Management Team Training/Coaching
LIVE STREAM – NO Travel, Interactive, Flexible Schedule
PROVEN METHODS…NO FLUFF…COMMON SENSE APPROACH…HONEST FEEDBACK
about what works and doesn’t work when it comes to achieving BEST POSSIBLE performance.
The MiningOpportunity step-by-step process creates a “best possible” platform that helps leaders maintain a “best possible” focus in day-to-day activities, which MAXIMIZES PROFIT and SUSTAINS “BEST POSSIBLE” RESULTS in everything they do. This platform touches assets and the organization, which changes the corporate culture and accelerates change.
MiningOpportunity Training Outline
Begin With the End in Mind – Setting Expectations
- Journey Overview
- Removing “The Lid”
- Numbers Drive Behavior
- 5 Main Steps to “Best Possible” Results
- Case Studies – Dollars Found, “Mining” Examples
- Different Questions, Different Problems, Different Solutions, Different Results
- Barriers That Will Sabotage Your Efforts
- Change Your Perspective… Change Your Performance: Million Dollar Shifts
- “Best Possible” Platform – Components
- Making Everyone’s Job Easier – More Money, Fewer Problems, Happier People, Faster Change
STEP 1: Create Your “Best Possible” Dataset
Examples: Where to Look – Assets, Organization, Management
Let’s Go Exploring!
- Finding Profit Opportunities – General Guidelines
- Valuing Profit Opportunities – Margin Calculation, 4-Step Valuation Process
Managing the Discovery Process:
- Reporting Profit Opportunities – Gather Opportunities, Review Valuations, Approve Moving Forward, Track Progress
- Top __ List (10,20, etc), What the Totals Mean, Totals Go Up and Down
- G/L Connection – Impact on Revenues/Costs, Event-Based Costs (the 3rd cost category), Expectations of the CFO/Controller (The Goal)
Linking Measures to Dollars
- Guidelines for Setting “Best Possible” Targets – Maximum/Minimum/Another Choice (Design, Corporate Culture)
- Equipment Optimums – Delays/Capacity/Recovery
- Department Optimums – Internal vs. Value Stream Considerations
- Management Optimums – Barrier Removal
- 3 Sets of Data Tell a Story, Grouping Charts
- Strategies for Use
STEP 2: Four Kinds of Barriers that Prevent “Best Possible” Results
- Improvement Sabotage – Exposing “The Lid”, Too Much Sunlight/Not Enough Water
- Your Barrier Dam -“Hide”/”Divide”/”Hinder”
- HIDE Potential
- DIVIDE People
- HINDER Change
- MOABs (Mother of all Barriers) – Simultaneously Affect Profit, Culture and Change – Management Teams
- 12 Mindsets – Million Dollar Mindset Shifts, Team Assessment
- Barrier Removal Strategies
- Become Demolition Experts
- Hide, Divide, Hinder, MOABs
STEP 3: Change Your Perspective… Change Your Performance!
Group Review of Perspectives – Questions, Confusion, Uncertainties
- Concept of Profit Potential
- Problems = Opportunity
- Valuation of Losses
- Selection of Measures
- Establishing “Best Possible” Targets
- Million Dollar Mindset Shifts
- Barrier Removal Concerns
- Barrier Removal Tools/Techniques
STEP 4: Build Your Best Possible” Platform
Strategically Link “Best Possible” Data, Concepts and Tools to Elements of the Management System where Profit Potential is Most Likely to be found. Remove Barriers that Stand in Your Way.
Equipment Management, Control/Response Plans, ISO
- Can We Meet Budget? vs. How Good Can We Be?
- “Best Possible” Trends for Productivity, Delays, Consumables
- Control/Response Plans Minimize Losses
- ISO Links to “Best Possible” Metrics and Audits
- Strategies: Communicating Trends, Daily Meetings, Project Management
- New Context for Budget Goals, Stretch Goals, Long Term Plans
- Example: Drill Utilization
- Strategies/Tools: Budget Target Reasonableness Check, Charts in Budget Review Process, Budgeting for Potential?
- Need/Timing Justified with “Best Possible Metrics
- Strategies/Tools: Project Management, Process Characteristic Matrix
- Need/Timing/Placement Justified with “Best Possible Metrics, Can we postpone?
