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To Enroll:By PHONE Call us at 800-356-5705By FAX Fax your completed enrollment card to 517-353-0796By E-MAIL Send details to vescolan@msu.eduBy MAIL Mail your completed enrollment card (including the registration #) to:

Michigan State University / Sally vescolani – Program Coordinator James B. Henry Executive Development Center

3535 Forest Road, Lansing, MI 48910-3831

Seminar Fee: $995 per person for Process Mapping, $995 per person for Process Innovation, $1,890 for both seminars (this is a savings of $100), payable to Michigan State University. This fee includes continental breakfast, lunch and two coffee breaks as well as all seminar materials. Call for team discount information.Team Discounts: Register 2 people for $995 per person and get the 3rd person for $500.Enrollee Cancellations will be accepted when made at least five business days prior to the seminar and may be subject to a $100 processing fee. Hotel Accommodations are not included in the seminar fee. However, if you desire over-night accommodations and need information about hotels convenient to the seminar site, please call 517-353-8711.Handicapped Accommodations may be requested by calling Executive Development Programs at 517-353-8711 at least two weeks prior to the seminar to ensure sufficient time to make arrangements. Requests received after this date will be met whenever possible.

PROCEss InnOvatIOn

PROCEss MaPPIng

To survive and Thrive, your organization needs both continuous and breakthrough performance improvements.

• Process MaPPing will help you reduce

costs and cycle times today.

• Process innovaTion will help you gain greater market share tomorrow.

aCt nOw. EnROLL a tEaM OF kEy LEaDERs tODay!

Program Benefits...What You Will Learn:• Identify and understand your organization’s true core processes • Locate process flaws that are creating systemic problems • Streamline processes to improve cycle time and efficiency • Identify the processes that need to be redesigned • Gain support for process change

Program Benefits...What You Will Learn: • Think outside the “process box” • Devise innovate process designs based on customer needs • Leverage process excellence to foster growth • Create a strategy canvas to assess the impact of processes on strategic position • Plan for the practical and political realities of process change

Seminar OutlineAn Introduction To Systems Thinking• The Evolution of Process Management• Process Management Cycle • Traditional Management• Systems Thinking• Class Exercise: —Select A Process To Analyze• The System Model• Creating A System Map• Case Study Assignment

The Tools: How to Construct and Analyze Process Flow Charts• Top-Down Flow Chart• Block Diagram• Activity Chart• Work Flow Diagram• Cross-Functional Flow Chart• When to Use Each Chart• Class Exercise: —Bubble Process• Analyzing Process Flowcharts• Class Exercise: —Putting It All Together• Process Measures• Charting Tips

Implementation Guide: Getting Your Bang for the Buck• Implementing Change• Organizational Change• Creating & Sustaining Organizational Change• Managing Resistance to Change• Implementation Strategy• Skills Needed To Continue the Journey• Final Thought: Purpose

Seminar OutlineImprovement, Innovation and Strategy1. The Business Case for

Process Innovation • Process change: Does the

customer care?• Measuring strategic process

performance• The Process perspective of

the Balanced Scorecard• Improvement strategies:

continuous improvement versus reengineering

II. Continuous Improvement Innovations

• Cause-and-effect / affinity diagrams

• Identifying necessary process changes

III. Reengineering Innovations: When tweaking will not suffice

• The Five Max method• Process Extension• Kano AnalysisIV. Strategic Innovation:

Leveraging process excellence• Market Extension• Enterprise Creation• Blue Ocean tools and the

Strategy CanvasImplementation1. Organizing for Success• Roles and responsibilities• Project planning•. Team situation case studiesII. Behavioral Change• Winners and Losers from

Change (w/workshop)• Top Ten Facilitation Tips

Well-executed performance improvement initiatives usually deliver good short-term results…but what do you do after the low-hanging fruit has been harvested? There are three enduring tests of a process change initiative. Did it:1) Deliver results the customers care about?2) Advance bottom-line or strategic goals? 3) Improve how we position our business? In order to answer these questions posi-tively, your organization must be able to do more than streamline operations: process innovation is essential. Innova-tion, when added to solid process man-agement techniques, creates sustainable operational excellence, i.e. advantages in speed, value, quality or cost that are unique to your organization.

Create and Leverage Process StrengthsThe tools and techniques of Process Innovation go beyond finding creative solutions to business process challenges; they provide the context and direction so that your organization’s investment in process change yields meaningful and lasting returns. To achieve breakthrough performance, your organization must:• Evaluate process performance relative

to current strategic goals• Consider improvement alternatives in a

strategic and customer-focused context• Use cutting edge “Blue Ocean” and pro-

cess leveraging techniques to generate ideas for breakthrough performance

• Clarify current customer priorities and explore new value propositions that innovation enables

• Redesign processes for maximum customer impact

An organization —any organization— is a collection of processes. These process-es are the natural business activities you perform that produce value, serve custom-ers and generate income. Managing these processes is the key to the success of your organization.

