"We can't solve problems by using the same kind of thinking we used when we created them"

Albert Einstein

Creating the right training environment which allows people to be fully effective in learning and applying new knowledge is paramount to our success, equally so is building trust & meaning for participants who attend.


Our training is provided using the following appropriate methods and principles;

• Creating a learning environment that is enthusiastic and motivating, with humour and positive recognition of achievement ensuring that knowledge and skills are transferred in a way that is memorable for the participant
• Using assessment techniques and diagnostics to establish individual and team needs
• Adopting research based models and concepts reflecting the ideas of current leading exponents and gurus in the field
• Using several of; educational games, case studies, group work, one-to-one coaching, plenary and films / videos, outdoor activities, observed group work and near to real theatre, as appropriate.
• Constructing the content to accommodate the diverse learning styles
• Supporting participants to build their own personal action plan to apply the learning in the workplace. The training programs vary depending on specific requirements and they are a fixed price, agreed beforehand.

 

It is not always necessary, or indeed relevant to get technical to solve big problems to make big improvements to stakeholder value. What is important is; focus, flexibility and the using the right tools for the job!

We have used successfully a process known simply as ‘The 8-Steps’ that harnesses both logical & creative thinking.

This process embodies many tried and tested non-technical team-based problem-solving tools. These are used at each critical stage in The 8-Steps process, to achieve desired outcomes that become the inputs to the next stage.

Examples of some of the tools we use are; Brainstorming, Prioritisation, Impact Diagrams, Force-field, Pareto, Ishikawa, Solution & effect, Consensus Reaching, and so on.

The whole process is based on selecting the most appropriate tools for each step, enabling the team to experience the incremental elements of creativity followed by logical reasoning and decision making.

This is an innovative and enlightening experience that enables the team to think “out of the box” and complete the whole process from; ‘problem identification and definition’ to best solution’ through to ‘implementation’.

The tools we use are, of course, a very important part, but even more important are the team-based dynamics, behaviour and development that enable the structured problem solving process to be so successful.

 

We offer many training programmes. See below for links to some background information, objectives, and a course outline of some of the popular available courses.

Strategic
balanced scorecard
change management
lean six sigma
metrics and assessment

Leadership
leading change
teambuilding
influencing skills

Operational
work improvement
process inprovement
management & quality
root cause analysis
FMEA
taguchi methods
statistical process control
best practice maintanence
lean tools

Personal
organisational skills
presentation skills
communicating to win
mind mapping

 

The Balanced Scorecard (BSC) is an expert management measurement system that enables organisations to clarify their vision and strategy and translate them into actions to improve continuously strategic performance and results.

The guiding principles will be those pioneered by business gurus; Dr Bob Kaplan and Dr David Norton.

Participants will understand the BSC as a measurement system and a cornerstone of the management system that identifies strategic and performance measures across four principle perspectives; financial, customers, internal processes, growth and learn to balance short-term financial performance with the drives of long term growth.

Specifically the course objective will be to learn how to Build and Implement a ‘best practice’ Balanced Scorecard.

The course will cover;

• An insight into the history and success of implementing a BSC and how it can radically improve company performance, including case studies
• An organisational assessment to clarify the vision, mission and overall strategy
• Strategic themes / perspectives to achieve balanced focus and contribution across the organisation
• Translating strategy into operational terms
• Strategic mapping – align and link strategic objectives within a coherent framework
• Identification of strategic measures and targets using a ‘logic model’ to select and set the vital few key performance measures (KPI’s) and key results indicators (KRI’s)
• Developing and mapping new and prioritised initiatives enabling successful strategies
• Creating implementation plans using the 10 steps to success.
• Cascading scorecards throughout the organisation based on linked strategic objectives and operational needs.

 

Managing change successfully is essential in today’s fast-paced business world, with ever increasing demands from stakeholders and customer, and the need to deliver products and services, better, cheaper and smarter. Recognising that only about 30% of change initiatives are successful, it is vital to develop and implement appropriate strategies that consider the essential elements of success.

