Human Capacity Support- Learning and Development

Lean Enterprise Management

Lean Wide Enterprise is not Lean until its deployment leads to identification of Lean cost potentials that lead to removal of all wastages within business /or organization’ processes.

The common waste found within most organizations have been categorized under eight types but mostly important is to identify costs that will be saved for an organization by removing these waste termed “ Muda, Mura, and Muri” in Japanese language through deployment and application of Lean methodology, tools and techniques.

Oludoy Dynamix Consulting develops and increases human capacity through our research-based training and consulting in Lean Management which identify costs to save and profits to gain through Value Stream Mapping and  systemic formulation, deployment and alignment of organizational strategy in an effective and efficient manner.

Our organization also develop human capacity  in the application of Six Sigma to business process in order to ensure defects and error free - flow across the entire value chain of a system.

Knowledge of Six Sigma amount to additional cost of managing an institution when it has not been deployed as a management philosophy and strategic tool to solve business process-inclined problems.

Six Sigma methodology has been widely applied as a business process management(BPM) to remove defects and errors that characterized business performance and the whole organization’ system.

Oludoy Dynamix Consulting Limited  develops and increases human capacity through our research-based training and consulting in Six Sigma Methodology. We offer the following courses to develop and enhance productive human capacity in various organizations.

Open and Customized Learning and Development Events

We offer the following learning and development programme:

• Problem Solving and Decision Making
• Group Decision Making
• Creating A Lean Business System
• Lean Culture
• Lean Manufacturing
• Lean Banking
• Liquid Lean
• Lean Service Management
• Six Sigma Methodology
• Six Sigma Project-Six Sigma Cases

Problem Solving and Decision Making

Organizations are set up to solve problems in order to add values to life but in reality, the dynamics of diverse problem areas suggest that problems differ in size, in concept, in formulation, in structure, in variables and parameters ,and in terms of environmental influence.

Real life situations or problems are  not easy to read meaning to  because of the complexities inherent in them. Some of these problems by their characteristics are deterministic or dynamic, logical or illogical, rational or irrational, finite or infinite, linear or nonlinear, discrete or continuous with single objective or multi-objective functions.

Therefore, there is a need to know how to model  a problem in its real form and  how to deploy both qualitative and quantitative solution techniques to solve them.

Oludoy Dynamix Consulting , being an operational research consulting firm, sees every problem as a decision problem, and our  approach is  step-by-step inclined.  

It is a  4-day open and specially-customized learning and development programme. 

Group Decision Making

The failure of many institutions results from their inability to aggregate people’s views, opinions, and ideas in solving decision problems. Most of the times, problems are handled by a critical few who might be selected based on their positions and not on what actually they can deliver or on the basis of their representation of all divided and conflictual groups or individuals.

Every decision problem has a rule, a process ,and a structure which is constrained by human factors, environmental factors and other very negligible but vital variables. Group decision making is a scientific act of bringing to bear the preferences of all involved decision makers in proffering solution to any problem taking into consideration all conflict of interest.

It is a  5-day open and specially-customized learning and development programme. Contact us for further details.

Creating A Lean Business System

Organizations are run on the basis of strategic system, therefore the model, culture and practice of a system will determine its well being or its dooms. A Lean business system is set up on five common elements: Focus on customer value through policy deployment, Deploying through cross functional processes, Value stream management aligned to business goals, Lean tools and techniques aligned to need, and Application in the extended enterprise. These five principles constitute the pillars of lean strategic management.

It is a  5-day open and specially-customized learning and development programme. 

Lean Culture

A corporate behavioral policy that is imposed on employees does not eventually yield commensurate result at both ends. Except organizational culture evolves in a manner that is people enabled, people developed and people centered, the stability of the organization will be threatened always.

Lean Culture builds a mindset among all the categories of human resource in any organization by instilling in them a culture of zero tolerance for waste and a deep sense of belonging in managing their organization.