- Example: $80,000,000 Expansion almost Misplaced
- Strategies/Tools: Capacity Chart, “Big Picture Thinking” (Process Orientation, Value Stream Management, Process Characteristic Matrix)
Working Together/Corporate Culture
- Problems = Opportunity, Freedom to Speak, Trust, Mixed Messages, Choices have Value, Truth-Trust-Tons, Trust/Profit Curve, Collaboration/Silos
- Examples: Operations vs. Maintenance, Sites vs. Corporate (Hydraulic Part), “Joe” (Trading Personal Power for Team Power)
- Strategies/Tools: Culture Engine, Supervisor Culture Matrix, 11am Meeting, Process Orientation (“Big Picture Thinking”), Process Characteristics Matrix
Value Stream Management
- Escaping the Confines of the Organization Chart, One Goal, One Team
- Examples: Start-Up Process, Permitting
- Strategies/Tools: Expectations, Value Stream Capacity Chart, Process Orientation (“Big Picture Thinking”), Process Characteristic Matrix
Leadership Team Processes/Choices
- What’s Not Working – Expectations/Requirements – Weak Points that Cause Problems
- Culture Engine (Truth, Trust, Mixed Messages), Keep Your Water Clear, Trust vs. Profit Curve
- Sports Plays – New Interactions – 11am Meeting, Shift Change Handoff, Supervisor Culture Map
- Barrier Management – Hide/Divide/Hinder Barriers, Collisions (MOABs)
- One Goal, One Team – Value Stream Management, Process Characteristics Matrix, Million Dollar Mindset Shifts
Site-Wide Optimization – Assets, Organization, Management – Are We There Yet?
- Best Possible” Metrics Used by Production/Support Functions – Profit Potential Identified, Quantified, Reduced
- Single Goal that Unites the Workforce and the Leadership Team and Promotes a “One Team” Attitude
- People Work Together with “Best Possible” Performance Intentions and a Way to Measure Their Own Performance
- New Choices and Interactions Remove Barriers, Maximize Profit and Accelerate Change
NOTE: Some tools listed above were developed by Kay over her career to help leadership teams reveal problems, reduce losses, remove barriers and change faster. They are presented as examples tools and techniques that improved the effectiveness of the workforce and the management team. They may not be needed in your company, depending on your “best possible” goals, data available to management, characteristics of your corporate culture, and barriers that your management team is facing.
STEP 5: Train to Sustain
- The Way We Do Business:
- “Best Possible” Performance and Working Together Concepts
- New Data, New Perspectives and New Strategies for Managing Assets and the Organization
- A New Focus and Way of Working Together – What We Fix, Measure and Talk About
- What We Fix: Problems That Prevent “Best Possible” Results, Barriers that Hold Assets and People Back
- What We Measure: Dollars Left on the Table, Measures Linked to Losses, Optimization Progress
- What We Talk About: Integrate Losses into Management Decisions/Activities, Problem Solving, Communications
Spend a Day with Kay – Annual Refresher – Great for refresher training or an annual retreat as part of your sustainability plan. After establishing your “Best Possible” Platform, meeting once a year lets us reconnect, assess your progress and provide targeted support for the specific issues you may be struggling with. Can be More Than One Day, for existing clients.
Here are the rules for the retreat:
- My goal is to make you all experts in “best possible” performance strategies and tactics.
- The shift to a “Best Possible” Culture is a new way of doing business… a new way of thinking, new questions, new problems to solve, new ways to solve them, and a new level of performance that you want to sustain for years to come. Some parts of the shift to this new way of working go quickly, others may take more time until you feel confident.
- We can do One Day per site, One Day per division… We will plan the number of days we need together before we meet.
- You set the agenda. Any question related anything we covered in any of the training sessions is OK.
- You select the attendees. I will review the attendee list and may suggest that additional people participate for certain parts of our discussion.
- Our goal is to SOLVE AS MANY OF YOUR PROBLEMS AS POSSIBLE so you can avoid backsliding and continue to make progress.
OPPORTUNITY: The only element with an infinite atomic number and weight. An odorless invisible element defined as a hidden or substandard set of circumstances in business that, when not acted upon, creates invisible losses that reduce profit. These losses can be eliminated by management when linked to beliefs, behaviors and numbers that drive the corporate culture, yielding a desirable green substance found in financial institutions.