advisors is a member of the Credential Registry. 4. **Collaborative Community** - You gain valuable skills and become part of a thriving community of Lean professionals. 5. **Continuous Improvement** - Investing in personal development not only enhances individual capabilities, but also contributes to organizational success. ## 7 Modules 1. Foundational Elements (refresher of Lean Apprentice course) - Lean Principles, Types of Value, Types of Waste, Standard Work, Continuous Improvement 2. Project Scorecard and Charter - Project Scorecards, Project Charters, Changeover Reduction, 5S System, Team Development 3. Current State Mapping - Value Streams, Order Fulfillment, Create Current State Map, Data Collection, Ideal Team Players 4. Assessing Opportunities - Root Cause Analysis, Pareto Principle, Identifying the Waste, Stakeholder Value Agreement, Reaching Consensus 5. Future State Mapping - Creating Flow, Leveraging Pull, Quality, Visual Controls, Create Future State Map 6. Implementation - Kaizen Blitz Events, Gap Analysis, Documentation, Education and Training, Change Management 7. Seeking Perfection - Plan Do Check Act, Gemba Walks, Project Closure, Cultural Change, Six Sigma ## How it relates to other certification levels - Lean Apprentice: introductory certification for everyone at an organization pursuing a Lean Transformation - Lean Practitioner: hands-on experience leading a value stream mapping project - Lean Expert: hands-on experience leading a problem solving project - Lean Master: walks you through an assessment of your organization's Lean Transformation program and helps you build an improvement roadmap --- # A complete package for becoming a Certified Lean Expert URL: https://transformanceadvisors.com/portfolio/certified-lean-expert/ # Certified Lean Expert ## A Complete Package for Certified Lean Expert Our Certified Lean Expert course provides a complete package of education, application, and coaching for those seeking, or already performing, a leadership role in a Lean Transformation. As a Lean Expert, you will be able to address complex problems by articulating the situation, identifying the root cause, crafting countermeasures, and leading the implementation of improvements. ## Lean Certification Options 100% online leveraging our easy-to-use learning management system with 24/7 access. Customized programs for organizations with 8 or more candidates. ## What's Involved This course has everything you need: - A package of online tools through a state-of-the-art learning management system - Articles, videos, podcasts, and assignments - A problem solving project designed to demonstrate the power of a coaching-based problem solving approach - Coaching from an instructor at every step along the way - A certification exam with the opportunity to earn personal recognition as a Certified Lean Expert You will use an enhanced version of the technique known as "A3 Problem Solving". You will be the problem solver for your own project and receive coaching support from your instructor. For most people, your time investment will need to be about 4 to 6 hours per week for 14 weeks. **Prerequisite:** Taking Certified Lean Practitioner before this course is ideal, but not required. Module 1 is a refresher on the Certified Lean Apprentice course. ## Top 5 Personal Benefits 1. **Career Advancement** - Success with Lean problem solving projects will help propel your career. 2. **Organizational Value** - Managing Lean problem solving projects will deliver significant performance improvement. 3. **Knowledge Validation** - A Lean credential validates your understanding with employers. Member of the Credential Registry. 4. **Collaborative Community** - Part of a thriving community of Lean professionals. 5. **Continuous Improvement** - Investing in personal development contributes to organizational success. ## 7 Modules 1. Foundational Elements of Lean (refresher) - Lean Principles, Types of Value, Types of Waste, Standard Work, Continuous Improvement 2. The Art of Problem Solving - Problem Solving, Plan Do Check Act, Problem Selection, Workplace Organization, Coaching 3. Articulate the Situation - Problem Statements, Current Situation, Desired Situation, Stakeholder Value, Coaching Problem Definition 4. Identify Root Cause - Quality, Root Cause Analysis, Cause and Effect Diagrams, SWOT Analysis, Coaching Root Cause Analysis 5. Develop Countermeasures - Creating Consensus, Brainstorming, Best Practices, Benchmarking, Countermeasures 6. Implement Changes - Documentation, Change Management, Force Field Analysis, Implementation Planning, Coaching Change 7. Create Standardization - Repeatable Processes, Gemba Walks, Kaizen Blitz Events, Project Closure, Self-Management --- # A complete package for becoming a Certified Lean Master URL: https://transformanceadvisors.com/portfolio/certified-lean-master/ # Certified Lean Master ## Lean Leadership This Certified Lean Master course provides a complete package of education, application, and coaching for those seeking to navigate the cultural challenges with leading a lean transformation. The curriculum expands upon the Certified Lean Practitioner and Certified Lean Expert courses to examine the advanced topics required by those seeking to create a sustainable organization. ## Lean Certification Options 100% online leveraging our easy-to-use learning management system with 24/7 access. Customized programs for organizations with 8 or more candidates. ## What's Involved - A package of online tools through a state-of-the-art learning management system - Articles, videos, podcasts, and assignments - A deep dive assessment into your Lean Transformation program - Coaching from an instructor at every step along the way - A certification exam with the opportunity to earn personal recognition as a Certified Lean Master Throughout the course, you will work a project to improve the Lean Transformation program at your organization. You will audit your Lean program and craft a roadmap to close any gaps. For most people, your time investment will need to be about 4 to 6 hours per week for 14 weeks. **Prerequisites:** Certified Lean Practitioner and Certified Lean Expert are required. ## Top 5 Personal Benefits 1. **Career Advancement** - As a Lean Master, you will be able to design and lead the Lean Transformation program for your organization. 2. **Organizational Value** - Leading the Lean Transformation program will deliver significant performance improvement. 3. **Knowledge Validation** - Member of the Credential Registry. 4. **Collaborative Community** - Part of a thriving community of Lean professionals. 5. **Continuous Improvement** - Investing in personal development contributes to organizational success. ## 7 Modules 1. Organizational Assessments - Lean Audits, Cultural Transformation, Measuring Progress, Industry Standards, Self-Assessment 2. Articulating Your Program - Program Structure, Establishing Standards, Communicating Goals, Maintaining Momentum, Giving Back 3. Leading Change - Lean With Humility, Roles and Responsibilities, Management Systems, Coaching Skills, Dealing with Resistance 4. Performance Management - Balanced Scorecard, Driving Behavior, Root Cause Analysis, Powerful Measurements, Emerging Trends 5. Suppliers to Customers - Collaboration Techniques, Customer Relationship Management, Supplier Relationship Management, Supply Chain Management, Sales and Operation Planning 6. All Hands on Deck - Product and Service Development, Human Resource Management, Finance, Information Technology, Board of Directors 7. Trends in Lean - Continuous Improvement, Engaging All Stakeholders, Leadership Development, Integration With Six Sigma, Sustainability ## Support - Participants have telephone, email, and online support - Instructors are experienced experts - The learning management system is easy to navigate and includes an extensive help feature - Materials include templates and samples which significantly enhance effectiveness --- # A complete package for becoming a Certified Lean Apprentice URL: https://transformanceadvisors.com/portfolio/certified-lean-apprentice/ # Certified Lean Apprentice ## Everyone Needs To Know Our Certified Lean Apprentice course provides a great introduction to the principles, concepts, and terms which everyone "must understand" in any organization seeking to make a Lean Transformation. As a Lean Apprentice, you will be a valuable project team member able to help analyze value streams, design and implement improved value streams, and transition processes into continuous improvement. ## Lean Certification Options 100% online leveraging our easy-to-use learning management system with 24/7 access. Customized programs for organizations with 8 or more candidates. ## What's Involved During this course, you will: - Leverage a package of online tools through a state-of-the-art learning management system - Work exercises to learn first-hand the challenges with meeting customer requirements - Take quizzes to measure your progress - Receive coaching from an instructor at every step along the way - Achieve an understanding of the most important principles, concepts, and terms - Take a certification exam with the opportunity to earn recognition as a Certified Lean Apprentice For most people, it will take about 6 to 8 hours. **Prerequisite:** None. ## Top 5 Personal Benefits 1. **Career Advancement** - Success with Lean projects and continuous improvement efforts will help propel your career. 2. **Organizational Value** - Contributing to Lean projects will deliver improved performance. 3. **Knowledge Validation** - Member of the Credential Registry. 4. **Collaborative Community** - Part of a thriving community of Lean professionals. 5. **Continuous Improvement** - Investing in personal development contributes to organizational success. ## Agenda - Lean Principles - Types of Value - Types of Waste - Standard Work - Continuous Improvement ## Who Are Certified Lean Apprentices? This program is designed for all types of individuals working at an organization seeking to make a Lean Transformation. Examples include individuals working in Healthcare Services, Product Development, Maintenance, Human Resources, Manufacturing, Customer Service, Supply Chain, Sales, Food Service, Engineering, Logistics, Retail, Information Technology, and Financial Services. ## Client Testimonials "The Certified Lean Apprentice program is an exceptional opportunity to learn the principles, concepts, and terms which everyone needs to know when making a lean transformation." - Jeff Roach, Operations Manager, Wagner Industrial Solutions "The Certified Lean Apprentice course is a perfect introduction to Lean. It really makes you think about waste in a different way." - Adam Dewolf, Process Improvement Specialist, Nestle Purina --- # A complete package for becoming a Certified Six Sigma Green Belt URL: https://transformanceadvisors.com/portfolio/certified-six-sigma-green-belt/ # Certified Six Sigma Green Belt ## A Complete Package for Certified Six Sigma Green Belt This Certified Six Sigma Green Belt course provides a complete package of education, application, and coaching for those seeking to learn and gain hands-on experience with the methodology and tools used for Six Sigma projects. Participants learn how to run a Six Sigma project which will reduce variation. As a Certified Six Sigma Green Belt, you will be able to manage projects, collect data, analyze data, design improvements, implement improvements, and monitor new processes. ## Six Sigma Certification Options 100% online leveraging our easy-to-use learning management system with 24/7 access. Customized programs for organizations with 8 to 12 candidates. ## What's Involved - A package of online tools through a state-of-the-art learning management system - Articles, videos, podcasts, and assignments - A Six Sigma project designed to demonstrate the power of Six Sigma - Coaching from an instructor at every step along the way - A certification exam with the opportunity to earn recognition as a Certified Six Sigma Green Belt For 100% online, you will complete a Six Sigma project using a specially designed case study. For most people, your time investment will need to be about 4 to 6 hours per week for 14 weeks. **Prerequisite:** None. Module 1 is a refresher on the Certified Six Sigma Yellow Belt course. ## Top 5 Personal Benefits 1. **Career Advancement** - Success with Six Sigma projects will help propel your career. 2. **Organizational Value** - Managing Six Sigma projects will deliver significant performance improvement. 3. **Knowledge Validation** - Member of the Credential Registry. 4. **Collaborative Community** - Part of a thriving community of Six Sigma professionals. 5. **Continuous Improvement** - Investing in personal development contributes to organizational success. ## 7 Modules 1. Foundational Elements of Six Sigma (refresher) - Quality, Variation, Defects, Opportunities, DMAIC Methodology 2. Define - Project Scorecard and Charter - Project Scorecards, Project Charters, Risk Analysis, Voice of the Customer, Gantt Charts 3. Measure - Data Collection Tools and Report - Data Collection Tools, Critical to Quality, Mapping Techniques, Big Data, Data Report 4. Analyze - Data Analysis Tools and Report - Data Analysis Tools, Root Cause Analysis, Consensus Building, SWOT Analysis, Analysis Report 5. Improve - Recommendation Report and Change Management - Improvement Tools, Benchmarking, Best Practices, Improvement Recommendations, Change Management 6. Control - Ensure Improvements are Ingrained - Control Tools, Education and Training, Policies and Procedures, Statistical Process Control, Control Plan 7. Project Closure and Continuous Improvement - Project Closure, Continuous Improvement, Quality Function Deployment, Design for Six Sigma, Lean --- # A complete package for becoming a Certified Six Sigma Black Belt URL: https://transformanceadvisors.com/portfolio/certified-six-sigma-black-belt/ # Certified Six Sigma Black Belt ## A Complete Package for Certified Six Sigma Black Belt This Certified Six Sigma Black Belt course provides a complete package of education, application, and coaching for those seeking to learn and gain hands-on experience with the methodology and advanced tools used for Six Sigma projects. As a Certified Six Sigma Black Belt, you will lead major projects, ensure rigorous data analysis, coach teams in designing robust solutions, guide implementation of improvements, and monitor new processes until they are ingrained. ## Six Sigma Certification Options 100% online leveraging our easy-to-use learning management system with 24/7 access. Customized programs for organizations with 8 to 12 candidates. ## What's Involved - A package of online tools through a state-of-the-art learning management system - A challenging Six Sigma project of your choice - Coaching from an instructor at every step along the way - A certification exam with the opportunity to earn recognition as a Certified Six Sigma Black Belt For most people, your time investment will need to be about 4 to 6 hours per week for 14 weeks. **Prerequisite:** Certified Six Sigma Green Belt is required. ## Top 5 Personal Benefits 1. **Career Advancement** - Lead major projects and coach other teams. Success will help propel your career. 2. **Organizational Value** - Leading major Six Sigma projects will deliver significant performance improvement. 3. **Knowledge Validation** - Member of the Credential Registry. 4. **Collaborative Community** - Part of a thriving community of Six Sigma professionals. 