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Using Fundamental Efficiency Improvements in Resource Utilization

Efficiency improvements are essential for businesses to thrive in today's competitive and fast-paced environment. This workshop provides a comprehensive framework to help organizations identify inefficiencies, streamline processes, and enhance resource utilization. By focusing on key drivers and adopting a systematic approach, it is possible to gain actionable insights to optimize operations and support long-term success.

Conducting Process Diagnostics and Identifying Areas for Improvement

Identifying key processes and resource drivers, distinguishing between essential and non-essential activities.

Pinpointing backlogs and inefficiencies, and implementing tailored resource prioritization frameworks to address specific organizational needs.

Forecasting resource requirements using advanced planning frameworks, such as dynamic scheduling, activity-based planning, capacity planning, and just-in-time planning.

Evaluating current technology and conducting a cost-benefit analysis of available alternatives to enhance efficiency and scalability.

Embedding Business Indicators and Sustainable Practices

Defining key metrics that align with organizational goals, such as resource-conscious practices, budget adherence, reduced resource consumption, and minimized waste. (metrics are to be tailored to the organization's size and resource allocation capabilities)

Developing sustainability initiatives that maximize resource efficiency while supporting environmental goals and achieving cost savings.

Establishing metrics to measure and track improvements, ensuring continuous refinement of processes and alignment with broader business objectives.

This structured approach provides organizations with actionable tools to optimize resource utilization, improve efficiency, and create sustainable practices that drive both short-term results and long-term success.

This workshop outline has been suggested by Alla Volodina (www.allavolodina.com) who leads various training sessions and courses. Alla Volodina, who has contributed extensively to workshop and course design on diverse subjects, has also taught at York University (rate my prof).

Balancing Cost Management and Customer Value (Part 2)

Understanding and optimizing supply chain management, balancing innovation with sustainability, and effectively managing costs are crucial for businesses aiming to thrive in today's competitive and resource-constrained global market. This workshop is designed to give participants the tools necessary to achieve the balance between cost management and customer value.

Optimizing Supply Chain Management for Cost Savings and Performance

Analyzing components of the supply chain, examining each segment for efficiency and cost-effectiveness (including sourcing and strategic sourcing)

Conducting analysis of value drivers in project supply chain management (including customer, cost, flexibility, time and quality)

Optimizing value in projects and identifying suitable performance metrics for effective measurement and management

Applying budgets in organizational context and examining potential areas for improvement through diversity in budgetary practices

Balancing Innovation, Sustainability and Value

Implementing sustainable and integrated policies and processes that drive significant long-term operational cost reductions, optimizing budget allocations while enhancing environmental stewardship.

Incorporating innovation management and assessing the organization's readiness for innovation, balancing cost management and sustainability.

Developing and adopting sustainability-focused strategies while ensuring the organization is well-prepared to navigate the rising costs of scarce resources

This workshop outline has been suggested by AllaVolodina who leads training sessions and courses. AllaVolodina at York University (rate my prof) has created numerous workshop and course outlines on a wide range of topics. Check out: allavolodina.com

Balancing Cost Management and Customer Value (Part 1)

This practical workshop is aimed at helping businesses navigate financial pressures without compromising customer value, especially during economic downturns. As companies seek to reduce expenses, it's crucial to do so without diminishing service quality. This workshop offers practical strategies for efficient cost management that ensures business sustainability and customer satisfaction, focusing on innovative methods to thrive while shielding customers from rising costs.

Review of Organizational Infrastructure from the Cost Cutting perspective

Key areas for cost management initiatives that can be implemented by middle management: transportation logistics, optimization of production processes, enhancement of product quality to reduce defects, and efficient inventory management.

Conducting a review of constraints and performing a cost-benefit analysis, with careful consideration of customer value analysis and its implications

Streamlining value-added processes and eliminating non-value-added activities (by focusing on negotiating with suppliers, reducing non-essential expenses, and outsourcing non-core functions)

Debt Management and Restructuring

Assessing the impact of debt restructuring on the company's financial efficiency.

