Operational Excellence Consulting - Training Brochure

List of Training Programs
::: Lean Thinking for Transformational Leadership 2

::: Kaizen 3
::: 5S & Visual Management 4
::: Value Stream Mapping 5
::: Training Within Industry (TWI) 6
::: PDCA Problem Solving 7
::: A3 Problem Solving 8
::: Total Productive Maintenance (TPM) 9
::: Total Quality Management (TQM) 10
::: Hoshin Kanri 11
::: Cost of Quality 12
::: Benchmarking 13
::: Suggestion System (Kaizen Teian) 14
::: Six Sigma Overview 15
::: Lean Six Sigma Overview 16
::: Delivering Service Excellence 17
About Operational Excellence Consulting

1
Operational Excellence Consulting :: Empowering sustainable change

Lean Thinking for Transformational Leadership
Description Methodology

Lean (a.k.a. TPS – Toyota Production System) is an organization- Short lectures, individual exercises, group activities and discussions
wide continuous improvement initiative that is gaining popularity in and Q&A
the manufacturing, process and service industries today.
Learning Objectives
This one-day workshop introduces you to the principles and key
concepts of Lean. You will gain an understanding of productivity • Explain how Lean improves business performance
loss from the three major sources of waste: • Describe the Lean principles and approach to continuous
improvement
(1) Non-value added work, • Define value and waste
(2) Process variability and • Understand the applications of the Lean principles and Lean
(3) Process/System inflexibility (bottlenecks) "tools"
• Define the role of the Lean Leader
In addition, you will learn how Lean principles and tools can be • Define the critical success factors in starting and sustaining a
applied to eliminate non-value added work, create stable processes Lean culture
and mistake-proof operations so as to significantly improve
productivity and increase value to customers. Program Outline

As a senior executive, you will gain a deeper insight into your role • Introduction to Lean
as a Lean Leader and create the right conditions to start and • Productivity Loss is Caused by Three Major Sources of Waste
sustain a successful Lean program. • Examples of Lean Adoption in Manufacturing and Service
Environments
Recommended Audience • Lean Principles and Approach to Creating Customer Value
• Lean and Six Sigma
Senior executives, managers, project champions or project • Understanding Value and Waste
sponsors of manufacturing and service industries who are • Key Lean “Tools”
interested in getting a “big picture” perspective of Lean before • The Lean Framework
embarking on the detailed planning and implementation • Role of the Lean Leader
• Key Considerations in Developing a Lean Infrastructure
Duration: 1 day • Developing "Kaizen Eyes"
• Sustaining a Lean Culture

2

Kaizen

Kaizen strategy is the single most important concept in Japanese Short lectures, individual exercises, group activities and discussions
management – the key to successful Japanese companies such as and Q&A
Toyota.
Learning Objectives
Based on Masaaki Imai's teachings on 'Kaizen' and 'Gemba Kaizen',
this workshop is specially designed for managers and supervisors • Explain the key concepts of Kaizen
who are interested in developing a Kaizen culture in the workplace • Manage Kaizen activities as a means to eliminate waste and
and facilitating Kaizen events as a mechanism to improve operational provide increased value to customers
efficiency. • Learn the key tools and techniques in the Kaizen approach to
problem solving
Participants will learn the key concepts and benefits of Kaizen and • D efine the key steps in conducting a Kaizen event
how to manage Kaizen in their work areas to improve productivity • Explain the role of management in managing Kaizen activities
and customer value. This workshop will enable participants to
• Understand the critical success factors in sustaining Kaizen
understand the key tools and techniques for running Kaizen activities
activities
on a daily basis, problem solving, conducting a Kaizen event as well
as overcoming barriers to successful implementation.
Program Outline

Recommended Audience
• Introduction to Kaizen

Managers, supervisors, facilitators and Continuous Improvement • Kaizen & Waste
steering committee members responsible for deploying Kaizen in the • Key Concepts of Kaizen
work areas • Kaizen Management
• Kaizen Practices
Duration • Kaizen Implementation
• Problem Solving
1-day and 2-day programs are available • Developing “Kaizen Eyes”
• Role of Management
• Critical Success Factors