5. **Continuous Improvement** - Investing in personal development contributes to organizational success. ## 7 Modules 1. Define - Selection and Charter - Project Selection, Organizational Assessment, Project Charters, Charter Appendix, Avoiding Failure 2. Measure - Characteristics and Report - Data Characteristics, Big Data, Sampling, Data Collection, Data Report 3. Analyze Part 1 - Analysis and Visualization - Advanced Statistics, Analysis Tools, Data Analysis, Data Visualization 4. Analyze Part 2 - Root Cause Analysis and Report - Root Cause Analysis, Design of Experiments, Analysis Report 5. Improve - Assessment and Recommendation Report - Assessment, Improvement Recommendations, Change Management 6. Control - Process Control and Plan - Control Tools, Statistical Process Control, Control Plan 7. Project Closure and Special Topics - Project Closure, Continuous Improvement, Special Topics --- # A complete package for becoming a Certified Six Sigma Yellow Belt URL: https://transformanceadvisors.com/portfolio/certified-six-sigma-yellow-belt/ # Certified Six Sigma Yellow Belt ## Everyone Needs To Know Our Certified Six Sigma Yellow Belt course provides a great introduction to the principles, concepts, and terms which everyone "must understand" in any organization using the Six Sigma improvement methodology. As a Certified Six Sigma Yellow Belt, you will be a valuable project team member able to help collect data, analyze data, design improvements, implement improvements, and monitor new processes. ## Six Sigma Certification Options 100% online leveraging our easy-to-use learning management system with 24/7 access. Customized programs for organizations with 8 to 12 candidates. ## What's Involved - A package of online tools through a state-of-the-art learning management system - Exercises designed to teach the challenges of meeting customer requirements - Quizzes which measure your progress - Coaching from an instructor at every step along the way - A certification exam with the opportunity to earn recognition as a Certified Six Sigma Yellow Belt For most people, your time investment will be about 6 to 8 hours. **Prerequisite:** None. ## Top 5 Personal Benefits 1. **Career Advancement** - Success with Six Sigma projects will help propel your career. 2. **Organizational Value** - Contributing to Six Sigma projects will deliver improved performance. 3. **Knowledge Validation** - Member of the Credential Registry. 4. **Collaborative Community** - Part of a thriving community of Six Sigma professionals. 5. **Continuous Improvement** - Investing in personal development contributes to organizational success. ## Agenda - Quality - Variation - Defects - Opportunities - Defects per Opportunity - Six Sigma Methodology ## Client Testimonials "The Certified Six Sigma Yellow Belt course uses an exceptionally effective approach, leveraging an excellent learning management system, which delivers everything you need." - Steve Smith, Director of Business Development, EOSYS "The Yellow Belt certification was a great opportunity for our members to build applicable skills outside the classroom. It reinforces our club's mission of providing hands-on learning experiences that prepare students for internships and careers in supply chain and logistics." - Andrew J Walters, University of Wyoming Supply Chain Management Club --- # Professional Certifications from Transformance Advisors URL: https://transformanceadvisors.com/portfolio/professional-certifications/ # Professional Certifications ## Professional Certifications from Transformance Advisors ## Current Situation - The historical approach to earning a Lean or Six Sigma certification is through a small education, training, and consulting organization focused on a niche specialty. - Professional organizations representing niche professions have added Lean or Six Sigma certifications to their portfolios. - A recent phenomenon is a concept called Lean Six Sigma. There is widespread disagreement concerning the impact and value of this forced combination. Our team, at Transformance Advisors, is on the side of the debate which believes Lean Six Sigma is just marketing hype. Our assessment of the available Lean Six Sigma materials shows they are mostly Six Sigma with a few Lean topics added for good measure. ## Effects - The old "Lean Manufacturing" has transitioned to "Lean Transformation" for all types of organizations. Lean is now the number 1 program used by retail, healthcare, financial, governmental, and other organizations. - Six Sigma has also made the transition to service organizations, with enormous potential expanding with the concept called big data. - Some organizations with low to no ethics have entered the scene, offering simple exams with nothing but true or false questions. ## Response - We make significant investments in keeping our Lean and Six Sigma materials current and relevant. - We have completely integrated educational programs and certification exams. - Our board of advisors takes an active role in assessing the content and quality of our programs. - We push the envelope in terms of knowledge delivery through our state-of-the-art learning management system. ## Results - We have been designated by Manufacturer's Edge, Colorado's official Manufacturing Extension Partnership (MEP) Center, as the "go to" resource for Lean. - Our certification exams are routinely offered by schools such as Loyola University Chicago, Louisiana State University Shreveport, the University of South Carolina Aiken, and the University of Northern Colorado. - We have partnered with the International Supply Chain Education Alliance (ISCEA) to provide a comprehensive package of Lean and Six Sigma certification programs to supply chain professionals across the globe. - Our Lean and Six Sigma certification programs rank at the top for search engines. --- # Certification Maintenance Program by Transformance Advisors URL: https://transformanceadvisors.com/portfolio/certification-maintenance/ # Certification Maintenance ## Protect Your Investment ## Sharpening the Saw Certification programs with maintenance requirements are far more valuable than those without. Protect your investment by tracking and reporting your activities at "sharpening the saw" to keep your skills current and effective. Our certification maintenance program rewards you for accomplishments in 3 categories: - Continuing Education - Improvement Projects - Giving Back For each certification, you need to build a total of 150 points every 3 years. You need at least 50 points in each of the 3 categories, with a maximum of 5 occurrences for each item. ## Certified Lean Practitioner Maintenance ### Continuing Education - 50 point minimum: - Take a class - 25 points - Attend a conference - 25 points - Read or listen to a book - 15 points - Attend a workshop - 10 points - Tour an organization using Lean or Six Sigma - 10 points - Watch a webinar - 5 points - Listen to a podcast - 5 points ### Improvement Projects - 50 point minimum: - Be the project manager for a Lean project - 50 points - Serve as a team member on a Lean project - 25 points - Serve as the problem solver on a problem solving project - 25 points - Provide expert advice to a Lean project team - 25 points ### Giving Back - 50 point minimum: - Teach a class - 50 points - Write an article - 25 points - Give a presentation - 25 points - Conduct a tour - 25 points - Record a video - 25 points - Record a podcast - 25 points - Be a guest instructor - 25 points The same point structure applies to Certified Lean Expert, Certified Lean Master, Certified Lean Champion, Certified Six Sigma Green Belt, and Certified Six Sigma Black Belt maintenance programs, with role-appropriate project categories for each level. --- # About Transformance Advisors, Our Clients, and Our Partners URL: https://transformanceadvisors.com/about-us/ # About Us ## Our Team It takes a special person to be a Transformance Advisor. We have assembled a great team of individuals who possess the rare combination of knowledge, experience, wisdom, and passion. ## Our Clients Many clients have brought us their challenges. We have helped them with comprehensive programs, smaller targeted improvements, and everything in between. ## Our Collaboration Partners We focus on our core competencies and leverage great partners to provide comprehensive solutions. ## Vision Using a balanced scorecard approach, our 5-year vision is focused on four critical areas: 1. Clients 2. Products 3. Team members 4. Financial performance ## Mission Because people are under intense pressure to improve results, and reduce waste, and because our planet is under intense pressure due to the overuse and disposal of natural resources; we are committed to crafting sustainable organizations. ## Values Our core values are: - Planet Earth - Integrity - Results - Collaboration - Balance --- # Our Team URL: https://transformanceadvisors.com/about-us/team/ # Our Team ## Mike Loughrin Mike Loughrin is the CEO and Founder of Transformance Advisors. He also teaches for Louisiana State University Shreveport and is on the board of directors for the Association for Supply Chain Management Northern Colorado. Mike brings exceptional experience in industry, consulting services, and education. He has directed several Lean Transformation programs and has helped organizations such as Levi Strauss, Warner Bros., Cabela's, Constellation Brands, Lexmark, CoorsTek, and Sweetheart Cup. ## Lale Lovell Lale Lovell, Ph.D. is the Vice President of Transformance Advisors. She is a chemical engineer with over 20 years of engineering and management experience in a variety of technology companies in Colorado, including Lexmark and Seagate. Lale brings a wealth of expertise to her role, specializing in Lean thinking and coaching. Her dedication to continuous improvement and community service underscores her commitment to professional excellence for her clients. --- # Mike Loughrin URL: https://transformanceadvisors.com/about-us/team/mike-loughrin/ # Mike Loughrin Mike Loughrin is the CEO and Founder of Transformance Advisors. He also teaches for Louisiana State University Shreveport and is on the board of directors for the Association for Supply Chain Management Northern Colorado. Mike brings exceptional experience in industry, consulting services, and education. He has directed several Lean Transformation programs and has helped organizations such as Levi Strauss, Warner Bros., Cabela's, Constellation Brands, Lexmark, CoorsTek, and Sweetheart Cup. ## Experience Summary - Founder of Transformance Advisors. Guided the development of Lean and Six Sigma certification programs for organizations seeking to empower their employees to improve processes and deliver continuous improvement. Key clients include Levi Strauss, Warner Bros., Lexmark, Cabela's, RK Industries, CoorsTek, and Aurora Organic Dairy. - Instructs Six Sigma, Lean Transformation, and Data Visualization courses for the MBA Program at Louisiana State University Shreveport. - Instructs Lean Transformation course for the MBA Program at University of South Carolina Aiken. - Advised Levi Strauss and Co. in the development of improved processes for Global Demand and Supply Management. As Demand Planning Project Team Leader, helped build the business case, define new global processes, and configure SAP APO. - Advised Warner Home Video in the development of improved processes for Demand and Supply Management. - Built the Demand Management and Master Planning capabilities of the Supply Chain Management practice for eJiva Consulting. Managed client engagements with clients such as Sony, Nike, 3M, Nortel, Ciba Vision, Cummins Engine, Mercury Marine, and Thomson Consumer Electronics. - Directed a Lean Transformation for Sweetheart Cup Company. Improved on-time delivery performance from 59% to 95%+ and earned Class A Certifications for 15 manufacturing facilities, 12 distribution centers, and 5 business units. Reduced lead times by 75%. - Director of Lean and Six Sigma Programs for the International Supply Chain Education Alliance. - Director and Chief Financial Officer for the Association for Supply Chain Management Northern Colorado and Wichita. - Member of the Loyola Business Leadership Hub. ## Client Testimonials "Mike Loughrin's leadership of the demand planning project team allowed us to meet our objectives. I highly recommend Mike as a world class consultant able to help organizations with the challenges of improving the performance of their supply chain." - Kirk Fife, Senior Director of IT, Levi Strauss and Co. "Mike Loughrin is a true supply chain expert, who consistently delivers innovative solutions." - Erin Bunkley, Director of Demand Management, Warner Home Video "Mike Loughrin is the consummate professional who clearly understands every detail of coaching people through a Lean Transformation." - Steve Smith, Director of Business Development, EOSYS "The Supply Chain and Sustainability Center of Loyola University Chicago is pleased to partner with Mike Loughrin and the team from Transformance Advisors. Their expertise in Lean Transformations brings great insight, perspectives, and thought leadership to our advisory board." - John A. Caltagirone, Founding Director, Loyola Business Leadership Hub, Loyola University Chicago --- # Lean is the #1 improvement program in the world. URL: https://transformanceadvisors.com/portfolio/what-is-lean/ # What is Lean? ## By Mike Loughrin, CEO for Transformance Advisors ## Make No Mistake Don't let anyone steer you wrong. Lean is "the #1 improvement program in the world". The only real competition for popularity comes from inaction or weak attempts which rely upon naive trial and error. ## 1. Foundation = Definition and Principles ### Define Lean Lean can be defined as "the systematic elimination of waste". The first key word is **systematic** - we are not interested in a chaotic scramble. The second key word is **waste** - we are not going for a cost cutting frenzy. ### Lean Principles There are **5 principles of Lean**. First articulated in "Lean Thinking" by James P. Womack and Daniel T. Jones: 1. Specify Value 2. Identify Value Streams 3. Create Flow 4. Leverage Pull 5. Seek Perfection A principle is a fundamental truth. Unlike many other methodologies, Lean principles are not a sequence of steps - they are guiding principles while you work to eliminate waste. ## 2. Focus = Value vs. Waste ### Types of Value There are 3 types of value: 1. **Value Add**: Activities which are necessary for meeting customer requirements 2. **Business Value Add**: Activities which are necessary for meeting other stakeholder requirements 3. **Non-value Add**: Activities which are not valued by any stakeholder ### Types of Waste The 7 classic types of waste are: 1. Defects 2. Movement 3. Inventory 4. Poor Processing 5. Waiting 6. Over Production 7. Motion As Lean evolves, two other types of waste are gaining acceptance: 1. Underutilized Employee Capabilities 2. Environmental Waste ## 3. Tools Some of the commonly used tools include: - Value Stream Mapping - A3 Problem Solving - Changeover Reduction - The 5S System - Standard Work - Visual Controls - Mistake Proofing Many of these tools will be used by employees working in teams during Kaizen Blitz events. Kaizen is Japanese for continuous improvement. Blitz is German for lightning fast. ## 4. Vision = Lean Transformation ### Everyone is Empowered A key aspect of the Lean vision is to make a transformation where everyone is empowered to participate in waste elimination projects, problem solving efforts, and continuous improvement activities. ### Sustainable Organizations A sustainable organization "achieves its mission while meeting the needs of the present without compromising the future". This requires: 1. A culture where all functional areas are completely committed 2. Alignment from suppliers to customers using proven best practices and emerging trends 3. Rock solid support for all value streams in terms of leadership, knowledge, and teamwork 4. Performance and results which meet customer and other stakeholder value agreements ## 5. Applicability = Everyone and our Planet ### Lean Transformation for Everyone Lean is an all inclusive improvement methodology and is growing rapidly in all types of organizations including: Healthcare Services, Product Development, Maintenance, Human Resources, Manufacturing, Customer Service, Supply Chain, Sales, Food Service, Engineering, Logistics, Retail, Information Technology, Financial Services, Field Service, Marketing, Hospitality Services, and Sourcing. ### Lean and Green We define Lean and Green as "the systematic elimination of unsustainable practices". Adding environmental waste to the 7 classic types of waste is a powerful enhancement to the goal of saving our planet. ## Summary Look for key components: 1. Principles of Lean are fundamental truths 2. Focus on value and waste 3. Using tools to eliminate waste 4. Empowerment seeking to craft a sustainable organization 5. Leaving no one behind including our planet --- # What is Lean Transformation in 2025? URL: https://transformanceadvisors.com/portfolio/what-is-lean-transformation/ # What is Lean Transformation? ## By Mike Loughrin, CEO for Transformance Advisors ## A Great Investment A Lean Transformation program is one of the best investments any organization can make. The return on investment (ROI) is better than many other strategic initiatives. We define Lean as "the systematic elimination of waste". A Lean Transformation is "the systematic elimination of waste with the goal of creating a sustainable organization". A sustainable organization is one which "achieves its mission while meeting the needs of the present without compromising the future". ## Three Critical Components 1. **Lean Projects**: The key to success is executing well-defined Lean projects. These projects must engage employees to eliminate waste and deliver significant improvements. 