It is a  3-day open and specially-customized learning and development programme. 

Lean Manufacturing

The manufacturing Industry has history of improvement through deployment of many management philosophies and strategies which over the years have become household practices for robust productivity.

One of such management philosophies is Lean Management to curb inherent waste in the entire supply chain of a product/or service system. Some of the common waste in manufacturing industry result in high inventory levels, high associated logistics costs, increased processing costs, poor equipment utilization, high labor turnover, training costs, etc.

Lean manufacturing management deals holistically with input-process-output dynamics of its system to identify locked-up waste within its non-valued and valued added activities and then eliminate them.

It is a  5-day open and specially-customized learning and development programme. 

Lean Banking

The banking industry all over the world spends a lot of money on technological infrastructure to safely manage all transactions between her and large number of customers. This in reality has made banks to focus more on ‘Tools’ than other banking process variables; people being major one in this regard.

Organizational leaders in financial institutions may be wondering,“ How do we identify opportunities where an effective application of Lean could yield significant results?” Fundamentally, Lean is about eliminating waste; its primary objective is to identify all activities that are non-value-added and reduce inherent waste as many as possible. General examples of waste include over-producing, waiting, defects/rework, over-processing, inventory, motion, and transport. There are waste locked up in On-Line Business System(COBS) customer sign-up process; third-party transactions, ATM technology, customer-service policies, system of work, etc.

In banking, by implementing Lean Management, the organization improves business performance using simple, practical tools and techniques to enhance quality, cost, delivery and people contribution. Employees are not expected to simply routinely do their job, but are expected to contribute to the improvement of processes and operations, utilizing their own personal experience and creativity.

Lean Banking Management is an event that will practically  focus elimination or drastic reduction of  wastes within some banking processes through deployment of Lean Model and Strategy .

It is a  5-day open and specially-customized learning and development programme.

Liquid Lean

The waste in oil and gas and petrol-chemical industries is enormous from drilling to flaring of gas ,from refining to distribution of the finished products etc.

Waste in oil exploration and production do not tend to appear as significant when oil is $100+ per barrel than when it is $40. It is important to note, however, that the waste is there whether oil is $100 or $40 per barrel and it needs to be addressed continually for the company to be successful year-after-year. Imagine how much additional profitability could have been achieved had the majors been using lean over the last 25-30 years.

Some of the waste are locked up in: Non value adding activities to the product or service in the eyes the customer, Variation of works content in the process and Excessive work content above the capacity of the process.

Therefore, a 5-day Liquid Lean management event will focus on oil and gas industry processes with the main objective of eliminating wastes of any form within the system through deployment of “Lean Model”.

It is a  5-day open and specially-customized learning and development programme.

Lean Service Management

There are tangible or intangible service-elements in every business operation that require interaction of customers with service facilities and personnel. These service- activities have tremendous potentials for deployment of Lean strategy to meet customers ’requirements within the least time, therefore bringing about service provider-customers’ relationship improvement.

Lean Government

Governments are branded as time consuming, overly complex, bureaucratic, and therefore unsupportive bodies. One of the main challenges for the public sector in the developing world is to deliver services through a motivated workforce in an age of environmental dynamics: policies-instability, political crisis, insecurity, economic-imbalance, etc. And because of these myriad of challenges, governments are running enormous budget deficits, but facing electorates still expecting increased standards in public services.

In today’s world Governments are expected to perform transparently and professionally with the least waiting time. However inadequate resources of space, finance and political uncertainty pose a real challenge to the transformation, our Lean expert will help participants to identify the non value adding activities, improve service levels and reduce costs.

The benefits of Lean Governments include: Reduced through put time of the processes, Reduced work load & stress, Reduction in process defects, Visual information, Multi skilled employees, and Enhanced team work. The business of running government at all levels is almost One-hundred percent- responsibility of the civil servants who are saddled with day-to-day management of the state resources. There is a need for in–depth knowledge of how to create a “Lean Government- Business System” across all the ministries, agencies and parastatals to optimize Government – limited resources.

