The key to effective Leadership Assessment & Development in your organization (or company) is looking internally for those leaders already there, but who may not presently be in the right positions. All companies have capable people who can become good, effective leaders. You do not have to look outside of your own walls to find these people!

Leadership Assessment & Development is an on-going, continuous process in a High Performance Organization (HPO) for:

a) Selecting and Staffing to find the Best Leadership

b) Training and Developing to improve the Best Leadership

c) Appraisal and Feedback to sustain the Best Leadership.

These organizational processes are derived from the teachings and writings of Dr. David Ulrich, University of Michigan.

The content for Leadership Assessment & Development is based on 10 competencies of highly effective Leader-Managers:

1. Being the Change Agent
2. Creating the Vision
3. Developing the Team
4. Clarifying the Values
5. Positioning the Organization
6. Communicating the Direction
7. Empowering the Constituents
8. Coaching the Performers
9. Measuring the Performance
10. Recognizing the Improvement

These content dimensions come from the teachings and writings of Dr. William (Bill) Hitt, Battelle Institute.

Learning Objectives:

1. To create organizational processes that’ll find, develop, and sustain the Best Leaders.
2. To understand the 10 key dimensions of the Best Leaders.
3. To establish a baseline for individuals to become the Best Leaders.

Who Should Attend:

a) Human Resource Managers

b) Training Managers

c) Organizational Managers (any/all levels)

d) Individuals interested in developing themselves as the Best Leaders.

Duration:

2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Lean Leadership consists of 2 major processes: Managing Change and Managing Transitions. 

Managing Change is the project part, that simply and straightforwardly deals with the “x by y” (do X by Y date) changes required to become a Lean Enterprise by implementing the Lean Tools in your Value Stream.

Managing Transitions is the people part, that not so simply and not so straightforwardly deals with the “z” issues…..what goes on with people required to effectively implement and sustain the Lean changes.

The Lean Leadership workshop uses a Leadership Value Stream that builds the participants capability to both Manage Change and Manage the Trasitions necessary to bring people through the change process.

Content includes:  Transforming Organizational Change, Leader-Manager Assessment, Transition Management, and a Leadership Development Plan (created by each participant in order to improve his/her leadership skills).

Learning Objectives:

1. Understand and appreciate that Managing Change has 8 Steps for effective organizational change, and there are typically 8 Errors made that inhibit and/or absolutely prevent organizational change from happening.
2. Discover that Managing Transitions is a non-linear process of identifying people who have already adopted the Lean changes (New Beginnings), people who have still not accepted the need to change (Endings), and a large number of people in the middle who are going along with the changes but are confused by them (In Transition).
3. Leadership Assessment (personal) vs. 1o Leader-Manager Dimensions and 100 pinpointed leader-manager behaviors.
4. Learn how to Manage Change and get started with the 8 Steps.
5. Learn how to Manage Transitions and get started identifying people in each stage of transition.

Who Should Attend:  CEOs, Executive Teams, Lean Champions, Value Stream Managers, Functional Managers…..at all levels of the organization.

Duration: 2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Lean Transformation is a change….a radical and far-reaching change….from a traditional functional-based organization to a lean enterprise.  Lean Transformation must be led, it cannot be managed!

The Lean Transformation itself starts with the 5 Lean Principles:

1. Customer Value
2. Mapping the Flow of Value
3. Flow
4. Pull
5. Seek Perfection

Next is the Value Stream Mapping.  Once your Value Streams are mapped and you have a Future State Value Stream Map, you can begin the Lean Transformation itself.

A Lean Transformation is a continuous journey…..not a “program of the month/year”.  Principle #5 provides a hint….”seek perfection” is something never-ending.

Learning Objectives:

People taking the Lean Transformation workshop will be able to:

1. Describe their own future state lean vision based on the 5 Lean Principles
2. Get started on their own Lean Journey
3. Develop a sense of urgency for change in their own organizations
4. Form a Value Stream Team
5. Start Mapping their Value Streams
6. Start Eliminating Waste in their Value Streams
7. Start the transformation from a push forecast-based system to a customer pull-based system
8. Build stake with others in the company in their lean transformation

Who Should Attend:

1. Anyone in a leadership position in the company
2. Anyone dissatisfied with the status quo in the company
3. Anyone interested in lean

Duration:   2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Management work serves and supports the operations and functions that create value in a company. Management is a process that deals with a continuous flow of information, decision making, and communications in order to do what’s right….and do it the right way…on an on-going basis.

Management Systems Design addresses management itself as a system at these 5 levels:

1. The Operating Management level: getting the day-to-day work done effectively and efficiently.
2. The Standardization & Coordinating Management level: keeping the various organization units working well together.
3. The Measurement & Accountability Management level: measuring and using data to keep the system healthy and growing.
4. The Renewal Management level: benchmarking competitive position, looking at customer expectations, wants, and needs, and developing the organization for the future.
5. The Strategic Management level: ensuring clarity of purpose, commitment, and consensus to the organization’s vision, mission, and strategies.

