Typical Coaching/ Training Session
Every engagement is customized to meet the customers need - add value. Here is a typical process.
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Conversation on the phone or at the work site to identify the exact needs of the client.
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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.
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An agenda is sent to the area manager and the event is scheduled.
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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.
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Most sessions start off with a 2-4 hour classroom presentation of the material to be learned and practiced.
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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:
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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.
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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.
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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.
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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)
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Similar descriptions for the other lean tools.
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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.
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Contact Steve to discuss your specific issues, approach, logistics and budgeting.