Intro to LTC

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Intro to LTC 
Our client has contracted us to produce a large no. of elearning slides. This first presentation is an introduction to the company. So whoever does this job would be the one doing all the slides. We estimate over 300 slides in all. This current presentation has 21 slides - which I estimate would be approx 8 minutes plus, but that needs to be ascertained.

We would like to fix a price for the total project, but would contract and pay module wise. We estimate that there would be approx 30 modules of 10 slides each.

As regards the delivery, this communication is directed at corporate professionals. So would prefer a delivery that is confident and engaging.

The final decision would be taken by the client.
2009-10-17 03:56:54 GMT
2009-10-20 13:00:00 (GMT +05:30) Bombay, Calcutta, Madras, New Delhi 
Yes (click here to learn more about Voice123's SmartCast)
1 direct invitation(s) have been sent by the voice seeker resulting in 0 audition(s) and/or proposal(s) so far.
Voice123 SmartCast is seeking 50 auditions and/or proposals for this project (approx.) Invitations sent by SmartCast have resulted in 20 audition(s) and/or proposal(s) so far.

Project Parameters

The Voice Actor should be located in:
To be defined
Training, business presentations, sales, and web sites
7-8 minutes approximately
English - British
Would prefer a neutral British accent.
Young Adult Female AND Middle Age Female
• Audio files must be delivered via email
There are no special pre-, post-, or production requirements for this project.
Not defined
The voice seeker is willing to hire either union or non-union talents for this project

