The most significant effect of the "Reengineering Revolution" was the awareness of the process it generated for business leaders in all industries. All business systems, including yours, are composed of interdependent processes. By identifying core processes and freeing them from unneeded bureaucracy and hierarchy, organizations experienced dramatic leaps in their levels of quality, speed, and profitability.

Unfortunately, one-time improvements do not guarantee long-term success. Processes become ineffective or obsolete without on-going control, improvement, and innovation. In other words, you need new tools to manage your business system.

This practical, how-to-do-it seminar will arm you with a suite of tools and methods to control, optimize and innovate the processes that drive your business system. Maximizing Process Performance will enable you to maintain and build you company's competitive edge through superior quality, productivity and financial performance.

The advanced skills delivered in this seminar will focus on in-depth knowledge & skills, which can be applied to a broad range of applications in manufacturing, service, health care and public sector organizations. Although there are no prerequisites for this seminar, it is intended for those who have a working knowledge of the basics of process management.

You may participate in individual seminars or enroll in the entire series. The seminars required for a certificate must be completed within two years of initial enrollment. To earn a certificate in Process Management, candidates must complete four core seminars and one elective seminar.

You may participate in individual seminars or enroll in the entire series. Participants who commit to the full certificate program will save $500. The seminars required for a certificate must be completed within two years of initial enrollment.

The courses listed below are the Core & Elective requirements for this certificate series.

Core Requirements (4 required):

Process Mapping
Achieving Six Sigma Performance
Using the Balanced Scorecard
The Emerging Role of the Process Manager


Elective Requirements (1 required):

Using the Balanced Scorecard in Not-For-Profits
Process Redesign & Simulation
Facilitating High-Performance Teams
Identifying Key Performance Indicators

TOPIC HIGHLIGHTS

• Understanding the Process Life Cycle
• Understanding how processes interact in your company's business system
• Managing Processes: The Pursuit of Stability
• Improving productivity by improving your system
• Delivering consistent quality by using statistical process control (SPC) to monitor and respond to process problems
• Using correlation analysis to identify and eliminate the root causes of process problems
• Analyzing your process S-curve to determine if your processes are performing at peak capability
• Identifying processes that need to be reengineered (and those that don't!)
• Fail safeing your system via failure mode and effects analysis (FMEA)

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WHO SHOULD ATTEND

President, Vice President, COO or Senior Executive Mid-or Upper-level manager of Administration, Operations or Manufacturing Director/Coordinator of TQM, CQI or Team-based Improvement Member of a process reengineering team Actively involved in your organization's quality improvement efforts.

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