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InteGlobal | GSBP

Global Professionals in Business Productivity through Leadership Development Partnerships

The most profitable Business Leader Development and Productivity delivering investment partnership your organisation will gladly budget for, but never have to pay for!

The proof is in the testimonials

Science and Soul of Productivity

 InteGlobal | GSBP

Science and Soul of Productivity

Real Business Productivity

A new commercial standard in graduate school organisational development partnerships.

InteGlobal takes responsibility for delivering real business productivity gains as a primary evidence requirement in the development of business leadership capability.

Profitable  Investment not a Cost

The expense of transferring our proprietary knowledge and skills through real time commercial experience generates a "cost neutral promise," we are willing to make to each organisational partner.

Proprietary Development Design

A bespoke omni* connected business development design that collaborates with partner needs.

One of our proven omni* connections is how we develop synergy between internal structures whilst pursuing productivity gains. This ignites a bias for action to continuously lead, drive and deliver improvements year after year.

Omni*Connected benefits that are unprecedented in operational enterprise architecture

Omni* Centric Design model is a reproducible and foolproof value proposition when undertaken without compromise

1. Client Organisational Benefits

The organisation will provide an ample budget for the
 Omni*Centric Design [OCD]  partnership because that budgets cost will be neutralized  by exponentially higher quantified tangible fiscal and operational benefits.

Leadership will obtain superior real time experience in developing two general-fields of investigation; quantitative and qualitative. These sets of tools and techniques, are employed in balance with technical, political and cultural engagement.

Not only the participants, but their project teams, sponsors, suppliers and customers will be engaged and enlightened. [read testimonials]  

2. Critical Program Incentives  

Establishes a time critical campaign to deliver improvement targets in eight months, with two months tolerance contingency.

No accreditation for participating project managers until all critical milestones are fulfilled with acceptable project outcomes achieved. There is no compromise on these stipulations.

The organisation must adhere to the OCD architecture for optimum continuous improvement benefits.

"Once experienced, you will want to setup an annual graduate development partnership with us."

3. Development Partner Requirements

An internal champion and a portfolio manager will oversee, with our guidance, a 'project identification, prioritization and selection [PIPS] of unsolved opportunities that will be matched to the graduate candidates nominated. They will work with us to provide continuity and expectations internally.

InteGlobal will operate under an agreed fixed budget for training and coaching for the duration of the project investigations and delivery life cycle.

InteGlobal will only claim fees in line with program progress under the pre-approved design architecture.

4. Our Commitment to  Client Partners

Provide a robust, track-able program progression that will deliver an array of fiscal and operational benefits to the organisation within the scope of each program of work.

Develop next-generation leadership resources with their  knowledge, skills and engagement recorded in an evidence-based portfolio detailing real time productivity benefits. [read testimonials]

We aim to provide the best opportunity for each candidate to attain dual recognition with a I|GSBP graduate certificate accreditation with an accompanying BSB50820 Diploma of Project Management on the national qualifications framework.

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Science and Soul of Productivity

Omni* Centric Design

a definition/s.

Interconnected

*Characterizes the interconnected relationship between; up-skilled people and their connectivity to the critical path whilst embracing real philosophical principles that drive continuous productivity improvement.

Quantifiable Benefits

*Delivers robust and quantifiable real-time  multiple-nodes of organisational benefits in a symbiotic relationship with us that is demonstrably cost neutral time after time.

Workable Framework

Critical Personal Incentives

*What's In It For Me? Does not underestimate the lure of critical incentives of a dual accredited graduate leadership platform to inspire personal award when the omni connection to business benefits is realised.

Worth Protecting a Design that Works

*Enabled by proprietary intellectual property and right protected inclusions unique to InteGlobal and our partners that have not before been linked outside our delivery partner frameworks.

Science and Soul of Productivity


Six (6) Omni*-connected design parameters... 

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1. Economic Profit

Address shareholder value proposition to deliver a higher return on the investment as a fundamental priority of the delivery partnership. The program will within itself improve...