Lean Government  is a 5-day specially- customized event to practically learn how to deploy Lean strategy, tools and techniques to reduce wastes in government actvities.

Staying Lean

Deployment of Lean strategy to manage business process complexity will not continuously leads to effective performance if is being applied in an ad hoc manner. The principles of lean management can be entrenched in the entire business system to the extent that “Lean” becomes an organization’s culture as well as her standard operational procedure for inter-departmental engagements, strategic, operational and tactical activities.

It is a  2-day specially-customized learning and development programme.

Six Sigma Methodology

There have been too much focus on output/or result in many organizations without detail analysis of what transpire within the business processes. In reality, the measure of a business performance is 1%-result and 99% -process. It is within the process chain that mistakes, errors, defects, and wastages are detected.

Six sigma methodology (SSM) offers the best managerial strategy for detection and prevention of all business irregularities within a system across a number of industries. SSM uses a number of qualitative and quantitative techniques to improve process efficiencies while reducing defects in products and services.

It is a  6-day open and specially-customized learning and development programme.

 

Six Sigma Project-Six Sigma Cases

What most organizations who have embraced six sigma lack is how to deploy six sigma methodology to solve inherent business problems and how to create a business case or project for six sigma deployment. Six sigma project and implementation-course will provide the understanding of how to deploy six sigma methodology to solve inherent business problems and how to create a business case or project for six sigma deployment.

It is a  4-day specially-customized learning and development programme. 

Lean Six Sigma

There is a crossing-line between the deployment of lean enterprise and six sigma methodology in achieving business process and performance improvement.

While lean ruthlessly remove waste, six sigma has 0% or 0.001% tolerance for defects and errors within a system and her wider enterprise. The Lean-Six Sigma, an integrated techniques help an organization achieve multi-objective faceted improvement at a minimal cost.

 

2- day learning courses

Planning and Control

 The design activities for determining the physical form, shape and composition of products, services, and processes put in place all operation’s resources needed to complete input-process-output cycle. But in order to work effectively, there must be adequate plans and control mechanism to ensure availability, appropriate and optimal deployment of these resources on a day-to-day basis.

 Planning and Control reconciles the supply of an operation’s products and services with the demand for them. It is all about managing the ongoing activities of the operation to satisfy customer demand.

 

Capacity Planning and Control

 Providing capacity to satisfy current and future demand is a fundamental responsibility in operations management. A balance between capacity and demand leads to high profitability and customers’ satisfaction, but a wrong balance is disastrous.

Capacity decisions affect the entire supply chain management of an organization, and so therefore, its planning and control are major responsibility of both the operations and other function managers. The capacity control and planning are performed on aggregate basis and does not discriminate between the different products and services which an operation might produce. It is sometimes referred to as aggregate planning and control.

 

 Inventory Planning and Control

 All operations keep inventory, and it is defined as the stored accumulation of material resources in a transformational system or generally, it is used to describe any stored resources. Inventory gives information on products in stock which provide data on production capacity, demand, resources on hold, materials requirement to meet current demand, losses as a result of damaged goods, production scheduling etc.

 

 Supply Chain Planning and Control

 The need to managing the flow of materials and information between operations which form the strands or chains of a supply network in production/distribution management can no longer be done in a traditional manner.

 The material and information flow from supply end which includes different tiers of suppliers, operational activities, and through distribution to the end users (customers) must be structured in a manner that cost is reduced, time for delivery is minimized, customers are being satisfied, and there are no bottle necks along the supply network or the entire business process.  

 

Materials Requirements Planning (MRP)

One of the concepts of operations management is MRP. It helps in planning and controlling materials requirements in production system. It is also known as manufacturing resource planning and is used to plan all business resource requirements.

MRP enables a company to calculate how many materials of particular types are required, and at what times they are required using sales order data of future orders and sales forecast.

