| Date |
Topic |
Download Presentation Materials
|
| |
|
|
| Jul. 2010 |
Culture Change |
|
| Jun. 2010 |
Negotiations, Crucial Confrontations |
|
| May 2010 |
Iowa State University Facilitie Planning and Mgt. Tour |
|
| Apr. 2010 |
Leadership/ Manager Training – Options and Opportunities
This session will explore trends and solutions for leadership and management training. The following topics will be addressed:
• Challenges we face today in training and retaining our leaders.
• Why it is imperative to invest in the development of the leaders and managers in your organization.
• Explore training tends in companies today and take home some relevant articles.
• Introduction to Development Dimensions International, Inc. (DDI) leadership training solutions and training assessment opportunities. |
|
| Mar. 2010 |
Motivation
What is it that motivates each of us and how does that motivation align with the work that we do within the organization. Bill Harris will lead us through the discussion. If you are intrinsically motivated this will be great learning; if you are extrinsically motivated we will have coffee and water available. Join us! |
|
| Feb. 2010 |
Workforce Enagagement |
|
| Jan. 2010 |
EOS Traction |
|
| Dec. 2009 |
Thom Powell of the Career Resources Group in West Des Moines will lead our discussion this month. |
|
| Nov. 2009 |
Coaching for Performance
Join trainer Frank Hampton, from Bridgestone Firestone, as he talks about Coaching for Performance. |
|
| Oct. 2009 |
The Encore Effect by Mark Sanborn
Teams are a way of life in many organizations. Their strengths, weaknesses, and ability to produce results depend upon the performance of its individual members. How then, can ‘ordinary’ people be|become extraordinary performers? What if you were so good at your work, such an asset to your company, that your employer would do almost anything not to lose you? What if you performed in such a way that people buzzed about your performance and wanted more of your time, ideas, participation, and leadership? When people constantly demand more and more of whatever it is you do, this is what Mark Sanborn describe as The Encore Effect. The discussion of the book and its premises will be the focus of the group’s next meeting. |
|
| Sept. 2009 |
Leadership Pipeline
Take the opportunity to discuss the need to recognize and grow our organizational leadership for the future by networking September 18th at the DMACC Campus building 18 from 7:30 to 9:00 AM. Scott Burgmeyer, Bridgestone Firestone will facilitate the discussion from “Leadership Pipeline” a book that provides a model for leadership development and succession planning. We will discuss how to identify future leaders, assess their competence, plan their development and measure the results. Attendees may want to read Leadership Pipeline, written by Ram Charan, Stephan Drotter and James Noel. |
|
| Aug. 2009 |
FMEA Presentation
Todd McGuire from John Deere Credit will lead this month’s network on FMEA and its various uses and benefits. FMEA is an easy to use and powerful proactive quality method that helps you to identify and counter weak points in the early conception phase of products, projects, and processes. FMEA enables the user to examine potential product or process failures, evaluates risk priorities, and assists in determining the mitigation actions to avoid identified problems. During projects it can allow you to evaluate risks and build in mitigation into the plan, and validate a new solution design and update the design of the product/process based upon findings, and plan for the implementation and rollout of a new product/process. |
|
| June 2009 |
Deming's Fourteen Points
Dr. Edward Deming gave us 14 points to be conscious of as we lead our organizations into global competitiveness. Now that Dr. Deming’s has left us, the 14 points are even more valuable. Join us as we reflect on the 14 points and how they impact our decision making and our systems design on a daily basis. The discussion will revolve around a video that explains the 14 points and their origin. Facilitated by IQC staff with a great deal of participant participation. Bring a friend and enjoy this valuable discussion! |
|
| May 2009 |
Deming's Fourteen Points for Organizational Transformation
Dr. Deming taught that an unceasing focus on improvement and a systemic view would enable all kinds of organizations to thrive and prosper. His 14 points are his description of the leadership approach and organizational environment needed for the transformation of an organization. Join us in the viewing of his video and a discussion of how these points affect us in today’s environment. |
|
| April 2009 |
