Breakthrough

Educational

Systems &

Technologies, Inc.

Organizational Leadership and Management Courses

Core Management Skills

Core Management Skills is a course for new or first time managers, supervisors or leads who need training in the fundamentals of supervising or managing. It covers the basics of making the emotional, conceptual and practical shift from employee to manager, and teaches fundamental skills such as establishing authority, the primary functions of management (planning, organizing, staffing, directing and controlling), and how to avoid typical pitfalls such as over or under managing. The course also covers some basic human resources policies, legal issues that first time managers need to be aware of and an additional module can cover behavioral interviewing.

(2-3 days)

Audience: New managers, managers who have had little formal management training, or managers needing a refresher of the basics

Highlights:

• Develop an understanding of the role of a manager as distinct from a line of staff employee.
• Utilize practical methods for planning, organizing, controlling and directing
• Understand the basics of employee goal setting, coaching, discipline and feedback
• Understand the legalities and liabilities of managing people
• Learn how to interview and hire the right people for the job
• Learn how to reward people appropriately for their efforts (tangibly and intangibly)
• Identify and avoid the common pitfalls of new managers

Human Performance Management

Human Performance Management is a course in the basics of the performance management of people. In the introduction foundational management theory is summarized and addressed briefly and concisely. The real focus of the course is the dynamic interrelationship of three key elements of human performance management:

1. Goal setting at the business unit and individual employee level

2. Day-to-day coaching and intermittent feedback

3. Formal periodic performance assessment and feedback

These elements are presented, discussed and practiced during the course using company specific cases. The linkage of rewards to performance is also covered. This course provides sound management basics for front-line supervisors, middle managers and team leaders. (1 day)

Audience: All levels of management who need a solid grounding in the fundamentals o managing and motivating people

Highlights:

• Understand the history and progression of the major management theories
• Learn how to set departmental and employee goals and how to communicate them
• Gain an understanding of the coaching process as well as when to coach, when to reprimand and when to praise success
• Gain an understanding of the employee discipline process and how to effectively use it to improve performance and decrease turnover (company specific)
• Gain an understanding of how to give effective performance reviews that are timely, painless and relevant to job performance improvement (company specific)
• Learn how to motivate every employee to higher levels of performance

Situational Leadership

Situational Leadership is a course that explains the four leadership styles that a modern manager must use to manage a diverse variety of employees. The course covers a model of leadership that is very dynamic and flexible. The course describes the four leadership styles of Directing, Coaching, Supporting and Delegating, explains their use, what each style looks like, who it is used with and how to utilize it to the manager’s best advantage. This course involves the use of several case studies, and instruments that give the participants feedback on their leadership preferences as well as aid in diagnosing the use of the skills taught with their respective employees. (2 days)

Highlights:

• Understand the essence of leadership and how it is relational as well as task focused
• Understand the difference between management and leadership functions
• Determine what your employees want and need from your leadership
• Gain an understanding of the four leadership styles that can be used with every employee (Directing, coaching, supporting and delegating)
• Gain an understanding (through instrumentation and exercises) of your preferred leadership styles, strengths and areas of improvement
• Determine specifically when to use each style with each employee you manage
• Gain practice in communicating to each employee how you will manage them using the four styles
• Gain practice and experience in using the four styles with different employees

Audience: All levels of management who need a practical method for identifying what type of (different) management individuals they manage need and how to communicate and utilize different practical approaches

Project Planning and Management

Project Planning and Management is a course that prepares a person to thoroughly plan and manage a project from beginning to end. This course begins with establishing objectives, project parameters, schedules and budgets. During the project implementation phase of the course, participants learn methodologies dealing with managing a project team, resolving conflicts, making mid-course corrections and monitoring adherence to budgets and schedules. Practical methods for project communications and reporting, and the use of automated project databases are also addressed throughout the course. (2-3 days)

Audience: All levels of management and staff who must lead or manage projects

Highlights:

