Applying Lean to Enhance a Digital Twin of an Organization (DTO)
Integrating Lean and BPAC to build a Digital Twin and strengthen your business process improvement initiatives. (Canadian Registration)
About this event
Co-delivered byLandmark DecisionsandBarrington Consulting, this 1.5 day online workshop delivered over 3 consecutive half-day sessions (Noon - 3:30pm Eastern) covers the basics of theLean DMAIC approachandBusiness Process Analysis & Costing (BPAC)and how they can be merged into a comprehensive approach for designing/enhancing aDigital Twin of an Organization (DTO).
Lean is a proven business improvement discipline, originally founded in the Toyota Production System. It focuses on the reduction/elimination of waste to create more value for customers with fewer resources. The BPAC methodology is also a well-established approach which focuses on cost and profitability optimization through business modeling, resource capacity management and process improvement. Together, Lean and BPAC enable businesses to create or augment their DTO strategies.
Following Lean Six Sigma DMAIC, combining Lean and BPAC in support of a DTO offers a means to:
Define– understand the problem(s) within the processes and conduct a strategic and operational assessment to determine the best opportunities for business process improvements
Measure– recognize non-value-added activities within a process and how to collect and validate operational, financial, and performance data to develop a DTO model of both current and future state processes
Analyze– evaluate DTO model results and explore operational and financial relationship to help recognize root causes for waste (non-value-added work) and other process problems
Improve– identify process improvement ideas and test/evaluate potential solutions to assess the impact on throughput, quality, resources, costs and profitability
Control– develop strategies to sustain DTO models and move towards a continuous improvement culture through understanding leading performance and quality indicators
Key Learning Objectives:
By the end of this workshop, you will be able to:
understand the basics of the Lean Six Sigma DMAIC approach to problem solving and how BPAC enhances any Lean implementation
realize the benefits of this integrated and structured methodology to identify, test and evaluate the cost savings of Lean initiatives for business process improvement
evaluate the impact of resource constraints on process efficiency, product/service costs, profitability and budgets
appreciate the value of using DTO software solutions for engaging all levels of the organization in Lean/BPAC initiatives
Who should attend:
operational managers, planners and analysts challenged with optimizing business processes
financial and resource management professionals responsible for product/service/program costing or budgeting
strategic managers, planners and analysts responsible for charting future organizational direction and performance
IT professionals charged with creating or sustaining a Digital Twin of an Organization for their business
Participants will receive a White-Belt certification in Lean concepts
Mike Haley, M.Sc., is President of Landmark Decisions Inc., a Canadian niche consulting firm providing worldwide “Performance Alignment” facilitation, training, and implementation services. Mike has over 25 years’ experience in developing and delivering professional training on strategic and operational planning and cost modeling techniques which help both private and public-sector organizations improve their business decision-making capacity. Mike has also worked with many technologies that support Gartner's vision of a Digital Twin of an Organization (DTO).
Mike has worked with private-sector clients such as Air Canada, Bell Aliant, Crosby's Molasses, Kroger Foods, Maersk-Sealand, Pfizer, and Telekom Malaysia. Public sector clients have included Canada Council for the Arts, Canadian Coast Guard, Health Canada, Transport Canada, Treasury Board Secretariat, Veterans Affairs, US Navy, and various departments in the New Zealand government.
A frequent speaker/lecturer on topics of operational costing and performance reporting, Mike also serves on the Board of the Nova Scotia Chapter of the Financial Management Institute of Canada (FMI.ca), a Canadian not-for-profit volunteer association focused on knowledge sharing in all aspects of public sector financial management.
Tala El-Ajou, B.Eng, is an Industrial Engineering and is Lean Six Sigma Green Belt working towards her Black Belt certification at Barrington OPS. She has direct Lean experience in healthcare, government, aerospace, and manufacturing. Her strong analytical and problem-solving abilities, along with her communication and interpersonal skills ensure strong client relationships and effective project delivery.
Tala has undertaken multiple process improvement and documentation initiatives with organizations such as IWK Health Centre (an acute care Children’s Hospital), Nova Scotia Health (NSH) and Pratt and Whitney Canada.