5Ss and Visual Workplace
The 5Ss and Visual workplace tools are common sense tools that can be applied in any personal or workplace situation with a high return on investment. They are easy to use and require very little training. This presentation will include a brief review of each tool, discussion of applications and the associated benefits achieved, and some helpful hints for success. The presentation will discuss the joint application of the 5Ss and the Visual Workplace to real, common workplace situations. Examples will be presented using the tools for a short, self contained project and as a part of the smorgasbord tool set for continuous improvement projects. |
|
| March 2009 |
Lowering Your Cost for Healthcare: Process Improvement in Medicine
This discussion will be lead by Jeff Jutting from Mercy Medical Center of Des Moines. He will use approach, deployment, learning and integration as the framework for the discussion. |
|
| Feb. 2009 |
Organizational Culture
Organizational culture is critical to producing quality products, services and other business results. Research shows it can have a dramatic impact on outcomes such as quality, innovation, market share, and financial performance. During this session we’ll talk about a model which defines specific aspects of culture that have been clearly linked with these business results, and which is highly aligned with the Baldrige/IRPE criteria. This model is the basis of a culture survey that provides a practical diagnostic and action planning tool, and also for a leadership competency model and a 360-degree feedback instrument that can support leadership and organizational development. The discussion will be lead by Thom Powell
|
|
| Jan. 2009 |
Pioneer Hi-Bred's Integrated Talent Management System
Core Competencies are observable behaviors that describe the skills and abilities required to create and sustain a high performing organization. Organizations use competencies to ensure that their employees develop the capabilities required to execute on business strategy and succeed in the marketplace. Effective organizations use competencies as a foundation to link Talent Management processes ensuring that the capabilities required to execute business strategy are developed. Come learn about Pioneer’s Integrated Talent Management System and take away some ideas of your own. |
|
| Nov. 2008 |
Are you in a High Performing Organization?
Join us for a discussion surrounding what areas of alignment are required to be a considered a high performing organization. |
|
| Oct. 2008 |
Five Dysfunctions of a Team
This discussion will be led by Sarah Lupkes, Polk County Health Services. |
|
| Sept. 2008 |
4 Cores of Credibility and the 13 Behaviors of Trust
Expanding on last month's discussion about the book The SPEED of Trust, Deb Burt of Bridgestone/Firestone, will lead the group through a discussion on the 4 Cores of Credibility and the 13 Behaviors of Trust. |
|
| Aug. 2008 |
Trust
How important is trust in a relationship or in an organization? Deb Burt, of Bridgestone Firestone, will take on the topic of "the speed of trust" as written about in Steven Coveys new book The SPEED of Trust: The One Thing That Changes Everything. |
|
| Jul. 2008 |
Hoshin Konri Planning
Hoshin Kanri (AKA Policy Deployment) is an annual process that helps an organization set goals with measurable milestones and reconcile actual performance against those milestones. A high-level goal (objective) is refined through the levels of management at an organization into strategies that ensure its achievement. Each manager is assigned an objective (or more) and is responsible for creating strategies to achieve their objective. They must also define measurable milestones (metrics) for judging their progress. Hoshin Kanri is hierarchical: each manager's strategies become their direct-reports' objectives. As the plan cascades down the organization in a series of discussions and planning sessions, implementation tables are created to define the detailed tasks necessary for achieving the primary objective. Plans may be reviewed monthly or quarterly. Each objective or strategy is judged dispassionately against the metrics that were created at the beginning of the year. This reconciliation process provides critical insight into where the organization needs to focus in order to achieve the strategic breakthroughs it needs. |
|
| Jun. 2008 |
Lean Thinking and Your Creative Style