Evaluating potential opportunities for debt management (including revision of credit terms, opportunities forconversion of debt to equity and associated advantages and disadvantages, asset sales)

Forecasting interest rate payments and reviewing budgets (including importance of interest rate forecasting and overview of interest rate forecasting methods)

Reading:

Cost Cutting That Makes You Stronger – How the most resilient companies position themselves to grow by Vinay Couto, Paul Leinwand and Sundar Subramanian

When so much in the world feels beyond our control, costs are to a large extent controllable. But cutting them to drive short-term savings i

This workshop outline has been suggested by AllaVolodina who teaches in university (rate my prof) and corporate settings. Alla has developed a variety of workshop outlines on a variety of topics and course outlines (at York University). Check out: allavolodina.com

Pricing Strategies (Small / Medium-Sized Businesses) – Part 2

In today’s dynamic business landscape, understanding the challenges of pricing is crucial. For business owners, it’s critical to understand what pricing strategy would work best for their enterprise. In fact, this can become a stepping stone in achieving profitability and growth. This course suggested by AllaVolodina Rate My Prof provides an overview of the complex realm of pricing for small/medium size businesses

Value-based pricing

Discussion of various value-based pricing models and their impact on pricing rates

Analyzing the influence of quality, delivery, innovation, customer service management on pricing strategies

Discussion and exercise addressing the importance of quantified customer value on market share and pricing rates

Demonstrating how to quantify financial value proposition while creating value based on key differentiators and relative to best available competitive alternatives.

Evaluating whether discounts / promotion strategies appropriate in value-based pricing (while exploring pricing strategies for pricing tiers and bundle strategies)

Completing quantified value propositions hands-on exercise and working through price simulations applicable to the company’s industry

Other pricing considerations:

What is neutral pricing, and how does it differ from value-based pricing?

Overview of dynamic pricing and targeted pricing and theirapplicability in small / medium-sized businesses

Are value and cost inversely related, and is cost-based pricing appropriate in today’s competitive environment?

Reading:

The Good-Better-Best Approach to Pricing (why every company should consider a tiered model) by Rafi Mohammed - Companies often crimp profits by using discounts to attract price-sensitive customers and by failing to give high-end customers reasons to spend more….

Companies often crimp profits by using discounts to attract price-sensitive customers and by failing to give high-end customers reasons to s

Make Pricing Power a Strategic Priority For Your Business by Stephan Liozu -Since 2011, with help from Warren Buffet and Jim Cramer, Wall Street financial analysts have begun paying close attention to firms with great pricing power. But what is pricing power? How do firms know whether they have it? And how does it affect profit? This research, based on a survey of 128 organizations, identifies and validates the drivers of pricing power and its impact on firm performance.

Buy books, tools, case studies, and articles on leadership, strategy, innovation, and other business and management topics

This workshop outline was suggested by AllaVolodina Rate my prof who has developed a broad range of courses and course outlines across various areas, including management, management, and financial management (www.allavolodina.com)

Pricing Strategies (International Companies) – Part 1

Pricing, especially in a competitive market during a downturn, can be challenging. There are many decisions to make and some of them directly relate to cost budgets and strategy. Various tools can help management navigate and address these multifaceted financial intricacies and some of them are also covered in a course suggested by Alla Volodina Rate My Prof:

International Growth – Pricing

Two types of pricing strategies (gaining a foothold in a new market vs profitability) and how the chosen strategy impacts pricing

Profitability focus: develop cost model and estimate guidelines, minimum requirements, rate of waste analysis, adjust for margin rate and determine price.

Gaining Foothold focus: design the project and estimate costs (use recent similar work, market surveys, knowledge of operations; interviews with subject matter experts), determine realistic minimum cost; obtain commitments from suppliers; estimate winning price for the project’s bid; determine the gross margin rate and making the final decision to proceed with the bid

Examples of successful pricing strategies implemented in the current business environment.

Organizational input requirements

What is organizational hierarchy and the best way to manage programs within the hierarchy?

