Typical Coaching/ Training Session

Every engagement is customized to meet the customers need - add value.  Here is a typical process.

1. Conversation on the phone or at the work site to identify the exact needs of the client.

2. As the Coach I prepare the appropriate material for a coaching session.  I found that coaching the actual training material on the floor gets results superior to just classroom slides.

3. An agenda is sent to the area manager and the event is scheduled.

4. The area manager arranges for a hands on review of the process in action for me to fully grasp the current state and issues, perhaps an hour.

5. Most sessions start off with a 2-4 hour classroom presentation of the material to be learned and practiced.

6. The best effect is achieved when we take the training out to where the process is carried out.  This may be 4 hours or much more depending on the exact scope agreed to. This is for a practical application of the material and will make actual improvements.  For example:

   • 5S decluttering:  Pick a representative area.  We do an assessment to get a current state score. Set up a "red tag" area.  Start to remove unneeded or excess materials.  Start to identify labeled locations for the required materials.  Clean the area. Document a standard process for a best practice.  Create a sustain plan to maintain the improvements.

   • Work Center Team (daily huddle):  I observe the current state with the area manager. Feedback is given to the area manager on how to create the future state. This requires a few sessions to prepare an agenda, SQDIP board, Countermeasure board and other visual tools.  Problem solving and 7 Wastes training is provided.  This process is most effective when we conduct a Rapid Lean Transformation activity over 12 weeks to build the right behaviors in the stakeholders.

   • Standard Work:  The classroom portion is typically 4 hours.  However, the practical application may be  a multi-day kaizen event in which the operation is actually improved.  This determines the "best practice," documents it and puts it into action.

   • The 7 Deadly Wastes:  Two hour classroom including a practical exercise identify 50-75 improvement opportunities for the area manager.  This includes PowerPoint slides, a video (before & after example) and identification of opportunities/ bottlenecks in your operation. (Personally given to >900 people at Gillette, P&G, Amgen, Rhode Island Hospital)

   • Similar descriptions for the other lean tools.

7. The coaching always includes detailed feedback. After the initial coaching, we may agree to follow up to insure completion of the potential and to support actually sustaining the learning.

8. Contact Steve to discuss your specific issues, approach, logistics and budgeting.