High Performance Operations
Don't let the bureaucracy of everyday compliance issues get in your way of being lean and achieving excellence. Don't let your desire to be lean and agile turn into its own form of "compliance". Hillel presents a revealing systematic approach that puts compliance properly in its place -- behind your pursuit of excellence. An approach that champions lean and agile for their benefits but remains faithful to disciplined management, development, and governance of products and services. Discover the secrets of incorporating non-value-added necessities into the value-added work stream. One characteristic of the approach distinct from many lean initiatives is that it does not rely solely on incremental kaizen. However, it does rely on one important reality: High Performance Operations regularly let go of things that aren't working. Popular molds for dealing with compliance matters take one of two forms: (1) layering bureaucracy atop operations to meet the requirements, or (2) waiting for an epiphany. Neither of these molds work and must be let go.
Organizations need a way to break these molds to make a complete shift in their operations -- a major kaizen event to re-balance their efforts in favor of excellence -- and from there to continue with routine incremental kaizen. The presentation looks at several facets including common mistakes that hinder high performance, the role of leadership, culture, trust, empowerment, learning and communication -- as prerequisites.
Values, Principles, and Practices
The concept of process improvement has been around for quite a while. Many methods have been defined to conduct and pursue improvement. Then why isn't everyone already an expert at it? We seem to never lack for "improvement" content, as if it's fresh -- which it's not, and exciting -- which it's not. Could it be because so much of what's been espoused hasn't worked? But why? This presentation examines several long-held assumptions about process improvement, proposes plausible flaws, and reveals new levels of empirically sound understanding that have allowed breakthroughs in performance. At issue is: too much focus on practices without honoring the underlying principles or internalizing values. There's too much worrying and arguing over practices instead of working towards results; worrying and arguing over what constitutes "compliance" instead of moving forward. What's the relationship between values, principles, and practices? Why does this matter? And, how can this understanding be leveraged towards becoming a high performance operation, sailing through appraisals and audits, and never again wondering whether a change to your process will negatively impact your ability to maintain those ratings and audit results.
CMMI Crash Course -- Everything You Need to Know in 4 Hours
This course has proven informative for: people who know very little about CMMI and even less about appraisals, all the way to people with extensive, high maturity knowledge and experience with CMMI. It is designed to address frequently asked -- but seldom answered -- questions about CMMI and getting a level rating in plain, no-nonsense, straight-forward English.
All-too-often these questions do not get answered until well into or past the decision to pursue CMMI. In effect, many people are pursuing process improvement using CMMI before they have answers to important questions.
The Crash Course often reveals answers even people with CMMI experience didn't know - or worse - were duped about and in 3-4 hours answers many questions that are never addressed even after spending three days and thousands of dollar taking the official "Introduction to CMMI" course.