Landmark Decisions

 Performance Alignment Solutions

> understand the basics of the Lean Six Sigma DMAIC approach to problem solving and how Activity-Based Planning enhances any Lean implementation

> realize the benefits of this integrated and structured methodology to identify, test and evaluate the cost savings of Lean initiatives for business process improvement

> evaluate the impact of resource constraints on process efficiency, product/service costs, profitability and budgets

> appreciate the value of using Lean-ABP software for collaborative business needs

Landmark Decisions © ALL RIGHTS RESERVED. 

This one-day online workshop presented by Barrington OPS and Landmark Decisions, covers the fundamentals of Lean and Activity-Based Planning (ABP) and how they can be merged into a comprehensive approach for business modeling, resource management and process improvement. Following the Lean Six Sigma DMAIC approach, combining Lean and ABP offer a means to:

> operational managers, planners and analysts challenged with optimizing business processes
> financial and resource management professionals responsible for product/service/program costing or budgeting
> strategic managers, planners and analysts responsible for charting future organizational direction and performance

Participants will receive a White-Belt certification in both Lean and ABP concepts

Key Learning Objectives:

Workshop Certification:

by the end of this workshop, you will be able to:

info@landmark.ca

Instructors:  Gary Cox,Barrington OPS and Mike Haley,Landmark Decisions (click here for more info on the instructors)

Who Should Attend:

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Implementing Lean Activity Based Planning for Business Process Improvement

A 1-day “Hands-On” Virtual Workshop (delivered in two adjacent ½ day sessions)

Wednesday, June 24th & Thursday June 25th - 9:30 - 1pm ADT (8:30am - Noon EDT)

+1.902.499.5425

Define – understand the problem(s) within the processes and conduct a strategic and operational assessment to determine the best opportunities for business process improvements and utilize a proven methodology to tackle them
Measure – recognize non-value-added activities within a process and how to collect and validate operational, financial, and performance data to model current and future state processes
Analyze – evaluate model results and explore operational and financial relationship to help recognize root causes for waste (non-value-added work) and other process problems
Improve – identify process improvement ideas and test/evaluate potential solutions to assess the impact on throughput, quality, resources, costs and profitability
Control – develop strategies to sustain a Lean-ABP program and move towards a continuous improvement culture through understanding leading performance and quality indicators