The objectives of this course are to address, clearly and specifically the; strategic, people and operational issues of implementing change effectively.

In particular enabling participants to;

• understand the importance of effective change
• address the natural resistance to change, at the outset and during the programme
• develop a good knowledge of how to implement change successfully

The course will cover;

• An insight into change management, its concepts and how change impacts on the company and its people • Understanding the barriers to change and develop strategies to overcome natural resistance that affects different people different ways throughout the organisation
• Discovering the basic models and principles for successful change including ‘Kottler’ successful change strategies and how they might apply
• Learn the important differences between leading and managing change and its impact on a successful outcome.
• Assessing a companies ‘readiness for change’ and use this information to create a compelling case and a vision for change
• Understanding how to organise an effective change team, with sponsorship that is able to develop a change plan and learn how gain commitment through effective communication
• Establishing key drivers for change, developing a change plan and devise a strategy for its launch and then managing its success.
• Examining how to create key metrics for measuring progress against objectives, and evaluate and measuring change outcomes, including using Balanced Scorecard and Key Performance Indicator frameworks.
• Learning how to embed the change into the organisation as part of the normal way of working, with new operating procedures for quality, standards, delivery and continuous improvement.
• Discovering the importance of learning from feedback and celebrating success.

 

All materials were fully developed and delivered in-house to reflect company issues and challenges and to make them specific and relevant; four training workshops were created that are shown in Figure I. The Black Belt was a 4 x 4 day course spanning a period of about 4 months with numerous practical examples and exercises. The latest statistical analysis software was used, namely; MINTAB v16 as appropriate.

The Green Belt workshop was effectively the first 4 day training session of the Black Belt course. Combining the first session had enormous benefits in bringing together staff from across the different functions of engineering, quality, service, finance and purchasing etc., cross fertilising ideas and enabling team relationships to develop with a common understanding of the tools & techniques. A much simplified Excel based analysis tool was used called a Toolbox Calculator for analysis as the types of problems that Green Belts would tackle were less complex.

A Yellow Belt one day training course was created from the Green Belt materials. The purpose of this was to enable a large cross section of the organisation to learn and understand Lean Six Sigma so that they too could make a valuable contribution to improvement in their work area.

The name Lean Six Sigma Money Belt is sometimes used when the simpler tools are used to simplify & stream process and then optimise it by eliminating defects, before implementing new ways of working to verify results.

An Executive Black Belt workshop was designed and delivered for Senior Managers, so that they were aware of and understood the process, and therefore able to create the right environment for Lean Six Sigma to work effectively. After all, these people would be sponsoring the projects, providing the resources and freeing up the barriers to change and improvement.

Additionally, a collection of 31 basic generic tools were created as a Tool-Kit to accompany the training. These were structured under headings; what, where, when, how and why. This Tool-Kit was made available to everyone in the organisation to support the wider teams in contributing effectively to their projects, and included tools such as; Affinity Diagrams, Brainstorming, Critical Path Analysis, Responsibility Charting.



 

See the section on Metrics and Assessment for more details.

 

Leading change and organisational renewal is essential in providing tomorrow’s products and services and the objectives of this course are to help participants address the challenges of transforming an organisation into an even better company.

Specifically enabling participants to;

• Understand the important characteristics of a leader as a ‘change agent’ whilst continuing to deliver short-term excellence
• Address the cultural, strategic and business process transformations needed for organisational renewal focussed on ever increasing demands from stakeholders and customers
• Develop a good knowledge of building a shared vision, attaining product / process champion skills, and creating an dual-management organisation that drives innovation

The course will cover;