Pricing and labour-costing representatives and their responsibilities in the pricing exercise (considering involvement of middle-level management and staff)

Role of functional units versus program units and work breakdown structure

Hands-on exercise for management using a case study based on the organization’s anticipated or more recent bid (in dollars and cents)

Case Study:

Uber Pricing Strategies and Marketing Communications by Paul Farris, Gerry Yemen, Virginia Weiler, Kusum Ailwadi

By late March 2014, the ridesharing company Uber was on a roll, rapidly expanding service to untapped markets and gaining new, enthusiastic

Reading:

Pricing Strategies for a Downturn by Paul Nunes

I used to love the television game show "The Price is Right." Beyond the insane level of excitement of the show was the oddly compelling que

Understanding J.C. Penney's Risky New Pricing Strategy by Professor Rafi Mohammed at Harvard University (https://hbsp.harvard.edu/product/H008AF-PDF-ENG?Ntt=pricing%20strategies)

J.C. Penney CEO Ron Johnson recently unveiled ambitious plans to transform the 110-year-old department store chain into a 21st century retail powerhouse. Leveraging his experience at Target and…

This course outline was suggested by Alla Volodina Rate my prof who specializes in training of professional in various business areas (www.allavolodina.com)

Integrated Product Development (Focus on Manufacturing)

In the ever-evolving manufacturing environment, the effectiveness of integrated product development depends heavily on the smooth integration of design, engineering, production, and management procedures. This training session explores key concepts of integrated product development, providing new managers with required expertise and understanding necessary to contribute to the organization and its processes at an accelerated rate.

Introduction to Integrated Product Development

Important components of the product development process (including quality, cost, schedule, functional and technical parameters and how they impact the rate of progress)

Overview of project management principles and main stages of product development

Understanding steps in the design process, setting project objectives, developing specifications, and establishing functions to enhance the rate of project advancement.

Hands-on exercise involving design specifications for a product focusing on the rate of development

Product development process (process and implementation)

Key technologies and methodologies used to optimize the rate of product development (including how to ensure efficient experimentation and consistent information and interpretation of technical requirements)

Effectively balancing between conceptual development of new product and time compression

Examples of successful integrated product development projects

Suggested Reading:

According to consultant Donald Reinertsen and Harvard Business School professor Stefan Thomke, tons of features actually frustrate consumers and overcomplicate the product:https://www.businessinsider.com/more-features-dont-make-consumers-want-a-product-2012-6

This course outlined was suggested by Alla Volodina who has developed various courses and course outlines on business topics such as strategy, finance, research and development, innovation, leadership etc. You can also read other articles suggested by Alla Volodina (Alla Volodina rate my prof) here: www.allavolodina.com

Medium-Size Businesses & Focus on Manufacturing

If your organization is ready to take your manufacturing in-house with the goal of ensuring high quality and maximizing efficiency, this workshop could be of value to your team. This workshop is suitable for senior management and staff alike.

How to ensure that my organization for in-house manufacturing?

Selecting appropriate manufacturing process while considering economic environments

Aligning with organization’s mission and vision and assessing organizational preparedness for in-house production

Setting up manufacturing environment (e.g. ensuring zero part travel time; reviewing appropriate manufacturing standards; identifying necessary capital requirements; assessing readiness level)

Measuring progress in a new manufacturing environment

Detect / error rate and completeness of production (is it possible to bring the rate to zero and what are the necessary organizational processes in my organization/department?)

Time spent on changover (is it possible to eliminate equipment idling and why is it necessary? What is the average utilization rate in our industry and what is the resource/equipment utilization rate in my organization?)

Capacity and capital expenditures (is my manufacturing facility investing in unnecessary capital assets and is it possible to meet forecasted customer requirements without additional investments? How do capital expenditures impact production costs and how to minimize the impact?)

Time necessary to enhance quality and/or other key attributes of the product (what is the industry average and can it be improved on?)

The topics above are discussed from the theoretical and practical perspectives. Participants have an opportunity to work through these topics in groups with the goal of establishing key measuresto be utilized going forward.

