|
|
|
|
|
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 Process Owner™ (CSPRO) is accountable for the successful execution of
repeatable processes within an environment. Working with customers, suppliers, and
service-levels, they apply lean techniques to produce continous flow of value to
their customers.
|
|
|
|
 |
 |
Certified
Stable Process Owner™
(CSPRO) Course Overview
|
 |
|
|
|
|
|
|
Our course contains the following program:
Day 1
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 think like a customer while evaluationg value
- Is this the right product or service for me?
- Is it the right price?
- Is this the right time?
- Is this the right seller?
How to think like a business owner while evaluating value
- How can I add new revenue?
- How can I protect existing revenue?
- How can I lower the cost of doing business without impacting my customer value?
- How can I stay complient in a changing world?
How to connect effectiverly with customers to create referral sites
- All categories of customers, including consumers, coworkers, sponsors, future colleagues, and auditors.
- How to create emotional connections with customers so that they will bring repeat business and referrals.
- How to be sure current service levels represent current customer expectations.
- How to use personas, surveys, active listening, and other tools to understand customers everchanging needs.
How to improve process value propositions while simulatenously lowering the hassle, time, and cost to create them
- How to compose a Value Stream Map, and identify cycle times, costs, and common sources of waste.
- How to use Kaizen Teams and Kaizen Projects to improve targeted processes.
Day 2
Certified
Stable Process Ownwer™ Overview
- 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 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 work better in a team to maximize our ability to deliver value correctly, the first time
- How to use a Kanban board to showcase currrent work progress.
- How to coordicatie value delivery daily with my colleagues, and executive sponsors.
- How to equip a process for cross-training as needed.
How to set goals, measure them, and demonstrate improvement over time.
- How to use a performance console to report process metrics.
- How to report using Operational Excellence philosphies.
|
|
 |
|
 |
|
|
|
|
Course Activities
|
|
|
|
Attendees perform the following:
- Build a Value Stream Map
- Identify Customers
- Build a Persona
- Build a Process Register
- Build a Process Map
- Process Systematizing Activity
- Identify Waste in a Process
- Build a Cause and Effect Daigram
- Build a Vision Board
- Participate in an Affinitiy Diagramming process
- Build an Interrelationship Diagram
- Build a Master Schedule
- Build a Travler (Process Checklist)
- Build a S.L.A.M. Chart
- Build an Information Radiatior
- Perform a Kaizen Standup
- Discuss Data Collection & Analysis Tools
|
|
|
|
|
|
|
|
|