• An insight into successful organisational renewal through effective leadership of change
• Discovering and understand ‘Kottler’ successful change strategies and how they might apply
• Learning how to create successful interventions that enable innovative solutions to address rapidly changing market conditions underpinning the need for organisational renewal.
• Assessing the dynamics and statics of organisational renewal and use this knowledge to create a compelling case and a shared vision for change
• Learning how to avoid the barriers of turning knowledge into action, resolving conflict, and the importance of recognition and coaching in addressing natural resistance and fear of change
• Identifying the critical success factors, including development needs required to embed new approaches, and the likely hindering forces preventing their achievement.
• Learning the important differences between becoming a leader as a ‘change agent’ whilst continuing to deliver short term success and how different styles of leadership help to resolve conflict, resistance and create innovative thinking.
• Understanding how to develop a high performing change team that is able to develop a change plan that gains commitment through effective communication
• Discovering the importance of learning from feedback and celebrating success.

 

Leadership is a social process – the result of interactions between and within individuals and teams. It is the quality of these relationships between those designated to lead and those who depend on it that is the vital ingredient.

There are any ways to build a team. What is important in any event, is that a few key elements need to be present; trust amongst the team; allowing differences and mistakes, recognising individual strengths, styles and skills, ensuring tolerance and keeping lines of communication open.

A good team is a great place to be; exciting, stimulating, supportive and successful.

This all sounds pretty obvious, but is rarely achieved in practise without good leadership. Understanding where the team is at and leading the team through its natural development is crucial in embedding all these important characteristics.

The course uses research based knowledge gleaned from many years of practical experience and the work of leading thinkers in the field of leadership. It combines some work of Professor Amin Rajan, Dr Paul Hersey amongst other recognised experts on leadership, and includes aspects of the seven habits of successful leaders applied in a very practical way. The programme covers the demanding skill sets required by today’s leaders who are responsible for leading and building high performing teams.

The course will cover;

• learning how to balance different approaches to getting things done, using a mixture of authority and influence, control and involvement
• Understanding a teams learning diagnostic assessment techniques– to determine the specific needs and be able to articulate the leader’s expectations
• How Tuckman’s model for Group development can be used to determine the most effective leadership style to use.
• Healthy / unhealthy behaviours
• How to challenge and adapt their personal preferred leadership style to meet the current needs of individuals and the team
• How to recognise the function and definition of leadership styles, traits, dynamics, and team effectiveness and motivation
• Examine team roles so that the players can take a role in supporting the leader, and each other in achieving specified goals

 

Most people's jobs require them to influence at work much of the time. The best influencers require good interpersonal and communication skills and an ability to get other people to want to give their support. The best negotiators are subtle, fair and know what to give away, when to make demands and how to compensate when there are difficulties.

Let's face it there are times when all of us need to influence people so that they see things slightly differently, or to get them to do something we need them to do. There are also times when we're influencing people because we need to negotiate conditions, timings or price and here it can also be vital to be able to get what you want.

By the end of the programme the participants will be able to describe and define the influencing styles, demonstrate the most appropriate style and method, and finally develop appropriate behaviours and attitudes for influencing others. This research-based programme will cover the pertinent interpersonal skills that are involved influencing others.

The course will cover;

• Practical experience in influencing people and events in a wide range of different situations both at work and in life.
• Identifying the different hierarchical levels at which communication takes place, from basic instruction to expressing of feelings and beliefs.
• Gaining experience in active listening learning how to ask different types of questions depending on the circumstances and the desired outcome
• The principles of building rapport - using the latest techniques based on the practical application of Bander and Grindler’s work on Neuro Linguistic Programming.
• Use body language observation and interpretation to ensure that participants are able to establish effective two-way communication with others
• Applying the techniques associated with the practical application of logical levels in conversation and negotiation, allowing the participant to remain in control during conversation.
• Identifying the types of power that are available to them and how best to use them in a variety of given situations.
• Handling difficult people and situations whether in groups or one to one. They will discover how best to resolve conflict by their personal behaviour and actions
• Negotiation as part of influencing will allow the participants to set desirable outcomes for discussions
• Experience in recognising various behavioural strategies and tactics that are employed by people in order to try and influence others.
• How to resolve difficult situations when negative behaviour is used

 

Achieving performance excellence through work improvement has been one of the common key principle areas of focus across all organisations; private or public sector, manufacturing or service for decades. Yet it remains at the forefront of a never ending pursuit in a rapidly changing global world.

