MAP® MasterTRAX® Action Planning

The Essence of Planning
Program Outline

THE ESSENCE OF PLANNING - Course Outline

Note: This is the generic Essence of Planning outline designed for programs offered to the public . There are ammendments as appropriate to fit the specific needs of clients for in-house applications.

Essence of Planning 1.0 (half-day seminar)
Introduction by Client
Morning Set-up
Acknowledgements
Benefits/Consequences
More efficient meetings
Alignment - which leads to project synergy
Information "out of the head" and on paper
Identify trouble spots and problem areas in advance
A mistake in the planning room takes an eraser - in the field, a checkbook!
Understand and overcome basic conflicts
Dynamic of the outsider
Save 15 &endash; 40% of all resource costs
"Can Do" "team" attitude - Confidence in project shared by all involved
Better presentations
"Procedures" creativity
Improved logic for all involved
Creating goals and objectives is easier for all involved
The two major reasons for problems & failure in contemporary business.
1. Undercapitalization
[little or no planning]
2. Not prepared for growth.
[little or no planning]
Context "Think of a Time" exercise
Develop Outcomes
Why are we here?
Old planning cliches'
Plan the work - Work the plan.
Failing to plan is planning to fail.
If you don't know where you are going, any road will get you there, and you won't know when you're lost.
-Frank Carney
Ship without navigation or crew that knows what to do.
What is P.E.R.T.?
What is Planning?
Definition-Dictionary (exercise)
Examples of past generic planning vs. non-planning scenarios
Use flip chart process
What it might not be.
budget, scheduling, "keep it in my head", projections, etc.
What it must be.-----
Components-the "context"or foundations of planning
#1 - ARCHITECTURE OF HUMAN PROCESS ENDEAVOR
Physical Plans - Plans to build - Blueprints etc.
Non-Physical - Human Process - communication/leverage
#2 - Visualize/"Sensorilize"
"Visionaries"
Bucky's time relative senses explanation
Auditory - Past
Smell/Feel - Present
Sight - Future - that we have not yet come to
Michalob Commercial Scenario and Etc.
Life as a movie - would you buy a ticket? Who are the players?
Business as a improv. play!
Concept - definition [left brain process]
Visualization [right brain process]
Inventory of tangibles in some point in time.
Alignment - SYNERGY!
What? The most complete "ideal scene" in the 'project' scenario
Project - Any activity that intends to change status quo
How? "Sensorilize" - See, Feel, Hear, Smell, etc. CREATE CONGRUENCE.
Congruence - When all communication modes are aligned
#3 - Language Science
Language as a math system -
relational - computer language etc.
tetrahedron model
Language Specific Process
Nouns (first)
"End Items" - What specifically?
Verbs (after nouns)
How specifically?
Modifiers / Reality detail
Who?
How long? (time - duration)
How Much? ($)
What happened before?
What can happen after?
#4 - 180° Shift in Perspective
"Look to the Future"-not impacted by reality or considerations thereof
"Remember" back to the Present -
No need to make decisions - just "remember" the decisions that were made!
UnEmcumbered by reality/Ideal scene/not @ Effect
"Have you ever wished you could know what the future will bring"
Why? [@ effect still?]
CREATE THE FUTURE! HITWUWI!!
"Reality has a way of 'demanding its presence' the closer you get to it."
VALUES
#5 - Scientific Back up
E=MC² - M=E/C² where E is expressed as the "metaphysical" - thought
Energy as Entropy/Syntropy
Examples
"Hit on the Head"
"Night time scratch on the door"
Relate to "cool" house & "cool" business persons
Pattern integrity [success]
Questions
Meal Break
Essence of Planning 2.0 (half-day seminar)
ESSENCE OF PLANNING 2.0
The Advanced Management Planning SYSTEM
Introduction,Definition, History, & Uses of Planning Systems
Daily List
TimeLine™ Charts
Line of Balance
Network Based Management Systems
P.E.R.T.
A.M.P.S.
Advanced Management Planning System
Step #1. "End Items"/End Item List
Visualize/Sensorlize
Nouns
HITWUWI
Alignment/Synergy/Communication/System
Step #2. Activities
Visualize/Sensorlize
Verbs - THE GLUE
Detail Questions
Step #3. Milestone Events
Noun [end item] having been acted upon by a verb [activity]
Step #4. Relationships
Step #5. Time Calculations
Earliest Start
Latest Finish
Slack
Step #7. Analysis/Reporting System
Analysis - $ & Time
Reporting System - inanimate manager - can't argue
Instructions for project plan.
GROUP EXERCISE - PLAN SMALL PROJECT
Essence of Planning 2.5 (full day workshop)
Introduction to Personal Computers in Planning
Approach
Available Equipment
Available Software
INDIVIDUAL &/OR GROUP PROJECT PLANS