3

5S & Visual Management
Description Learning Objectives

5S good housekeeping and workplace organization is a set of basic • Understand the importance and benefits of 5S
management principles that are widely adopted in industries • Define each of the 5S principles, and identify types of visual
today. As a foundation of Lean management, the key targets of 5S management
are improved workplace efficiency, morale and safety. • Explain how to implement each of the 5S principles
• Explain how to apply 5S in the office
In this workshop, you will learn how to mobilize and align your
management team to launch or improve a 5S and Visual • Identify the infrastructure necessary for starting and sustaining
Management implementation in your organization. The workshop a 5S initiative in your organization
covers 5S and Visual Management best practices, step-by-step • Define the critical success factors for 5S implementation
implementation guidance, and the best ways to integrate 5S into
the organization’s culture to achieve sustainable world-class Program Outline
excellence. It includes the principles of 5S and Visual Management
and the benefits, initial implementation, future refinement, self- • Introduction & Overview of 5S
assessment as well as the infrastructure necessary to start and • What is 5S?
sustain a 5S initiative for your organization. • Why 5S?
• 5S as a Foundation of Lean Management
• 5S Principles
- 1S: Sort (Seiri)
Managers, supervisors and 5S steering committee members
- 2S: Set In Order (Seiton)
Methodology - 3S: Shine (Seiso)
- 4S: Standardize (Seiketsu)
Short lectures, individual exercises, group activities and discussions - 5S: Sustain (Shitsuke)
and Q&A • Visual Management
• 5S Applications in Safety, Quality, Reliability & Waste
Duration • 5S in the Office
• Starting, Launching & Promoting a 5S Initiative
1 day • Supporting Lean Tools for 5S Implementation

4

Value Stream Mapping
This workshop provides a step-by-step instruction to enable Methodology
participants to create current state and future state value stream
maps, and to identify opportunities to achieve the future state that Short lectures, individual exercises, group activities and discussions
have the greatest impacts on the business as well as customer and Q&A
value. You will learn how the critical tool of value stream mapping
and analysis helps your organization see waste and opportunities, Program Outline
and envision a Lean future state.
• Key Principles of Lean
Recommended Audience • Understanding Value, Wastes & Inflexibility
• Overview of Lean Methodology & Tools
Managers, supervisors, Lean practitioners and staff
• Introduction to Value Stream Mapping, Tools and Symbols
Learning Objectives • Identifying a Business Value Stream
• Step-by-Step Approach to Value Stream Mapping
Upon completion of this workshop, participants will be able to: • Assessing Value-Added and Non-Value-Added Activities
• Defining Goals and Gaps
• Map a current-state value stream
• Definition of the Future State Value Stream
• Develop a data collection plan for the value stream map
• Using Value Stream Map to Identify Lean Improvement Projects
• Conduct end-to-end assessment of value-added versus non-
• Prioritizing & Selecting Lean Projects
value-added activities
• Define Actions to Close Gap
• Scope opportunities by framing project problem statements
based on identified waste
Duration
• Prioritize project based on strategic objectives
• Develop action plan to achieve the future state 2 days
• Envision the Lean future state and create the future-state value
stream map
• Engage other teams in mapping their processes and surfacing
more opportunities for improvement