• Gain an understanding of how to define, dimension and organize a project
• Learn how to create a project plan and get approval for resources
• Understand the proper makeup and selection of a project team
• Understand and develop work breakdown structures
• Learn when and how to utilize traditional project timing and tracking methods like PERT,CPM, GANTT and others
• Learn how to establish, track and manage a project schedule and budget
• Learn how to prepare proper project documentation and reporting for various audiences
• Learn how to run project review meetings
• Understand how to leverage project management responsibility for your career growth

Financial Analysis & Decision Making

Financial Analysis and Decision Making is a custom course developed in concert with the company CFO and accounting department or firm, FA & DM enables managers to understand what financial data they need to track on a monthly, quarterly and yearly basis and how to interpret data and make decisions based on it. The course also covers how to monitor conformance to action plans; how to prepare budgets and forecasts and how to track and report data. The use of an electronic database or spreadsheet program can be utilized in this course. A supervisor level version dealing primarily with preparing and managing budgets and forecasts can also be developed. (1 day)

Audience: All first line and mid level managers and relevant professional staff who would find this information helpful in their jobs

Highlights:

• Gain and understanding of the fundamentals and uses of standard business financials
• Learn how to read and analyze financial statements (Profit and Loss, Income Statement, and schedules)
• Learn the different methods of business finance
• Gain an understanding of common business finance terms (cash flow, time-value of money, key ratios, lease-versus buy analysis, cost-benefit analysis, etc)
• Learn how to develop realistic and trackable budgets
• Learn how to monitor financial performance and adherence to budgets and expenses using internal controls and variance analysis

The Executive Forum Series (senior management only)

The Executive Forum Series is a series of 1/2 day modules of training, discussion and interaction around a group of topics relevant to senior management. The series is sequential and any module can be substituted for other modules that might be relevant to a senior management team. The approach is facilitated discussion rather than didactic instruction and executives get an opportunity to pre read a relevant thought provoking book, article or case prior to each meeting. Managers share ideas on the discussion topics and the facilitator brings in outside experience and benchmarking data. A follow up plan is developed on each topic and executives commit to implementation. Meeting is usually held once per month or every six weeks depending on the desires of the company executives. Recent topics included in the series are:

• Leadership Versus management (What the best leaders really do)
• Breakthrough – Taking your business to the next level (Good-to Great Practices)
• Walking the talk (accountability)
• Motivating and building productive relationships (building a team climate)
• Developing business strategy and plans (strategic and tactical business planning)
• Managing executive time (priorities and focus)
• Leading and managing change
• Ethical decision making
• Improving productivity and processes
• Building organizational bench strength (succession planning)

Audience: Business Executives and senior managers

Lean Enterprise & Six Sigma

Lean Enterprise Systems and Six Sigma are a natural marriage. Both techniques are directed at the same results: waste and time reduction. The application of process analysis and improvement can only go so far without running into redundancies, rejects, high variability and speed inhibitors. Six Sigma systems do a wonderful job at selecting process or quality constraints, identifying root causes and working the process at its source to eliminate variable failures, waste, rework and non-value adding practices. These tools along with the Just-In-Time techniques complete optimization of the Supply Chain. This is where global competition is moving. Stay ahead of the competitors.

Lean -Six Sigma Green Belt, Black Belt and Black Belt Master programs are available.

Lean - Six Sigma is very applicable to Presidents, Operations Managers, Manufacturing Managers, Industrial and Manufacturing Engineers, Production Supervisors, Materials and Inventory Managers, Supply Chain Managers, Logistics Managers, Quality Assurance Managers, Planning and Production Control Departments, Purchasing Management.

Critical issues that will be addressed by these seminars will include:

· Set proper goals and continuous improvement criteria to achieve them

· Know why a business must focus on process management to maximize benefits

· Be able to identify waste reduction opportunities by Lean Six Sigma activities.