2. **Continuous Improvement**: Lean projects will provide better and stable processes. This is when you leverage continuous improvement to keep getting better and respond to constant change. 3. **Program Management**: Maintaining a portfolio of improvement projects, communicating accomplishments, change management, and educational events for everyone. While each component provides great value, it is the synergy between them which makes for a successful Lean Transformation. ## Top 5 Benefits of a Lean Transformation Program **Return on Investment (ROI)** - Results could include: - Reduce cycle time for new product development - Reduce defects and wasted effort creating more efficient processes - Improve service and quality leading to impressed customers and increased revenue - Cut down on mistakes and miscommunication creating a better quality of life - Create stable processes which don't rely on tribal knowledge - Develop empowered employees with a common language - Reduce the waste of energy and materials lowering your carbon footprint **Quality of Life** - A Lean Transformation program will create processes which are stable, flexible, and able to meet stakeholder needs. **Scalability** - This is the ideal time for a Lean Transformation when old processes no longer work. **Sustainability** - The goal is to craft a sustainable organization which "achieves its mission while meeting the needs of the present without compromising the future". **Community** - Lean is the #1 improvement program and has a large community of organizations and individuals on the same journey. ## Summary Lean projects provide a systematic approach for eliminating waste and establishing better, more stable processes. Continuous improvement can be applied to a stable process to create even better performance. Small incremental improvements, routinely applied and sustained over a long period, result in significant overall improvement - similar to a 401k program. --- # What is Continuous Improvement? URL: https://transformanceadvisors.com/portfolio/what-is-continuous-improvement/ # What is Continuous Improvement? ## By Mike Loughrin, CEO for Transformance Advisors ## Nothing's Permanent Organizational continuous improvement programs, such as Lean and Six Sigma, emphasize how their methodologies do not create permanent processes. Two critical reasons why a new future state is just the beginning: - All improvement projects have limited resources and cannot create a process which will provide perfect performance at the lowest total cost - Reaching perfect performance, if possible, will always be temporary - the environment is constantly changing A definition of Continuous Improvement: "The routine and incremental improvement, to a process, which enhances stakeholder value or responds to environmental change." ## The 401k Effect Think of continuous improvement as similar to the power of small routine contributions into a 401k retirement savings account. Small incremental changes, routinely applied and sustained over a long period, result in significant overall improvement. Consider a process involving 12 people. If each person reduces the work effort by 2 minutes per week, the cumulative reduction over 1 year can produce productivity improvements exceeding 10%. ## Where To Start There is an ideal time to initiate continuous improvement. For a process, you should run an improvement project to examine your current state and implement an improved future state. It's at the point of transition to your future state where you turn on the power of continuous improvement. A word of caution: don't apply continuous improvement to a poorly designed process. Fix the process first. ## Helpful Techniques The most effective techniques for continuous improvement include: - Kaizen blitz events - Plan do check act - Gemba walks - Process audits - Performance measurements - Standard work ## The Dark Side of Continuous Improvement Common challenges with continuous improvement include: - **Sub-optimization**: it's always easy to make a small change in one department and miss the impact on downstream activities - **Documentation**: it's very difficult to keep policies, procedures, and instructions accurate when things are changing every day - **Training**: a better idea from one person may not be worth the effort of training all the other people who do the same work - **Idea collection**: suggestion boxes are easy to install, but much more difficult to manage ## Summary Achieving a culture of continuous improvement is simply a "must have" aspect for creating and maintaining a sustainable organization. The path to success is not short or easy. There are numerous techniques which take time to learn and use effectively. --- # What is Lean Six Sigma? URL: https://transformanceadvisors.com/portfolio/what-is-lean-six-sigma/ # What is Lean Six Sigma? ## By Mike Loughrin, CEO for Transformance Advisors ## What's Going On with Lean Six Sigma? Lean is defined as "the systematic elimination of waste". Six Sigma is defined as "a structured approach for improving the quality of products, services, and processes by reducing variation with a goal of reaching less than 3.4 defects per million opportunities to have a defect". ## Confusion Reigns Professor Tony Bendell posted on LinkedIn seeking the definition of Lean Six Sigma and received over 70 responses. Many respondents claimed to have the answer, but the sheer number of different definitions supports one assessment: **There is no common understanding or definition of Lean Six Sigma.** ## 1. Key Concepts **Five Principles of Lean:** Specify Value, Identify Value Streams, Create Flow, Leverage Pull, Seek Perfection (Principle = Fundamental Truth) **Five Step Six Sigma Methodology - DMAIC:** Define, Measure, Analyze, Improve, Control These concepts are not interchangeable. A true blending would need to arrive at a different foundation. ## 2. Primary Tools **Lean:** Value Stream Mapping, The 5S System, Changeover Reduction, A3 Problem Solving, Kaizen Blitz Events, Pareto Analysis, Poka Yoke **Six Sigma:** Voice of Customer, Critical to Quality, Statistical Analysis, Failure Mode Effects Analysis, Statistical Process Control, Control Charts, Mistake Proofing ## 3. Approach **Lean Transformation Approach:** For organizations which view Lean as a strategic initiative, one objective is achieving a cultural transformation where everyone is empowered to participate in continuous improvement efforts. The goal is to create a sustainable organization. **Six Sigma Approach:** For organizations which view Six Sigma as a strategic initiative, one objective is establishing a structure of yellow, green, black, and master black belts. The goal is to reduce variability and achieve less than 3.4 defects per million opportunities. ## Reality In my opinion, there has not been a blending of the key concepts, tools, and approaches from Lean and Six Sigma into a hybrid super improvement program. ## Marketing Hype At this time, the most applicable definition for Lean Six Sigma is: "a term with no clear meaning in the world of organizational improvement. It's meant to sound like a hybrid program using Lean and Six Sigma." At Transformance Advisors, we very seldom use the term Lean Six Sigma. We are in the group focused on Lean Transformation programs. We leverage Six Sigma when there is a clear need to reduce variation using the five step DMAIC methodology. ## What This Means When you see or hear the term Lean Six Sigma, think: - It's Lean and Six Sigma - It's Lean or Six Sigma - It's marketing hype - It's time to be skeptical --- # What is Six Sigma? URL: https://transformanceadvisors.com/portfolio/what-is-six-sigma/ # What is Six Sigma? ## By Mike Loughrin, CEO for Transformance Advisors ## A Powerful Program Six Sigma has earned a tremendous reputation as one of the leading organizational improvement programs. This methodology leverages strong statistical analysis and builds upon programs such as total quality management, statistical process control, and quality function deployment. Emerging in the 1980s at Motorola, Six Sigma exploded in the 1990s with great success at General Electric, Allied Signal, and Honeywell. ## History Lesson The beginnings of Six Sigma can be traced back to the early pioneers in the quality movement: - **Walter Shewhart** - developed statistical process control (SPC) and the plan, do, check, act (PDCA) process - **W Edwards Deming** - advanced a complete philosophy of quality management and the 14 points of quality - **Joseph M Juran** - evangelized the use of quality circles and was the first to apply the Pareto principle to quality - **Kaoru Ishikawa** - popularized the 7 basic tools of quality and developed the Cause and Effect Diagram - **Genichi Taguchi** - developed a methodology that emphasized "designing in quality" to reduce variation in manufacturing - **Philip B Crosby** - promoted the concept that "quality is free" and the need to establish a goal of "zero defects" ## Early Champions - **Bill Smith** - regarded as the "Father of Six Sigma" for developing a standard problem solving method that reduced defects at Motorola - **Michael Harry** - created a training curriculum at Motorola and the concept of Six Sigma roles defined as "belts" - **Jack Welch** - as CEO for General Electric, promoted Six Sigma by creating training centers and helping deliver over $12 billion in savings ## What Does Six Sigma Mean? Sigma is the 18th letter of the Greek alphabet used by statisticians to designate "standard deviation". Calculating the standard deviation identifies the amount of variation in a product, service, or process. Statisticians have proven that for a normal distribution, the average plus or minus six standard deviations will cover 99.99966% of measurements. The goal of Six Sigma is to reduce variation to the point where you have **less than 3.4 defects per million opportunities to have a defect**. ## Competitive Advantage 1 - An Achievable Goal While the statistics can cause confusion, the ability to leverage hard data about a product, service, or process is how Six Sigma captured the support of executives at early adopters. Unlike other improvement programs with unattainable goals, the math makes Six Sigma seem possible. ## Competitive Advantage 2 - Structured Methodology The second competitive advantage is a structured 5-step methodology: 1. **Define** 2. **Measure** 3. **Analyze** 4. **Improve** 5. **Control** The trailblazers of Six Sigma designed these steps to support any level of complexity. You always follow the same 5 steps and grab different tools from the Six Sigma toolbox. ## Competitive Advantage 3 - Roles and Responsibilities Six Sigma uses belt designations to identify levels of knowledge and responsibility: - **Yellow Belt**: foundational knowledge of Six Sigma concepts and tools, supports project teams - **Green Belt**: manages projects using the DMAIC methodology and Six Sigma tools - **Black Belt**: leads major projects, ensures rigorous data analysis, coaches Green Belts - **Master Black Belt**: trains and coaches Black Belts, leads enterprise-level Six Sigma deployments - **Champion**: executive sponsor who supports and resources Six Sigma projects ## Summary Six Sigma is the runner up to Lean as the most popular improvement methodology. It focuses on reducing variation with a goal of achieving less than 3.4 defects per million opportunities. Its structured DMAIC methodology and clear belt-based roles have made it one of the most recognizable improvement programs in the world. --- # 3 types of value used for Lean URL: https://transformanceadvisors.com/portfolio/types-of-value/ # Three Types of Value ## By Tom Cassidy, Guest Contributor ## Everyone Provides Value In continuous improvement programs, the types of value in a process were historically classified as either value add or non-value add. To be considered value add, the step had to change the form or function of the product or service, be done right the first time, and be something the customer would be willing to pay for. However, this two-category approach created challenges when finance, legal, HR, and other functions were told their work was non-value add. ## The 3 Types of Value ### Value Add Value add are **activities necessary for meeting customer requirements**. In the purist sense, this is what the organization gets paid to do. Examples include: - Working on an assembly line making products - Driving a truck delivering products - Helping customers understand their options - A lawyer providing legal services - Creating new products with less environmental impact ### Business Value Add Business value add are **activities not involved with meeting customer requirements, but necessary for other stakeholder requirements**. They are often related to maintaining the sustainability of the organization. Examples include: - Creating a marketing campaign for the launch of a new service - Auditing the books and reporting financial performance to shareholders - Being the project manager for the Lean Transformation - Onboarding new employees and getting them set up with benefits - Leading development of the annual plan and identifying strategic initiatives ### Non-value Add Non-value add are **activities not necessary for meeting customer and other stakeholder requirements**. These activities are not valued by anyone and can be classified as waste. Examples include: - Waiting outside a supervisor's office for a rubber stamp - Having to second guess a forecast from an optimistic sales person - Moving product in a warehouse to reach the item a customer ordered - Inspecting the work of others who are not trusted to get it right the first time - Calling customers to notify them their order will not be shipped on time ## Measuring Value To extend the value analysis, many organizations create a ratio of value add activity. You compare the value add time to the total time of the process. For example: if you have value add time of 5, business value add time of 7, and non-value add time of 28, then you have a value add ratio of 1 to 8. ## Summary The three types of value framework recognizes that: - **Value Add** activities are what customers pay for - **Business Value Add** activities are necessary for sustainability and stakeholder needs - **Non-value Add** activities are waste that should be eliminated This more nuanced approach avoids telling large portions of an organization that everything they do is waste, which is both inaccurate and counterproductive. --- # What Is PDCA? Discover Another Continuous Improvement Tool URL: https://transformanceadvisors.com/portfolio/what-is-pdca/ # What is Plan Do Check Act? ## By Mike Loughrin, CEO for Transformance Advisors ## A Continuous Improvement Tool A key part of Six Sigma and Lean Transformations is empowering people to identify problems and make continuous improvement to processes and procedures. One common problem solving tool leveraged by many organizations is called **Plan, Do, Check, and Act (PDCA)**. PDCA originated as the Shewart Cycle, containing Plan, Do, and See. Edward W. Deming modified it to Plan, Do, Study, and Act. Refinements in Japan produced the current Plan, Do, Check, and Act. The spirit of the tool is to leverage the scientific method: Hypothesis = Plan, Experiment = Do, Evaluation = Check. Then, if all is well, you can Act. ## Plan **Identify the problem and develop a plan for improvement:** - Identify the problem - Agree on the desired situation - Determine the root cause(s) - Select a potential solution - Create implementation plan The Plan step can be 75% of the entire effort. Some tools which can help include: Brainstorming, Cause and Effect Diagram, 5 Why Questioning, Run Chart. ## Do **Test your solution:** - Implement on a trial basis - Take measurements At this point, you are not doing a full implementation - you are only testing a possible solution. The Do step is about Experiment, not doing everything in the scope of the Plan. ## Check **Evaluate the results:** - Compare your measurements to expectations - If problem persists, return to the Plan step - If success achieved, proceed to the Act step Staying with the scientific method, Check is about evaluation of the experiments regarding your hypothesis. ## Act **Fully implement the solution:** - Update documentation on new standard work - Train everyone in the new procedures - Apply improvement to all areas - Monitor performance ## Pros and Cons The most relevant con is that "other tools are better" for certain situations. ## Summary While PDCA is often prescribed as an easy tool, reality is more challenging. When and where to use PDCA is part of the issue: - Some claim PDCA is for sizable projects seeking breakthrough improvements - Others assert PDCA should be used during kaizen blitz events seeking frequent small improvements - Still others say PDCA should be used every day for every problem Additional challenges include: - The Plan step is really multiple steps and represents 75% of the total effort - There is an assumption the Act step is not the end - the team is in an endless loop - Key steps can be easily confused by those who are not well-trained --- # Project Champion Guidelines URL: https://transformanceadvisors.com/portfolio/project-champion-guidelines/ # Project Champion Guidelines ## By Mike Loughrin, CEO for Transformance Advisors ## Project Oriented Approach The best approach for an organizational transformation is running well-defined projects. A Project Champion is defined as "the person who owns the leadership role and delegates the project management role." Success with leveraging projects for transformation requires the steady hand of Project Champions. Success requires someone providing leadership and coaching to the project team. ## Requirements There are 5 critical job requirements for anyone seeking to be a Project Champion: 1. **Organizational credibility** - knowing the key players and having leadership responsibilities 2. **Methodology knowledge** - understanding the concepts, milestones, and tools used for your chosen improvement program 3. **Industry knowledge** - insight into the competition and best practices or emerging trends which need investigation 4. **People skills** - expertise to leverage emotional intelligence and conflict resolution skills when dealing with all stakeholders 5. **Coaching skills** - an ability to ask great questions, lead structured conversations, and develop the skills of those being coached ## Responsibilities The 5 job responsibilities are a mirror image of the requirements: 1. **Secure stakeholder engagement** - get the right people on the bus 2. **Ensure each milestone is complete and correct** - the team executes each step in the chosen improvement methodology 3. **Inspire the team to design a wonderful solution** - leap frog the competition by reaching for the best ideas 4. **Keep people focused on the task at hand** - help the team avoid dysfunctional traits 5. **Coach the project team to success** - advice and guidance without telling them exactly what to do ## Project Champions Are Hard To Find Challenges include: - Too many executives are leaders of one functional silo with limited knowledge of other parts of the organization - Potential champions have limited knowledge of improvement programs - The constant push for cost cutting overwhelms the need to stay up to date on competitors - Working with people to navigate organizational change requires rare skills known as emotional intelligence and conflict resolution - Coaching is a skill which has not been included in the career development of many current leaders ## How Requirements Map to Responsibilities 1. **Organizational credibility** enables securing stakeholder engagement - the champion must get leadership onboard with commitment of time, talent, and wisdom 2. **Methodology knowledge** ensures milestones are complete and correct - the champion guides the team through each systematic step 3. **Industry knowledge** inspires the team - knowing best practices and emerging trends raises the bar for solutions 4. **People skills** keep people focused - emotional intelligence and conflict resolution skills address the dysfunctional traits that can derail teams 5. **Coaching skills** complete the picture - asking great questions and leading structured conversations develops the problem solvers needed for success --- # Lean Project Scorecards URL: https://transformanceadvisors.com/portfolio/lean-project-scorecards/ # Lean Project Scorecards ## By Mike Loughrin, CEO for Transformance Advisors ## The Challenge Selecting an appropriate Lean project can be challenging. You don't want to find yourself in a multi-year galactic struggle - with no hope of success. Alternatively, you don't want to waste time by having a project team research easy and low-value opportunities. ## A Sensible Three Step Approach 1. Identify desirable characteristics which promote success and positive outcomes 2. Establish a scoring technique which quantifies each characteristic 3. Score possible projects to determine their viability - High scoring projects become candidates for action - Low scoring projects are dropped or refined to improve their score ## 1. Desirable Project Characteristics Three areas of characteristics to evaluate: **Alignment:** - Strategic Initiatives - does the project support a strategic initiative? - Scope - ideally 3 to 6 months (one company found a large percentage of failed projects had drifted beyond 6 months) - Lean Toolbox - can a standard methodology from the Lean toolbox be used? **Value:** - Customer Value - will customers pay more or buy more? - Stakeholder Value - do other stakeholders see financial or quality-of-work-life benefits? - Amount of Waste - will waste be eliminated? - Return on Investment - what is an estimate for ROI from the project? **Resources:** - Project Champion or Coach - is an executive willing and able to own the leadership role? - Project Manager or Problem Solver - is someone available to manage the project? - Project Team or Subject Matter Experts - are the right people available to form a team? ## 2. Establishing a Scoring Technique A scorecard should be quantifiable. Create criteria and weight them based on your organization's priorities. Common weights: - Benefits: 40% - Costs: 20% - Time: 20% - Resources: 20% ## 3. Scoring Projects - High scoring projects (above a defined threshold) become candidates for action - Low scoring projects are dropped or refined - Projects which cannot identify a champion should never be started ## Summary The goal is to identify the best projects for your Lean Transformation. A disciplined approach to project selection will: - Align improvement work with strategic priorities - Prevent wasting resources on low-value projects - Identify projects with the right resources in place before starting - Create a portfolio of projects that deliver meaningful ROI --- # Control Charts for Data Visualization URL: https://transformanceadvisors.com/portfolio/control-charts/ # Control Charts ## By Mike Loughrin, CEO for Transformance Advisors ## Staying In Control What if you get to the end of an expensive improvement project and discover the changes have not completely eliminated all problems? Control charts employ a combination of statistical and graphical methods to give you a look at what's happening inside any process. Control charts are a key tool from Statistical Process Control and an important tool used in the control step from Six Sigma. ## Control Charts Basics Control charts have a few standard features: - Process performance on the vertical axis - Time or occurrences on the horizontal axis - Upper and lower control limits - when is the process out of control - Performance measurements over time or occurrence - Common sense chart title and any required definitions Four characteristics of a process which is in control: 1. Most points are near the middle - the mean 2. About an equal number of points are over and under the mean 3. Just a few points are near the control limits 4. No points are outside of the control limits ## All Types of Processes You can create a control chart for almost any process: - Daily or monthly sales - Hotel room cleaning - Emergency room wait time - Customer order cycle time - Quality measurements - Supplier deliveries - Customer complaints ## Setting Control Limits In the traditional approach, upper and lower control limits are established using standard deviation. The upper limit is set at +3 standard deviations from the mean. The lower limit is set at -3 standard deviations. The idea is how +/- 3 standard deviations will capture 99.7% of occurrences. You will be out of control 0.3% of the time. You can also be more creative in setting control limits. The key word is action - do not set control limits which just cause someone to shrug and move on. ## The Rule of 7 - Advanced Warning Signs Seven scenarios provide advanced insight before control limits are breached: 1. 7 points on the same side of the center line - implies a shift in the process 2. 7 points moving in the same direction - implies a trend 3. 14 consecutive points are alternating up and down - implies variation not consistent with normal randomness 4. 2 out of 3 consecutive points are more than 2 sigmas from the center line in the same direction 5. 4 out of 5 consecutive points are more than 1 sigma from the center line in the same direction 6. 15 consecutive points are within 1 sigma of the center line 7. 8 consecutive points on either side of the center line but not within 1 sigma Note: The original "Shewhart Control Chart Rules" have scenario 1 as 9 points and scenario 2 as 6 points. Different versions of these rules exist - you can craft your own set of rules based on your process. ## Summary Control charts provide a picture of a process over time. They are an invaluable tool for: - Monitoring a process after an improvement project - Identifying when a process shifts or trends in a concerning direction - Providing early warning before a process goes out of control - Supporting data-driven decisions about when to intervene --- # Coaching Root Cause Analysis URL: https://transformanceadvisors.com/portfolio/coaching-root-cause-analysis/ # Coaching Root Cause Analysis ## By Jenn Turvey, Improvement Practitioner and Coach ## A Demanding Process Conducting root cause analysis is a demanding process for both the coach and the problem solver. Typical steps include: - Identifying the problem or issue to be analyzed - Uncovering relevant facts and data - Discovering who knows about the issue and can help analyze that information - Once the cause(s) are uncovered, determining whether the analysis has delved deeply enough, or whether more analysis or more data is required As they analyze and assess, the problem solver will discover this process demands flexibility and endurance. They must be open to taking a step back to gather more data, or making a U-turn to another analysis approach. In general, they need to stay open to deeper exploration for as long as it takes. For the coach, it's important to help the problem solver move forward and persevere in this thinking process. For that, some special techniques are necessary. ## Two Techniques ### 1. Opportunity Questions Also called "powerful questions", opportunity questions are simple and direct inquiries which put a stop to confusion when a conversation goes off track or loses focus. An opportunity question can: - Expand the terrain when the problem solver is limiting their thinking - Disrupt jumping to conclusions - Restart the action when someone is making excuses or giving up - Stop diversions down the wrong path When you ask an opportunity question, silence is likely to follow. It's critical to give the person a few moments to reflect and respond. Example opportunity questions: - What does that mean? - Where else could you look? - Who else could you talk to? - What else might be important here? ### 2. Challenging In coaching, challenging means helping the problem solver move forward. A challenge opens possibilities, rather than stopping a person in their tracks. A challenge can: - Nudge a person toward looking under a few more rocks - Point out inconsistencies or flaws in logic - Ask the problem solver to trust the process - Help them identify different perspectives Example challenge questions: - What are you assuming? - Is that consistent with your problem statement? - Do you feel that step is complete? - What is the impact on the customer? Challenge statements (no question mark needed): - I'm noticing this assumes... - You mentioned earlier... - I wonder what the folks in customer service think... - This seems to be too easy... ## Summary Successful root cause analysis requires precisely defined issues and exhaustive analysis, as well as persistence, digging deeper, and digging elsewhere. Two techniques from the coach's toolbox will help: - Asking an opportunity question can stop confusion and help get the conversation back on track - A challenge can highlight areas requiring more analysis or a different angle ## About the Author Jenn Turvey is a skilled workplace and leadership coach with a background in organizational development. She has her Lean and Six Sigma Green Belt, and previously worked as an improvement and operational planning practitioner for the State of Colorado. --- # Root Cause Analysis: Your Mission... URL: https://transformanceadvisors.com/portfolio/root-cause-analysis/ # Root Cause Analysis: Your Mission... ## By Mike Loughrin, CEO for Transformance Advisors ## Everyone Agrees At some point, the pain of a recurring issue will lead someone to scream "we need to find the root cause"! Examples are everywhere: - Why do 20% of the flights from Denver to Dallas land before a gate is ready? - Why do the safety audit scores show no improvement over last year? - Why do some blue jeans wear out sooner than expected? - Why does another hospital have better outcomes for their patients? The challenge is how the issues appear to be random and there have often been multiple attempts to address the situation. ## Where It Fits In most cases, root cause analysis is **not** a stand-alone improvement project. It is an assignment to one person or a small team to "find the root cause" for something which needs to be addressed - as part of a larger project: - Six Sigma projects need root cause analysis during the Analyze step - Value Stream Mapping projects need root cause analysis before designing a future state value stream map - Problem Solving projects have a specific step for root cause analysis - it comes before identifying and selecting countermeasures ## An Effective Approach Step by step approach: 1. **Confirm you have the right people available** - the team working on the "big" project may not be the right team for one specific root cause 2. **Articulate the specific issue you are addressing** - focus on who is involved, what the issue is, where and when it happens, why it is important 3. **Review the information you have and go get more data** - tools include check sheets, brainstorming, fishbone diagrams, run charts, affinity diagrams, data dumps from IT systems, mapping techniques 4. **Peel back the onion to reveal the truth** - tools include 5 whys, scatter diagrams, fault tree analysis, Pareto analysis, statistical analysis, control charts, failure mode and effects analysis 5. **Find the root cause** - you are looking for "the first domino to tumble" - the thing which starts the sequence of errors 6. **Craft a root cause statement of fact** - simple, consisting of one or two sentences; typically leaving out names of individuals ## Testing for True Root Cause A functional test traces directly from the proposed root cause, step by step, through actual occurrences, leading directly to the reported issue. If the effects branch off to some other result, then you do not have a true root cause. A partner in crime, with many false root causes, are "assumptions" which, often in hindsight, are not valid. ## Summary Root cause analysis is a critical skill for any improvement practitioner. The goal is to find the first domino - the underlying cause that, when addressed, prevents the recurring issue from returning. --- # Why do A3 problem solving efforts often fail? URL: https://transformanceadvisors.com/portfolio/why-do-a3-fail/ # Why Do A3 Problem Solving Efforts Fail? ## By Mike Loughrin, CEO for Transformance Advisors ## Too Good To Be True? The A3 problem solving methodology is often presented as a simple process which only requires one piece of paper, one pencil, and one eraser. But many people and organizations are not very effective in solving problems with the A3 methodology. More people are frustrated and bewildered than enthused and pleased with results. There are three essential elements which must accompany the one piece of paper: 1. Five stages 2. Two critical roles 3. Supporting management system ## Five Stages A3 Problem Solving has five stages: | A3 Problem Solving | Description | |---|---| | 1. Problem Definition | A. Define the Problem, B. Current Situation, C. Desired Situation | | 2. Root Cause Analysis | A. Get the Facts, B. Identify Root Cause, C. Verify Root Cause | | 3. Countermeasures | A. Research, B. Consensus on Best Option, C. Gap Analysis | | 4. Implementation | A. Craft a Plan, B. Gain Consensus, C. Implement Changes | | 5. Follow-up | A. Refinements, B. Standardize, C. Share Lessons Learned | Note: Some people have forced the A3 methodology to align with Plan Do Check Act (PDCA). This is not recommended as it takes two simple sounding tools and creates a Frankenstein. ## Two Critical Roles Success with A3 requires two specific roles: **The Coach** will assign someone the responsibility to solve a problem - create the problem solver. This also means the coach is assigning themselves the responsibility to coach the problem solver through the process. **The Problem Solver** will work to find a solution. They need a crisp understanding of the A3 methodology and leverage their coach to work through the problem at hand. They must not jump to conclusions. A common theme for organizations who have struggled with A3 is how they have short-changed the coaching role. Many training courses on A3 are too heavy on the one piece of paper and light on the coaching role. ## Supporting Management System The third aspect of A3 is the need for a management system to support coaches, problem solvers, and the rest of the organization. Specific needs include: 1. The organization must have the capacity to address the problems - don't launch 100 projects when you only have capacity for 25 2. Someone must have the knowledge, time, and desire to be the coach 3. There must be a system for launching, monitoring, and closing out completed problem solving efforts 4. Leaders must understand their role in supporting A3 practitioners ## Summary A3 Problem Solving fails most commonly because: - Organizations skip the coaching role or fail to train coaches properly - People try to force PDCA onto A3's five-stage structure - There is no supporting management system to sustain the effort - Too many A3 projects are launched without the capacity to support them Success requires investing in all three essential elements: mastering the five stages, establishing the two critical roles, and building the supporting management system. --- # Explore the key concepts of Standard Work URL: https://transformanceadvisors.com/portfolio/what-is-standard-work/ # What is Standard Work? ## By Jodi Walsh, Guest Contributor ## Three Two One This article explores Standard Work - a foundational Lean concept - through the lens of what it took to achieve milestones like the commercial launch of the Falcon Heavy rocket from SpaceX. The level of cumulative and sustained improvements required for commercial space travel illustrates how critical standard work is across all industries. ## Not Just for Space Every industry and every job task has an intended outcome. The challenge becomes achieving this intended outcome every time. This is where the concept of standard work becomes a foundation for success, whether for rocket engines or a cup of coffee. A definition of Standard Work: "A purposeful articulation, of the current state of the work, with a focus on achieving an intended outcome, while providing a baseline for continuous improvement." ## Key Concepts Three important concepts in the definition: **1. Purposeful Articulation** Purposeful articulation seeks to produce stable outcomes rather than rigid processes. The purposeful articulation of standard work includes three categories: - **Sequence** - Most processes have a practical sequence of work required to deliver targeted results. An effective definition must identify the optimal sequence of work, including the details of equipment, materials, information, and people. - **Timing** - Every process has an appropriate time associated with it. Awareness and specification of the time each step takes is important to a rigorous definition of standard work. - **Work-in-process** - Every process has an optimal amount of work-in-process. Too much work-in-process hinders cycle time. Too little can hamper the steady flow of output. **2. Intended Outcome** While the details of any process are generally important to the outcome, it is uniformity in outcome which is the target, not necessarily uniformity in process. The most important aspect of work is the result, for it is the outcome which is valuable to the customer. For Lean, the principle of specify value applies to each customer. For Six Sigma, the goal is to reduce the variation in outcome and achieve less than 3.4 defects per million opportunities. **3. Baseline for Improvement** Standard work is not about locking in a permanent process - it is about creating a documented baseline that enables continuous improvement. By capturing the current best-known method, you create: - A reference point for training new employees - A baseline for measuring improvement - Documentation that can be updated as processes improve - A foundation for audits and process reviews (part of the 5th S in the 5S System - Sustain) ## Summary Standard work is essential for: - Achieving consistent outcomes across shifts, employees, and locations - Providing a foundation for continuous improvement - Enabling training and knowledge transfer - Supporting process audits The Falcon Heavy and rocket science analogy reminds us: even organizations at the cutting edge of technology depend on rigorous standard work to achieve their incredible results. --- # Who are the Gemba Walkers? URL: https://transformanceadvisors.com/portfolio/gemba-walkers/ # Gemba Walkers ## By Tony Heath, PhD, CPHQ, Lean Consultant with OptumCare ## What is the Gemba? The gemba is a Japanese term for "the actual place". All across the world, Lean enthusiasts think of the gemba as the actual place where value is created. Toyoda Akido, of Toyota fame, describes gemba as "the flesh and blood" workplace. The term is physical rather than abstract, humane rather than mechanical. The gemba exists in all organizations: financial services, healthcare, government, retailing, restaurants, construction, and all the others. ## What is a Gemba Walk? A gemba walk is a walking visit to the actual place where value is created, with a goal to observe, listen, learn, and help. A gemba walk is NOT: - A presentation in a conference room - A quick meeting in front of some performance reporting station A gemba walk IS: - A deeper dive, done when work is happening - Done when you can focus (leave your mobile phone on your desk) - Focused on observing standard work, problem solving, continuous improvement, and teamwork ## Why do a Gemba Walk? Gemba walks allow people to see how value is created and get a sense of what is going well and what is not. It is crucial for gemba walkers to convey simple curiosity about the people and processes. The goal is not to audit or criticize. ## Who are the Gemba Walkers? ### 1. Managers and Supervisors (90% of all gemba walks) Typical questions include: - What's happening right now? - What do you do to keep improvements working? - Are there any issues with the materials you are using? - Is today's work on track to meet customer needs? - What quality challenges do you have? - What problems do you have? - What ideas do you have to improve the process? ### 2. Extended Team Members (HR, IT, EH&S, purchasing, scheduling, customer service, etc.) Common questions include: - What do you do? - What is the standard work for your role? - Where do you find a copy of the written document? - What is the purpose of your process? - Who depends on the outcome? - How can I best support you? ### 3. Executive Leadership Typical questions include: - What do you do? - How do you know what to do? - Who else is involved on your team? - How safe do you feel when you are at work? - Do you have the tools, materials, equipment, and information you need? Executive walkers should observe employee attitudes and general workplace organization and demonstrate support for workers. ### 4. Customers and Suppliers Outsiders can make observations which no one has ever considered. Customers can see how their orders are fulfilled. Suppliers can help identify where their products create challenges. ## Summary Gemba walks are one of the most powerful tools for: - Leadership to understand what's actually happening at the work level - Identifying gaps between standard work and actual practice - Building relationships between leadership and frontline workers - Supporting a culture of continuous improvement The gemba walk is not an inspection - it is a learning and support activity. --- # What is SWOT Analysis? URL: https://transformanceadvisors.com/portfolio/swot-analysis/ # What is SWOT Analysis? ## By Mike Loughrin, CEO for Transformance Advisors ## Clarifying Chaos SWOT analysis is a method for gaining consensus on the current reality of an organization in terms of strengths, weaknesses, opportunities, and threats. It can be applied to an entire organization, a specific product family, a single department, or one individual. ## Applying SWOT Analysis During an annual planning retreat, the executive leadership team should leverage SWOT analysis to gain consensus on the current reality for the entire organization. This understanding can then be compared with the 5-year vision to help define the 3 to 5 strategic initiatives required to close the gap. - **Strengths and weaknesses** should be internal factors, as they relate to your organization in comparison to your competition. - **Opportunities and threats** should relate to external factors in terms of what is happening outside of your organization. Identifying the factors in all four categories should be done with a focus on facts, not speculation or wishful thinking. ## Strengths Develop your list of strengths in relation to your competition. What are your competitive advantages? It's best to have quantifiable and verifiable facts vs. feel-good proclamations. Be careful not to over-rate yourself - most competitors also have great people and loyal customers. ## Weaknesses Admitting your weaknesses can be difficult. This is the time to "put the moose on the table." What causes you to lose prospects and customers to better offers from your competition? You should also examine your vision, mission, and values. If these aspects of your organization are weak, put it on the list. This is not the time to be timid. ## Opportunities Assessing best practices, emerging trends, competitor successes, and external changes can help you identify opportunities. New technology, government programs, and changing demographics can open up new markets or provide techniques to improve your competitive advantage. ## Threats List those external factors keeping you awake at night. What could change your market or cause your products and services to become obsolete? In our current reality of climate change and global pandemics, many need to take a much closer look at the very big threats which are here and now. ## The Power of 3 to 5 You don't need, and can't do much with, a massive collection of factors. The best SWOT analysis will include open discussion to clarify, modify, combine, and eliminate items from your initial list. Prune and prioritize your factors to no more than 3 to 5 for each category. ## The Next Step When complete, your SWOT analysis should have 3 to 5 factors for each category. Then you are ready to craft plans which: - Capitalize on your strengths - Minimize your weaknesses - Take advantage of opportunities - Apply risk management to threats --- # Top 5 Reasons to Earn a Professional Certification URL: https://transformanceadvisors.com/portfolio/top-reasons-professional-certifications/ # Top 5 Reasons to Earn a Certification ## By Thom Mandl, Guest Contributor ## Certifications Demonstrate Expertise Professional certifications demonstrate expertise and are one of the best credentials you can obtain. They testify to proficiency in a particular skill or field, which can make you a more attractive candidate, enable superior job performance, and lead to career advancement. The top reasons for earning a professional certification are: 1. Knowledge Validation 2. Competitive Advantage 3. Career Advancement 4. Compensation Enhancement 5. Community Enrichment ## 1. Knowledge Validation Earning a certification indicates you have met specific standards and possess a certain level of knowledge and skills. It provides third-party validation of your abilities. For example, some organizations require certification in Lean, Supply Chain Management, or Project Management to weed out candidates who have simply picked up a few buzzwords, but do not understand the improvement methodology and could not effectively lead a project. Third-party validation of skills from a professional certification is far more powerful than self-promotion and helps mitigate risk for employers. ## 2. Competitive Advantage Certifications give you an edge over other candidates who do not possess them. They showcase your commitment to continuous learning and professional development. Certifications also reduce the risk associated with hiring for a particular skill. Many universities provide the opportunity for students to earn a degree and professional certifications at the same time. The award winning MBA in Project Management program at Louisiana State University Shreveport offers Certified Lean Practitioner as part of a Lean Transformation class and Certified Six Sigma Green Belt as part of a Process Improvement class. Research from the Burning Glass Institute reveals a number of organizations are reacting to worker shortages by dropping college degree requirements for many middle-skill jobs, estimating "1.4 million jobs could open up to workers without college degrees over the next five years." A professional certification can go a long way toward showing documented skills. ## 3. Career Advancement Many organizations consider certifications when making decisions about promotions and career advancement. Certifications demonstrate expertise, open new opportunities, and allow you to take on more significant responsibilities. For example, as part of a Lean Transformation at one company, an engineer who had earned the Certified Lean Practitioner designation was promoted to an Operations Excellence role. Data from the United States Department of Labor reveals only 2.4% of full time workers in the civilian labor force have a professional certification. For many skills, the demand is high and the supply is low. ## 4. Compensation Enhancement Certifications can positively impact your earning potential. Data from the United States Department of Labor reveals those with a certification in "management, business, and financial operations" jobs make 31% more than those without a certification. The Association for Supply Chain Management reports that "Certified individuals earn up to 25% more than their non-certified peers." ## 5. Community Enrichment Pursuing and maintaining certifications often involves engaging with a community of professionals in your field. This can provide you with valuable networking opportunities and access to industry events where you can keep current with emerging trends. Belonging to a professional community brings continued learning and collaboration that keeps your certification knowledge current and relevant. --- # Top 5 Benefits of Lean Practitioner Certification URL: https://transformanceadvisors.com/portfolio/top-5-benefits-of-lean-practitioner-certification/ # Top 5 Benefits of Lean Practitioner Certification ## By Mara Irons, Marketing Manager for Transformance Advisors ## Open the Door to Adventure Transformance Advisors offers a great opportunity with our Lean Practitioner certification. This credential opens doors to exciting career prospects and equips individuals with invaluable tools to drive organizational success. The top 5 benefits are: 1. Career Advancement 2. Enhanced Organizational Value 3. Knowledge Validation 4. Collaborative Community 5. Self-Improvement ## Career Advancement This certification showcases your ability to be a successful member of a Lean team and to run Lean projects independently. The Certified Lean Practitioner course includes a Value Stream Mapping project students can run with their organization. Upon completion, students are qualified for several positions including Value Stream Manager, Continuous Improvement Manager, and Lean Manufacturing Engineer. Many individuals in the early stages of their careers have difficulty getting promotions. Those with additional education and certifications are more likely to