Unfortunately, most organizations — probably yours— are not set up to manage processes. Instead they manage tasks. Think about it. Isn’t your company organized around functions (the manufacturing depart-ment, the x-ray department, the sales depart-ment, the customer service department)?

As a result, people tend to focus on “local” concerns instead of the “global” needs of process customers. Sub-processes evolve within departments without consid-eration of other functional areas. Layers of communication and management are cre-ated to ensure desired outcomes, thereby adding to costs and lengthening cycle and customer response times.

Inefficiency and waste become part of the system. They rob your organization of profits, productivity and its competitive advantage. But, there is a way out.

Process mapping is a simple yet power-ful method of looking beyond functional activities and rediscovering your core processes. Process maps enable you to peel away the complexity of your organi-zational structure (and internal politics) and focus on the processes that are truly the heart of your business.

Properly used, process maps can change your entire approach to process improvement and business management. . . and greatly reduce the cost of your opera-tions by eliminating as many as 50% of the steps in most processes as well as the root causes of systemic quality problems.

Ralph Smith is Executive vice President - Strategic Service for Orion Development Group. He has personally supervised the per-formance efforts in more than fifty organizations worldwide. Over the last decade, Mr. Smith has utilized this experience and expertise for a diverse group of clients, including Cingular Wireless, Fair-fax County (vA), Dakota County (MN), Arbitration Forums, FedEx Kinko’s, Johns Hopkins University, BlueCross BlueShield of Illinois

and Evangelical Community Hospital. He has designed training solutions, facilitated team activity and served as a consultant to management. His efforts helped the quality improvement teams at Texas Children’s Hospital achieve dramatic gains in ef-ficiency. Mr. Smith has a Masters degree in Operations Research from the Georgia Institute of Technology and a Bachelors degree in Mathematics and Statistics from the University of Georgia. He is a member for the American Society of Quality.

Michigan State University Executive Development Programs To register on-line visit us at: www.bus.msu.edu/execed/programs.cfm

Bob Boehringer is vice President - Process Management for Orion Development Group. He has more than 20 years of experi-ence helping professionals improve quality and productivity via the implementation of organization improvement methodologies (i.e. TQM, Team-Based Problem Solving, SPC, Process Reengineering).Mr. Boehringer’s clients have included Bowne, Citibank, ConEd, AOL, Microsoft, Pfizer, Warner Lambert, Becton-Dickinson, Aventis Pasteur,

Pitney Bowes, US Navy, Fairfax County Government (vA), The Hartford Insurance Company, and NYK Line. Mr. Boehringer has a B.S. in Mechanical Engineering from Cornell University and is a member of the American Society for Quality, Association for Quality and Participation and Institute of Industrial Engineers.

LEARN FROM THE BEST

Process InnovationHow to Create and Deploy Breakthrough Ideas

Process Mapping How to Streamline and Reengineer Business Processes

Joe Cirafesi is a Process Management consultant and instructor for Orion Development Group. Prior to joining Orion, Mr. Cirafesi spent more than 20 years at Air Products and Chemicals where he has helped the company evolve to an internationally recognized benchmark for excellence in cross-functional process management. As a Human Resources Manager, Mr. Cirafesi helped lead major

changes to the organizational structure and leadership teams. As a Business Manager/Process Owner, Mr. Cirafesi was responsible for the ongoing management of the product development, innovation, bidding, customer engagement, engineering construction and start-up work processes. As a European Region Director, Mr. Cirafesi organized training and application of continuous improvement tools in 11 countries. These efforts improved profitability by 5% to 20% in various units. Mr. Cirafesi received his BA in genetics from Cornell University and an MBA from the Smeal College of Business at Penn State. He is a Certified Management Accountant.

Mike Parnitzke is a Process and Call Center Consultant for Orion Development Group. He has more than 15 years of Fortune 50 corpo-rate success facilitating both senior management and specialized project teams in their quest towards process excellence. Prior to be-coming a consultant, Mr. Parnitzke played a key leadership role in the design and full deployment of all key business enterprise processes for the startup of the $500 million revenue Telephone Sales Organiza-

tion of Pepsi-Cola National Customer Service Center in Winston-Salem, NC. In a prior Pepsi assignment, he managed a massive reengineering effort to streamline bottling operations processes. Mr. Parnitzke was also recognized as the facilitator of choice for key strategic project planning work sessions while at United Technologies Pratt & Whitney Aircraft Division. Mr. Parnitzke earned his Bachelor of Science at the Univer-sity of Florida and his MBA at Embry-Riddle Aeronautical University.

Interested in On-Site Training, Call Sally Vescolani at 800-356-5705.