  

Just-In-Time (JIT) Planning and Control

 JIT is a philosophy and method of operations planning and control with the ultimate aim of meeting demand instantaneously with perfect quality and no waste.

JIT means producing goods and services exactly when they are needed- not before and after they are needed which always result into waiting as inventory, and customers waiting respectively.

 

 Traceability and Root-Cause Analysis

 Some of the key elements of Quality Management System are Traceability and Root-Cause Analysis. Traceability allows tracking of products / services inventory movements from end to end which implies that products can be traced from where it was manufactured and shipped from to their destinations. The trace also involves what transpire within the operational activities and give historical information on the products which includes Suppliers; Items; Inspection notes; Manufacturing details; Time spent at each workstation; and Distributors.

 Because Quality Management System guarantees detection of faults/defects/ and their prevention, traceability makes Root-Cause finding of any defect associated with a product or service very easy to identify any problem with finished products or services. Root-Cause Analysis (RCA) seeks to identify the origin of a problem using a specific set of steps, with associated tools, to find the primary cause of the problem.

 

Plan, Do, Check, Act (PDCA)

Many businesses including manufacturing companies find it difficult to establish coherent strategy, vision, and purpose. While strategy is about improvement and setting of direction for an organization, it will not deliver results until it is aligned to organization’s system.

Alignment is to make sure that everyone in an organization understands the strategy: what to do, why it is very important, and that everything they do contribute to the success of achieving organizational goals.

Strategy and alignment is called policy deployment, and its foundation is Dr. W. Edwards Deming’s scientific method- Plan, Do, Check, Act (PDCA) which is a way of thinking in solving organizational problems.

 

Six Sigma Methodology – General overview

Six Sigma is a fact-based, rigorous methodology for process and quality improvement that aims for defect prevention in products rather than defect detection. Six Sigma quality performance aims to increase process efficiencies while reducing defects in products. Six Sigma philosophy and practice, when fully applied in an enterprise, leads to thriving business. Among its impacts have been lower costs for the enterprise, revenue growth, increased customer satisfaction, increased capacity and capability, and reduction in complexity and production errors.

Lean Six Sigma- General Overview

The multi-dimension of challenges that face manufacturing businesses and the multiple demands of customers in meeting their dynamic needs requires cross and hybrid application and deployment of proven business management strategies such as Lean philosophy and Six Sigma Methodology.

While Lean philosophy focuses on ‘ruthless elimination of waste in all the business processes’, Six Sigma methodology focuses on ‘zero tolerance for any defect’. The combination of these two proven continuous improvement concepts, gives manufacturing company leverage in achieving more with less within her limited resources.

Continuous Improvement Workshop

Executives of most organizations are too busy to the extent that they barely have time for detailed analysis of organization’s processes. Their notion is that certain individual managers have responsibility to oversee manufacturing processes. But while this structure is also part of best global practices, researches showed that most organizations have collapsed or are not productive enough because the core decision makers do not on daily basis familiarize with the ongoing challenges, ongoing needs for improving productivity, and the need to be part of the process from the beginning to the end so that a culture of mutual inclusiveness is created across the chain of commands and among all categories of employees.

Therefore, there is a need to put in place Continuous improvement leadership trainings that will inform manufacturing organizations’ executives of myriad of lapses in business processes and how best to handle them.

 

Managing, Developing and Motivating Subordinates

 Over 90% of operational job activities that determine the outputs or results of all business processes in any organization rest on performance of people who execute the strategies formulated by the executives; these people called subordinates at all levels of organizational process chart can make even the best CEOs to fail, especially when they are not being motivated to have or develop ‘a sense of belonging’.

 Therefore, the success of a business leader is directly proportional to how different classes of his/her subordinates are being managed, developed, and motivated towards achieving organizational goals.