Reading:

How Should You Organize Manufacturing? By: Professor Robert H. Hayes, Roger W. Schmenner

The structure and management of manufacturing should reinforce corporate priorities. The company's "manufacturing mission" is to help the company do what it wants to without wasting resources in… (https://hbsp.harvard.edu/product/78106-PDF-ENG?Ntt=manufacturing)

Beyond World-Class: The New Manufacturing Strategy By: Professor Robert H. Hayes, Gary P. Pisano

Virtually all manufacturers aspire to "world-class" status. But even those who attain it will only be as good as their toughest competitors. This explains why so many companies that have adopted… (https://hbsp.harvard.edu/product/94104-PDF-ENG?Ntt=manufacturing)

This outline was suggested by Alla Volodina (York University). For other ideas on training and education on various business topics, refer to Alla Volodina Rate My Prof: allavolodina.com

Budgeting And Forecasting for Small and Medium Size Businesses

Budgeting and forecasting are critical activities for businesses during difficult economic periods. Especially in the economic environment when interest rates are raising, businesses need to allocate resources to preparing and reviewing their budgets and evaluating their forecasting methodology. This is examined in the workshop described below that small and medium size businesses could find useful.

How does my business revamping a budgeting process to meet organization’s needs?

Cross-functional approach to budgeting (identifying support roles and operational/key roles)

Linking budgets to strategy and priority while adjusting to new economic conditions

Identifying planning periods and forecasting methods (rolling forecasts, fixed period forecasts, perpetual forecasts)

How should forecasting be reviewed in my business?

Key questions to ask when reviewing the forecasting and budgeting processes? (e.g. assessing budgeted overhead expenditure versus actual (including rate of inflation)?; any issues with cash forecasting and any reasons to revise it (including fluctuating interest rate)?

Assessing ‘accuracy’ of forecasts and appropriateness of budgeting assumptions

Adjusting budgets and forecasts as appropriate

Readings:

Re-Anchor Your Next Budget Meeting by D.Lovallo and Olivier Sibony (https://hbr.org/2012/03/can-you-re-anchor-your-next-bu)

Allocating Capital When Interest Rates Are High by Harsha Misra – January 05, 2023 (https://hbr.org/2023/01/allocating-capital-when-interest-rates-are-high) Over the past decade, interest rates were near zero, capital flowed freely, and business executives lined up to fund dream projects. Financial markets could not seem to get enough of this action: rewarding the “dreamiest” leaders, ventures, and concepts to an almost unfathomable degree….

This outline was suggested by Alla Volodina (York University).For other ideas on training and education on various topics, refer to Alla Volodina Rate My Prof: allavolodina.com

Effective Procurement (Part 3) – Supplier Management

Given today’s competitive nature of business, it’s critical to ensure that an organization’s procurement practices are effective and efficient. Currently, there is a growing trend to engage suppliers more and more while the organization focuses on its core competencies. However, is it possible for the suppliers to provide oragnizations with competitive advantage? This question is examined in this workshop amongst other critical procurement questions.

How to segment my suppliers based on their unique offerings and needs?

- Creating supplier matrix (identifying organization’s needs versus supplier offerings)

- Determining relevant KPIs and performance tracking

- Outlining organization’s strategic objectives and collaboratively identifying opportunities for both parties – the organization and the supplier

- Creating incentive alignments to minimize inefficiencies

- Stabilizing supplier base and ensuring financial security of key suppliers

How to balance my organization’s objectives?

- Savings vs non-savings priorities

- Prioritizing organization's processes and identifying opportunities for agile procurement

- Ensuring sustainability at organization and at supplier level through effective procurement process (including social sustainability, environmental sustainability and financial sustainability)

Readings:

Managing Suppliers Up to Speed (https://hbr.org/1989/07/managing-suppliers-up-to-speed) by David Burt: It is futile for big businesses to try to reform their manufacturing operations without the strong support of suppliers. To create technology intensive products—and what product isn’t these days—U.S. manufacturers spend, on the average, 56 cents of each sales dollar purchasing production materials—and that amount is growing. …

Workshop outlines like this one are suggested by Alla Volodina. These outlines cover a variety of topics including management accounting, strategy, finance, accounting, procurement and governance. You can also browse through other articles suggested by Alla Volodina Rate My Prof: allavolodina.com

#Alla Volodina #rate my professor #allavolodinablog #allavolodinayorkuniversity #Effective Procurement

Effective Procurement (Part 2)

When making decisions whether to acquire goods and services from suppliers or use internal resources to achieve the same results, there is specific comparative analysis that needs to be conducted. This course will help ensure that your team is skilled in conducting this type of analysis and can apply financial leveraging strategies, as required.

