Executive Coaching
Every professional needs to take the time to sharpen and hone their skills from time to time. ATAC instructors offer a comprehensive program devoted to developing leadership skills. Initiate a team-centric culture and implement swift change based on strategy and efficiency.
Diversify your
leadership skills
Project Coaching
About This Service
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ATAC's Coaching services provide seasoned, flexible coaches able to relate similarities gained from lean improvements in large and small healthcare, manufacturing, and service organizations. ATAC partners with leaders to define their lean journey by helping develop clear strategies linked to their vision and aligned to tactical objectives. Our coaches have over ten years of experience coaching Senior Leaders and Department Leaders in the healthcare industry.
Benefits of Auburn Coaching include:
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Honesty: Provide candid feedback to Senior Leadership on Lean Implementation and Progression.
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Development: Increase Project Leaders' capabilities by asking specific questions, making corrections, teaching, and working with Project Leaders on next steps to move the project forward.
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Accountability: Follow-up with Project Leaders on the next steps to verify the project progression.
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Learning: Reflection with Senior Leaders and Project Leaders on what they have learned since the previous coaching session.
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Knowledge: Expert knowledge of the application of Lean tools and how the tools integrate with an organization’s strategies.
Typical Day
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Start
30 minutes reflection and improvement from the last visit attended by Project Team and ATAC's instructor.
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Middle
4–5 project visits (e.g. visual management board) spending one hour per project to guide, ask questions, answer questions, provide feedback, and confirm next steps for the next visit. Attended by Project Leaders, Senior Leadership, and ATAC's instructor.
Conclusion
30 minutes of Reflection, next steps, and next visit with CEO. Led by ATAC's instructor.
Strategy Deployment
About This Service
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Strategic planning and deployment provide a framework for decision-making and culture building. It equips organizations to deal effectively with change. Strategic planning helps connect employees to the overall direction of the business and gives a clear understanding of how their efforts support it. The objective of this course is to teach you how to create a living planning document that will be understood at all levels of the organization. Also, strategies will be given for deployment, implementation, and keeping the plan current.
Topics
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How to establish your organization's Mission, Vision, and Values
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Understanding and application of SWOT (Strength, Weakness, Opportunities, Threats) analysis
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Understand the importance of primary market research
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Creative thinking techniques to assist plan development
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Creation of a rollout plan and review cadence
Kata Immersion Week
About This Service
KATA Immersion week is a blend of training, implementation, experience, and coaching to understand and practice Toyota KATA.
Topics
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Kata Experience introductory experience with the 4 steps of the Improvement Kata (IK) and the Coaching Kata (CK)
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Education: Write the Challenge Statement
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Introduction to the 4 steps of the Improvement Kata – Current Condition (CC)
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Teams Go See Current Condition
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Teams present CC w/metric history
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Education: Target Condition(TC) & Obstacles materials in class
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Teams develop Target conditions and 1st obstacles, Select one obstacle
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Teams Presentation
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Education: PDCAs and Coaching Kata (CK) materials in class
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Teams develop 1st PDCA – Go Do
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Teams Present 1st Full CK cycle with next PDCA step
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Education: 2nd Coaching Kata (CK) materials
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Teams 2nd PDCAs – Go Do
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Teams Present 2nd Full CK cycle with 2nd CK cycle
Value Stream Mapping
About This Service
Value stream mapping is used to determine an ideal state showing the opportunities for improvement by employing all known lean methods including right-sized tools and value-stream compression. VSM is a way to raise the consciousness of opportunities for improvement. The process starts with grasping the situation by developing a current-state map that follows a product’s path from order to delivery. The map is a straightforward diagram of every step involved in the material and information flows needed to bring a product from order to delivery Next, a future state map deploys the opportunities for improvement identified in the current-state map to achieve a higher level of performance at some future point.
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Value-stream maps are the blueprints for lean transformations. The value-stream map is a paper-and-pencil representation of every process in the material and information flow of a product or product family, along with key data. It differs significantly from tools such as process mapping or layout diagrams because it includes information flow as well as material flow.
Mapping is a critical initial step in lean transformations because it shows you where you could apply lean techniques, such as kaizen events, for maximum effect. Mapping helps you avoid the common mistake of cherry-picking individual lean techniques, which creates isolated islands of improvement and limited benefits. The mapping cycle of mapping current conditions then quickly drawing and implementing a leaner future state improves the overall flow of value to the customer and delivers the biggest benefits.