Advantages -
what is available in a QTM quality program:
• Understand the basis for change.
• How to create an organization that has a well defined and long-term quality mission.
• How to break barriers down between departments.
• How to create an environment in which people are not afraid to report problems.
• Why it is essential to stop awarding business to the lowest bidder and how to train purchasing managers and the accounting department to evaluate statistical evidence of quality.
• The detrimental effects of targets, numerical goals, slogans and activity that urge people to increase productivity.
• How to document and define a process.
• Why automation will fail if the reasons for defects and errors are not, first, rooted out.
• Why the fundamentals of design, marketing, and production must be reexamined in the light of quality considerations.
• Why a commitment to tiny improvements in many places leads to increasing quality and lower costs.
• Why planning must aim at designing a product or service and its production/delivery process together.
• Demings 14 points, 7 sins, and the reduction of variation in quality characteristics.
• How to change your organizations thinking about quality improvement, quality control and quality planning.
• Why project-by-project quality improvement leads to company-wide quality improvement
• Nuts & bolts of launching a quality improvement program.
• Define quality for your organization.
• Why good operations, best efforts, hard work, and experience are not enough to ensure quality.
• Why teamwork should extend to supplier-customer relationships.
• And much more...
Charts
 X-Y Game
  Demings 14 points - 7 sins
  Nature of Change
  Tom Peters Bakers Dozen
  Plan Defined
  Long Road/Short Road
  More from meetings
  Process Charting
  rocess Charts - Flow Chart
  oyota waste
  Statistical Control chart
  Quality=profitability
  Commitment / Mastery / Excellence / Integrity
Charts & diagrams
  Demming 14 Points/7 Sins
  Elements of Change
  Long Road/Short Road
Workshop Outline
8:00 am - Session #1
5-min. - (client) Introduction
(client) Changes - Internal / External plans
Work done - work to be done
PPI Qualifications / RC info. sheet
Todays purpose from (client) point of view
5 min - Course outline - Frame seminar completion
Session #1
  Video -
  X-Y game
  Demming 14 points & 7 sins
  Video close
  Break
Session #2
  Knowledge Navigator video
  Stacoma
  Nature of change - No one is wrong because change is necessary!
  Summary & Questions
  Break
Session #3
  Video
  History of quality programs
  Quality programs defined
  Introduction to flow charts/ PERT charts & process
  Summary
  Questions