· Be prepared to define and implement Lean/Six Sigma projects while improving customer service.

· Apply all the Six Sigma Tools to company problems and review results

· Define methodologies for applications and designs incorporating Lean/Six Sigma

· Define a strategy and implementation plan for your company implementation.

Learning Objectives:

· Set Six Sigma goals and review philosophies

· Select and apply continuous improvements tools and list risks

· Define business processes and define results and measurement

· Lean thinking and Theory of Constraints (TOC) integration

· Do cycle time and analysis for waste reduction

· List and apply Lean tools to your processes

· Define a project scope and metrics for your organization

· Laying out project plans, team dynamics and managing change

· Process analysis and Statistical Process Control and capability analysis

· Measure and manage variables plus select sample size and error type

· Structure Design of Experiments models (DOE)

· Research Taguchi methods for robust design

· Review Design for Six Sigma (DFSS), Quality Functional Deployment (QFD) and Failure Mode and Effective Analysis (FMEA)

· Design a Performance evaluation process and score board

· Financial impact of measurements

Just-In Time Manufacturing

Just-in-Time Manufacturing is a serious and essential element of Supply Chain Management and anywhere materials must move faster and more cost effectively between two points in the flow through the supply chain. Sometimes called “Pull” systems or Lean systems, JIT is a super value adding action every company must be using to optimize throughput, delivery time, inventory and costs.

Just-In-Time Manufacturing is very applicable to Presidents, CEO’s, Financial Officers, Operations Managers, Manufacturing Managers, Industrial and Manufacturing Engineering, Quality Engineering, Production Supervisors, Logistics Managers, Supply Chain Managers, Planning and Production Control Departments and Purchasing Management.

Critical issues that will be addressed in this seminar will include:

Learning Objectives:

• List the 17 key elements of JIT and World Class

• Identify non-value added activities

• Record the impact of scheduling and level loading

• Chart and evaluate Supplier Networks

• Inventory Management and Control for JIT

• Set Safety stock, kanbans and lead times

• Review Production Flow Principles

• Define the Key JIT principles in the shop

• Do a Flow Chart of your processes

• Define the key pull system rules

• Use Signaling systems for priority control

• Conduct Pull system exercises

• Manage and Analyze cycle times

• Work Case studies of JIT - Issues and risks

• Define a cell for Cellular Manufacturing

• Do a Plant layout for JIT flow

• Analyze and adjust Setup time reduction and SMED

· Measure the typical set-up time for each of the operations

· Define which elements of the set-ups are internal and which are external

· Identify which of the elements of internal set-up time that can be reduced or changed to become external elements

“Basics of Supply Chain Management”

This course is the foundation of the entire APICS (American Production and Inventory Control Society) body of knowledge. It is taken first before the other four modules because it prepares the student for the in depth knowledge contained in the rest of the courses. The student will learn from the top down how the APICS body of knowledge is integrated to the flow of material throughout the supply chain from sub suppliers to ultimate customers.

Description of each session:

Session 1. Introduction to Supply Chain Management (2.5 Hours)

Session 2. Forecasting (2.5 Hours)

Session 3. Master Planning (2.5 Hours)

Session 4. Material Requirements Planning (2.5 Hours)

Session 5. Capacity Management and Production Activity Control (2.5 Hours)

Session 6. Inventory Fundamentals (2.5 Hours)

Session 7. Inventory Management (2.5 Hours)

Session 8. Physical Distribution (2.5 Hours)

Session 9. Quality Management and Purchasing (2.5 Hours)

Session 10. Just-In-Time Manufacturing (2.5 Hours)

Who can profit from this seminar:

Production Planning and Scheduling is very applicable to Plant Managers, Sales Management, Operations Managers, Accounting, Manufacturing Managers, Industrial and Manufacturing Engineering, Production Supervisors, Quality Management, Planning and Production Control Departments, Inventory Management and Purchasing.

