DEVELOPING PEOPLE · DEVELOPING PEOPLE . . . While driving out waste, adding value to your members...

DEVELOPING PEOPLE . . .While driving out waste, adding value to your

members and increasing the efficiency of your club.

Presented by

Copyright JP Horizons Inc. 2006 2

Working Smarter In Your OrganizationA.) List Five Processes In your Organization

Definition: A sequence of actions performed in order to produce a predetermined result.

1. 2.3.4.5.

B.) Evaluate The Five Processes1. Has the most potential to impact the culture?

#________2. Has the most potential to impact employees?

#________3. Has the most potential to impact other processes?

#________4. Has the most potential to impact the end user(s)?

#________5. Has the most potential to impact financial goals?

#________6. Has the most potential to impact YOU?

#________

C.) What is the CONCLUSION?Based on your discussion and responses to the questions above,

which one of the five processes would it make sense for you to begin to improve?

#__________ - _____________________________


NOW WHAT?

Working Smarter and the _____________ use of the LEAN tools will enable you to _______________, ________________, and

_______________ the processes that most impact your organization.

Now that you have isolated a process that could have a positive impact in your organization if improvements were made, how do you begin to do this and how do you sustain it?


“The customers we serve today will not wait for us if we stand still. Living our vision “Passionate People . . . Astounded Customers” requires that we press on to exceedingly higher performance levels and develop a culture with leaders at every level.

Leaders must live, eat and breathe the 15 Principles of the Ariens Management System.”

Daniel T. AriensPresident, The Ariens Company


CULTURECore ValuesLong-TermLeadersTechnology

PEOPLEDevelopment LearnQuality

PROCESSFlow PullLevel LoadStandard WorkVisualSupply ChainJust Get DirtyThink

The 15 Principles


CULTURECulture at its most basic level is the

sum of our behaviors and practices. A high performance culture is shaped

with a clear mission, shared core values and an environment of engaged

employees.

DESCRIBE IT. . .List 5 words that describe the current state of the CULTURE within your club . . .

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Shaping the CULTURE

The Vision Triangle

What is your mission statement?

How could you use it more effectively?


PEOPLELeadership involves setting

challenging expectations, using resources wisely, providing coachingto individuals and teams to achieve

desired results, celebrating accomplishments and driving changes. By doing this we can fulfill our vision

of Passionate People . . . Astounded Customers!

DESCRIBE IT. . .List 5 words that describe the current state of the PEOPLE within your club . . .

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Only Two Types of People

“The magic is in the people.”


PROCESSExceptional results come from

passionate people managing exceptional processes. This sums up

the real challenge of lean manufacturing – how to create

exceptional processes through the constant pursuit of perfection.

DESCRIBE IT. . .List 5 words that describe the current state of the PROCESSES within your club . . .

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The ACTION Model


How do you score?


What are the SOLUTIONS?

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What are you presently doing in your company to impact the “SIX FUNDAMENTAL BUSINESS ISSUES”?

What is one thing you will do in the future to have an impact on the PROCESSES in your club?

Ideas without ACTION are soon lost . . .


The Principles of LEAN

• VALUE

• VALUE STREAM

• FLOW

• PULL

• PURSUIT OF PERFECTION

“Inch wide. . . Mile deep.”


The MAGICAL MYSTICAL KAIZEN

EVENT. . . • Day 1

• Day 2

• Day 3

• Day 4

• Day 5

“Best is the evil enemy of better.”


PROCESSMAPPING

Definition of “Current State” -

Guidelines for process mapping. . .

“JUST DO IT”

CURRENT

STATE


7 Types of WasteApplies

Defects – Machine breakdowns, poor quality of materials, poor quality of service leading service calls and lost business.

7.NY

Motion – Unnecessary steps taken by employees or equipment because of poor planning, communication, or processes.

6.NY

Inventory – Too much materials delivered to a site; wasted products on shelves, poor ordering habits, wasted materials or resources.

5.NY

Extra Processing – Reworking because of lack of information, materials or equipment.

4.NY

Transport – Unnecessary movement of materials, products, service, or equipment.

3.NY

Waiting – People standing because of lack of information, preparedness of supervisor, unorganized or unclear instructions.

2.NY

Overproduction – Too many people on the job, giving more quality than needed, doing work that is not necessary.

1.NY

“All we need to do is to learn to observe . . . “


IdentifyingWaste . . . Guidelines and tools . . .

“Lean is the least waste way. . . “


The Power ofFIVE S . . .

“When in doubt, throw it out. “

•S

•S

•S

•S

•S


THE NEED FOR STANDARD WORK

“How will we know if we did it right or wrong, if we do not understand what is right

and what is wrong?”

Based on the examples where are you presently using standard work in your organization?

Where do you need to create STANDARD WORK in order to add value and drive out waste?

HOW MUCH TIME DO YOU ESTIMATE YOU SAVED FROM THE CURRENT STATE TO THE FUTURE STATE?


PROCESSMAPPINGDefinition of “Future State” -

List some of the items eliminated from the FUTURE STATE map that were drawn in the CURRENT STATE.

“ Everyone feels we never have enough time, yet we have all the time there is.”

FUTURE

STATE


Lessons Learned

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What are the BENEFITS of the Working Smarter Training Challenge?

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Decision

TimeDecision Decision

TimeTime

IMAGINE . . .

365 DAYS A YEAR OF

JP Horizons ENERGY!

Driving Business Performance

Go to www.jphorizons.comfor your FREE

Company AnalysisAnd learn how we are

ENERGIZING a Zillion People!

JP Horizons Inc. • P. O. Box 2039 • Painesville, Ohio 44077

CALL TOLL FREE 877-JPH-JAMS

DEVELOPING PEOPLE · DEVELOPING PEOPLE . . . While driving out waste, adding value to your members...

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