5

Training Within Industry (TWI)
Training Within Industry (TWI) is an integral part of Lean to Recommended Audience
reinforce the practice of Standard Work. Standardized work
Supervisors, Line Leaders, Charge-hands, Trainers and Assistant
eliminates waste, improves process stability and provides a baseline
Foremen from manufacturing companies
for process improvement.
Methodology
Program Objectives
Short lectures, discussions and practice demonstrations
Job Relations (JR): To lead people by effectively and positively
dealing with relationship problems between the supervisor and the
Program Outline
employee, and preventing these problems from developing in the
first place by maintaining positive employee relationships. • Overview and Introduction
• Role of Supervisors in Lean Manufacturing
Job Instruction (JI): To provide proper training and assuring this • Five Needs of Good Supervisors
training is effective in helping people do their jobs correctly and • Job Instruction (JI)
efficiently. Four Steps for Job Instruction
Four Steps to Get Ready
Job Methods (JM): To improve processes and the workplace by
Job Breakdown – Important Steps, Key Points & Reasons
developing improvement proposals and implementing them to get
Training Timetables
improved results.
Special Instruction Problems (and how to handle them)
Job Instruction & Standard Work
Benefits
• Job Methods (JM)
• Get more done with less machines and manpower Four Steps for Job Methods Improvement
• Improve quality, reduce scrap by achieving standard work Job Breakdown Sheet
across workers and shifts 5W’s & 1H
• Reduce safety incidents Eliminate, Combine, Rearrange & Simplify
• Decrease training time, especially for temporary workers Job Method Improvement Proposal Sheet
• Reduce labor hours Resistance & Resentment
• Reduce grievances • Job Relations (JR)
• Transfer knowledge from a skilled workforce to an unskilled or Chart on Supervisory Responsibility
green workforce Foundations for Good Relations
Chart on the Individual
Duration: 2 days How Problems Arise
Four Steps for Job Relations
• Sustaining TWI

6

PDCA Problem Solving

How do you solve business problems that are cross-functional and Short lectures, individual exercises, group activities and discussions
there is not a single subject matter expert who has sufficient and Q&A
knowledge about the real causes of the problem? How do you break
through the functional silos to obtain a detailed understanding of
the current processes and then develop a future state process that Learning Objectives
involves all departments and gives you the true nature of the
problem to be solved? • Understand the principles and key concepts of problem solving
• Learn how to apply the PDCA approach and basic quality tools to
In this workshop, you will learn the structured Plan-Do-Check-Act • problem solving
(PDCA) approach to problem solving. The PDCA problem solving
• Learn how to prepare an A3 problem solving report
process is a technique that is used by Toyota to identify problems,
analyze root causes and generate solutions. When combined with • Understand the roles of problem solving team
the basic quality ("QC") tools, real causes to business problems can • Define the critical success factors for effective problem solving
be identified and effective solutions can be put in place to prevent
similar problems from recurring in the future.
Program Outline

Recommended Audience • Introduction to Problem Solving
• Concept of Problem Solving Teams
Any manager or staff who is interested in facilitating, leading or
• Overview of Process Management
participating in a problem solving project
• PDCA Approach to Problem Solving
• Problem Solving Tools
Duration • Examples & Practice Tips
• Project Reporting Using A3 Storyboard
2 Days • 10 Common Mistakes

7

A3 Problem Solving

In this workshop, participants will learn the structured problem- • Identify the types of wastes that contribute to workplace
solving approach that uses a tool called the A3 Problem-Solving inefficiency
Report. The A3 report is a tool that Toyota uses to propose • D efine the benefits of the A3 report
solutions to problems, give status reports on ongoing projects, and • Carry out the A3 problem solving process
report results of information gathering activity. The term "A3" is • Perform root cause analysis
derived from the paper size used for the report, which is the metric • Make a clear and concise A3 report
equivalent to the 11" x 17" paper.
Program Outline
You will learn the steps to proceed from problem identification to
resolution in a fashion that fosters learning, collaboration, and • Introduction to Lean
personal development. The problem-solving team records the • Overview of the Types of Waste
results of investigation and planning in a concise, two-page • What is the A3 Report
document (the A3 Report) that facilitates knowledge sharing and • Why use the A3 Report
collaboration. • The A3 Problem Solving Process - Step-by-step
- Identify a problem or need
Recommended Audience - Conduct research to understand the current situation
- Conduct root cause analysis
Lean managers, operations/production managers, engineers and - Devise countermeasures to address root causes
practitioners - Develop a target state
- Create an implementation plan
Methodology - Develop a follow-up plan with predicted outcomes
- Discuss plans with all affected parties
Short lectures, individual exercises, group activities and discussions - Obtain approval for implementation
and Q&A - Implement plans
- Evaluate the results
Duration • Common Mistakes to Avoid
2 Days • Workshop: Making Your A3 Report
• Conclusion and Wrap-up

