Learn how to more effectively assess improvement effectiveness in your organization using the AME Excellence Award criteria to provide an alternative perspective.
Perhaps only 10% of the organizations in any given industry—including manufacturing, health care, government or other sectors—are highly effective at improving. Why? Because most people don't have the discipline to consistently align daily improvement activities to the organization's key strategies and leaders underestimate the behavioral changes needed by senior executives and middle managers.
In this workshop, you will learn practical actions to encourage your organization to consistently practice getting better at getting better. Together, we will work a case study that demonstrates the attributes and practices of a company that is highly effective at improving. AME’s Lean Sensei self-assessment and Excellence Award criteria will be used as templates to define excellence. You will walk away with the skills and capabilities of an AME Excellence Award assessor.
This full-day workshop is divided into two key blocks:
Targeted to potential applicants as well as assessors and potential assessors, this segment will cover the award criteria and the overall application process and annual timeline, including review of key documents applicants must provide. Attendees will gain valuable information about how to effectively build a strong achievement report, the key document that applicant companies submit to summarize why they should be considered for the award. They will also come away with a clear picture of the process and timeline that the AME Excellence Award Committee uses to review, score and provide feedback to applicant companies.
The afternoon segment is primarily focused on the activities of award assessors, although potential applicants can also benefit from gaining an understanding of how assessors are expected to approach the various applicant review activities. Attendees will examine the role of the assessor and, through hands-on team practice using a mock achievement report, they will be challenged to identify the differences between a great versus an average achievement report. Time will be spent discussing and developing consensus scores for various segments of the mock achievement report and examining how good applicant’s feedback reports are developed
Doug Carlberg is chairman and CEO of M2 Global Inc., and a member of the AME Excellence Award Council. He has more than 35 years’ operations management experience in the electronics, telecommunications and defense industries. He previously served as senior vice president of worldwide operations at Harris Corporation’s Microwave Communications Division, which received many awards. Carlberg serves on the board of governors for The Shingo Prize and on the board of directors for AME.
Pat Wardell is a senior consultant for the Greater Boston Manufacturing Partnership. She is an experienced lean practitioner, trainer and consultant and serves as a member of the AME Excellence Award Council. In addition to being a lead assessor, she is one of a handful of people who have achieved the gold level of Lean Certification through the joint AME/SME/Shingo certification program.