Performing make-or-buy analysis

- Establishing exact needs, including volume or frequency of service

- Determining if buying or outsourcing is viable (tools to comprehensively consider suppliers’ skill set, equipment, experience)

- Determining if making internally is viable (methods to assess in-house skill and experience level)

- Common practices in assessing quality considerations

Performing lease-or-buy analysis

- Assessing various types of leases (finance lease, full payout lease, leveraged lease, net lease, operating lease)

- Review of advantages of leasing such as cash flow management, tax advantages (comparing to financial risks)

- Aligning the procurement decision with the organization’s strategic priorities

Readings:

Strategic Sourcing: To Make or Not To Make by Ravi Venkatesan

“Today manufacturing focus means learning how not to make things—how not to make the parts that divert a company from cultivating its skills, parts its suppliers could make more efficiently. This idea has often been advanced, but few managers have found a way to bring its logic down to earth…….” https://hbr.org/1992/11/strategic-sourcing-to-make-or-not-to-make

Training outlines like this one are prepared by AllaVolodina. They cover a variety of topics including finance, accounting, procurement, management accounting, strategy. You can also read other articles suggested by AllaVolodina (York University) here: www.allavolodina.com

#procurement

Effective Procurement (Part 1)

Managing in a rapidly changing, dynamic environment requires discipline and skill. Nowadays, the field of procurement requires professionals to be adaptable and knowledgeable. It is also important to stay up to date with current best practices. If your staff need a refresher on fundamental procurement practices, this course will prove to be helpful.

Procurement Basics

- Review of procurement processes and key terminologies

- Tools to ensure procurement requirements are understood and conveyed effectively (including linking to organizational needs)

- Developing specifications and formats - statement of work, time of performance, price and payment terms, shipping destination and methods, performance requirements

Common Procurement Practices

- Review of sourcing strategies (supplier identification, selection and contracting)

- Request for proposal (RFP) processes versus Request for Quotation process

- Evaluating technical capability and operational capacity

- Conducting financial analysis (use of financial statement ratios such as current ratio, quick ratio, receivable turnover ratio, payables turnover ratio, debt to equity ratio)

Readings:

Why Investing in Procurement Makes Organizations More Resilient by Ramirez, McGinley, Churchhouse

https://hbr.org/2020/06/why-investing-in-procurement-makes-organizations-more-resilient

Leaders Can No Longer Afford to Downplay Procurement by Matthew Eatough

“If you were asked to identify the most strategic and valued unit in your corporation, the procurement department would probably not come to mind. ….”

https://hbr.org/2014/03/leaders-can-no-longer-afford-to-downplay-procurement?ab=at_art_art_1x4_s01

This is one of many training sessions prepared by AllaVolodina York University. They cover a variety of topics including finance, procurement, accounting, management, strategy. You can also read other articles suggested by AllaVolodina (York University) here: www.allavolodina.com

Financial Structures (and Financial Management)

Below is an outline of workshop designed for senior management to determine the best financial structure for their organization. When determining debt and equity financing, it is important to consider the organization’s growth prospects versus its current cash position. The discussion below focuses on a fast-growing multinational company.

Equity Financing

- Should a firm crosslist and raise equity in foreign markets? (A discussion on liquidity, share price impact, barriers to crosslisting and implications related to financial reporting)

- Team-based exercise to identify necessary assumptions in equity financing calculation for your corporation

Deb Financing

- Comparison of Local and international debt markets

- Discussion of Local and international bank loans

- Cost of foreign-currency-denominated debts vs local currency denominated debt

- Team-based exercise to identify necessary assumptions in debt financing calculation for your corporation

Multi-national capital budgeting

- Discussion of complexities involved with multi-national projects

- Evaluating the net present value of a project versus other ongoing projects and evaluating expected performance

- Calculating rates of return from the subsidiary and parent perspectives

- Evaluating assumptions including exchange rate and environmental factors.

