October Member Meeting: Webinar -- Developing A Continuous Improvement Program - A Harvard Study -- Matthew Singh
Developing A Continuous Improvement Program - A Harvard Study
- Review the major decisions – In the development of every continuous improvement program there are some key decisions that need to be made regarding; governance, leadership, change management, methodological approaches, etc. Let’s review the decisions made in the case study. Now let’s discuss some similar decisions that those in the crowd have come across as they have developed or participated in other programs. (If we have a marker board we can write down some of the major themes to use as a reference throughout the talk).
- Major tradeoffs – With every major decision we previously discussed there comes with some tradeoffs. It could be we are trading pace of program development for upper-level executive support or perhaps we are trading off organic energy for a more formal structured approach. Whatever the tradeoffs are, let’s identify the tradeoffs to the decisions that we identified in the case study, and then let us discuss some potential tradeoffs to the bullet points we captured in the previous topic.
- Constraints – Program development is invariably met by constraints. It can be culture-based, systems-based, sometimes process-based. Regardless of the origin, let’s discuss some of the constraints discussed in the case study. Are these similar to what the crow has experienced in their journey’s, or perhaps they have experienced very different constraints in their PI program journeys? Let’s compare and contrast.
Key Stakeholders – No program is created successfully in a silo. It requires significant amounts of partnership and collaboration. It can also require significant amounts of managing others and our own expectations about those relationships involved in the collaboration. Let’s discuss some of the relationships and stakeholders involved in the study. What relationships and key stakeholders should we be focusing on in our own programs/companies. Are we currently focused on those?
Director of Operational Excellence and Master Black Belt
Matthew Singh is the Director of Operational Excellence and Master Black Belt for the Department of Administrative Services in Nebraska. Over the last 20 years, he has previously served in a variety of progressive management roles including sales & service, operations, and supply chain. Before joining The State of Nebraska, Singh worked for Gordmans as a Sr. Process Manager. He is a graduate of the University of Nebraska- Lincoln has earned both a bachelor’s of arts in sociology and a master’s of science in leadership. He holds several additional certifications from the University of Nebraska-Omaha including Lean Enterprise, Supply Chain Management, and Business Analytics. He is also certified as a Master Black Belt in Six Sigma, Master Black Belt in Lean Six Sigma, Certified Lean Sensei, and holds the Project Management Professional (PMP) credential. Singh is a member of the advisory board of directors for the Nebraska Business Development Center (NBDC). He also serves on the University of Nebraska- Omaha advisory board of directors for their Supply Chain Management Programs.
Singh is involved with his local church in Gretna Nebraska where he lives with his wife Erin and their two children.
Meeting ID: 964 501 0314
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Meeting ID: 964 501 0314
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