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Manager of the Future

Manager of the Future

Part 1: Turnaround

Part 2: Building an Effective Team 

Part 3: Building and Managing a Continuous Improvement Program

4 Day Class
james-in-class-copy

James C. Abbott, a dynamic and charismatic speaker, will be your instructor. James is the author of the 16 best selling and leading business books. James is unique in that he is not only the leading turnaround expert but has the ability to convert the most complex topic so that everyone can understand and use it. As one recent student said, “Excellent material, information, & instructor! I am taking away so much more than what I thought I would & want to immediately put it into action.”

 

Manager of the Future

Click here to Select you Location, Date and Payment Method

Greenville, SC April 11-15, 2017 $3995 per attendee

Greenville, SC October 17-20, 2017 $3995 per attendee

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If you still have questions, give me a call at 864-297-9598

 

You OYOwill take home your personal copy of James Abbott’s book Optimize your operation

You will take home:

A copy of James Abbott’s book Optimize your Operation.

Abbott Notes for the key concepts and principles

Walkabout© design templates

The knowledge, methods, and tools to turn around your operation and then maintain it at an optimum level.

One recent student said, “Training materials- book- reference guides yellow cards, etc. invaluable!!”

 

For Maximum Knowledge and Team Participation:

If you have 3, 4, 5, or more members of your team, they will benefit from taking this class together. To facilitate team awareness, Bring James Abbott to your location. For more information about team participation in this class click on this link

Part 1: Turnaround

Operation Leadership and Vision

To be a great operation executive you must understand operation history and what a 21st center operation is capable of accomplishing when it is well designed and run. With this understanding you be able to establish the vision, and then know how to instill that vision in every team member.

You will learn what is required to run an effective operation. Understand the five types of operations and how the operation must be designed to support their unique demands. Every effective operation has three key components: low cost, flawless service, and short wait time. You will learn how to integrate these three vital components into your vision.

Short business life cycles have created unique challenges for modern operations. You will study life cycles and the S-curve—its phases are crucial for an effective operation.  We will take this knowledge and make it a competitive advantage for your business.

Understanding the Business
There are four business types of running your business and operation: chaos, tasks, projects and process. We will discuss each type and how to vest fit your operation.

Improvement Types

Understand the difference and need between evolutionary and revolutionary change. Also understand the culture change required to make a turnaround happen.

New Tools for a 21st Century Operation
Learn The Many New Options that will be available to your management team to keep your center optimum. Options that will delight your customer. Options that make your center a great place for your agents to work. All with Huge cost savings.

Tools to Assess the Operation
Assessment of the operation is critical to having a stellar operation. This class will provide you with the knowledge to know where and how to assess.

Knowing What Tools are Essential
You will be taught what tools are critical for every operation executive. These tools allow the executive to assess the correctness, consistency, and capability of every aspect of the operation.

Knowing how metrics fit in
You will be taught what tools are critical for every operation executive. These tools allow the executive to assess the correctness, consistency, and capability of every aspect of the operation. We will cover metric blueprints and 21st century metrics.

Division of Labor
We explain the types of division of labor starting with Adam Smiths physical labor. Then we will cover functional and decision-making division of labor. 

Decision-making for Future
You will understand the differing kinds of decision and how violations will detrimentally impact your operation.

Tools for effective decision-making
You will understand why each decision type must have different views.

Optimize your decision-making
You will understand how to make effective decisions.

Part 2: Building an Effective Team

Building the high Performance Team

The Business Team and the Operation Team
Team is all about getting the right people in the right jobs.Operational functions, from the customer all the way to the end product, will be explained. Operational and support roles will be defined so that the operation can function as a successful team. Then we will establish the methodology for build the team.

Communicating to the Operation Team
Operation executives must share a clear vision. This requires concise terms and definitions. We will study the most commonly misused terms and how they undermine even the best operation. Communication is critical to convert your center into the best in the business. Clear roles and responsibilities are key to both leadership and effective operations. you don’t have to do the work or be the expert but you do have to establish a vision and change the culture. This course will explain the center roles and then what is doable for you operation team.

Communication Clear Roles and Responsibilities
This course will explain the executive’s functions and roles. A clear job description helps separate truly effective executives from the rest of the pack. You will learn what tools are critical for every great operation executive. Be the best executive in the operation industry. This class will show you the traits that will set you apart from the average executive, and then show you how to make these traits your own.