[ROI - W.A.C.C. = EP]

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2. Deliver on Strategy

Convert a 'vision' statement into a strategic imperative then enact the tactical omni*-connected  leadership development capabilities that are key to delivering on strategy.

Start with the end in mind.

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3. Next-Gen Resources

Knowledge, skills and experience transfer with omni*-connected fiscal & operational benefits by improving management deficiencies, three (3) common examples are:
Investigatory Management, Source Data Analysis and Tribal Engagement

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4. A Superior Curriculum

The genuine and original curriculum that goes to the foundation of continuous improvement. This is a technically superior design package to any other available. Do not take our word for it - 
We will show you.

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5. Corporate Architecture

Designed to be scale-able up to a whole of business transformation model. This is prefaced by our consistently profitable leadership learning and development program. 

Pilot one cohort, and take it from there. 

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6.  Nationally Recognised

Competency is protected and designed to develop leaders in real time by delivering commercial project outcomes. Only InteGlobal can combine the curriculum and assess competency.

Program integrity can not be compromised

Following are Testimonials
from real graduate leaders about their experiences

We will show you in detail how the campaign works when considering organisational partnership.

The proof is in the enlightenment of the graduate productivity project managers, their team members, customers and their business sponsors. [see below...]

I never thought I’d get to the end, and it’s been a long period of time with COVID19 interruptions and the like, which certainly presented a very difficult learning environment compared to face to face.
{L&D was conducted in tandem with face to face and online sessions}

I can safely say, and I safely say better than most, out of the four lots of training I have done since Christmas, that is,

• an external ICAM Incident Investigation Training,
• an internal external program called Activate,
• an internal safety training program called Illuminate,
• and this, {graduate partner development program}

Yours has been the best and most important, the tools you have taught, have helped not just with this project, but with the work I do, and I will also have them for future use.

Thank you, 

MM
National Manager
Project Sponsor
National Divisional Head of... Manager
as the benefactor of a  project delivered from an upcoming leader in the business

PD [the graduate candidate] you have absolutely smashed it, fantastic achievement.

Your approach to the whole opportunity and program of work has been first class. The outcomes you have achieved have really complemented and supported tangible business outcomes, whilst providing great personal growth and learning opportunities.

[Same message but to GM of the Partnership Program] - a great example of the chosen Project being highly relevant.

Look forward to recognising the achievements accordingly. 

MD
______
Project delivered Type 2 productivity benefits of $132,000 annualised.
[BTW | MD is also a graduate from an earlier cohort]

Graduate
From a National Regulatory and Compliance Manager
On lessons learned through project delivery

While anecdotal evidence from SME’s is useful to provide the initial focus area, it is data that provides the ultimate direction of the project.

It is difficult but essential to ensure project team members and stakeholders don’t deviate from the process and jump to solution mode.

Trust the DMAIC process!

Data collection and integrity is a far more intensive process then expected.

Maintaining stakeholder engagement, is both difficult but essential.

Having conducted the project during a difficult period that involved a large amount of online meetings, the power and effect of face to face has never been more evident.

The one on one coaching sessions provided for significant growth and a much stronger understanding of the subject matter and how to apply it.

Although Lean Six Sigma can initially appear daunting, the real world applicability of the tools means that it will add value to the rest of my career.

The talk back sessions helped overcome reluctance to speak in front of peers in a group setting which is a powerful tool for speeding up the learning process.

By discovering a root cause I was able to refine the overall objective so that it is clear and measurable.
Provision of real analogies made it possible to quickly grasp the concepts.  

BH
_______
Project targeted a Type 1 fiscal benefit of $440K, the actual was over $1.25M in fiscal annualized benefits with an additional multi-generational plan to expand to all regional business operations
[BTW| Sponsor was a previously trained graduate from an earlier cohort]

Graduate
Regional Operations Manager

I was skeptical that the DMAIC approach could be of value for this particular project as we assumed we already knew what the issue was. As the project gained momentum however, discoveries that we did not realise became apparent and the DMAIC methodology certainly assisted us in evaluating hidden detail and its solutions.