 

 Business Analysis ( Overview)

 Many organizations play down on data which are both quantitatively and qualitatively used to measure how a business is doing in meeting its goals and comparatively to both its local and global competitors. The process of analyzing a business is data driven and cannot be reduced to an ‘armed chair’ guessing or trial and error predictions and decisions. Business is analyzed from strategic planning to its execution; in order words, the entire business system is subject to detailed evaluation and monitoring.

Therefore, business analysis is a continuous process that must be embraced by both the management and operational teams of any establishment in order to remain competitive or have competitive and distinctive advantage.

 

 Project planning and control

 A project is a set of activities which has a defined start point and a defined end state with a defined goal and a defined set of resources. And one of the most challenging jobs that any manager can take on is the management of large-scale project that requires coordinating numerous activities. When every activity that constitutes a business system is handled like a project, the interplay among all the activities will have a beginning and an end. Therefore, project planning and control (PPC) deals with management of a one-off set of activities with a defined beginning and end.  PPC is all about understanding the project environment, defining a project, project planning, project execution, and project control.

Project planning and control ensure that critical path to project completion is not deviated from. Many factors define how complex or not a project is. These factors include size, value and number of people involved, uncertainty of achieving the project objectives of cost, time and quality.

 

Operations Improvement

  All operations, no matter how well managed, are capable of improvement. Therefore, Strategic, operational and tactical teams of any organization must evolve a culture of doing better in all the related activities that produce outputs. Improvement in operations can be in terms of cost reduction, employees’ welfare, quality delivery, reduction in time, elimination of waste and irregularities, unperturbed flow of business process, creating a better working environment, employees’ participation in decision making, etc.

Some of the questions to provide answers to achieve operations improvement are: how can operations measure their performance in terms of performance objectives? How can an organization through its operations managers prioritize improvement of performance objectives? What are approaches to managing rate of improvement? Where does business process re-engineering (BPR) fit into the improvement activity? What are the techniques of improvement?

 

Failure Prevention and Recovery

 Although no operations should be indifferent to failure, in some operations, it is vital that products and services do not fail. The reliability of a product or service provided is measured by its zero failure and quick recovery from failure.

Operations managers must have strategies in place which attempt to minimize the likelihood of failure and learn from it when it does occur. Though there may still be occurrence of failure or breakdown in an organizational system due to one reason or the other, there must be plans in place also to recover as soon as possible. 

 

 KPI Setting Process for Objective Performance Management

 Business enterprises strive for sustainable success. Senior managers and executives in these companies require measures that will help them evaluate how well they are moving towards stated goals and objectives. Key Performance Indicators (KPIs) are qualitative and quantitative measures that are specifically designed to help companies keep track of changes in their performance. KPIs are often tailored to meet the unique needs of every company or enterprise and help it meet its long-term goals. They are similar, however, in quantifying goals that direct future changes in an organization. In an efficiently run company, KPIs should provide employees with clearly defined measures that are directly related to common goals and objectives in the organization. Critical success factors (CSFs) is about what need to be done to succeed, Key performance indicators (KPIs) refers to the effect of success on business.

 5S and Kaizen Methodology

 A system of work can be improved for better outcomes and performance. While 5S is a philosophy and a way of organizing and managing the workspace and work flow with the intent to improve efficiency by eliminating waste and irregularities, improving flow and reducing process perturbation, Kaizen is a Japanese term for continuous improvement in manufacturing and business standards and practices. It is a breakthrough process strategy.

 The 5S and Kaizen methodology focus on improving quality and business productivity with zero tolerance for waste and defect within and without business process.

 Forecasting

 Questions like how will the consumer taste be changing? What will be effect of subsidy removal on production cost in 2023? What will be the effect of ban on core raw materials for production of consumables in the next 5 years? Forecast, a scientific prediction of what may likely occur as a result of prior actions taking can provide answers to the questions above but not in absolute term.

Nevertheless, the future success of any business depends largely on how savvy its management is in spotting trends and developing appropriate strategies. Forecasting is the sixth sense of deploying data analytics to predict what might happen in the future.