Last month Dee Oviatt of Pioneer presented a stimulating presentation on the KAI tool used to determine creative style types. Members saw how this tool could be used as a bridge tool to benefit in expanded environments such as manufacturing, education and health care. Lowell Sneller from the State of Iowa Department of Administrative services will lead a discussion on how the KAI can be applied to problem-solving in the context of developing a Lean Thinking organization. The basic reference will be the book "Lean Thinking : Banish Waste and Create Wealth in Your Corporation" by James P. Womack and Daniel T. Jones. We will be looking at how the basic building blocks of creative thinking styles and Lean thinking are really the same. Lowell has been a knowledge management officer for a state agency and has a Ph.D. in Adult Education from Iowa State University focusing on adult thinking skills. |
|
| May 2008 |
Your Creative Style in Problem-Solving
Your creative style has a significant impact on how you make decisions, solve problems, manage change, and work with other people. Dee Oviatt, HR Talent Management with Pioneer Hi- Bred International, Inc., will be reviewing the topic of creative style in problem-solving and decision-making at the network meeting. In preparation for this discussion you should complete a KAI response sheet and return it to Dee. Dee will score your form and provide a feedback booklet with your creative style profile at the meeting. If you are interested in participating in this unique and beneficial opportunity please send an email to info@iowaqc.org. IQC will mail the forms to those of you that indicate an interest and intend to attend the May network meeting at DMACC. You will receive instructions in the mailer and must have the questionnaire back to Dee by Friday, May 9th. You must attend the network to receive the feedback report. We look forward to providing you this information and thank Dee and Al Aanonson from Pioneer for offering this opportunity to our group |
|
| Apr. 2008 |
Standardized Work - Standard Driven Process
One of the foundations of Lean, Kaizen and overall continuous improvement is standardized work. We will review Firestone Agricultural Tires method of continuous improvement surrounding standardized work. This review will include the strategy, tools and techniques that make this proven methodology successful in multiple business sectors (e.g. healthcare, service, manufacturing). |
|
| Mar. 2008 |
Learning from Iowa's Gold Winner
Steve Guns from John Deere Credit will share the planning process that lead them to the Gold level achievement in the Iowa Recognition for Performance Excellence. |
|
| Feb. 2008 |
Using the A3 Tool in Your Lean Processes
The A3 Tool helps people engage in collaborative, in-depth problem-solving. It drives problem-solvers to address the root causes of problems which surface in day-to-day work routines. Join us to learn more on how you can make the A3 Tool work in your organization's lean process. |
|
| Jan. 2008 |
Customer Service |
|
| Nov. 2007 |
Systems Thinking - What To Do When The Slack Is Gone
“Success changes the game – are you prepared to embrace the rules of the new game?” You’ve likely experienced it – implemented continuous improvement efforts yield impressive immediate results but before long you’re doubling your efforts to squeeze out even small gains, or worse yet, to just maintain previous gains. In systems thinking this is called, “taking the slack out of the system.” This meeting will help attendees understand the five forces that work to actively convert success to failure and explores how “taking the slack out” via continuous improvement changes the “game” we play and how systems thinking methodology offers one road to truly breakthrough organizations. |
|
| Oct. 2007 |
Crucial Conversations
Whenever you're not getting the results you're looking for, it's likely that a crucial conversation is keeping you stuck. Whether it's a problem with poor quality, slow time-to-market, declining customer satisfaction, or a strained relationship, if you can't talk honestly with nearly anybody about almost anything, you can expect poor results. Come learn about making your crucial conversations more effective. |
|
| Sept. 2007 |
Rules on how to Institutionalize Lean
Join this newly formed network for its September meeting where the group will discuss the ideas and beliefs of Brian Furlong and Keith Gilpatrick, authors of The Elusive Lean Enterprise…..These authors were in Des Moines to present a workshop sponsored by the Iowa Quality Center and DMACC in mid-July. Whether you were able to attend or not, you will enjoy the discussion that will focus on the “Rules on how to Institutionalize Lean” within an organization. Whether you are using Lean as your Quality Management system or Six Sigma, ISO, TOC, etc., these rules are very applicable to any system. |
|
| Aug. 2007 |
Basics of Quality Management |
|