Seeing our theories supported statistically gives me confidence for future projects

MS

Graduate
National Linehaul Manager
In dealing with the linehaul industry team members

People actively engage when involved. It is critical to success to ensure the front line feel they have an input into the solutions.

Initial resistance from individuals seems to dissipate in a team environment. Peer pressure can be a useful tool with front line where the detractors quickly feel isolated if they continue with negativity.

You need to delegate and trust the team to deliver as time restrictions prevent perfection.

The extended Team was very keen on learning more about LSS and engaging the processes. By way of selection processes for future programs – Current LSS Black Belts should be asked to nominate some of the future candidates who were involved in their journey.

Team is engaged and eager to implement – sometimes before the full picture is presented. Old habits can be difficult to curb early in the process – encouragingly, post project, individuals have demonstrated more strategic and planned approaches to other changes within the business. 

MG
____
This project delivered: (single year annualised, ignoring YoY)
Type 1 customer retention of $3.12M
Type 1 revenue growth of $1.56M
Type 2 cost avoidance of $260,000

This one project of 23 cohort candidate projects returned $4.9M equal to 19 to 1 returns from the InteGlobal Delivery Partnership cost neutral promise.

DS
InteGlobal | GSBP
Master Consultant
GradDipLSS MBB

Graduate
Head of State Processing Manager
on lessons learned during real time commercial graduate project delivery

"The importance of ensuring a targeted scope of work to ensure clarity of direction and progress thereafter."

"Data analysis tools are not one size fits all – its important to understand the method and system for measurement before utilising analytics lest you waste time repeating measurements based on false outcomes and may draw to invalid conclusions."

"The power of clear instructions and communication to team members."

"The team effort was tremendous, having the right people, in the right place made this project a success and the same type of structure would be embedded for future projects i.e., <use> Subject Matter Experts."

NC
______
This project delivered over $700,000 in type 1 and Type 2 tangible fiscal benefits and a host of safety and operational Time Trap eliminating improvements that were not easily quantified. This one project alone returned more than double the InteGlobal Delivery Partnership fees for the entire cohort of 21 candidate projects.

DS
InteGlobal | GSBP
Master Consultant
GradDipLSS MBB

Graduate
Territory Manager
report on Type 1 Direct to bottom line savings

Thank you for your assistance throughout this project and hope to see you soon.

Reduction in under utilization of capital facility equipment from one-site [the scope of the project]  returned $224,370 per annum in direct savings.

AM 
__________
This is one project [of twenty] in the program portfolio that covered the InteGlobal Delivery Partnerships fees for the entire cohort portfolio. This alone achieved the targeted cost neutral program promise.

DS
InteGlobal | GSBP
Master Consultant
GradDipLSS MBB

Project Sponsor
National Head of Operations
as the benefactor of a  project delivered from one of his graduating Facility Managers 

It’s been a great effort by RH and his team to improve and the data speaks for itself with the result well above the original target and being maintained, RH has worked extremely hard through the project and it’s really pleasing to see the reward for effort and how the methodology followed has delivered the improvement. 

SP
[BTW | SP is also a graduate from an earlier cohort]

Data Analyst
... as part of the required core team of an investigatory DMAIC project

Being involved in such a complex project has been eye opening.

The structure of the project seemed daunting at the start, but seeing our thought process enhanced and validated. The end result proves that the systematic approach certainly works.

NK

From 4 x Team Members
Facility employees involved as core team members of two graduate Facility Manager project teams

"I had preconceived ideas on what needed to be done, when we actually worked through the process not all of my assumptions were true." [SME] 

"I was skeptical at first but the SIPOC exercise genuinely created some options that I had not considered and gave us some leads to improve I had not considered." [SME]

“I’ve enjoyed being part of it and contributing ideas, I didn’t think we could get above 80% so it’s good to be well above 80, now I want to try and get higher than [another site].”  Machine Specialist 

"Great to be involved and have some input. The results should make our jobs easier and safer as we won't have such a congested work area."  Work Area Employee

Graduate
Facility Manager
reporting on lessons learned during his graduate training project

Continue to design change with those most impacted by the changes and listen to those with expert knowledge from the front-line.

