The Rationale of Why You Should Strive for Perfection…or not
No improvement effort should be initiated without a clear, demanding business case. This workshop provides a solid business and management rationale for undertaking a quality initiative to improve the business beyond the status quo…or not. The basic families of leading indicators (elapsed time and rework) are applied quantitatively to costs of all functions in the company and, ultimately, to profits. The “Develop the Business Case for Quality” workshop demystifies the Six Sigma language and numerical measures of improvement, allowing implementation of effective improvement efforts without bureaucracy. The workshop focuses on pragmatic methods that will motivate managers and their employees to adopt a culture of continual improvement as a means of increasing profits.
Putting Every One on the Same Page
Amazingly, in most companies, a lack of clarity of the company’s driving strategy often leads to parochial and conflicting interpretations by managers and other employees, creating organizational “silos,” confusion, and waste. To correct this, TCAG works with the management team to develop an implementable strategy. The outcomes…both the strategy and the plan to implement it…are efficient, reflecting the focus on “the least that needs to be done” to obtain required results.
TCAG’s proprietary design process forces conscious decisions about the company’s core business. The process drives to achieve agreement on approaches to dilemmas such as outsourcing, market changes, and review/revision cycles. Agreement leads to measurable actions integrated into the plan to execute the strategy. Accountabilities for implementation are fully defined and communicated. TCAG’s experience and process drive the entire strategy from planning through deployment.