The objectives of this course are to enable participants to gain an insight into those factors critical for successfully improving work, focussed on achieving performance excellence. The content has a flexible portfolio depending on specific identified need.

The course will cover many of the following, depending on need;

• World-class tools aligned to eliminating the root cause of process variation and reducing non-value added operations
• Improve day-to-day operational controls Short Interval Control, Performance Indicators and Daily Weekly Operating Reports.
• Creating robust processes that are insensitive to those ‘noise’ factors.
• Apply the Six Sigma DMAIC process to reduce process variation
• Use the SIPOC/Voice of Customer tools to identify critical-to-quality characteristics vital for success and make processes simpler, more effective and efficient,
• Measure process performance using Statistical Process Control and take effective corrective and preventive actions.
• Use Key Performance Indicators to measure performance against agreed targets.
• Create the real desire, attitude and behaviours consistent in striving for a continuous improvement culture within well led and managed teams
• Develop high performing teams that create performance excellence through effective leadership.

 

Since processes can only be improved based on factual data translated into good information, then the use of statistics are fundamental to improving process performance.

The objectives of this course are to enable participants to learn the basic statistical tools available, and how they can be applied not only within production, but also in administrative support operations. Meeting the quality and performance improvement goals of a company demands that decisions are based on reliable facts; good data and analysis. We will use actual data collected from our assignments or participants own data during the course.

The course will cover;

• World-class statistical tools, including those used for; Graphical analysis and data analysis
• Deciding what to measure, using SIPOC and Voice of the Customer tools.
• Statistically controlling and improving process performance and its capability
• Process Capability and Process Potential to continue to improve process performance towards excellence
• Robust design of experiments
• Ensuring the measuring instruments and systems are capable and accurate

 

The objective is for participants to learn the basic tools and techniques that are the foundation for all data collection and analysis. The 14 tools are presented with practical examples that show clearly how and when each tool is used. The tools and techniques are as follows; Ishikawa diagram, Pareto diagram, Trend Chart, Histogram, Scatter Plot, Control and Run Chart, Affinity Diagram, Relationship and Flow Diagram, Decision Matrix, Five Whys, Force Field Analysis, Solution & Effect Analysis, Paired Comparisons and Prioritisation.

The course is very interactive and an excellent case study is then used to put into practice the learning during the program.

 

Root Cause Analysis (RCA) is a process designed for use in investigating and categorising the root causes of events that impact on safety, health, environmental, quality, reliability and production.

Simply stated, RCA is a tool designed to help identify not only what and how an event occurred, but also why it happened. Only when investigators are able to determine why an event or failure occurred will they be able to specify workable corrective measures that prevent future events of the type observed.

Understanding why an event occurred is the key to developing effective recommendations. Generally, mistakes do not just happen but can be traced back to some well defined cause – these causes are underlying, are reasonably identifiable, can be controlled by management.

Specifically the course objectives are;

• Understand the basic principles of Root Cause Analysis (RCA) and its potential
• Learn the Four Major Steps that will enable root causes to be identified and recommendations implemented.
• Enable participants to prepare Causal Factor Charts, Root Cause Maps Summary Tables and use FMEA to priorities actions.
• Learn the 7 Step Corrective Action approach and methodology

The course will cover;

• The history and success of RCA and how it can prevent plant & equipment and process failure by rigorously investigating the root causes of events that impact on safety, health, environmental, quality, reliability and production.
• Learning the RCA process including the 4 Major Steps and the 7 Step Corrective Action approach and methodology.
• How to construct Causal Factor Charts, Root Cause Maps and Summary Tables
• The Totality of Causes for failure and how they are used
• How to introduce dual metrics to apply corrective action scoring / condition reporting
• Key world-class tools such as Poka Yoke, SPC, FMEA are used to support RCA and embed new ways of working that standardise, monitor and control the process to prevent similar failure events occurring.