It doesn’t matter how much time you allocate personally to a DMAIC project, the need for a wider team and collaboration is paramount and the more sets of eyes and ears the better!

By introducing improvement to <solutions> S1, S4, and S6 we have seen an ability to absorb volume without significant cost increase.

IC

Internal Customer
A National Customer Service Team Manager response to a project implementation
[VOB: Voice of the Business]

Our service level in this area has improved but also the overtime previously incurred for <product> inquiries reduced due to improved processes.

Team Manager

Graduate
Senior Risk Manager
on lessons learned about physical investigations and Team diversity during commercial graduate project delivery

"Get on the floor! Physically positioning at each drop point [redacted location] to drown yourself in the process was needed and the project success heavily relied on this.
Having a deeper knowledge of the actual process (rather than just the defined or assumed process) meant that when we challenged each other as a team or came up with solutions, we were able to say whether it would work or not."

"Per #4, the diversity of the team meant the team came up with creative ideas, particularly during roadblocks or where the data warranted further investigation. One example of this was the articles that the Data Science team demonstrated had not received a delivered event, operations suggested reviewing Inventory Management receipts. Retail provided this information which captured a process issue of not scanning, rather than loss."

RR

Graduate
Operations Manager
reflection on engagement during real-time commercial graduate project delivery

What worked well?
Kaizen – Quick wins
LWG [Local Working Group] staff engagement - staff owning the solution
Facts based investigation
Local project leads to drive improvements

What could have been done differently?
Establish local project team and LWG earlier in the process
Narrow the scope of the project to ensure clear direction and goals are achieved

AL

Graduate
Corporate Head of Customer Excellence
lists learning's from commercial graduate project delivery

Set time aside to focus on the paperwork

Look ahead so you know what is required across all phases

Ensure you have an agenda and note actions for every meeting

Set clear roles & responsibilities at the start and delegate

Hold people accountable if they don’t attend – don’t let it slide 

Keep your key stakeholders engaged throughout 

Don’t get lost in the data... Sometimes there is no golden nugget
 
The importance of VOC [voice of the customer] for buy-in and relevance 

Spend time getting to know your customers  

Ensure you start and finish with the customer 

CG

Graduate
Facility Manager
lists learning's from commercial graduate project delivery

I’ve learned quite a number of lessons from this project, not the least of which is trust and follow the Lean Six Sigma Process. In hindsight if I’d done this from the outset it would have eliminated a lot of my issues and stagnation experienced earlier, nevertheless it was a good lesson and one I won’t be forgetting

The importance of ensuring a targeted scope of work to ensure clarity of direction and progress thereafter

 Data analysis tools are not one size fits all – its important to understand the method and system for
measurement before utilising analytics lest you waste time repeating measurements based on false ‘analytical outcomes’ and/or draw invalid conclusions.

The power of clear instructions and communication to team members

Setting realistic timelines for deliverables – not what you wish to happen, but what you know is safely possible.

DC

Project Team Member
Comments from a Project team participant

The project created a great forum to identify and share the challenges experienced by the team. Through the
project the ideas presented were analysed and trialed which helped with engagement from those participating. Overall, it was a great project and was facilitated and managed well. There were several outcomes in the project such as {redacted} changes and the installation of {redacted} that were great wins.

Graduate
Process Improvement Specialist 
Lessons Learned

My key learning from the Lean Six Sigma methodology includes the importance of a clear and concise data
collection plan when going through the Measure phase.

In such a large company like {redacted}, there is also a high prevalence of legacy processes that rarely get challenged as to their currency and validity in the current environment. Identifying these via process flow charting and value stream
mapping is of utmost importance when identifying waste (TIMWOOD).

Engagement is also critical to achieving improvements – not just with your project team, but also, your key stakeholders from shop floor to
Leadership team.