Know What to Manage
Effective operation executives know what to manage and what is beyond their control In this class you will learn what you and your team must manage to assure that your operation is the best in your industry. Then you will understand what tools are required to acquire and sustain top-notch service.

Know What You must handle and what you can delegate
Effective operation executives know what to manage and what is beyond their control In this class you will learn what you and your team must manage to assure that your operation is the best in your industry. Then you will understand what tools are required to acquire and sustain top-notch service.

Part 3 : Building and Managing a Continuous Improvement Program

Continuous Improvement 
What is a continuous improvement program and why do we need it is key. In this class we will answer both questions. Continuous improvement is critical to every operation. It is a journey of a steady stream compounding improvements. We will show you how to build a culture for continuous improvement in your organization. You will understand what is required to get a continuous program going and how to dynamically keep your center optimum.

Operation Science
Knowing why things works is critical. We will explain in understandable terms that everyone can understand the science behind the scenes of operation design. We explain the science of decision making. We will explain the science of metrics. You will leave this class with fantastic ideas, concepts, tools, decision logic and methods and more important you will understand the science associated with each.

Variability’s impact on both you and your operation
Variability is the most important driver in any operation and particularly in the operation and help desk word. In your operation, do you monitor, manage, and design to reduce variability? If not, it is the most important issue in your operation effecting every aspect of your operation. In this class the mystery of variability will be unraveled and you will understand the why, what, and how for reducing your operation’s variability. With your sigma reduced you will see huge cost savings. Learn and understand queuing concepts and what’s involved in managing it. This requires an understanding of the interaction of science, skills, and design on your operation.

Decision-Making process
There are some prerequisites for effective decision-making. Make your decision-making a process that is repeatable and reproducible.

Assessing the operations
Assessment is critical to having a stellar operation. This class will provide you with the knowledge to know where and how to assess.

Knowing What Tools are Essential
You will be taught what tools are critical for every operation executive. These tools allow the executive to assess the correctness, consistency, and capability of every aspect of the operation.

Knowing how metrics fit in
You will be taught what tools are critical for every operation executive. These tools allow the executive to assess the correctness, consistency, and capability of every aspect of the operation. We will cover metric blueprints and 21st century metrics.

The Continuous Improvement Benefits
Since saving money is important to every company, we will provide you with the knowledge to get the real value out of your operation.  Then we will provide you with the ammunition to communicate that value.

You will walk away with the many new options that will be available to your management team to keep your operation optimum. Options that will delight your customer. Options that make your center a great place for your agents to work. All with Huge cost savings.

Agenda:

Agenda:

Chapter One and Two – Assets, The Goal, and Improvement

What is the goal of the manager of the future? Why make improvements? What is the most important asset a company can have?

  • Architectural design integrity
  • Operation Science
  • What is “Correct, Consistent, and Capable”? Why the three Cs are critical
  • Process Management Principles that provide a “True North” for operations
  • Assets
  • Understand the Goal and be able to define strategies to provide a flawless customer experience while simultaneously reducing cost
  • Understand the operational methodology
  • How is the activity different from the result? What drives good service?

Operational Science

  • Variability’s impact on both you and your operation
  • Variability is the most important driver in any operation and particularly in the operation and help desk world.
  • In your operation, do you monitor, manage, and design to reduce variability? If not, it is the most important issue in your center affecting every aspect of your center.
  • In this class the mystery of variability will be unraveled and you will understand the why, what, and how for reducing your center’s variability.
  • You will understand how continuous improvement must take into account variability and make its reduction part of the program

Build Structure, Skills, Knowledge, and Leaders

  • Learn what drives our improvement of the product and services?
  • Impact of the life cycle collapse
  • Build skills, knowledge and leadership beginning at the top
  • Establish rapid education across the organization
  • Develop a results-oriented coaching process
  • Define and develop attractive career and skill migrations and paths
  • Identify and address the root causes of turnover
  • Establish comprehensive education across the organization
  • Strategies that create a collaborative improvement organization

Chapter Three – Division of Labor

Physical and Functional

The Second Principle: Decision-making: its structure, types and violations What are strategies and tactics and how are they different? What is the role of Operations? Management? Who makes which decisions?

Decision-making and Division of Labor

  • Roles and responsibilities
  • Violations of Division of Labor
  • Team Culture
  • Decision Roles
  • Business team
  • Operational team – Director, manager, supervisor, agent – their roles, responsibility, and how to link them together
  • Understand the need for a rapid response team and how to build it
  • Strategies to replace agent churn with agent retention

Structure and Order

Chapter Four – Walkabouts®

How can we actually communicate the knowledge base from the First Principle? What are metrics and how can we measure them? How can we build a metric blueprint?