 

FMEA is one of the world’s leading techniques for assessing the potential risks of a production process or product and prioritising actions arising from it to ensure reliability and safety. It is a rigorous, robust, structured and logical assessment of all risks and their consequence, and how to overcome them.

Participants will understand why FMEA is an excellent pro-active tool, that provides a framework to address what can go wrong, and focuses actions on the areas of greatest risk to eliminate, control, or understand potential problems before they occur.

Specifically participants will learn;

• How to reduce the risks of process and / or product failure leading to improvement in productivity, quality, safety and reliability,
• Prepare action plans to prevent, detect and / or reduce the impact of potential modes of failure,
• How FMEA can be used throughout the organisation, not only in production.

The course will cover;

• How FMEA can provide a structured approach to analysing the root causes of failure.
• How FMEA can estimate the severity and impact of failure, prepare effective strategies for their prevention, and how they might apply.
• The Key Step Approach to preparing an FMEA and the different ways an FMEA can be used, not only in production, but across the organisation.
• Learning how to use it individually and within teams, so that the actions and results are continuously monitored and evaluated.
• Assessing the severity, occurrence and detection of various modes of failure of key production plant and equipment using world class assessment and RPN priority ratings, and use this information to identify critical and significant characteristics related to risk.
• Discovering how to use the 15 Top Tips to ensure a successful FMEA
• The key quality tools such as MEPEP, WhyWhy Analysis, Ishikawa diagrams, and Control Plans and Poke Yoke to prevent the causes of failure from happening.

 

Robust Process Optimisation is a quality engineering technique that uses Taguchi Methods to determine those process settings that reduce variation and improve produce quality.

Global organizations strive to achieve robust products and processes that are insensitive to conditions that cause variability and high costs. Many of these conditions are just too expensive or too difficult to control and they are called Noise Factors.

Robust Process Optimisation reduces the effect of Noise Factors. Robustness, means ensuring that products and processes are designed to be able to deliver consistent functionality over the widest range of operating conditions

Specifically the course objectives are;

• Understand the benefits of robust process optimisation in improving radically process performance and product quality
• Learn to identify and recognise the important differences between good control factors and bad noise factors
• Be able to design robust processes that reduce process variability at minimum cost while increasing quality
• Calculate, analyse and interpret Signal:Noise indices that indicate the robustness of a process.
• Understand how Taguchi Methods aligns with other world-class tools and in particular with statistical process control.

The course will cover;

• How Taguchi Methods can improve process performance and by reducing those noise factors that create high variation and poor product quality.
• The different types of experimental designs that can be used for any given process and the unique differences between, control and noise factors and their impact on overall performance.
• Basics of experimental design in a practical, industrial /commercial organisation so that a minimum of time and cost is invested to maximise useful outcomes and beneficial results.
• How to calculate, analyse and interpret tabular and graphical results and Signal:Noise indices and to use this information to improve process performance.
• Use of the Top Tips to ensure a successful experimental design, always.
• How to implement Robust Process Optimisation in your own company using cross functional teams following basic rules.

 

Statistical Process Control (SPC) was created by Dr Walter Shewhart - The Grandfather of Total Quality Management. He was one of Dr Edwards’ Deming’s teachers.

SPC is one of the major world-class tools used in all industry sectors, globally. It allows process performance tracking on a real-time basis, enabling corrective actions to be taken before failure occurs. From the front-line process operator to the CEO, everyone can use this tool whether in; sales, administration, production, finance, material supply etc.

It says how well a process can realistically perform based on its’ design, and categorises the reason for potential failure due to natural, ‘inherent’ process variation, or due to special causes.