Graduate
Operations Lead Manager
lists learning's from commercial graduate project delivery

Speak with your sponsor to ensure that you have adequate time allocated through the working week to dedicate to your project

Assumptions are dangerous and decisions should never be made without an investigation and data to support the reason for change

The best ideas come from a team-based environment

Apply Kaizen, Jidoka and Heijunka in all operations to drive improvement

CM 

Graduate
Manager Automation Systems
lists learning's from commercial graduate project delivery

Data is king… do not assume anything. Keep asking questions. And when you have the answer, ask more questions!

Mandatory to use a fact base to identify problems & to test/prove solutions. Too many times we ‘listen’ to others facts but do not have right data to support this. You must also observe the process to confirm the facts & speak to the people who are ‘doing’ the process.

Don’t try and solve world hunger. Work within the time/budget constraints of your project & let your project team guide you on the biggest issues.

Involve as many people as practical in every stage (e.g. design, testing and reviewing) to ensure best solutions are found & they are sustainable.  

Action items documented have a greater chance of being completed. Some items discussed in meetings were never completed as they weren’t documented.

Ask for help! And keep asking for help! Delegate.

Share learning's with others so that they can build upon your investigation findings. 

Ask for help with data analysis – this is a skill that needs much practice.

Do not assume others have the skills/knowledge you think they have. Coaching people with new skills/knowledge is a great motivator.

Ensure all data capture methods are tested prior to rolling out to broader group. Take more time than you think you need for testing this & ensure clear instructions & support is in place.

Check-in with other LSS cohort members for support & connect regularly with your LSS BB coach and trainer, as their advice is invaluable.
 
Celebrate small/big achievements along the way. Personally thank individuals.

Have regular meetings and stick to them. Weekly/fortnightly meetings are best.

Keep smiling and having fun: making local improvements is something everyone wants to be involved in if they are empowered & listened to & respected as experts.

BJ

Graduate
Manager Efficiency Programs
lists observations from commercial graduate project delivery

When dealing with a new business (unfamiliar) take some time to understand the dynamics and limitations of the business before committing to a goal. Rushing into this step will place unnecessary pressure on the expectation and can derail the project. 

When commencing a project like this in a new area, set aside the time commitment to becoming ‘part of the furniture’ and ensure you invest in that as the continuation of the project and delivery are linked to it. 

MM 

Graduate
Head of Technology
Reflects on what could have been done better

Perform a ‘gemba’ early | Performing this activity earlier in the project life-cycle would have been extremely beneficial to the project team.

Develop a realistic project schedule |  Without a realistic schedule the plan becomes meaningless and of no value.

Delegate more | Should have done this a lot earlier as there were a number of people willing to help – I just needed to engage and agree roles, etc.
 
AB

Graduate
Compliance Manager
learning's from commercial graduate project delivery

PD you have absolutely smashed it, fantastic achievement.

Your approach to the whole opportunity and program of work has been first class. The outcomes you have achieved have really complemented and supported tangible business outcomes, whilst providing great personal growth and learning opportunities.

[To GM of the Partnership Program] - a great example of the chosen Project being highly relevant.

Look forward to recognising the achievements accordingly. 

GC

Graduate
Compliance Manager

I have already improved as a result of this, primarily around cadence, documentation and time prioritization which has been especially important in seasonally busy periods.

AS

Graduate
Portfolio Delivery Manager
on dealing with complex project

It’s important that all parts of a process are adhered to in order to understand a problem in it’s entirety.

Cross-collaboration and buy-in between impacted teams whom have an interest in solving for the same issue, is beneficial to all aspects of the project.  

SP

Graduate
Manager Efficiency Programs
Lessons learned

Don’t jump to conclusions. Follow the process!

Utilise the tools (where appropriate)

Benchmarking can be a valuable Analysis phase tool

Take lots of measurements

Go and see!!!!! 

MH

Graduate
Operations Director
Lessons learned on multi-team commercial graduate project delivery

Continue to design change with those most impacted by the change.