8

Total Productive Maintenance (TPM)

Total Productive Maintenance (TPM), is a company-wide initiative Short lectures, individual exercises, group activities and discussions
for maximizing the effectiveness of equipment. The goal of the and Q&A
TPM program is to significantly increase labor and capital
productivity while, at the same time, increasing employee morale Program Outline
and job satisfaction. TPM brings maintenance into focus as a
necessary and vitally important part of the business. Targeted at all • Overview of TPM
levels of the organization, TPM and its 8 pillars provide the • TPM Foundations – 5S & Visual Management
necessary process and tools to achieve zero defects, zero
• TPM Tools
breakdowns and zero accidents.
• Equipment Loss & Overall Equipment Effectiveness (OEE)
Recommended Audience • The 8 Pillars of TPM
- Autonomous Maintenance
Managers, engineers, supervisors, TPM steering committee and - Planned Maintenance
other operational staff from production, engineering and - Early Equipment Management
maintenance - Focused Improvement
- Quality Maintenance
Learning Objectives - Education and Training
- TPM in the Office
• Understand the concept and management philosophy of TPM - Safety & Environmental Management
as a foundation for Lean Transformation
• Improving Equipment Reliability through Integration of
• Learn the 8 pillars of TPM activities, TPM implementation Autonomous Maintenance & Planned Maintenance
strategy, roadmap and step-by-step approach • TPM Roles and Responsibilities
• Learn the TPM tools and be able to identify and eliminate loss • TPM Planning & Implementation
through TPM implementation
• Critical Success Factors for TPM Implementation
• Understand the Autonomous Maintenance process and how to
improve equipment reliability Duration
• Understand the roles of a TPM implementation organization
and the critical success factors 1-day and 2-day programs are available

9

Total Quality Management (TQM)

This workshop is designed to help you, as a key manager, Short lectures, individual exercises, group activities and discussions
understand how to approach quality as a company-wide and Q&A
effort. You will learn how to make a commitment, plan and begin
to implement systems for managing quality that integrates all the Learning Objectives
people, processes and continuous improvement initiatives
together. • Explain the Principles of Quality
• Describe the TQM framework (“House of Quality”)
Based on Philip Crosby's methodology, this workshop introduces • D efine the Four Key Activities for managing quality
participants to the Five Quality Principles and the Four Key • Explain the need for a culture change, starting at the top
Activities for Quality Management. • D emonstrate a personal commitment to total quality
• Explain the TQM implementation infrastructure
Finally, the role of the manager will be examined so as to identify
• D escribe how to put the systems for TQM into motion
what you, personally, can do to plan the improvement process and
communicate the need to change. • Identify ways to sustain TQM activities
• Understand a manager’s role in quality improvement
To manage and improve quality, a long-term commitment of time
and effort will be required. For these efforts to succeed, every Program Outline
employee in the company must get involved. TQM is designed to
involve every employee in your company in quality improvement • Welcome & Introduction
efforts. • Goals of TQM
• Understanding the Principles of Quality
Recommended Audience • The TQM Framework
• Four Key Activities
Senior managers and heads of departments who are responsible • Making a Commitment
for making quality happen in the workplace • Planning for TQM
• Putting Systems into Motion
Duration
• Keeping it Going
1 day and 2-day programs are available • Management’s Role in TQM
• Summary & Closing