Seminar Detail

Critical issues that will be addressed by these seminars will include:

· Planning at the highest resource levels over the long term.

· Scheduling from the high level plan for integrated sales and operation plans.

· Calculating Materials and Capacity Planning scenarios

· Learn the powerful impact Inventory and its movement on the overall organization

· Learn the value and importance of Purchasing and Quality on the supply chain.

· Learn the elements and value of Just-In-Time systems to optimize manufacturing.

Session 1. Introduction to Supply Chain Management (2.5 Hours)

Learning Objectives:

Role and importance of manufacturing

Conflicts in traditional systems

Role, objectives, and responsibilities of materials management

Differences among manufacturing processes

Session 2. Forecasting (2.5 Hours)

Learning Objectives:

Basic demand patterns

Basic principles of forecasting and data collection

Basic forecasting techniques

Seasonality indexes

Sources and types of forecast error

Session 3. Master Planning (2.5 Hours)

Learning Objectives

Level production plan for make-to-stock products

Relationship of resource requirements planning to production planning

Purpose of a master production schedule (MPS) and relationship to the production plan

MPS and rough-cut capacity plan

Relationship of the MPS to sales and the ability to promise delivery

Session 4. Material Requirements Planning (2.5 Hours)

Learning Objectives

Nature of demand and use of material requirements planning (MRP)

The MRP process

Purpose formats of bill of materials

Lead time, exploding, and offsetting

Order planning and control

Session 5. Capacity Management and Production Activity Control (2.5 Hours)

Learning Objectives:

Capacity management and its relation to priority planning

Rated or calculated capacity

Capacity required for a shop order

Purpose and activities of production activity control (PAC)

Session 6. Inventory Fundamentals (2.5 Hours)

Learning Objectives:

Importance of good inventory management

Classification of inventory based on flow of material

Functions inventories perform

Objectives of inventory management

Session 7. Inventory Management (2.5 Hours)

Learning Objectives

Costs that are relevant in deciding how much to order

Economic order quantity (EOQ) formula

Order point systems

Setting Safety Stock

Customer Service level

Session 8. Physical Distribution (2.5 Hours)

Learning Objectives

Concepts and applications of ABC inventory control

Activities of a physical distribution system

Physical distribution, marketing, and production relationships

Warehouse activities

Session 9. Quality Management and Purchasing (2.5 Hours)

Learning Objectives

Marketplace pressures that are driving quality standards higher in manufacturing

Quality in manufactured products

Pareto analysis, process control charts, and fishbone diagrams

Purchasing, its objectives, and steps in the purchasing cycle

Factors to consider in establishing specifications

Supplier selection and agreements

Session 10. Just-In-Time Manufacturing (2.5 Hours)

Learning Objectives

Definition of Just-in-Time (JIT)

Concept and causes of waste

Continuous flow manufacturing and intermittent manufacturing

Advantages of machine flexibility and setup time reduction

Total quality management (TQM) and lot size, lead time, and work in process

Typical homework sample assigned to each student to be accomplished between sessions:

“Answer the questions at the end of this chapter. Review the entire chapter material within 24 hours; preview the material for the next session before the next class. Bring the results of the questions to class for discussion”

American Production and Inventory Control Society (APICS) Certifications

These programs are the foundation of the entire APICS body of knowledge. The Basics of Supply Chain Management is taken first before the other four modules because it prepares the student for the in-depth knowledge contained in the rest of the courses. The student will learn from the top down how the APICS body of knowledge is integrated to the flow of material throughout the supply chain from sub suppliers to ultimate customers.