Always have a clear pilot plan and communications strategy prior to piloting change.

Always capture feedback from workers whilst piloting potential solutions, especially when the change in unpopular. 

Leveraging digital IT technology solutions to manage complex project activities across dispersed team members was largely successful in providing the required transparency and could be further developed to manage the cross project dependencies generated by the Black Belt project and implementation of multi generational activities. 

CB

Graduate
GM - Technology
On investigatory project management

Complexity in obtaining correct data was one reason that existing reporting was not fit for purpose. Allowance for obtaining data from multiple systems needs to be included

It is important to manage scope creep and the expectations of stakeholders. The team need to focus on what can be resolved within the project and create a backlog of issues to be addressed in the future. 

Whilst it is time consuming, the benefits of the information uncovered during the Analyse Phase outweighed the cost in time spent. This allowed the team to better understand and focus on causes of problems, rather than symptoms. 

CK
_____
This project cost $20,651 in installing improvements.
The project returned a Type 2 annual cost avoidance of $643,683 and additionally achieved Type 4 Customer service improvements.

This one project alone returned almost triple the InteGlobal Delivery Partnership fees for the entire cohort of 23 candidate projects. The next cohort portfolio, and then some, was fully funded at a cost neutral promise.

DS
InteGlobal | GSBP
Master Consultant
GradDipLSS MBB

Graduate
Safety Program Manager
Lessons Learned from commercial graduate program delivery

Don’t always trust the first bit of data you see.
 
Gather evidence first before assuming. 

Small improvement opportunity focus is key through a complex process. 

Provide key stakeholders with measure phase outcomes sooner to drive consistency in what the data is showing us. 

Schedule regular team meetings to stay focused on team progression for projects.  

MI

Graduate
Optimisation Manager
Lessons learned on safety project

Early engagement of site teams meant support was readily available for all activities. 

Supervisors were very appreciative of different views on data and the impacts they were having.

Focusing on the problem statement meant work was always addressing the core issue rather than 'pet' projects.

Having data to support views removed some of the opinions and noise.

Comparing performance and safety together gave confidence to team that they were not mutually exclusive

JB
___________
Project benefits included 48% reduction in injuries compared to pre-basic black belt project improvements. Additionally, body stress injuries reduced by 43%. Consequentially, implementation timelines improved critical path throughput by 6% (but was not fiscally quantified). Type 2 cost avoidance of $74,400 annualised in compensation claims.

Graduate
Head of Planning & Design

The project charter is a critical piece of scope and expectations management and I should have spent more time on this and the engagement.

Both project focus and team selection are critical. Ideally, team selection will involve key people involved in the process to be improved and clear expectations of time commitments and confirmation of commitment is needed.

Spend more time in the early phases and do some preliminary analysis where possible before getting into the Measurement phase. But be careful about closing your mind to true causes.

PL

Project Group
GM Operations
This is a compilation of a commercial graduate projects stakeholders views and experience with this approach

"The project has delivered a positive result in terms of improvements to the “Customer Experience” difot and the financial benefits supported by the focused streaming activity to... [redacted]. A worthwhile process." Sponsor.

"Best approach I have used to date when tackling a problem, the process supported staff engagement, allowing the team to problem ideas and solutions but in a framework that kept everything aligned and on track … will certainly adopt this approach moving forward. " Graduate Candidate
 
"Great way to manage a project and ensure everyone is working together in order to deliver the core objectives of the project."  Fleet Operations

"Great collaboration and teamwork, allowing the end-user to have a voice really does get them involved. " Facility Manager

"Great to see the data supplied being used to drive an improvement for our customers and also from a financial perspective." Commercial Services

"Improving the customer experience through a process that clearly outlines the requirements and then bringing this together as a team is fantastic … we should use this more often."  Customer Service

"The end customer is often the one that feels the service failure, having a detailed plan to improve that experience with a sustainable outcome is always going to be a plus."  A Project Customer

WJ

Graduate
A Facility Manager
Referencing the teams engagement and sticking to the discipline

As we progressed into the project the data started to uncover areas of opportunity, the team were excited to quickly go into solution/improve phase, but we stuck to the task and identified some quick wins and developed some prototypes to test our theories. The team have been engaged throughout the project and remained committed.