This is one of many training / course outlines prepared by AllaVolodina York University. They cover a variety of topics including finance, management, strategy. You can also read other articles suggested by AllaVolodina (York University) here: www.allavolodina.com

Aligning Organizational Structure and Organizational Strategy

Having a well-aligned organizational structure and organizational strategy means that strategy implementation is less likely to be slowed down by bureaucracy and administrative confusion. Harmonizing strategy and structure is important for any organization that seeks to create value for its customers and stay competitive. Below is a brief outline of a management training session on this topic:

- Four basic structures: simple structure (central executive handles all decisions) , functional structure (functional departments report to CEO) , multidivisional structure (each division represents a business) and matrix structure (multiple structures are combined)

- How to determine the impact of existing reporting and procedural arrangements and ensure that they will support organizational structure

- The importance of cross-business strategic fit and the role of cross-business collaboration and centralized performance of functions

- The value of linking company’s strategic priorities to business process management tools to contribute successfully to improving the company’s strategy

- How management can demonstrate commitment to continuous improvement and aligning corporate strategy with structure.

- Why team-building exercises are critical to ensuring quality improvement.

Reading:

Is Anyone In Your Company Paying Attention to Strategic Alignment? By Jonathan Trevor

https://hbr.org/2018/01/is-anyone-in-your-company-paying-attention-to-strategic-alignment

The best performing companies are often the best aligned. But who in your company is paying attention to how well aligned your strategy is with your organization’s purpose and capabilities? In my research and consultancy with companies, I observe that, oftentimes, no individual or group is functionally responsible for overseeing the arrangement of their company from end to end.

Workshop outlines like this one on Strategy, Finance, Corporate Structures are prepared by AllaVolodina and cover various business topics. You can also read other articles suggested by AllaVolodina (York University) here: www.allavolodina.com

Organizational Structure

It is important that an organization’s structure is built and revised as the company grows.

Here are some key things to address if examining your company’s organizational structure:

- Formalization – refers to written rules, policies, procedures (formalization would be low in a start-up or small organization)

- Centralization – how much decision-making authority is held at different levels

- Complexity – refers to different job titles and departments in an organization

- Specialization – extent to which a big task is broken into smaller steps or tasks.

How to determine the level of complexity required in the organization’s structure?

- Define primary functions in the organization and consider the need for coordination between department

- Specialization and department size required and whether a separate department is required or existing departments will take responsibility for the function (re-evaluate as the company grows and higher degree of complexity might be required)

- Practical group exercise to evaluate the required complexity in a specific organization

Bases of Departmentation could include

- Product or service departments – products or services can serve as a guide for creating departments

- Territories – location could be the primary factor in defining and differentiating department responsibility (this is critical if the activities of an organization are dispersed over a wide area)

- Functions – units are formed based on the functions that are carried out

- Practical group exercise to define appropriate bases of departmentation in a specific organization

Pre-Workshop Materials:

Do You Have a Well-Designed Organization? By Michael Goold and Andrew Campbell

https://hbr.org/2002/03/do-you-have-a-well-designed-organization

For most companies, organization design is neither a science nor an art; it’s an oxymoron. Organizational structures rarely result from systematic, methodical planning. Rather, they evolve over time, in fits and starts, shaped more by politics than by policies…..

This outline was recommended by AllaVolodina who teaches in university and corporate settings. Alla developed a variety of workshop outlines, as well course outlines for various institutions (e.g. York University). Check out AllaVolodina blog for more articles: allavolodina.com.

Organizational Design (Centralization vs Decentralization)

Nowadays many organizations are re-evaluating their approach to organizational design. Before your organization considers embarking on decentralization, consider running this workshop with the senior management group.

Overview:

Differences in processes and decision making in a highly centralized organization as compared with one that is decentralized.

How various functional areas of management decision making are affected by higher or lower degrees of centralization

What the required changes are in the structure of decision making to ensure the organization’s efficiency and effectiveness

Centralization definition vs decentralization definition (examples)

Evaluate your organization’s current practices:

Factors influencing Decentralization: competence of employees, size of the organization, nature of the organization’s business, consistency of action required, information-processing capabilities and history of the organization amongst others.

Discussion of specific functional areas and to what extent the decision making is centralized: Production, Sales, Financial Management, Industrial Relations, Purchasing.

