Advanced Productivity and Performance Improvement Workshop For Directors and Leaders Course

The corporate Leader requires a different kind of tools to function optimally at the strategic level. This program is designed to help leadera and Directors to get acquained with the strategies and tools to move productivity to the next levels beyond the ordinary level.

Day One

• Visioning and Goal Setting
• Vision Definition
• Creating Vision
• Vision Trilogy
• Components of Vision Trilogy
• Criteria of Visions
• Communicating the Vision Creatively
• The S.M.A.R.T. Way of Setting Goals
• The 3 P's of Goal Setting
• Steps to set Goals
• Goals and Motivation
• Igniting the Creative Spark in your Team 
• Big Picture Thinking – Why are we here?  What are we trying to create?
• Vision Boards – Harnessing the Power of Intention
• Tapping into and Motivating Talent
• Using Expectancy Theory
• A History of Expectancy Theory
• Understanding the Three Factors
• Using the Three Factors to Motivate in your Workplace
• Empowering Individual and Team Creativity
• Harnessing the Power of Conflict and Differences
• Models of Communication
• Authenticity and Trust
• Leading Without Directing
• Possible Leadership Beliefs
• valuating and Adapting

Productivity Overview

· Definitions

· Causes for poor productivity

· Approaches: productivity improvement

· Improving productivity through

• Staff
• Quality
• Cost reduction

· Productivity factor 

· improving staff productivity at workplace: tips

• The Connection between power napping and productivity

Day Two

Performance Management - Introduction

• What is performance management
• Objectives of Performance Management
• Evolution of Performance Management
• Performance Management System
• Need for Performance Management
• Performance Appraisal vs Management
• Benefits of Performance Management
• Performance and productivity

Performance Management Systems

• Development of an Organisation’s Performance Management System
• Approaches Applicable to Developing a Performance Management System
• Balance Scorecard
• Key Performance Indicators Approach (KPIs)

Performance Improvement Drivers and Enablers

• What drives and what enables performance improvement?
• Your Organisation’s Performance Improvement Goals
• World-class Improvement Tools
• Discovering Improvement Opportunities through Observation and Effective Questioning
• Quantifying Performance Improvement Opportunities
• Reducing Cycle Times and Increasing Throughput

Day Three

Approaches to and Uses of Performance Management

• Measure Individual Performance Management
• Determine Staff Development Needs
• Tool to Monitor the Organisation as a Total System

Collecting, Analysing and Presenting Performance Data

• Optimising Prime Movers
• Removing Bottlenecks
• Collecting Data on Current and Potential Performance
• Aligning Objectives, Measures and Targets to Organizational Strategy
• Analysing Performance Data and Presenting it in a Compelling Way
• The Performance Improvement Approach

Productivity improvement tools and Methodologies

• Productivity improvement project road map
• Tool selection
• Brainstorming
• Pareto
• Why-why method
• How-how method
• Ishikawa fish-bone diagram
• Six Sigma Methodology
• Re-engineering
• The 5 S program
• The 'Focus' methodology
• Introduction to Process Mapping

Day Four

Planning the Performance Management System

• Performance Management Process Design
• Individual Work Plan – Contents
• The Job Purpose StatementThe Job Description
  • Key Performance Areas (KPAs)
  • The Key Performance Indicators (KPIs)
• Performance Standards
  • Setting Performance goals
  • Specific goals and measure
• Setting key performance objectives for individuals and teams
• Cascading the business plan down through the organization

• Understanding the competencies associated with effective job performance
• How to set training and development goals

Problems Associated With Performance Management

• The measurement Problem
• The Judgement Problem
• Performance appraisals demotivate employees
• Objectivity of scores
• Favouritism
• Inconsistency between different managers
• Inconsistency between different departments
• Clarifying Performance Expectations

Discovering Processes and Developing a Process Architecture

• “Process” fundamentals, components, conventions, and a process architecture taxonomy
• A bottom-up approach to process discovery
• Using standard frameworks and generic models in top-down approaches
• Exercising caution when using “off-the-shelf” process reference frameworks
• Methods for assessing, prioritizing, and selecting processes for transformation
• Case Study – Using the Process Architecture to assess and support a new initiative

Day Five

Process Re-engineering

The what and why of business process re-engineering (BPR)

• Maximising competitive advantage through radical redesign
• The need for re-engineering
• Determining what re-engineering is and is not
• Focusing on the business process
• Achieving cost reduction and revenue generation goals
• Applying the proven CLAMBRE/UML framework for re-engineering

• Modelling standards: UML and BPMN
• Customers vs. stakeholders
• Identifying activities and information structure
• Creative right-brain thinking

​Designing an Implementable and Sustainable Business Process

• Five common difficulties with process design / redesign
• Seven common process problems to look out for
• Using a structured, enabler-based assessment of the as-is process to generate creative ideas for the to-be
• Characterizing the to-be process – generating and describing features of the to-be process
• Uncovering unanticipated consequences – an enabler-based assessment of features
• Establishing the essence (the “what”) of the to-be process before determining “who and how”