This workshop will sharpen your "eyes for waste" and "eyes for flow." Using a manufacturing case study you'll learn how to identify a product family, how to see the entire value stream for a particular product family, how to map the value stream to identify and eliminate waste, what makes a value stream lean, and how to develop a plan to achieve results. Workshop topics include:
Through instruction, discussion, group activities, and hands-on exercises, this workshop will show you how to see value, differentiate value from waste, and eliminate the sources of waste by creating accurate current-state maps and leaner future-state maps for a product family. You'll also develop plans for implementing the future state.
At the end of the training, you should be able to:
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Understand and explain to others the benefits of value-stream mapping
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Draw a current-state map
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Identify major lean concepts
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Draw a future-state map
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Develop a basic implementation plan
Topics
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Introduction and Getting Started
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The Current State Map Exercise 1
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Determine customer requirements
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Quick walkthrough to Identify main processes (in order)
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Draw process boxes and fill in information gathered in the walkthrough
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Indicate where inventory was found
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Determine customer delivery requirements
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Identify what your suppliers are providing
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Find out how your processes know what to make (Information Flow)
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Determine where the material is being pushed and where it is being pulled
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Calculate summary metrics - Lead Time/Process Time
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Lean Value Stream
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The Future State Map: Exercise 2
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Takt time?
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Will we build to shipping or to a supermarket?
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Where can we use continuous flow?
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Where do we have to use supermarket pull systems?
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At what single point in the production chain do we trigger production?
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How do we level the production mix at the pacemaker process? (Leveling the mix)
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What increment of work will we release & take away at the pacemaker process? (Leveling the volume)
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What process improvements will be necessary to make the vision reality? (e.g.: uptime, changeover, training)
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Achieving the Future State
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Conclusion
Kaizen Event
About This Service ​
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Kaizen events identify and eliminate waste as quickly as possible at the lowest possible cost. The greatest benefit of an RIE event is the nearly instantaneous recognition of improvement.
Kaizen events range from one to five days and utilize three components: Focused Scope, Aggressive Goal and Cross-Functional Teams.
Aggressive goals are set early in the process and achieved by the last day of the event. Solutions are not simply put on paper, but rather implemented during the process. Team members see their suggestions being implemented during the event, reinforcing the idea that they are having an immediate, positive impact on their plant's efficiency.
A typical four-day event consists of: training teams, implementing improvements in the area, identifying problems, defining current process, observing, sketching process and collecting data, brainstorming suggestions for improvement, implementing solutions (rearrange equipment, modify machines, change methods, etc.). The team measures improvements and verifies solutions, and presents event results to management and shop floor personnel.
Topics
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Kaizen Events may focus on the following areas:
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Elimination of Waste
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Workplace Organization
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Quality/Errors
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Inventory Reduction
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Cellular Flow/Cycle Time Reduction
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Quick Changeover
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Total Productive Maintenance
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Safety
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Agenda
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PREP Phase
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Target area & Boundaries
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Scope
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Baseline
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Goals
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Team
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Facilities
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Support
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Logistics
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Supplies
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Phase 1
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Kickoff w/ Cross-functional team
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Training on Kaizen tools
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Observe Waste & analyze the process
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Set goals
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Phase 2
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Team formulates process improvements
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Brainstorm
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Try-storm shop-floor changes
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Implement
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Phase 3
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More process improvement
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Refine changes
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Restart process
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Phase 4
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Measure results
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Standardize Changes
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Present results
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Open Action Items
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Coaching
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Celebrate!
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Phase 5
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Start follow-through
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Culture Assessment
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About This Service
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Culture holds power as the cornerstone to workplace factors such as talent retention, performance, outcomes, and loyalty. This assessment helps leaders understand the current state of their workplace culture, what their team values, and how to quickly correct the bad habits destroying a positive work environment. Learn to reward and reinforce positive behavior in a healthy and fair manner. Work toward much needed corrections
Team Building
About This Service
Developing a team-centric group while working in-person and virtual office environments is critical for success. This course offers unique team advancement exercises tailored to your organization’s needs. Increase communication, efficiency and effectiveness. Learn to bolster individual engagement, nurture small group collaboration, and achieve goals faster by promoting the benefits of teamwork.