Knowledge Base Linking

How do we use what we know to make improvements? How will we understand the causal relationship to increase our knowledge base?

  • Organizational structure through factoring
  • Causal analysis
  • Pareto

The Art of Business Genius

  • Natural versus Learned Genius
  • Decision part II
  • Problem solving
  • Establishing team and individual goals

Building a Culture that embraces Change

Why must all associates be dedicated to making improvements? How will we get everyone committed? What steps will assure our success in becoming the manager of the future?

  • Understand how to change of your operation’s culture
  • Breakout advances require a cultural change
  • Planning and build a cultural of change that is collaborative

Learn how to establish a Continuous Improvement Program to support your center’s vision 

  • Define your customers’ expectations and the key factors shaping today’s business environment. Establish a vision of the operation’s role and value and make sure that your center’s vision is aligned with the business vision.
  • Learn how big to think and we will give you the tools to meet those stretch visions
  • Learn the traits of the effective operations and manager
  • Learn how to balance the competing objectives of you center like solving simultaneous equations
  • Understand What Continuous Improvement is and why you must do it
  • Understand why an architectural operational design that must be communicated and brilliantly executed by all

Understand the operational methodology that will assure a successful continuous improvement program

  • Change management
  • Walkabout management
  • Team inclusion in the continuous improvement program

Operation Science

  • Variability’s impact on both you and your operation
  • Variability is the most important driver in any operation.
  • In your operation, do you monitor, manage, and design to reduce variability? If not, it is the most important issue in your center affecting every aspect of your operation.
  • In this class the mystery of variability will be unraveled and you will understand the why, what, and how for reducing your operation’s variability.
  • You will understand how continuous improvement must take into account variability and make its reduction part of the program

Build Structure, Skills, Knowledge, and Leaders

  • Learn what drives our improvement of the product and services?
  • Impact of the life cycle collapse
  • Build skills, knowledge and leadership beginning at the top
  • Establish rapid education across the organization
  • Develop a results-oriented coaching process
  • Define and develop attractive career and skill migrations and paths
  • Identify and address the root causes of turnover
  • Establish comprehensive education across the organization
  • Strategies that create a collaborative improvement organization

Chapter Five – Information: Science of the Knowledge Base, Continuous Improvement Analysis tools

How do we gather, document, and understand the facts about our process and product? Why must information flow in one direction? What are the two fatal mistakes of analysis and reporting?

  • Bottom up
  • Reports
  • Develop meaningful and actionable metrics
  • Understand and be able to use the continuous improvement analysis tools. Know when and where to use each one
  • Our continuous improvement tools and program  will provide knowledge that must be easily used, maintained and controlled

Chapter Six – Knowledge Base Linking

How do we use what we know to make improvements? How will we understand the causal relationship to increase our knowledge base?

  • Organizational structure through factoring
  • Causal analysis
  • Pareto

Chapter Seven – The Art of Business Genius: Knowledge Capability

Will you be the manager of the future? How can we use the First Principle and the Second Principle to become learned business geniuses?

  • Problem solving
  • Establishing team and individual goals
  • Process management drives continuous improvement
  • Innovation strategies
  • Variation is our enemy. Learn how it applies in the operation world and how to manage and control it.
  • Create a learning organization
  • Instill the principles of continuous improvement throughout the organization
  • Six Sigma Operation Understanding and how it applies to the operation world
  • Innovation requires change

Chapter Eight – Commitment to Change

Why must all associates be dedicated to making improvements? How will we get everyone committed? What steps will assure our success in becoming the manager of the future?

  • Understand how to change of your centers’ culture
  • Breakout advances require a cultural change
  • Planning and build a cultural of change that is collaborative
  • Understand the four obstacles to improvement and how to overcome them
  • Understanding commitment and how to lead your organization

Chapter Nine – Climbing the Mountain, Making Improvement Happen

  • Establish the leader’s role in implementing the continuous improvement strategy
  • Tactical optimization and how to implement the strategy
  • Inculcate an understanding of the operation as a total process
  • Understand how to communicate to the executive team your continuous improvements return
  • Make the financial case that blends science and business judgment
  • Make the case for the investment you need
  • Strategies for implementing and making your changes stick