be promoted. ## Enhanced Organizational Value Certified Lean Practitioners play a crucial role in boosting efficiency, productivity, and quality within their organizations. Their knowledge and skills allow them to identify and eliminate waste in any process. Lean tools and methodologies can be applied to every organization whether you are in healthcare, finance, hospitality, or manufacturing. Example: Pulaski Memorial Hospital used Value Stream Mapping to streamline processes in revenue cycle management and achieved a 51% reduction in overall write-offs. ## Knowledge Validation One significant advantage of becoming a Certified Lean Practitioner is knowledge and skills validation. Through the certification process, individuals demonstrate their understanding and proficiency in Lean principles and methodologies. Certifications also act as a safeguard against potential misrepresentation of skills. Candidates may claim familiarity with Lean concepts, yet lack the foundational knowledge necessary for successful implementation. By requiring certification, employers ensure they hire individuals with the skills to deliver tangible results. ## Collaborative Community The Lean community is an incredibly welcoming group providing a space to discuss ideas, share challenges, and make connections. Being part of this community is not just about networking - it's about staying up to date with the latest industry trends and collaborating with like-minded peers. ## Self-Improvement Pursuing personal growth and development is not just commendable - it's essential for thriving in today's dynamic world. Earning a Lean Practitioner certificate demands dedication and hard work. Investing in personal development enhances individual capabilities and contributes to organizational success. People who continuously seek opportunities for growth bring fresh perspectives and innovative ideas to their teams, fostering increased collaboration, successful problem-solving, and overall team effectiveness. --- # Recognizing the Need for a Lean Transformation URL: https://transformanceadvisors.com/portfolio/recognizing-the-need-for-lean-transformation/ # Recognizing the Need for a Lean Transformation ## By Mara Irons, Director of Marketing for Transformance Advisors ## Is It Time? Many organizations encounter a variety of obstacles which might indicate it's time for a Lean Transformation. Leadership should be attentive to specific buzzwords and phrases which often indicate deeper issues: firefighting, frustration, challenges, confusion, and micromanagement. The issues holding organizations back can be grouped into three categories: 1. Quality of Life 2. Scalability 3. Sustainability ## 1. Quality of Life A low quality of life at work is easy to spot and feel. You'll notice it when: - Firefighting is a normal daily routine - The same problems come up over and over - Turnover is high and good people are leaving - Frustration runs high and hope runs low **Firefighting** is a red flag. When teams spend their days reacting to urgent issues, it means underlying processes are not stable or reliable. **Recurring problems** are another sign that temporary fixes are being applied instead of lasting solutions. Without root cause problem-solving, progress is impossible. **High turnover** is a painful indicator that people are burned out or disillusioned. Your best employees are often the first to leave when their efforts aren't making an impact. **Frustration** builds quickly in an environment filled with chaos and repeat problems. Over time, it chips away at morale, and teams lose hope that things will ever improve. ## 2. Scalability Scaling your organization to meet bold goals takes more than ambition. It takes systems that support growth. You might have a scalability problem if: - Micromanagement seems to be the only way to get things done - There are too many meetings which chew up valuable time - Only 1 or 2 people know how to do certain things - People have to wait around for someone to OK the next move When knowledge lives within only a few people, it's nearly impossible to scale. Documenting processes makes knowledge available to everyone and reduces bottlenecks. If you don't have time to work on scaling, that's a signal in itself. Lean gives you that time back by removing waste and making space for what's important. ## 3. Sustainability Most organizations seek to be sustainable. You can't "achieve your mission while meeting the needs of the present without compromising the future" when: - Processes are not up to the challenges of meeting stakeholder requirements - Measurements drive the wrong behavior and set you back when people do what is rewarded - There is no time to work on the strategy, if there even is a strategy - People are unsure about the real needs of external or internal customers When processes fall short of stakeholder expectations, trust erodes. A sustainable organization builds processes that are reliable, repeatable, and capable of meeting requirements consistently. ## Implementing Lean Transformation A successful Lean Transformation requires commitment from all levels of the organization, especially leadership. Transformance Advisors offers a comprehensive Lean Transformation program with three key components: 1. **Lean Projects** - Executing well-defined projects that engage employees to eliminate waste and deliver significant improvements. 2. **Continuous Improvement** - Leveraging continuous improvement to keep getting better and respond to the constant change swirling around you. 3. **Program Management** - Maintaining a portfolio of improvement projects, communicating accomplishments, dealing with change management, and providing educational events. --- # Great articles for those seeking to craft a sustainable organization URL: https://transformanceadvisors.com/articles/ # Articles ## Article Categories - Lean Articles - Six Sigma Articles - Project Management Articles - Coaching Articles - Supply Chain Articles ## Top Lean Articles - [What is Lean?](https://transformanceadvisors.com/portfolio/what-is-lean) - [What is Continuous Improvement?](https://transformanceadvisors.com/portfolio/what-is-continuous-improvement) - [What is Standard Work?](https://transformanceadvisors.com/portfolio/what-is-standard-work) - [Lean Education Standards](https://transformanceadvisors.com/portfolio/lean-education-standards/) - [Lean Project Scorecards](https://transformanceadvisors.com/portfolio/lean-project-scorecards) - [Gemba Walkers](https://transformanceadvisors.com/portfolio/gemba-walkers/) - [What is Value Stream Mapping?](https://transformanceadvisors.com/portfolio/value-stream-mapping/) - [5 Horrors of Lean](https://transformanceadvisors.com/portfolio/5-horrors-of-lean/) ## Top Six Sigma Articles - [What is Six Sigma?](https://transformanceadvisors.com/portfolio/what-is-six-sigma) - [What is Plan Do Check Act?](https://transformanceadvisors.com/portfolio/what-is-pdca) - [Control Charts](https://transformanceadvisors.com/portfolio/control-charts/) - [Six Sigma Belts](https://transformanceadvisors.com/portfolio/six-sigma-belts/) - [Six Sigma Project Scorecards](https://transformanceadvisors.com/portfolio/six-sigma-project-scorecards/) - [What is Lean Six Sigma?](https://transformanceadvisors.com/portfolio/what-is-lean-six-sigma/) ## Top Project Management Articles - [Project Champion Guidelines](https://transformanceadvisors.com/portfolio/project-champion-guidelines/) - [Root Cause Analysis: Your Mission](https://transformanceadvisors.com/portfolio/root-cause-analysis/) - [The Dangers of Low Hanging Fruit](https://transformanceadvisors.com/portfolio/low-hanging-fruit/) - [What is SWOT Analysis?](https://transformanceadvisors.com/portfolio/swot-analysis) - [Project Closure](https://transformanceadvisors.com/portfolio/project-closure/) ## Top Coaching Articles - [Why Do A3 Problem Solving Efforts Fail?](https://transformanceadvisors.com/portfolio/why-do-a3-fail/) - [Coaching Root Cause Analysis](https://transformanceadvisors.com/portfolio/coaching-root-cause-analysis/) ## Top Supply Chain Articles - [What is Supply Chain Management?](https://transformanceadvisors.com/portfolio/what-is-supply-chain-management/) - [5 Steps to Successful Supplier Selection](https://transformanceadvisors.com/portfolio-view/successful-supplier-selection) - [Bullwhip Effect: Still Snapping After All These Years](https://transformanceadvisors.com/portfolio/bullwhip-effect/) - [What is Strategic Sourcing?](https://transformanceadvisors.com/portfolio/what-is-strategic-sourcing/) - [What is The Fresh Connection?](https://transformanceadvisors.com/portfolio/the-fresh-connection/) --- # Top 50 Organizational Improvement Acronyms URL: https://transformanceadvisors.com/resources/industry-acronyms/ # Industry Acronyms ## Top 50 Organizational Improvement Acronyms The team at Transformance Advisors combined our experience with input from other experts to create this list of the top 50 organizational improvement acronyms. | Acronym | Term | Definition | |---|---|---| | 3P | Production, Preparation, Process | A Lean methodology which drives dramatic improvements in product and process design by developing multiple approaches and selecting the best choice based on which design has the least waste. | | 5S | The 5S System | A systematic approach to create and maintain workplace organization using the steps sort, stabilize, shine, standardize, and sustain. | | 8D | Eight Disciplines Problem Solving | An eight step problem solving methodology designed to identify, correct, and eliminate recurring problems. | | A3 | A3 Problem Solving | A systematic five step process for solving complex problems where the root cause is not obvious. The best approach leverages two critical roles of coach and problem solver. | | AI | Artificial Intelligence | A method of making a computer, computer-controlled robot, or software program think intelligently. | | ANOVA | Analysis of Variance | An approach to comparing data with multiple means across different groups, allowing you to see patterns and trends within complex and varied data. | | BI | Business Intelligence | A program which combines business analytics, data mining, data visualization, data tools and infrastructure, and best practices to help organizations make data-driven decisions. | | CI | Continuous Improvement | The routine and incremental improvement, to a process, which enhances stakeholder value or responds to environmental change. | | CLA | Certified Lean Apprentice | A credential indicating a person has learned the principles, concepts, and terms which everyone must understand in any organization seeking to make a Lean Transformation. | | CLE | Certified Lean Expert | A credential indicating a person has learned and gained hands-on experience solving complex problems. | | CLM | Certified Lean Master | A credential indicating a person is able to navigate the cultural challenges with leading a Lean Transformation. | | CLP | Certified Lean Practitioner | A credential indicating a person has learned and gained hands-on experience with the most powerful tools used for Lean Transformations. | | CSSBB | Certified Six Sigma Black Belt | A credential indicating a person is able to lead major Six Sigma projects and coach other project teams. | | CSSGB | Certified Six Sigma Green Belt | A credential indicating a person has learned and gained hands-on experience with the methodology and tools used for Six Sigma projects. | | CSSYB | Certified Six Sigma Yellow Belt | A credential indicating a person has learned the principles, concepts, and terms everyone must understand in any organization using the Six Sigma improvement methodology. | | CTQ | Critical to Quality | A tool used to identify and define the key measurable characteristics of a product or process whose performance standards must be met. | | DMAIC | Define, Measure, Analyze, Improve, and Control | The 5 steps of the Six Sigma methodology. | | FMEA | Failure Mode and Effects Analysis | A systematic approach for identifying potential failure modes in a product or process and their effects on the outcome. | | JIT | Just in Time | A Lean strategy which aligns raw-material orders from suppliers directly with production schedules, delivering materials exactly when needed. | | KPI | Key Performance Indicator | A measurable value demonstrating how effectively an organization is achieving key business objectives. | | OEE | Overall Equipment Effectiveness | A framework for measuring manufacturing productivity - specifically how effectively a manufacturing operation is utilized. | | PDCA | Plan, Do, Check, Act | A continuous improvement tool with four steps: plan an improvement, implement it on a trial basis, evaluate the results, and if successful fully implement the change. | | ROI | Return on Investment | A financial metric used to evaluate the profitability of an investment. For Lean programs, ROI is calculated by comparing the financial benefits of waste elimination to the cost of the program. | | RPN | Risk Priority Number | A calculation used in Failure Mode and Effects Analysis (FMEA) to prioritize risks. | | SCM | Supply Chain Management | The systematic coordination of the traditional business functions and the tactics across these business functions within a particular organization and across businesses within the supply chain. | | SIPOC | Suppliers, Inputs, Process, Outputs, Customers | A tool used in process improvement that summarizes the inputs and outputs of one or more processes. | | SLA | Service Level Agreement | A commitment between a service provider and a client defining the level of service expected from the provider. | | SOP | Standard Operating Procedure | A set of step-by-step instructions compiled to help workers carry out routine operations. | | SPC | Statistical Process Control | The use of statistical methods to monitor and control a process. | | TOC | Theory of Constraints | A management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. | | TPS | Toyota Production System | The production system developed by Toyota which is the basis for Lean manufacturing. | | TQM | Total Quality Management | A management approach to long-term success through customer satisfaction. | | VSM | Value Stream Mapping | A Lean tool used to visualize and analyze the flow of materials and information required to bring a product or service to a consumer. | | WIP | Work in Process | Inventory that has been partially processed but is not yet a finished product. | --- # Top 50 Organizational Improvement Definitions URL: https://transformanceadvisors.com/resources/industry-definitions/ # Industry Definitions ## Top 50 Organizational Improvement Terms The team at Transformance Advisors combined our experience with input from other experts to create this list of the top 50 organizational improvement definitions. | Term | Definition | |---|---| | 5 Whys | Asking and answering "Why" five times is expected to lead to the root cause of a recurring issue. It may take more or less than 5, but the spirit is to dig deeper as the first couple of answers are often nowhere near the root cause. | | A3 Problem Solving | A systematic five step process for solving complex problems where the root cause is not obvious. The best approach leverages two critical roles of coach and problem solver. | | Agile | An umbrella term for a set of frameworks and practices based on the values and principles expressed in the Manifesto for Agile Software Development. | | Balanced Scorecard | A tool designed to track more than just financial metrics by adding additional perspectives which focus on customers, internal business processes, and learning and development. | | Best Practice | A procedure, demonstrated by research and experience, which produces superior results and is suitable for widespread adoption as a standard. | | Business Intelligence | A program which combines business analytics, data mining, data visualization, data tools and infrastructure, and best practices to help organizations make data-driven decisions. | | Change Management | The process of guiding organizational change to fruition, from the earliest stages of conception and preparation, through implementation and, finally, to resolution. | | Changeover Reduction | A systematic approach for reducing the period required to change from producing the last good product or service of one batch to producing the first good product or service of the next batch. | | Changeover Time | The period required to change from producing the last good product or service of one batch to producing the first good product or service of the next batch. | | Continuous Improvement | The routine and incremental improvement, to a process, which enhances stakeholder value or responds to environmental change. | | Control Chart | Statistical and graphical methods which give you a look at what's happening inside any process. These charts can help you identify any remaining, or brand new, process performance issues. | | Define, Measure, Analyze, Improve, and Control | The 5 steps of the Six Sigma methodology (DMAIC). | | Empowered | Allowing employees to make independent decisions and take action as they see fit. | | Gemba | A Japanese word for "the actual place" - the place where value is created. | | Gemba Walk | A walking visit to the actual place where value is created, with a goal to observe, listen, learn, and help. | | Just in Time | A Lean strategy which aligns raw-material orders from suppliers directly with production schedules. | | Kaizen | A Japanese term for "continuous improvement". | | Kaizen Blitz | A rapid improvement event, typically lasting 3-5 days, where a cross-functional team works intensively to improve a specific process or area. | | Lean | The systematic elimination of waste. | | Lean Transformation | The systematic elimination of waste with the goal of crafting a sustainable organization. | | Non-value Add | Activities which are not valued by any stakeholder - these activities are waste. | | Pareto Analysis | A visual representation which demonstrates the "eighty twenty" rule - 80% of customer complaints come from 20% of your customers. | | Plan, Do, Check, Act | A continuous improvement tool with four steps: plan an improvement, implement it on a trial basis, evaluate the results, and if successful fully implement the change (PDCA). | | Poka Yoke | A Japanese term for mistake proofing - a technique or device which prevents defects from being created or passing to the next step in a process. | | Process Champion | An executive who supports and resources improvement projects. | | Project Champion | The person who owns the leadership role and delegates the project management role. | | Root Cause | The most fundamental reason for the occurrence of a problem. The first domino to tumble in a sequence of events leading to an issue. | | Root Cause Analysis | A systematic process for identifying the root cause of a problem or issue. It's used in most improvement methodologies as a key step before developing countermeasures. | | Six Sigma | A structured approach for improving the quality of products, services, and processes by reducing variation with a goal of reaching less than 3.4 defects per million opportunities to have a defect. | | Standard Work | A purposeful articulation of the current state of the work, with a focus on achieving an intended outcome, while providing a baseline for continuous improvement. | | Sustainable Organization | An organization which achieves its mission while meeting the needs of the present without compromising the future. | | Value Add | Activities which are necessary for meeting customer requirements. | | Value Stream | All the actions, both value added and non-value added, required to bring a product or service from raw material to the customer. | | Value Stream Mapping | A Lean tool used to visualize and analyze the flow of materials and information required to bring a product or service to a consumer. | | Variation | The range of possible outcomes in any process. Reducing variation is the primary focus of Six Sigma. | | Visual Control | A technique that makes the state of the process visible at a glance, allowing anyone to see immediately whether the process is on track or off track. | | Waste | An instance of using or expending something carelessly, extravagantly, or to no purpose. For Lean enthusiasts, waste is found in non-value add activities. | --- # Top 50 Organizational Improvement Websites URL: https://transformanceadvisors.com/resources/industry-links/ # Industry Links ## Top 50 Organizational Improvement Links The team at Transformance Advisors combined our experience with input from other experts to create this list of the top 50 organizational improvement websites. ## Professional Organizations and Institutions | Name | Description | URL | |---|---|---| | American Society for Engineering Management (ASEM) | A global professional society dedicated to the promotion and advancement of the engineering and technical management profession. | asem.org | | American Society for Quality (ASQ) | A global organization of quality professionals with members in more than 130 countries, with a wealth of information on Lean and Six Sigma including case studies. | asq.org | | Association for Supply Chain Management (ASCM) | The largest nonprofit association for supply chain professionals with partnerships and locations in more than 100 countries. | ascm.org | | Credential Registry | An organization dedicated to providing up-to-date information about all credentials, a common description language to enable credential comparability, and a platform to search and retrieve information about credentials. | credentialengine.org | | Institute for Healthcare Improvement (IHI) | Uses improvement science to advance and sustain better outcomes in health and healthcare across the world. | ihi.org | | Institute for Supply Management (ISM) | The first and largest nonprofit professional supply management organization worldwide, founded in 1915, with a community of more than 50,000 across 100 countries. | ismworld.org | | International Organization for Standardization (ISO) | Brings together global experts to agree on the best way of doing things. Currently maintains over 25,000 standards, including several on Lean and Six Sigma. | iso.org | | International Supply Chain Education Alliance (ISCEA) | Provides total supply chain knowledge to manufacturing and service industry professionals through Education, Certification, and Recognition. Transformance Advisors has formed a strategic partnership with ISCEA. | iscea.org | | Lean Construction Institute (LCI) | A nonprofit created to transform the design and build environment through reforming production management in design, engineering, and construction. | leanconstruction.org | | Lean Enterprise Institute (LEI) | A nonprofit founded by management expert James P. Womack, PhD, with a mission to make things better by advancing Lean thinking and practice. | lean.org | | Lean Global Network (LGN) | A consortium of 26 nonprofit organizations dedicated to advancing Lean Thinking and Practice throughout the world. | planet-lean.com | | National Association for Healthcare Quality (NAHQ) | Seeks to elevate the profession and advance the discipline of healthcare quality and safety. | nahq.org | | National Institute of Standards: Manufacturing Extension Partnerships (NIST MEP) | Creates public-private Manufacturing Extension Partnerships (MEPs) with all 50 states and Puerto Rico to serve small and medium manufacturers. | nist.gov/mep | | Project Management Institute (PMI) | Empowers project professionals around the globe to excel in project management practices and publishes the PMBOK standards guide. | pmi.org | | Scaled Agile (SAFe) | The Scaled Agile framework standardized methodology for implementing Agile at scale, adopted by more than 20,000 enterprises globally. | scaledagile.com | | Shingo Institute | A program within Utah State University's School of Business, named after manufacturing engineer Shigeo Shingo, conducting research and providing Lean education and organizational assessments. | shingo.org | --- # Lean Leadership URL: https://transformanceadvisors.com/resources/lean-leadership/ # Lean Leadership ## 3 Phases of a Lean Transformation Success with a Lean Transformation program requires Lean Leadership. It takes leadership engagement to enjoy the tremendous benefits from a successful Lean program. Lean Leadership involves stepping up and doing what only members of the leadership team can do. The leadership team has the responsibility to provide a platform for empowered employees to learn what to do and have the authority to make the changes they see fit. There are 3 critical phases of a Lean Transformation where the leadership team has special responsibilities: 1. Explore 2. Launch 3. Sustain ## 1. Explore Before anything happens, the leadership team needs to explore options. During the explore phase, each member of the leadership team should get educated on the latest material on Lean Transformation programs. This is the time to get on the same page. Don't commit to a Lean Transformation program when members of the leadership team have a different understanding of what you are about to do. The explore phase should conclude with a leadership team meeting where a shared vision is spelled out and everyone agrees they are on-board. ### Resources for the Explore Phase - [What is Lean?](https://transformanceadvisors.com/portfolio/what-is-lean/) - [Recognizing the Need for a Lean Transformation](https://transformanceadvisors.com/portfolio/recognizing-the-need-for-lean-transformation/) - [What is Lean Transformation?](https://transformanceadvisors.com/portfolio/what-is-lean-transformation/) ## 2. Launch After the leadership team gets on the same page and commits to a Lean Transformation, you are ready to launch your program. Leadership needs to be visible and engaged. The launch activities will involve a burst of education and the initiation of Lean projects. The keys to a successful launch are quality education, project champions, and project scorecards - coordinated by the Lean Program Director. A failed launch means a failed Lean program and humiliation for all involved. Avoid "The 5 Horrors of Lean" by using the keys to success. ### Resources for the Launch Phase - [Lean Education Standards](https://transformanceadvisors.com/portfolio/lean-education-standards/) - [Project Champion Guidelines](https://transformanceadvisors.com/portfolio/project-champion-guidelines/) - [Lean Project Scorecards](https://transformanceadvisors.com/portfolio/lean-project-scorecards/) ## 3. Sustain After launching your Lean program, it will be time to sustain the effort by making Lean activities the new normal. Projects, kaizen blitz events, and practicing the 5 principles of Lean will become routine. For the leadership team, the ability to sustain your Lean program will require a shift to being a coach and a gemba walker. Coaches "unlock a person's potential to maximize their own performance". Gemba walkers go "to the actual place where value is created, with a goal to observe, listen, learn, and help". Another aspect of sustaining your Lean Transformation program is to conduct an assessment every year. Your Lean Program Director could conduct this audit as input to the annual strategic planning process. ### Resources for the Sustain Phase - [What's Coaching All About?](https://transformanceadvisors.com/portfolio/what-is-coaching/) - [Gemba Walkers](https://transformanceadvisors.com/portfolio/gemba-walkers/) - [Ideal Team Player](https://transformanceadvisors.com/portfolio/the-ideal-team-player/) - [Lean Program Assessment](https://transformanceadvisors.com/portfolio/lean-program-assessment/) ## Summary The 3 phases of a Lean Transformation program each require specific Lean Leadership activities: - **Explore**: Get educated, align the leadership team, and build a shared vision - **Launch**: Initiate education programs and first Lean projects with project champions and scorecards - **Sustain**: Shift to coaching and gemba walking; conduct annual program assessments An improvement program assessment is "a systematic process for collecting, analyzing, and acting on information about the effectiveness of an organization's chosen improvement program". --- # Recommendation Reports URL: https://transformanceadvisors.com/portfolio/recommendation-reports/ # Recommendation Reports ## By Mike Loughrin, CEO for Transformance Advisors ## Time to Tell a Story The time arrives with many improvement projects when you need to make recommendations. These recommendations need to clearly address the root causes you have identified. Beyond a simple list of recommendations, your project team needs to tell the story of your project. One effective approach for crafting a recommendation report includes the following six part format: 1. Executive Summary 2. Project Overview 3. Description of Options 4. Evaluation of Options 5. Recommendation 6. Appendix ## Section 2: Project Overview This is your opportunity to share the excitement about your project. Describe the project and what you did. For a Six Sigma project, explain what you have done for the DMAI steps in the DMAIC methodology. The recommendation report is part of the Improve step: - **Define**: Provide a brief description of the highlights in the project charter. Pick the highlights in the scope and a few other choice nuggets. - **Measure**: Share a run chart or explain the big data you acquired. A Six Sigma project should be data intense. - **Analyze**: Show some of your analysis and demonstrate you have gotten to the root cause. Scatter diagrams can be one of the most powerful visualization tools. - **Improve**: Reveal how you got to this recommendation report by exploring best practices and narrowing down your options. In most cases, your Project Overview should be about two pages. ## Section 3: Description of Options Describe possible options which will address the root causes you identified and deliver the desired situation articulated in the project charter. At a minimum, each option should have: - Option number, name, and description - Benefits: What are the financial benefits? What other benefits might stakeholders appreciate? - Costs: What additional costs will it take to implement the option? A few cautionary bits of advice about your options: - Be cautious about options which launch new projects - Don't claim wild and reckless savings - Be very careful about launching into the need for new software - most companies have more than they need and don't understand how to use what they have - Don't include options for things you should have already done Keep each option to about one-half of a page. Put extra materials in the Appendix. ## Section 4: Evaluation of Options Your next step is to evaluate each option. Common criteria includes benefits, costs, time, and risk. One caution is to avoid measures which have a high correlation with each other. For example, high cost options will most likely take longer, so penalizing them twice could skew results. An example scorecard uses benefits, costs, sustainability, customers, and resources as evaluation criteria. After getting your initial scores, take a close look to ensure you have been fair and accurate. Given one table for criteria and one table for scores, your Evaluation of Options should be about two pages. ## Section 5: Recommendation Recommend the option or combination of options which best addresses the root causes, meets the project objectives, and delivers the best value to all stakeholders. Your recommendation should: - Clearly state which option(s) are recommended - Explain why the recommended option(s) scored highest - Identify any conditions or risks - Outline next steps for implementation ## Section 1: Executive Summary (Written Last) The Executive Summary is written after the rest of the report is complete. It should: - Be no longer than one page - Briefly describe the project and its objective - Summarize the options that were evaluated - State the recommendation clearly - Highlight the key benefits and costs ## Section 6: Appendix The Appendix contains supporting material that would interrupt the flow of the main report: - Detailed data and analysis - Full project charter - Value stream maps or process maps - Detailed financial projections - Interview summaries - Source references --- # Discover the hidden dangers of Low Hanging Fruit URL: https://transformanceadvisors.com/portfolio/low-hanging-fruit/ # Dangers of Low Hanging Fruit ## By Mike Loughrin, CEO for Transformance Advisors ## Easy Picking I love grabbing the quick wins. I am not telling anyone to ignore the low hanging fruit. But I have seen too many improvement programs stall out. Could those successful projects, focused on the low hanging fruit, have planted the seeds of failure? ## Great Start Most improvement programs, such as Lean or Six Sigma, will get off to a fast start. The common foundation for launching these programs includes: - Top management has made the case for change - Education brings new ideas and sharpens everyone's skills - Resources are in place and eager to show results - There is an abundance of low hanging fruit - opportunities are everywhere Looking