10

Hoshin Kanri
Description Benefits

Hoshin Kanri is a powerful, systematic Strategic Planning With the discipline of Hoshin Kanri in place, a company can expect
methodology that uses a Plan-Do-Check-Act cycle to create goals, the following benefits:
choose control measures and link daily control activities to the
company's strategy. • Focuses the entire company on a few vital goals, rather than the
trivial many
It involves a "catchball" as the driving force of alignment, clarification • Creates alignment towards breakthrough objectives through
and employee involvement. involvement of the whole management team in the planning
process
The methodology has been used by some of the world’s most • Communicates the key goals to all managers and staff
successful companies such as Toyota, Hewlett-Packard and Bank of • Integrates and encourages cross-functional cooperation to
America as a systematic approach to capture and cement strategic achieve breakthroughs
goals and develop the means to bring these into reality. • A review process which holds participants accountable for
achieving their part of the plan

Program Outline
Senior executives and heads of departments/sections who are

responsible for the successful achievement of the company shared
• Introduction to Hoshin Kanri
goal
• What is Hoshin Kanri?
Methodology • Underlying Principles of Hoshin Kanri
• Hoshin Kanri Process Using PDCA Approach
Short lectures, individual exercises, group activities and discussions
• Hoshin Kanri Tools
and Q&A
• Elements of Hoshin Kanri
Duration • Management Reviews
2 days
• Summary & Closing Comments

11

Cost of Quality (COQ)

As a key factor of competitiveness, cost has to be managed all the • To understand the COQ methodology
time, not only in times of economic downturn. The Cost Of Quality • To identify major cost components related to the Cost Of Non-
(COQ) program fits well into any operational excellence initiative, Conformance (CONC) and Cost Of Conformance (COC)
including Lean, Six Sigma and TQM. • To acquire skills to identify and collect cost and COQ
information
The COQ methodology covered in this workshop is a practical
• To analyze the COQ information obtained and relate the data to
approach to quantifying the financial impact of the Cost Of Non-
possible solutions that can help reduce COQ in their
Conformance (CONC) and Cost Of Conformance (COC), shifting the
organizations
problem-solving focus from quick fix to prevention, and prioritizing
quality improvement opportunities based on the expected financial
return. Program Outline

Recommended Audience • Introduction & Basic Concepts of COQ
• Link between quality costing and profits
All senior managers and heads of departments who are responsible • Why measure COQ?
for quality improvement • What is COQ?
• COQ and Lean & Six Sigma
Methodology
• Key steps in setting up a COQ system
Short lectures, individual exercises, group activities and discussions • Preparation for a COQ system
and Q&A • Four phases of a COQ system
• Phase 1: Identifying COQ Items
Duration • Phase 2: Collecting COQ Data

• Phase 3: Analyzing COQ Data
1 day
• Phase 4: Reducing COQ & Improving Quality

12

Benchmarking
Description Benefits

Benchmarking is the process of continually searching for the best • Explain what benchmarking is
methods, practices and processes, and either adopting or adapting • Acquire the benchmarking process know-how based on the
their good features and implementing them to become the “best four-phase, ten-step Xerox Benchmarking model
of the best.” • Determine the best processes to benchmark to meet your
needs
To become the best-in-class, organizations need to implement the • Define the critical success factors in benchmarking
right processes to get there. implementation

This workshop covers the benefits of benchmarking, various types Program Outline
of benchmarking, identification of what to benchmark, and
provides a detailed step by step guidance on how to systematically • Introduction to Benchmarking
carry out a benchmarking project based on the world-renowned • What is Benchmarking?
Xerox benchmarking model. It also includes practical tips on the • Why Benchmark?
benchmarking process, benchmarking etiquettes and the critical • Four Phases of Benchmarking
success factors. • Preparation for Benchmarking
• The Benchmarking Process
Recommended Audience • Step-by-step: Xerox Benchmarking Process
• Step 1: What to benchmark?
Managers, team leaders and members of benchmarking project • Step 2: Whom to benchmark?
teams • Step 3: Data collection
• Step 4: Determine current performance “gap”
Methodology • Step 5: Project future performance levels
• Step 6: Communicate findings and gain acceptance
Short lectures, individual exercises, group activities and discussions • Step 7 Establish goals
and Q&A • Step 8: Develop action plans
• Step 9: Implement actions and monitor progress
Duration • Step 10: Re-calibrate benchmarks
• Do's & Don'ts
1-day and 2-day programs are available • Critical Success Factors

