PRESENTATIONS

All good companies have discussions about the concepts of needing more engagement, more innovation, and more involvement, but few execute on a strategic vision to make this come to life. These words live in conference rooms never to make it out the door to where the material and processes collide to create value. Join along to learn more about Nick Jansen’s experience with:
• Beginning with end in mind – creating a vision to work backwards from
• Systems and pilots – ensuring that these align back to the vision
• Defining success through data
• Problem-solving broad issues along the way – the true PDCA cycle

When we combine clarity for the team on vision and progress with the focus on learning from past performance, we create an environment that is hungry to do more.

Attendees will be able to take both strategic and tactical learning back to their facilities which will include but are not limited to:
• How a vision can provide purpose
• Tactical systems that provide improvements to engagement, innovation, and involvement
• Data that can be used to quantify success relating back to vision
• How to visualize and assess the journey

1. Beginning with end in mind – creating a vision to work backwards from
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2. Systems and pilots – ensuring that these align back to the vision
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3. Defining success through data
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4. Problem-solving broad issues along the way – the true PDCA cycle

Over the years, Jansen has been in more than 40 facilities — both within and outside GBP — and discovered one defining factor that separates good companies from great ones: people.

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