Management Systems Design enables organizations to develop the management structures, roles and responsibilities, processes, and relationships necessary to achieve viable and effective management.

Learning Objectives:

a) Understand the importance of designing for effective management.

b) Learn the 5 levels of Management System Design

c) Answer questions appropriate to each of the 5 levels

d) Apply Management System Design to your organization

Who Should Attend:

1. Managers (all levels)

2. Organization Designers

3. Organization Development and Human Resource Development personnel

4. Trainers

Duration:

1 – 2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Supervisory Assessment and Development is a process to provide accurate and comprehensive feedback to the supervisor so s/he can use it to improve her/his performance. It is based on 10 “standard of excellence” categories and is best used in a 360-degree assessment and feedback process.

Here the word Supervisor means anyone who directs the work of others. Job titles fitting this description would be: supervisor, foreman, group leader, manager, director, team leader, coach, etc.

Learning Objectives:

There are 10 statements detailing the content of each of these supervisory performance dimensions:

1. Communications
2. Decision Making
3. Project Management
4. Leadership
5. Coaching/Mentoring
6. Creativity/Risk Taking
7. Transformational Change
8. Open-Book Management
9. Organization Culture
10. Self-Efficacy

The goal is to enable each supervisor to solicit and receive accurate information on his/her performance in each of these 10 dimensions, and be committed to improving in these dimensions as a result of this process.

Who Should Attend:

Anyone who directs the work of others. Job titles would be:

a) Supervisor

b) Foreman

c) Leader

d) Manager

e) Director

f) Group Leader

g) Team Leader

h) Lead Hand

i) Coach

j) Advisor  

Duration: 1 day + followup

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

The Transition Manager presents 8 different options for job descriptions of a manager who’s being identified to lead an organization transition from a current to a future state. 

The role selected depends on your definition of what kind of transtion is appropriate for this change effort.

All roles work and are effective, but each is unique as well.

The 8 Roles are:

1. Project Manager Role (focal point for changes during the transition)
2. Training Role (defines and coordinates training required for the transition)
3. Leadership Role (catalyst for the changes…leads the way) 
4. Sponsorship Role (surrogate manager sponsoring the changes)
5. Transition Role (insures all elements of the transition are managed appropriately)
6. Change Management Role (creates and manages “breakthrough” projects for transition)
7. Facilitator Role (facilitates the changes required for transition)
8. Implementation Manager Role (leads the implementation of the future state)

Each of the above roles is somewhat unique and distinctive. Choice between them depends on the organization’s view of how best to accomplish the transition itself….each role will work depending on the situation.

The Transition Manager role (no matter which one above) disappears after the transition is complete and the management responsibilities are assumed by the new official manager.

Workshop:

The Transition Manager Workshop is designed for a group of managers to learn and apply the principles of good change management by learning about and selecting the appropriate organization model for successful change.  This workshop can be held on-site or off-site.  It is normally a full day in duration. 

Learning Objectives:

To provide options for managing an organization transition.

Who Should Attend:

Anyone responsible for successful organization transitions:

1. Organization Design professionals
2. Organization Development professionals
3. Human Resources professionals
4. Trainers
5. Managers
6. Change Agents

Duration:

1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

Visioning has to do with creating and communicating an organizational vision that others can see themselves being successful with and in. Visioning is a creative process. It is also an inclusive process, not to be done alone.

Visions are more than just dreams….they are dreams put in action. They are not about some imaginary place or point in time that can never be reached. They are not about the “ideal”. Visions are achievable future states that can be attained, albeit with “stretch” from the current state.

The Visioning Process is a spiral of Fact-Finding, Problem-Finding, Idea-Finding, Solution-Finding, and Acceptance-Finding repeated over and over again until desires are reached.

In pursuing the Vision, the Visionizer proceeds from examining “what is” to exploring “what might be”, to judging “what ought to be”, to assessing “what can presently be”, to deciding “what will I commit to do now”, to action that becomes the new “what is”.

Visioning is a very powerful (the most powerful?) change process in a high performance organization (HPO).

Learning Objectives:

1. To understand the 5 basic elements of the Visioning Process.
2. To appreciate the differences between Victims, Dreamers, Managers, and Leaders.
3. To create an effective organizational vision for your enterprise.
4. To integrate others and engage others in the pursuit of your organizational vision.
5. To identify the characteristics of effective visions.
6. To place Vision in a strategic and operational framework.
7. To take the mystique and the myth out of Vision and the Visioning Process.

Who Should Attend:

a) Managers and Supervisors (all levels) in an organization.

b) HR and Training professionals

c) R&D Managers, Directors, and Individual Contributors

d) Anyone who wants to create vision.

Duration:

1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.