13

Suggestion System

Employees have lots of ideas, but how do you listen to them? How • Learn how to plan and launch a suggestion system
do you harvest their ideas formally and informally, and bubble up • Acquire skills in setting up a management infrastructure to
the good ones? How do you generate good quality ideas and generate ideas, capture quality ideas, evaluate ideas and sustain
sustain the flow of employee's suggestions to increase customer a constant flow of ideas
satisfaction, improve bottom line and enhance employee • Learn how to develop employees to identify opportunities for
motivation and enthusiasm? improvement and write good quality ideas
• Develop supervisors and managers to guide employees in
In this workshop, you will learn how to define the characteristics of
writing suggestions
a successful staff suggestion system and establish an infrastructure
to implement and sustain an employee suggestion system that • Learn how to recognize and reward participation
provides a constant flow of quality ideas.
Program Outline
• Introduction & Basic Concepts
Managers, supervisors and staff suggestion scheme steering • Scope of Suggestions
committee members who are responsible for making the scheme • Goals of a Suggestion System
successful
• Planning & Launching a Suggestion System
Methodology • Roles & Responsibilities of the Suggestions Committee,
Suggestions Office & Department Representatives
Short lectures, individual exercises, group activities and discussions • The Suggestions Process
and Q&A • Evaluation & Award Systems
• How to Develop Good Quality Suggestions
Duration • How to Sustain a Suggestion System

1 day

14

Six Sigma Overview

In today's competitive environment, organizations must delight their • Explain how Six Sigma improves business performance
customers and relentlessly look for new ways to exceed their • Describe the Six Sigma philosophy and approach to continuous
expectations. To accomplish this, Six Sigma Quality has to become a improvement
part of an organization’s culture. Six Sigma provides a rigorous and • Define process variability
structured approach to help organizations improve their
• Describe the DMAIC improvement methodology
performance in meeting their customers' requirements.
• Recognize which Six Sigma tools to use for a particular problem
This workshop introduces you to the Six Sigma philosophy, • Identify Six Sigma roles and responsibilities, project selection and
methodology and tools and the infrastructure for successful Six project management to realize the benefits
Sigma deployment without too much of statistical jargon. It includes
applications of Six Sigma in manufacturing, process and service Program Outline
industries, step-by-step DMAIC improvement approach, phase
description and deliverables, and roles of the Leadership team, • Overview of Six Sigma
Champion, Process Owner, Black Belt and Green Belt. • Key Concepts of Six Sigma

• Applications of Six Sigma in Manufacturing, Process & Service
Industries

Senior executives, managers, project champions or project sponsors • Six Sigma DMAIC Methodology
• Six Sigma Toolkit
Methodology • Organizing for Six Sigma
• Project Selection and Management
Short lectures, individual exercises, group activities and discussions • Critical Success Factors
and Q&A

Duration: 1 day

15

Lean Six Sigma Overview


Lean Six Sigma provides a rigorous and structured approach to • Explain how Lean Six Sigma improves business performance
help organizations improve their performance in meeting their • Describe the Lean Six Sigma philosophy and approach to
customers' requirements. continuous improvement
• Define value, waste, and process variability
This workshop introduces you to the Lean Six Sigma philosophy,
• Explain Lean principles and DMAIC improvement methodology
tools, DMAIC structured problem solving and the infrastructure for
successful Lean Six Sigma deployment. It emphasizes how to lead a • Familiarize with Lean Six Sigma tools and their proper use
successful Lean Six Sigma deployment. • Identify Lean Sigma roles and responsibilities, project selection,
measurements, results tracking, and management of project
Recommended Audience results to sustain the gains

