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Seminars . Certified Stable Master Chief - Live Virtual Class
 

Certified Stable Master Chief� - Live Virtual Class

Attend a Certified Stable Master Chief course in the LIVE VIRTUAL area:

  
Add OnSite PMP Exam Prep Course Request an on-site course, or a course in your city.
   
 Please note that empty course dates may shift based on demand. 
 This course is worth 12 PDU's.
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Course Guide

Download our course brochure containing descriptions of our seminar offerings.
  

Course Overview

The Stable Framework™ is a easy-to-adopt quality program designed for Operations, Implementation, and DevOps, but applicable anywhere within your Enterprise.  Tired of a chaotic, reactive environment?  Learn Stable and watch all of the fires go out.   Based on the most practical practices of Lean, Six Sigma, ITIL, Continuous Improvement, and formal Project Management, learning Stable and adopting it will bring improvements to your operations practices immediately.

The Certified Stable Master Chief� (CSMC) leads an empowered team of Process Owners, providing direction, constraints, support, accountability, and coaching and mentoring to the team.  The Master Chief is a critical role for the success of any Operations, Implementation, or DevOps team.

Certified Stable Master Chief� (CSMC) Course Overview

 

Our course contains the following program:

Day 1

Overview of the Stable Framework
  • The Master Cycle
  • The Two Roles: Master Chief & Process Owner
  • The Three Domains: Future, Present, Past
  • The Four Meetings: Cycle Planning, Cycle Review, Cycle Retrospective, & Daily Kaizen
  • The Five Values of Stable
How to understand a business as a system of functions delivering value to paying customers
  • How to visualize, quantify, and map incoming materials and information from suppliers in a supply chain
  • How to scope the capabilities needed by the organization to add customer and business value to those matierials and information
  • How to catigorize both customer and business value.
  • How to systematize a recurring process into a Kata using process models, procedures, checkpoints, and checklists
  • How to continously improve a process using Lean, Flow, Kaizen, mistake-proofing, short feedback cycles, and process metrics
  • How to identify the Hidden Factory of rework, scrap, delays, and other wastes identified in Lean Thinking
  • How to identify and remove bottlenecks using the Theory of Constraints model, to achieve Flow
  • How to identify root causes using the 5 Why's technique, Ishikawa diagrams, focus-groups, Affinity diagrams, and more
  • How to deal with recurrinng and new issues using a checklist, asset recovery models, and Corrective and Preventative Action
  • How to mistake-proof a problematic step using Poka-Yoke, color-codes, pictures, and elimination
How to lead my team into the future, through empowerment and servant leadership
  • How to use Servant Leader techniques to empower my teams of Process Owners to function at their fullest capacity
  • How to triage the three work queues: planned work, urgent new request, and non-confirming rework?
  • How to create and manage our process assets using document control and revision histories
How to govern the present, ensuring the Process Owners have clear objectives & constraints, and are empowered to succeed
  • How to use a Kanban board to keep team tasks transparent and everflowing
  • How to identify and address bottlenecks within the value stream, as they appear
  • How to cater to nonconfirming issues reported by our customers.
How to manage the past, so that we can learn from our experiences, and measure progress over time
  • How to use the Performance Console to display all critical department progress and information
  • How to record training, to ensure all Process Owners receive regular training and cross-training, as needed
  • How to track improvements in key performance indicators such as customer satisfaction, service levels, and net promotor scores.

Day 2

Certified Stable Master Chief�

How to concurrrently report on the progress of my work, and the overall status of my areas?
  • How to use Service Level Agreement Monitor (S.L.A.M. Charts) to show process performance against service level agreements.
  • How to use customer satisfaction surveys, and conversations to metric customer satisfaction levels and Net Promotor Scores.
  • How to visibly show any roadblocks stopping my critical task progress.
How to help teams of Process Owners trust eachother, make better decisions together, and resolve inevitable conficts.
  • How to help teams collaborate together to produce better results?
  • How to help teams to overcome common biases by using metrics.
  • How to help teams embrace, and then resolve conflicts, so that they can grow and develop trust.
  • How to help teams become emotionally vulunerable to eachother, so that the best ideas are shared.
How to coach and mentor Process Owners on the team to grow as indivdiuals and succeed in our environment.
  • How can I invest in my Process Owners?
  • How can I help them achieve their goals?
  • How can I help them understand why their results are important to the customers and the business?
How to interface with teams outside of my area for ongoing market feedback and change control needs.
  • How can I keep intra-department communication flowing so my teams are not siloed?
  • How can I secure change-control checkpoints with the larger organization?
  • How can I collect market feedback and report it back to my teams, on a daily basis?
  • How can I bring issues customers report to our Help Desk back to my teams on a daily basis?

Course Activities


Attendees perform the following: 
  • Build a Master Schedule
  • Build a Process Traveler
  • Build a S.L.A.M. Chart
  • Bulid an Information Radiator
  • Perform a Kaizen Stand-up
  • Complete a Cycle Retrospective
  • Organize a Process Asset Library
  • Unique Indivdiual Exercise
  • Build a Vision Board
  • Perform a Coaching Kata
  • Participate in an Ishikawa Diagramming root-cause analysis process
  • Participate in an Affinitiy Diagramming root-cause analysis process
  • Particiate in a Failure Mode & Effects Analysis (FMEA)
  • Discuss 12 critical team questions

  
 
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Certified Stable Master Chief - Live Virtual Class