Gain buy in from those impacted by change at an early stage. Ensure everyone has clear and precise communication. Ensure the team know their role and own the change.

The team are the backbone to a successful project and investigations. Collaboration is paramount and the more everyone plays their role the more successful the outcome will be
TJ
______
Project benefits were calculated and accepted with a combination of Type 1 & 2 increase in throughput productivity at $3.3M annualised.

Graduate
Customer Excellence Manager
lessons learned from complex project work

Sometimes its important for the managers and process leaders to understand the complexity of the process.

Learnt an alternative method to perform a pilot experiment (boardroom pilot).

Importance of collaboration and alignment between different business units.
 
SS

Project Sponsor
GM Customer Service
After approving project and benefits

Congratulations {graduate}, this is a great outcome and I have been really impressed with the collaboration you have led to provide the clarity on the best course of action for this problem, whilst delivering some quick wins in the process.

Thanks to DS and C also, as I know you have been a great support for {graduate} throughout her LSS journey 

CG
_________
Project delivered Type 2 cost of poor quality benefits of $352,420 annualised.
[BTW | CG is also a graduate from an earlier cohort]

Graduate
Manager Global Development
Lessons Learned from commercial graduate program delivery

In a general context, I have found the LSS tools and frameworks extremely helpful in structuring work over the past year. I have used the Define – Project Charter document several times to focus and refine work. The thinking around being an "Investigator" first has helped to become unattached to different solutions and assumptions. Often times, this has led to new discoveries. 

MG 

Graduate
From a Program manager
learning new approaches

Develop and test key customer requirements, ensuring they are aligned with Sponsor objectives

Schedule regular meetings. Consider re-scheduling if the number of attendees is low. Where Team Member attendance is adhoc, speak with them separately and determine what their on-going involvement should be.

Ensure the objectives of the Project Charter are front of mind. During improve, by using the Key Customer Requirements we were able to bring the project back on track. Using the process and tools assists with staying on-track.

Review data regardless of the source; don’t assume data extracted from systems is accurate; a quality check should be completed to identify any anomalies

KH
_________
Whilst no reduction in operating cost, the financial benefit equivalent represents resources being available to focus on other functions / tasks.  Projects Cost of Poor Quality gain; Type 2 ongoing annualized estimated at $144,000.

Graduate
Corporate Department Head of... Manager

This stuff is addictive for my engineering team, particularly the analyzing and doing, not the documenting via the gateway packs! :D  

I have up to date numbers for Feb and March and they show sustainability. 

SM

Graduate
Optimisation Manager
Insights into what could be improved or done better in project execution

Timeline for pilot was compressed making assessments of data difficult with reduced data points (separating noise from trends)

Aligning of data and standardising data prior to collection would have saved considerable time and analysis.

Utilising fixed forums proved to be more effective than dedicated adhoc workshops for regular feedback.

Early planning with site resources was necessary to get access to enough supervisors/champions to make a difference

JB

Graduate
Optimisation Manager
Insights into what could be improved or done better in project execution

Timeline for pilot was compressed making assessments of data difficult with reduced data points (separating noise from trends)

Aligning of data and standardising data prior to collection would have saved considerable time and analysis.

Utilising fixed forums proved to be more effective than dedicated adhoc workshops for regular feedback.

Early planning with site resources was necessary to get access to enough supervisors/champions to make a difference

JB

Graduate
Head Of... manager
Lessons Learned

Sometimes solving one problem has a positive affect in other locations

Line up resources to contact right from the Define phase
 
Better communication regarding the reasons for trialing 

Have team agree on a suitable time /day for a regular catch up

MO

Graduate
Regional Customer Liaison Manager
Personal testimonial

Thank you for all your support on the journey. It has been incredibly insightful and valuable, and I already find myself using many of the tools as BAU.