Specifically participants will;

• Learn basic statistical concepts and how to prepare control charts that tell us the chance that a genuine change has occurred in the process and be able to recognise the risks involved.
• Be able to use these control charts to identify potential problems and to suggest ways of tackling them.
• Learn how to assess process capability and process potential to improve process performance in administrative areas as well as production and reduce waste and cost

The course will cover;

• An insight into how SPC can improve process performance and reduce waste and cost in all processes.
• The different types of data that need to be collected and how to interpret this data into useful information.
• Basics of statistical control and how control charts can be used to better understand the reason for poor performance by discriminating between special and natural process variation.
• Control charts as a living process document and learning how to prepare them for both variable data collected from production processes as well as attribute data from administrative processes.
• Assessing process capability and process potential for all processes and use these indices as a process improvement measures.
• Learning how to use the Top Tips to ensure a successful SPC implementation.

 

Best Practise Maintenance uses Total Productive Maintenance (TPM) as the maintenance program which involves relatively newly defined concepts for maintaining plant and equipment. The goal of the TPM program is to maximise plant and equipment effectiveness to achieve optimum life cycle cost of production equipment, while at the same time, increasing employee morale and job satisfaction.

Today, with competition in industry at an all time high, TPM may be the only thing that stands between success and total failure. It has been proven to works in all companies.

TPM brings maintenance into focus as a necessary and vitally important part of the business. It has many similarities with TQM, but focuses specifically on plant and equipment and the people and procedures necessary to optimise its performance.

Specifically the course objectives are;

• Understand the basic principles and the Eight Pillars of TPM and how they can be applied.
• Learn how to use the TPM cycle to assess and improve overall equipment effectiveness.
• Understand and use the ‘Six Losses’ to determine and improve ‘Best of the Best’ performance.
• Enable participants to use the Condition Cycle to critically appraise equipment and prepare action plans for refurbishment and asset care.
• Develop best practise routines based on the principles of TPM and problem prevention.

The course will cover;

• How Total Productive Maintenance can maximise plant and equipment effectiveness; availability, utilisation and product quality to achieve optimum life cycle cost of production equipment.
• The six pillars of TPM and their potential.
• The three TPM cycles; measurement, condition and prevention and how to use them effectively
• How to use the TPM assessment tools such as; Critically and Operational Assessment and Condition Appraisals.
• How to calculate, analyse and interpret the Six Losses and determine the world-class indices Overall Equipment Effectiveness.
• How to prepare refurbishment and asset care plans and use ones’ senses to become aware of potential failures.
• Discovering the how the principle of 5S’s is used to maintain an organised, clean and disciplined approach to asset care.

 

See the section on Lean for more details

 

The objectives of this course are to enable participants to learn the skills necessary to create and maintain exceptional organised and prioritised work.

Participants will closely assess how they currently function and learn many world-class techniques to improve their work habits within a framework of TQM.

In particular participants will learn how to;

• Identify how to use their time more effectively and efficiently and better plan priorities and through adopting key time management tools and techniques.
• Use practical world-class tools of ‘Lean Office’ and 5S workplace organisation to dramatically increase job performance and reduce stress due to work overload.
• Work smarter and quicker, not harder using better ways of managing ‘important / urgent’ tasks and information through paper and electronic means.

The course will cover;

• An insight into organisational skills
• Discovering a far better way of organising and planning time and essential activities at work that lead to spending far more time carrying out value added activities.
• Learning how the ‘Lean Office’ and 5S’s tools can be applied to radically better organise the work environment; the desk and / or office.
• Examining how Action Files, Tickler Files and electronic systems can be used to conquer information overload and reclaim the desk as a work surface, creating a better organised and professional environment.
• Understanding the Power of Planning using latest world-class templates and tools to develop time-managed prioritised plans to carryout existing work effectively and respond readily to new work without overload and stress.
• Discovering how to interact better with colleagues to free up time by controlling interruptions effectively and gaining control of those important jobs you have asked others to do
• Learning the best ways for working smarter, not harder, how meetings need to be organised to make best use of time and available information.