in terms of benefits and effort, the low hanging fruit delivers nice benefits for minimal effort. These opportunities are the perfect place to start. But buried in the very DNA of those early projects is a genetic disease waiting to strike. ## Natural Tendency Picking the low hanging fruit is fast, fun, and rewarding. It also allows you to delay those challenging projects which require you to be at the top of your game. Given "easy" projects which deliver nice benefits, you don't need to exercise the skills you learned in those certification courses. A muscle which is not used will grow weak. And problem solving skills which are not used will become dull. People only use the parts of each tool they need for solving easy projects. The critical steps for solving hard problems go unused and fade from memory. ## Common Scenarios Think about all the possibilities for your problem solving skills to become dull from lack of use: - Don't follow all of the steps for creating a value stream map - cut corners and move fast - Skip the step to explore best practices - Just toss everyone into a room and run a kaizen blitz event - no need for the facilitator to get prepared - Don't bother with a project charter - There's not time to ask customers what they need - A few people have complained about statistics - let's drop the math and go with our instincts - No need for a project champion ## Out Of Steam As most could predict, the reliance on picking low hanging fruit will lead to problems when faced with more difficult challenges. For an improvement program, dull skills lead to project failure, morale problems, and wasted time. In a worst case scenario, the entire program can quietly end. ## Regaining Momentum Transitioning from low hanging fruit to more challenging projects will require everyone to sharpen their skills. One of the most common skills which people fail to exercise is the need to **step back to reflect** on your overall improvement program. A few things to consider: - Assess recent project effectiveness - do you capture lessons learned at project closure? - For all problem solving tools - what corners have you cut from the systematic approach? - Be brutal on your use of project charters - Where is the morale of everyone? - Have you applied the wrong tools? - Do you need more advanced training? ## Summary All serious improvement programs begin with education and a burst of success from picking the low hanging fruit. There is a natural tendency to apply skills at a level appropriate for the challenge you face. At some point, skills become dull from lack of use while projects become more difficult. Dull skills and difficult projects is a recipe for disaster. The transition from easy projects to challenging ones is a dangerous time. Those with dull skills need to recognize their situation and implement a recovery plan before a few failures ruin the entire improvement program. --- # Ideal Team Player - A Review and Analysis URL: https://transformanceadvisors.com/portfolio/the-ideal-team-player/ # Ideal Team Player - A Review and Analysis ## By Mara Irons, Marketing Manager for Transformance Advisors The Ideal Team Player by Patrick Lencioni identifies three essential virtues every ideal team player must possess: **humility**, **hunger**, and **smarts**. These virtues go beyond technical skills and focus on the behaviors and attitudes which drive trust, accountability, and collaboration within teams. Teamwork is defined as "work done by a group acting together where each member does a part which contributes to the efficiency of the whole." An ideal team player embodies this definition and elevates it. ## The Fable The first 150 pages of the Ideal Team Player are the "fable." The story follows Jeff, who takes over his Uncle Bob's construction company, Valley Builders, and must navigate hiring and staffing challenges. The executive team uses the Ideal Team Player Model to solve these challenges. ## The Ideal Team Player Model The three virtues of an Ideal Team Player are humble, hungry, and smart. ### Humble "In the context of teamwork, humility is largely what it seems to be. Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. Humility is the single greatest and most indispensable attribute of being a team player." - Patrick Lencioni A humble team player: - Readily admits their mistakes - Gladly shares the credit - Frequently compliments teammates - Accepts apologies graciously - Exudes quiet confidence and competence - Approaches teamwork with an abundance mentality The two biggest obstacles regarding humility are egos and self-doubt. An inflated ego makes teamwork difficult. Self-doubt can drag down team morale when someone lacks the confidence to advocate for their own ideas. ### Hungry "Hungry people are always looking for more. More things to do. More to learn. More responsibility to take on. Hungry people almost never have to be pushed by a manager to work harder because they are self-motivated and diligent." - Patrick Lencioni A hungry team player: - Is deeply passionate about achieving the team's objectives - Demonstrates enthusiasm for learning - Often thinks about how to take on more responsibility - Exhibits self-motivation - Shows strong commitment to the team's success ### Smart In the context of a team, smart refers to a person's common sense about people - specifically the ability to be interpersonally appropriate and aware, similar to emotional intelligence. A smart team player: - Asks good questions and listens to teammates - Knows when to speak up and when to hold back - Understands the subtleties of group dynamics - Demonstrates empathy and consideration for others' feelings - Avoids saying or doing things that will cause unnecessary problems ## The Seven Archetypes When people possess only one or two of the three virtues, they fall into one of seven archetypes: - **The Ideal Team Player**: Humble, Hungry, and Smart - **The Pawn**: Humble only - pleasant but not a contributor - **The Bulldozer**: Hungry only - gets things done but at great cost to team - **The Charmer**: Smart only - likable but not engaged or committed - **The Accidental Mess-Maker**: Humble and Smart, not Hungry - good intentions but little drive - **The Lovable Slacker**: Humble and Hungry, not Smart - well-intentioned but can harm team with poor interpersonal skills - **The Skillful Politician**: Hungry and Smart, not Humble - high performer but driven by ego and self-interest ## A 2025 Update The Ideal Team Player remains applicable today with some minor updates. The concept of "smart" has expanded to encompass a broader understanding of emotional intelligence and psychological safety in teams. Research continues to validate that humble, hungry, and smart team players are key to high-performing teams across all industries. ## How to Hire for These Virtues During the hiring process, look for: - **Humility**: Stories where they gave credit to others, admitted mistakes, or put the team first - **Hunger**: Evidence of self-motivation, going beyond what was required, and setting ambitious personal goals - **Smart**: Ability to read the room, awareness of how their words and actions affect others, and examples of navigating difficult interpersonal situations ## How to Develop These Virtues For existing team members: - Create a safe environment where admitting mistakes is modeled by leadership (builds humility) - Set stretch goals and give people opportunities to take on additional responsibility (builds hunger) - Coach people on the impact of their words and actions on others (builds smart) --- # 5 Steps to Supplier Selection URL: https://transformanceadvisors.com/portfolio-view/successful-supplier-selection/ # 5 Steps to Supplier Selection ## By Ally Conrad, Events Manager for Transformance Advisors ## Systematic 5 Step Process Why is it that we keep reading more and more articles about companies failing due to their supplier selection process? Let's discuss the 5 steps you should take in order to make the correct decisions in supplier selection. An important input to the supplier selection process are the guidelines for the types of suppliers you want, as impacted by your Sourcing Strategy. The output is creating your first order for that lucky supplier, after which you move into the Relationship Management phase. ## Step 1 - Supplier Selection Scorecard The first step is to create a supplier selection scorecard. The scorecard should be **quantifiable** and include: - Supplier characteristics - The important strategic alignment factors you value - Applicable business policies - Any constraints such as management directives, government regulations, and contracts already in place Make sure you are prioritizing your needs. All factors may be important but some are more important than others. For example, quality may be most important. Surprisingly, cost is often a low priority. If a supplier offers poor quality, long lead time, and late deliveries, then does it really matter how low the price is? **Supplier Characteristics to Evaluate:** | Factor | Factor | |---|---| | Cost | Reputation | | Quality | Certifications | | Delivery | Collaboration | | Location | Customer Base | | Capacity | Financial Health | | Flexibility | Social Responsibility | | Lead Time | Product Development | ## Step 2 - Identify Suitable Suppliers Once you have the selection criteria in place, create the pool from which you will select a supplier. Consider: - Current suppliers - starting with suppliers you have experience with and established relationships is generally a good idea - Past suppliers - depending on the reasons why they are past and not current - Competitors - if it is ethical and low-risk - Industry groups - many are non-profit and maintain databases of member companies - Recommendations and prior business relationships - Internet searches - the world is available for you to find, research, and contact potential suppliers - Artificial Intelligence - a very promising approach for leveraging the exploding technology ## Step 3 - Scorecard Ranking Gather information from the identified suitable suppliers, perhaps in the form of a Request for Quote (RFQ) or Request for Proposal (RFP). Tabulate the information you collect and use the scorecard to rank the potential suppliers. Depending upon the complexity and criticality of the product or service, you may: - Select the highest ranking supplier (while not required to pick the top scorer, moving too far down the list is a red flag) - Choose more than one for further qualification through interviews, site visits, or reference checks If all that work did not identify a clear winner, you may need to review your criteria and expand your search. ## Step 4 - Negotiate After narrowing the list to a manageable number of best options, possibly just one, let the negotiations begin. Depending on the critical good or service, you may negotiate with just the top supplier on your scorecard, even if others remain on the list of potentials. These others are not told they are not number 1 until after negotiations are completed. Based on the complexity of the situation, lawyers may be involved. ## Step 5 - Create Contract Once an agreement is reached, a contract is created and signed. For many transactions, the purchase order is the contract. For complex situations, you may have a contract and then create a separate purchase order. Creating the purchase order will include activating your procurement system and getting your accounts payable process ready to process the supplier invoice. ## Supplier Selection Summary When you strategically think about each supplier in your network and invest time to examine all your options, you will set your organization up for success. To create a network that is strong, reliable, and aligned with your business objectives, utilize this 5 step process: 1. Create supplier selection scorecard 2. Identify suitable suppliers 3. Rank the scorecard 4. Negotiate 5. Create contract --- # What is The Fresh Connection? URL: https://transformanceadvisors.com/portfolio/the-fresh-connection/ # What is The Fresh Connection? ## By Mike Loughrin, CEO for Transformance Advisors ## Team-based Simulation - Developing Collaboration Skills The Fresh Connection is an interactive team-based business simulation which provides an exceptional means for learning how to lead a business by practicing collaboration and consensus building. We know the pilot is in charge of an airplane, but only after many hours in a flight simulator. Is it time to gain an intense understanding of complex relationships, sharpen your skills, tear down functional silos, and learn what does not work - without crashing your business? ## Imagine Your New Job Imagine a situation in which you have just joined the leadership team for a company where costs are out of control and customer expectations are not being met. You have one of the following roles: - VP of Sales - VP of Operations - VP of Purchasing - VP of Supply Chain - Project Manager Your new company has been in business for over a century. However, recent performance has been poor and return on investment (ROI) has been negative. The board of directors is nervous! ## Problems Are Everywhere The daily sales and operations meeting covers the same agenda with the following issues: - Inventory fluctuates from way too high one week to severe shortages the next - Suppliers are unpredictable, serving up daily surprises of quality and delivery problems - Operations always seems to be changing over the equipment or making the wrong stuff - Customers are tired of the poor service and demanding lower prices - or else! The CEO has challenged you to improve customer service and increase ROI. These are the two measurements the board of directors feels are most important. If improvement is not quick, then heads will roll. ## What's This About? The Fresh Connection is an interactive team-based business simulation: - Teams of four, or five, work together to save a failing company - Each team member will select one of five roles: purchasing, operations, sales, supply chain, or project manager - Participants make strategic executive level decisions in a high-pressure environment - Every decision has trade-offs, both within and across the functional roles - Participants learn about best practices and emerging trends through hands-on experience - Collaboration and consensus building skills are developed as teams compete across multiple rounds The successful team will craft the best strategy and align all four functional disciplines. Winning is about generating the best ROI. ## What's Different? Learning through experience is 10 times more powerful than classical training. The Fresh Connection is a different way of learning which puts participants at the heart of a lifelike simulation so they can experience the impact of every decision they make. By participating in multiple rounds, participants see the results of their decisions, reflect on what happened, are introduced to new concepts, and then apply what they learned in the next round. ## Client Testimonials "The Fresh Connection is a great way to learn and practice how collaboration can lead to customer satisfaction and financial success." - Al Becker, Continuous Improvement Expert, Woodward "The Supply Chain Management course, with The Fresh Connection, provides a holistic approach to learning in a way which pushes an organization to collaborate and work together to maximize customer satisfaction and return on investment." - Tony Tills, Director of Operations, O.penVAPE "The Fresh Connection is a great learning tool which makes you think like an executive. You must link supply chain strategy to the business strategy and deal with the financial ramifications of your decisions." - Paul Vanderspek, Clinical Professor of Supply Chain Management, Colorado State University "The Fresh Connection brought a level of excitement to the classroom which I had never experienced before. I enjoyed the opportunity to collaborate with my teammates to save our failing company." - Ally Conrad, Events Manager, Transformance Advisors "The Fresh Connection simulation is the best tool I have seen for gaining an understanding of how decisions by various functional areas are intertwined with other areas and have a direct impact on ROI." - Hugh Finerty, Director Marketing and Development, Alliance International Inc "The Fresh Connection simulation is a replica of current situation in the US with the supply chain management issues caused by Covid-19." - Dare Abiola, LSUS MBA Candidate --- # End of llms-full.txt # Total pages: 47 # Generated from live content at transformanceadvisors.com