Senior executives, managers, project champions or project Program Outline
sponsors
• Introduction to Lean Six Sigma
Methodology • Lean Six Sigma Philosophy and Approach to Continuous
Improvement
Short lectures, individual exercises, group activities and discussions
• Understanding Value, Waste and Process Variability
and Q&A
• Overview of Lean Principles & Lean “Tools”
Duration • Overview of DMAIC - Six Sigma improvement methodology and
tools
1 day • Lean Six Sigma roles and responsibilities
• Deploying Lean Six Sigma into the Organization
• Project selection, measurements, results tracking and
management of results to sustain the gains
• Creating and Sustaining a Lean Six Sigma Culture

16

Delivering Service Excellence
Description Learning Outcomes

In this workshop, you will learn the approach to customer • Understand and accept why and how service excellence is
satisfaction, how to manage your own emotions and deliver important to your organization
professional and personalized service, and treat customers as • Be able to manage own emotions and deliver professional and
unique individuals with different needs and expectations. It personalized service
includes the techniques and skills to find out and respond to each • Treat customers as unique individuals with different needs and
customer's needs and expectations, reduce customer's negative expectations
feelings and heighten customer's positive feelings towards your • Know how to find out and respond to each customer’s needs
organization. Finally, you will learn how to satisfy customers in and expectations
comfortable and difficult conditions as well as apply the five A's of • Know how to reduce customer’s negative feelings and heighten
service recovery. customer’s positive feelings towards the organization
• Learn how to say no to customers in a positive manner
Target Audience
• Be able to apply a recovery process in a difficult situation
This workshop is recommended for frontline staff and supervisors
who interact with your internal and external customers, whether on Program Outline
the phone, email or face-to-face as well as anyone who requires
the essential techniques and skills to provide excellent customer • Introduction to Delivering Service Excellence
service. • Managing Myself – the Service Provider
• Identifying Customer Condition and Establishing Rapport
Methodology • D etermining Customer Needs and Expectations
• Effective Communication Techniques
Short lectures, individual exercises, group activities and discussions,
• Meeting and Exceeding Customer Needs and Expectations
role plays and Q&A
• Satisfying Customers in Comfortable and Difficult Conditions
Learning Objectives • 5 Steps of Service Recovery
• Summary and conclusion
• To instill in customer service staff the importance of providing
excellent customer service Duration
• To equip frontline personnel with effective customer service
techniques and skills to provide service excellence 2 days
• To manage and handle customer interactions and relationships

17

About Operational Excellence Consulting
Who we are

Operational Excellence Consulting helps organizations to work smarter and grow faster. Our work is always evolving to
respond to industry trends and management focus, and we combine our deep technical skills in response to our clients'
changing needs. Over time, what we do remain closely linked with helping our clients improve the way they operate; innovate
and grow; reduce costs; manage risks; leverage talent; and change the way they do business.

One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes, technology
and continuous improvement initiatives to suit the specific needs and situations of our clients.

What we do

Based in Singapore, we provide corporate learning programs and management advisory services to assist our clients to
achieve breakthrough in business performance and effectiveness. Our aim is to support our clients in designing, managing
and executing lasting beneficial change.

Who we serve

We work with government bodies, multinational corporations and small and medium-sized enterprises of a wide spectrum of
industries. They include public sector, manufacturing, engineering, IT, printing and media, aerospace, defence, financial
services and insurance, education, retail, oil and gas, etc.

18

Contact Us
Phone:
+65-6787-8246

Email:
info@oeconsulting.com.sg

Registered Office:
28 Simei Street 1, #01-13
Singapore 529948

Business Registration No.:
53141573B

Website:
www.oeconsulting.com.sg

© Operational Excellence Consulting. All rights reserved.

Operational Excellence Consulting - Training Brochure

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