Begin Program
7 min - Video intro
5 min - R.C. underscore video messages
Dont move away from things you cant see...
Emergence of emergency / Dont get out of the way of what cant be seen. (flip chart)
45 min - X-Y Game (hand out #1)
5 min - Demings 14 points - 7 sins (hand out #2)
6 min - Peters video close
10 min - BREAK (Light refreshments provided)
10:00 - Session #2
6 min - Knowledge Navagator Video
5-10 min - Stacoma - Its what you know that isnt so that gets you...
35 min - Nature of Change - Foundational concepts (hand out #3)
Nature of Goods
Agricultural age (consumable goods)
Industrial Age (consumable goods)
Information Age (non-consumable goods) - share it and it grows
Accounting systems - not equiped
Accelerating acceleration (in all scoio-economic phenomenon)
Speed of travel
Amount (and type) of information
Harvard - if info is over 5 years old, it probably isnt valid anymore
Accounting tools usually obsolete
Life expectancy
Percentage of population in agriculture
Ephemeralization - Doing more with less.
Agriculture / Aquiculture
Phone messages per pound of metal
Memory per grain of silicon, etc.
Thomas Malthus - Malthusian economics defined & qualified.
Dissipative Structure
Increasing stress causes organism to dissipate or change radically and survive.
Team Tech. Duality Paradox - Taking care of now and the future at the same time.
In the air
Nature of planning: Navigate - not plan for future
Paradox
Tom Peters Bakers Dozen (hand-out #4)
Act on new information
Flat hierarchy / empowered front line
Organizational pyramids flattening - speed / costs
Self management teams / project orientation
Continuous improvement & education (quality / people as first priorities)
Information technology
Speed / time competition
Micro markets
Innovation (violent)
Quality design & service
Management reeducation
Perception is issue
Life value of customer - $1,000,000 used car sale
Think Global
New leader - women
Love change
Action - just do it?
10 min - Summary (Outline course thus far)
Q & A
10 min - BREAK
11:15 - Session #3
10 min - Peters Video Brains are In
Simon Says?
15 min - Quality Programs Intro
Examples from group about seeing things others cant see?
Body of talk:
History
Quality & statistical procedures used during 2nd world war - not taught to boys coming home
America only industrial infrastructure left.
Unlimited, undemanding global markets - couldnt have screwed up a fortune 500 company if you tried - no global competition
Statistical quality technology exported to Japan & W. Germany - rest is history
Current
Japan & Germany lead in quality (perception of) merchandise
Japan is most capital rich country now
Transition from industrial age to information age
Speed of change
People are the main resource
Quality is the buzzword
Quality
What is it - Ask... (subjective, interpretive, fuzzy)
Quality defined (business) - Absence of variation - (by definition, the most efficient) - What ever the customer thinks it is...
Examples:
Infinity / Chevy
Inspection at the end of the line is not it!
Everyone doing their best is not it! - Every one IS doing their best!
Elements of Quality Management
Operational Definitions
same language...
Flow charts
Show PERT - John Madden example - all know game plan
Statistical Measurement system[s] - simple??
Athletics
Self image of managers
Old - motivate, inspire, squeeze more out of whats there
New - provide constancicy of purpose / improve the system that people work in. Work for the workers.
Possibility in (client)? (%)
QTM
Quality
Team - Technology of team building
game to play
Superbowl to work towards
Trip, cash, and ring.
Management
PERT - most sophisticated
(client) flow/ PERT charting
Plan word exercise (Hand Out - #5 Define Plan)
Think of a Time (Hand Out - #6)(Long Road/Short Road)
Language Syntax
Items - Nouns
Activities - Verbs
Qualifiers
How to get 300%+ more out of meetings (hand out #7 more from meetings)
Process Charting (hand out - #8)
Outcomes - Intended result
Activities
Qualifiers
Sequence
Attributes
PERT group exercise
Use actual example - quickly build network on screen
30 min - Quality Programs
2 mistakes
Act when shouldnt / Dont act when should (flip chart)
People being judged & evaluated on management current feelings instead of rational evaluation data procedures
How could they know? (flip chart)
Learn & Work in a structure without much thought about changing structure. (being accepted or hired for your ability to change existing structure...)
Investing in theory changes structure.
Quality defined
Define picnic game
Quality
Plan
Management
Etc.
Define Quality for business
Absence of variation (in the multiple production of anything) (flip chart)
Anything that the customer thinks it is...
ServeQual concept
Elements of Quality
Process charts: FOUNDATION OF PROCESS!! types
Brainstorm - Mind Map (Flip Chart)
Road map - EPIC Flow chart (hand out #9)
Process
Communication
Operational Definitions - importance of using the same language
Toyota waste (hand out #10)
Quality Attributes
Product
Process
Values
Control charts / Statistics (Hand Out #11)
Special causes / common causes defined
Summary
Quality=Profitability (Hand-Out #12)
5 min - Course outline - Frame seminar completion
Commitment / Mastery / Excellence / Integrity / etc. (hand out - #13)
Q & A - Items to be addressed in the future - support available
Close -
Evaluations