Meaningful Metrics for Business Processes
Jim Bennett, Manager, Technology Services, Greater Saskatoon Catholic Schools
Some metrics are easy to identify and measure, especially in manufacturing where defects can be easily counted. However, when it comes to business processes, metrics can be a little more gray, leaning to anecdotal values ("I feel like we're doing better") over values that are specific and measurable. By taking a top-down approach to business process metrics, managers can ensure they are not only measuring something with accuracy, they can also make sure what they are measuring aligns with the goals of the organization. This highly interactive presentation and workshop will guide attendees in the challenging task of identifying real, measurable metrics that align with organizational goals; whether in a for-profit, not-for-profit or public sector organization. Take-aways will include: - New insights into finding measurable metrics in business processes - Templates for documenting metrics and relationships between ground level metrics, 10,000, 30,000 and satellite view metrics - Team orientation tools, to help attendees guide discussions when they return to the office.
Virtual Teams Don’t Argue About Whose Turn It Is To Make Coffee
David Fritz, Director of Project Solutions, Supreme Group
Brick and mortar offices are no longer required for effective teams to function. Virtual teams will become more and more common with the emergence and advancements of technology. In this presentation David Fritz, Director of Project Solutions at Supreme Group will discuss how the changes to Supreme Group's delivery model completely transformed the way they do business. Where there once was multiple offices operating independently there is now 1 united business working virtually. In this session David will discuss how he and his colleagues created an effective virtual team. The presentation is given from his personal perspective through a narrative approach. There are many challenges to working with a virtual team, although some may not be your typical rifts (eg: whose turn it is to make coffee). Key take-aways will include; 1. How to determine if working virtually is right for your team. 2. Establishing some quick wins in a virtual team environment 3. Learn some tips and tricks for managing from afar. 4. Identify which hard decisions need to be made and what compromises can work.
Check out our exciting line up of speakers!
Trevor O'Byrne, Manufacturing Services Manager, Supply Chain Manager, Lean Specialist
International Road Dynamics
Trevor has been working within the Manufacturing Industry throughout Canada for over 20 years. For the last 13 years with IRD, he has expanded his role from the manufacturing floor to overseeing the Supply Chain and Material Management to all of Manufacturing Services. A Lean Blackbelt with a natural focus on continuous improvement, root cause analysis and "people first" coaching style, his knowledge and abilities are often sought by those just beginning their lean journey or ones that are wanting to take the next step.
Learn how IRD is working to engage and challenge all staff, from leadership through to the front lines to work together through various departments, disciplines and even geographical locations to become a truly World Class Organization.
Keynote Speaker - Liza Weis
Vice President/Lean Enterprise Director
Lisa Weis is a people centric, Lean/Continuous Improvement expert, with over 24 years of demonstrated success in helping hundreds of public and private organizations achieve their vision and meet their strategic goals by engaging people, implementing enterprise excellence and inspiring innovation. Lisa was part of the core team that developed the US national lean initiative to help small to medium-sized manufacturers become more globally competitive as part of the NIST Manufacturing Extension Partnership (MEP). Lisa has a Bachelor of Science degree in Chemical Engineering. She is the lead for curriculum development for the AME People Centric Leadership initiative.
Today more than ever, having an engaged culture is critical to the success of any organization. Organizations with an engaged workforce are more creative and innovative. According to recent Gallup polls 48% of engaged employees are more committed to helping their company succeed and 28% more likely to recommend improvements. Unfortunately, 7 out of 10 employees are disengaged or actively disengaged. But why is it so difficult to create an engaged workforce? Maybe it is both easier and harder than it appears. The leadership norms that built the great organizations of decades past cannot support the great organizations of the future. This presentation will explore tips and observations of leadership behaviors and management systems that need to be developed/enhanced and those that need to be eliminated/minimized to build strong relationships, develop capability and drive continuous improvement to achieve the value driven purpose of the organization.
Staying Strong in Times of Transition
Minda Stettner, Interim Director, Provincial Payroll and Scheduling Services, 3sHealth
Saskatchewan’s health system is building a new single software solution to replace 82 non-integrated software systems. At the same time, 3sHealth’s provincial payroll services team is running the existing payroll system in a time of transition and stretched resources. The challenges are many: How to meet demand and manage additional duties with decreased resources? How to keep the team motivated and strong? How to keep senior leaders in the loop and get help when needed? In response to these challenges, Minda Stettner and her team have leaned into lean management to not only build team cohesiveness, but to improve team work flows and day-to-day service. Hear about the robust set of lean methods (getting to the gemba, daily visual management, 5S, PDCA, cascading huddles, first-in-first out, value stream mapping, QCDSE measurement) they are using to manage through the change and improve their results for customers every day.