Here are the recent data on APICS materials: Prices are as of 10/1/2006 and may be adjusted from time to time:

Required materials for all students are: Cost Order #

APICS Dictionary $10.00 #01102

CPIM Exam Content Manual $16.00 #09051

Basics of Supply Chain Management

Student Workbook and Questions CD $55.00 #09122

Introduction to Materials Management $61.00 #03813

Study Notes $28.00 #09245

Master Planning of Resources

Student Workbook $55.00 #09124

Master Scheduling (2^nd Ed) $64.50 #03169

Study Notes $28.00 #09246

Detailed Scheduling and Planning

Student Workbook and Questions CD $55.00 #09126

Orlicky’s Material Requirements Planning $39.95 #03802

Study Notes $28.00 #09247

Execution and Control of Operations

Student Workbook and Questions CD $55.00 #09128

Just-In-Time - Making it Happen $41.00 #03114

Study Notes $28.00 #09248

Strategic Management of Resources

Student Workbook and Questions CD $55.00 #09130

Operations Management $57.95 #09605

Study Notes $28.00 #09249

The Basics of Supply Chain Management course is ten 2.5-hour sessions that we will cover in three days for your groups. The Master Planning of Resources course is nine sessions and would be done in two and a half days. The rest of the course modules will be done in two days.

Employers may want to consider buying a “core” set of reference books (maybe 5 to 10 sets) for a central library rather than one for each student. The books are not used much in class but are used during exam preparation and not by all members at the same time.

The Student Workbook and Study Notes are the best tools and are used most of the time. Study Notes are notes in the exact order as the exam study guide which all will have from the first class.

Basics of Supply Chain Management

This course is the foundation of the entire body of knowledge of Supply Chain Management. It should be taken first before the other courses because it prepares the student for the in depth foundation of knowledge contained in the rest of the courses. The student will learn from the top down how the Supply Chain body of knowledge is integrated to the flow of material throughout the supply chain from sub suppliers to ultimate customers.

Basics of Supply Chain Management is very applicable to Plant Managers, Sales Management, Operations Managers, Accounting, Manufacturing Managers, Industrial and Manufacturing Engineering, Production Supervisors, Logistics Management, Supply Chain Managers, Quality Management, Planning and Production Control Departments, Inventory Management and Purchasing.

Critical issues that will be addressed by these seminars will include:

· Planning at the highest resource levels over the long term.

· Scheduling from the high level plan for integrated sales and operation plans.

· Calculating Materials and Capacity Planning scenarios

· Learn the powerful impact Inventory and its movement on the overall organization

· Learn the value and importance of Purchasing and Quality on the supply chain.

· Learn the elements and value of Just-In-Time systems to optimize manufacturing.

Learning Objectives:

• Role and importance of manufacturing
• Conflicts in traditional systems
• Role, objectives, and responsibilities of supply and logistics management
• Differences among manufacturing processes
• Basic principles and techniques of forecasting and data collection
• Seasonality indexes and sources and types of forecast error
• Level production plan for make-to-stock and make-to-order products
• Relationship of resource requirements planning to production planning
• Purpose of a master production schedule (MPS) and and the production plan
• MPS and rough-cut capacity plan
• Relationship of the MPS to sales and the ability to promise delivery
• Nature of demand and use of material requirements planning (MRP)
• Use the MRP process, Lead time, exploding, and offsetting
• Learn the purpose and formats of bill of materials
• Work Order planning and control
• Capacity management and its relation to priority planning
• Learn the purpose and activities of production activity control
• Discuss the importance of good inventory management
• Classify inventory based on flow of material and functions inventories perform
• Define the objectives of inventory management
• Calculate Economic order quantity (EOQ) formula for order point systems
• Set Safety Stock for Customer Service level
• Apply ABC inventory principles to manage inventory costs
• Review Activities of a physical distribution systems, and production relationships
• Look for marketplace pressures that are driving quality standards
• Do process control charts, Pareto’s Law, and fishbone and other diagrams
• Define Purchasing objectives and the steps in the purchasing cycle
• Lay out the elements in supplier selection and agreements
• Define Just-in-Time (JIT) Manufacturing
• Identify the concept and causes of waste