Does the decision-making occur at the top management level or middle/lower level management?

Decentralization in practice:

What is the formal structure and extent of decentralization?

How does centralized policy formulation occur specifically related to long-term growth and development of the enterprise?

Are any centralized controls to be implemented and to what extent?

Pre-Workshop Material:

https://hbswk.hbs.edu/archive/making-the-decision-to-decentralize

Thomas Malone, a professor at MIT Sloan School of Management, says that the cheap cost of communication—e-mail, instant messaging, the Internet—is making possible a new type of organizational structure. This organization of the future will be decentralized, the term defined as “participation of people in making the decisions that matter to them.” Decentralization brings with it increased productivity and quality of life. But decentralization isn’t right in every situation. In this chapter from Malone’s new book, he asks: When should you decentralize?

This outlinewas recommended by AllaVolodina who teaches in university and corporate settings. Alla developed a variety of workshop outlines, as well course outlines for various institutions (e.g. York University). Check out AllaVolodina blog for more articles: allavolodina.com.

Corporate Strategy (Improving Overall Performance)

Steering a successful company in the right direction is not an easy task especially if the management team is consumed by day-to-day activities and routine decisions. The proposed outline is built with management in mind as part of a corporate strategy workshop. Attending such a workshop will help management have a clear strategic framework as management continues to improve overall performance of the organization.

Business Process Reengineering (redesigning and streamlining existing workflows)

- Difference between Business Process Reengineering and Continuous-Improvement Programs

- Examples of successful implementation of Continuous Improvement Program

- Examples of successful implementation of Business Process Reengineering Programs

- Evaluating programs against corporate priorities and ensuring consistency

Revamping the value-chain system to achieve cost-efficiency

- Value in revising value chain system (selling direct to consumers, streamlining operations by eliminating low-value-added activities, reducing materials handling).

- Examples of successful companies that revamped their value chains and added value to shareholders

Evaluating overall effectiveness of existing business lines

- Quantitative and qualitative methods of measuring business lines’ effectiveness

- Allocating financial resources to business lines (considering long-term versus short-term pay off, dividend payments to shareholders, cash reserves)

- Allocating non-financial resources to business lines (including management, sales and R&D team resources)

Course reading (optional): Turning Great Strategy into Great Performance by Michael Mankins and Richard Steele: https://hbr.org/2005/07/turning-great-strategy-into-great-performance

Workshop outlines like this on Corporate Strategy are prepared by AllaVolodina and cover various business topics including marketing, strategy, finance, economics etc. You can also read other articles suggested by AllaVolodina(York University) here: www.allavolodina.com

Managing Product Quality (Established Organizations)

If quality management has not been formalized in your organization, the following training session would be an appropriate starting point for this undertaking. Whether your company offers efficiency of delivery, best possible design or after-sales service, it would be important to manage the quality of product or service you provide.

Quality Management Tools

Overview of models that could be used in quality management

How to identify which model is appropriate for your organization

Major steps in quality improvement:

Identify customer requirements and conduct capability check

Analyze current situation and identify cost factors

Select product or service for quality improvement

Determine operational KPIs and conduct benchmarking studies

Evaluate customer and team’s experience

Define quality improvement plan and identify appropriate measurement systems

Evaluate progress and measure KPIs actual versus budget

The workshop should combine theory and practice and your team should have most of the steps above completed by the end of the training session.

Budgeting

Budget types and different approaches to budgeting

Zero-based budgeting

Materials Requirement Planning

Case-study:

Eurasia International: Total Quality Management in the Shipping Industry….

https://store.hbr.org/product/eurasia-international-total-quality-management-in-the-shipping-industry/hku334?sku=HKU334-PDF-ENG

This case gives an account of how a ship management company was able to embrace a culture of continuous improvement while the shipping industry was being regulated. It had to convince ship owners that it would preserve their valuable assets and maximize revenue-earning potential.

This course has been suggested by AllaVolodina who teaches in university and corporate settings. Alla has developed a variety of training outlines, as well course outlines for various institutions (e.g. York University). Check out AllaVolodina blog for more articles: allavolodina.com.

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