 

Being able to present clear, succinct, relevant, interesting and factual information in the world of business and commerce is an imperative. This is a vital part of how we communication with each other. By the end of the programme the participants will be able to present themselves in a variety of situations, increase their personal confidence when speaking in public, recognize the importance of body language to reinforce the spoken word, and acquire the ability to read the reactions of the audience and to respond to them confidently

The course will cover;

• A new approach to creating presentations for use with colleagues or outside the organisation. It is process based and takes the participant through the various stages of preparation delivery and evaluation
• During the preparation stage we concentrate on evaluating the audience needs and creating the content to match. During this stage of the process we use Tony Buzan’s mind mapping techniques
• Proven methods to meet the needs both of the audience and subject matter
• Dealing with overcoming stress and helping participants develop strategies for dealing with nerves.
• Various ways of documenting the presentation together with the design and use of visual aids if required
• Experiential learning and all participants are requested to bring a topic to the course to be used as a basis. They will have the opportunity to develop and deliver a presentation for their personal business use

 

This is a very interactive course as the title suggests. We will review the many channels of communication open to the professional communicator, developing a model for communication where everyone gets the message. The communications model will be used throughout the programme to add continuity and purpose.

Practical sessions will be used to select and use the most effective channels of communication - a range of twenty plus channels including the use of notice boards, Intranet, and how to conduct face to face interviews, focus groups, buzz groups, etc.

The course will cover;

• The most effective channels of communication and identifying formal and informal channels of communication in the organisation
• How to run effective meetings and briefings essential to communicating
• Understanding how to use the proven tools and techniques for communication both at a one to one level and with groups
• The importance of active listening – interviewing and presenting
• Negotiating quality outcomes one to one using outcome setting
• Understanding the importance of building rapport and managing behavioural tactics
• Identifying personal communication style and how to adapt to meet different situations
• Gaining experience in Influencing people using power based tactics and strategies
• Assessing audience needs and understanding the barriers to effective communication.
• How to eliminate distortion by senders and receivers of messages.
• How to obtain feedback and evaluate the success of communications
• Influencing / persuading people using the appropriate behavioural strategies and tactics
• Planning and leading effective meetings to achieve set objectives and to meet prescribed criteria
• Using communication aids, visual and verbal

 

This programme represents the latest thinking on the subject matter and draw inspiration and material from such experts as Tony Buzan, Kevin Trudeau and the “Memletic” approach to learning. The course examines the notion of how the brain works using and recognising its ability to work logically and practically, in addition to creatively and laterally.

We shall use exciting case studies for the delegates to use to review and create possible solutions to real world local projects. The programme will conclude with participants creating action plans to transfer their learning into the work place,

By the end of the programme the participants will be able to value and demonstrate a positive attitude towards mind mapping and brain training. They will also have gained experience in using the new found skills to increase personal and company operational management.

The course will cover;

• The principles of accelerated learning for personal growth, sharing information with other managers and helping members of staff to learn quickly and effectively.
• How to use new tools and techniques based on the principles of mind mapping and accelerated learning
• Both parts of the brain to enhance managerial abilities as well as personal growth. Participants will identify their personal learning style using the Memletic psychometric evaluation approach
• Mind maps to demonstrate how they can be used to assist managerial decision-making, exploring how they can resolve difficulties and provide new approaches to creative thinking
• Practical application and use of colour and music to assist in making documents easy to read and understand, edit and record new ideas. Transform mind maps into standard report forms for every-day use.
• Use of subliminal and sleep learning
• The notion of accelerated learning and use the different methods, which can be adapted to use.
• The advantages of integrated learning systems and mind tools, setting learning goals, and the effect of health and well being on learning ability

 

   
 
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