ML 

Graduate
Head of Processing
Lessons Learned

Communication and training is key. Effective communication increased engagement.
Drives results.

Delegate responsibility, empowerment. Setup team members, including {redacted} for success.
Success is contagious.

Allow subject matter experts to operate. Interference reduces engagement. Permeates new ideas that lead to better solutions.

Obtain buy-in from “operators,” team members. Results are expedited. It just makes the process easier to operate within, addresses risk related to cultural buy-in.

Embedding benchmark expectations also increases engagement. Paramount to success.
 
DB
______
Project yielded a type 2 annualised cost avoidance of $510,000 on a single line. Consequently, a second line that was out of scope for the project rapidly received the same upgrade to double benefits.

This one project met the cost neutral promise twice over (four times if your include the generational benefit).

DS
InteGlobal | GSBP
Master Consultant
GradDipLSS MBB

Project Team Member
A process supervisor comments on their project core member experience

I believe that the project was a great learning experience, in finding ways in which we could improve the current processes. I personally enjoyed the post-it note activities. It really helped in getting our minds active, participating and being part of the project. 

Overall, I believe that the project has improved our interactions and communication across those who contribute to the floor processing. Now that there has been some significant changes in helping staff identify {redacted} should hopefully be reaching customers sooner, rather than later.” 

Core Team Member
_______
Project delivered type 2 saving of $246,881 in annualised savings derived from actual operational improvement realised during projects incremental pilot adjustments of $61,720 that was then installed permanently.

Graduate
Personal testimonial

Completing the program I found that the DMAIC process and associated tools helped in identifying improvement opportunities for the organisation. 

Graduate
Personal testimonial

Having participated in the LSS project where the results financially were very noticeable in one particular facility, I believe that rolling this project out to other facilities nationally in the organisation would be extremely beneficial.

Graduate
Personal testimonial

I really enjoyed the course, I believe the facilitators both did an incredible job to keep the course engaging especially with the amount of remote training required during COVID. As the saying goes "you only get out what you put in", the facilitators certainly put in there side which made it easier to get on board to learn from the knowledge they were sharing.

I would like to see more black belt cohorts and/or smaller green belt courses run. 

Graduate
Personal testimonial

I really enjoyed this program and thought the skills that it taught were extremely useful to an organisation like {redacted}.

One challenge I saw was around continuity of programs of work. I think this is a huge area of opportunity for the future. 

Graduate
Personal testimonial

I think the level of statistics and the complexity it brings to the program is more than what we need at {redacted} with our current level of maturity. The key benefits were understanding and dimensioning the problem to be solved and using data to determine if solutions have been effective were very beneficial. I would like to see a bit more on building creativity into the problem solving process when simple, clear measurements aren't always present (breaking highly complex systems like our facilities into simpler measurable components). 

Graduate
Personal testimonial

I think the program is more then worthwhile, the tools and the way it generates thinking and thought process add value. 

Graduate
Personal testimonial

I was happy with the remote WebEx learning despite the default being face to face learning. Would there be scope to shift some of the modules to remote format in future to reduce cost? 

Graduate
Personal testimonial

Learning via video conference was not ideal for this subject. When we had the face to face training in Sydney, I took more in.

Teach backs were really valuable.

Doing this course in parallel with your normal job is difficult. Managing a project that may not be in your immediate area takes time and focus away from your normal role and sometimes things will suffer for that. 

Graduate
Personal testimonial

The more leaders who can train to investigate via the DMAIC frame work, the better the business will be for it. If i had to do it over, I would download all the gate packs to understand exactly what is next. Great course. 

Graduate
Personal testimonial

The support and guidance along the way, allowed for better understanding and personal development, the program was fantastic, even with the challenges around COVID, etc. 

Our Contact

Address

Head Office
InteGlobal Associates
Suite F, Level 1
110 George St PARRAMATTA, NSW Australia

Contacts

E-mail: enquiries@integlobal.org

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