Script Details

Provided by seeker:
Slide 1
“Welcome to The Lean Thinking Company (TLTC).
This presentation module is designed to give you some insight into our Company, and answer some of the questions you may have as to our approach.”
Slide 2
“We are ISO Quality-Endorsed Management Consulting practice that specialises in Operational Consulting.
We are experts in creating change and have a proven history of transforming businesses of all sizes.
We are experts in the non-manufacturing sector and pioneered the Lean Office.
Our point of differentiation is that we run a self funded model, which means simply that the benefits we deliver to our clients always exceed what we charge.
Our staff have held senior positions in top corporate entities, and have led over 100 projects in the areas of corporate restructures, setting up call centres, shared service units, creating paperless offices, Lean deployment and building internal consulting or internal project offices.
We are proud to state that we have identified savings such as: $12.0Mn within a single month; and identifying and removing 80% of waste within a particular process within two weeks which led to a reduction in over 50,000 unproductive labour hours.
Slide 3
“The Lean Thinking Company services are all aimed at providing our clients with superior results. We stand behind our money back guarantee on all our services.
Our Tender Bureau is staffed with professional writers and strategists that issue tenders on behalf on large corporate entities, as well as sitting on tender evaluation panels. The same team writes and responds to tenders on behalf of organisations that want to bid for work. By outsourcing your tendering work to us, we guarantee to provide you with a lower cost solution which has an increased probability of winning you business.
Our Operational Consulting practice is staffed with highly experienced Lean Professionals that have significant and practical experience in designing, leading, optimising, growing and setting up various operations, for example operations typically known as front, middle and back offices, and shared services units and so on. Our team has led everything from small to large scale operations (i.e. from smaller 30 person teams, up to operations of over 1000 people). We are experts in Lean Deployment and Change Management, and can quickly assess your business and provide you with our written recommendations as to how to strategically improve your business. Furthermore, our Lean Quality Assurance programs have been widely accepted as being superior within the Government, Health, Local Council and Retail sectors.
Our Lean Academy houses passionate people that are natural teachers and facilitators. They understand how to transfer knowledge and inspire people to work and learn. We can certify your staff as Lean Participants, Practitioners, Mentors and Professionals (depending on the level of training required), and we train in a practical style in your premises so we can put our theory into practice.”
Slide 4
“Sustainability is not creating by focussing on just quick wins. Have you ever tried to build a house on sand, what happens if the foundations are weak? Same in business, we require;
policy and procedures which are fully understood by all staff
we require a belief system and positive culture which enables people to want to come to work,
We require leaders that have strong vision and are involved with the staff members
Change management is a highly technical skills that moves people into different directions and in some cases can result in them feeling very uncomfortable. A technician of change can figure out pretty quickly which pieces of the puzzle require influencing, changing and manoeuvring. Most importantly, a change manager must be able to juggle multiple balls in there at any one time.
There are 5 stages of change when learning a new skills or approach and we call this the 5ts of change.
1, Theory – in this stage you are introduced to new learnings and you usually digest it to see if you agree, will follow, will reject it or will be inspired. You usually only digest 10% of the information so it either makes you feel good or not
2, Tools – in this stage you either have made a decision to try the tools that have been introduced to you, your getting used to the functionality of the tools, new names and basically the purpose of the tools
3, Testing – in this stage, you start to test the tools by focussing on a few little projects and build up your confidence that these tools work
4, Targeted – in this stage, you start believing in the tools as you have experience results in the prior stage and you build your confidence to start using the tools in larger projects or a broader application.
5, Transformation – In this stage, you are able to use your power and influencing skills and sell the value of the tools to the broader workforce and start transforming others or pulling others into your mindset.
The role of the Lean Thinking Company Professional is to go through the 6 stages of change and exit so the business can run autonomously, they include
1. Assessor – our staff come in and understand the strengths and weaknesses of the business and begin to understand the level of opportunity
2. Designer – our staff will design a change management program that will work for your business
3. Teacher – our staff will lead the change management program and be used as a teacher to sell the messages, the tools etc
4. Mentor – our staff will mentor a selected group of change managers and focus on intensely transferring knowledge
5. Advisor – Our staff finally will exit the business and be used only when required – perhaps monthly
6. Audit – Our staff move towards a quality control auditing role to ensure that the business is progressing as required
Our change management approach is carefully designed to suit your business. However, we have provided you with an outline of what it looks like
1. First stage is to assess the business to clearly identify what requires improving, what the current costs are, what the level of opportunities and up side is
2. Second stage is to finalise our report and gain buy in by Senior management as to the direction of our suggestions
3. Third stage is to teach the executive group so we can set the scene and set the foundations for change and agree on what the key areas are, the goals and timeframes
4. Fourth stage is to meet the staff and introduce them to our philosophy, the journey and the plan ahead
5. Fifth stage is to carefully handpick passionate people that would like assist with the journey of change. Care needs to be taken that a, they are selected because of their ability to take people on a journey and not because of their technical expertise, b we recommend that the staff require to be full time
6. Sixth stage is to mentor the team and provide theory, on the job training and providing the team with selected projects to work on
7. Seven stage is to have the mentors work on larger projects and start to influence other areas
8. Eight is to formalise and launch the team within the business as a lean deployment or project team and sell the purpose to the remaining business
9. Ninth is to have all the templates, the tools, the prioritise projects all finalised and begin to deploy change
10. Tenth and final stage is for the Lean team or project team to begin to train others and begin the cycle again”
Slide 5
“The following will provide you with insight into the Lean thinking methodology, and give you an understanding of the benefits Lean can add to your business.”
Slide 6
Read out the slide first, then:
“Continuous improvement has been around for many years, but it was really launched by Toyota in the 1950s as the “Toyota Production System”. Toyota were relentless in their pursuit of excellence, and today they are still the industry leaders in manufacturing a high quality vehicle at the lowest cost in the least amount of time.
Now, many industries such as Health, Banking, Mining, Government, and Employment Services and so on have adopted these principles, which are now known collectively as ‘Lean’.
However, in our experience there are many challenges and differences that distinguish a typical manufacturing environment, with a non-manufacturing environment. Therefore, we have taken these learnings and combined them with proven business principles to create our “Think Lean™” program -which is tailored to applying the principles of Lean within non-manufacturing environments.
Given that Lean originated in Japan, there are many Japanese terms and tools that are used in the deployment of Lean, such as “Kaizen” – which, in Japanese, means continuous improvement. The Kaizen philosophy can be difficult to achieve, as it is not a quick win solution. However, the long term transformational effects can be incredible.
Lean practitioners and professionals work to fundamentally transform the culture within a business environment, by embedding a belief system, an ethos and a customer service mindset, that can take years to totally transform.”
Slide 7
“Every time we assess a process, we typically find that most processes include the following three common components:
1. ‘Value Added’ components, which are the only components that clients actually value or want to pay for. Many people are surprised that ‘Value Added’ steps never usually exceed 10% of the whole process;
2. ‘Non-Value Added’ components, which are steps within a process that you need to enable or faciliate the value added step to take place. The ‘Non-Value Added’ steps never usually exceed 50% of the whole process; and
3. ‘Pure Waste’ – these steps are usually meaningless, non essential and therefore need to be eliminated
We put all your processes under the microscope, to unlock the hidden value.
Slide 8
“For us to understand your business we need to delve into your business and understand your strengths and weaknesses. Our methods are non-threatening to your staff, and we are all highly professional and methodical in our approach. The following slides will give you a very high level understanding of how we get to a point of where we can make firm recommendations to you.”
Slide 9
“In Step 1, we take a very high-level look at your processes. To do this, we need to understand each component of the value chain or process so we can create a baseline. In this example, look at each step of the process, and guess what the customer values as well as where you think the waste might be...
In reality, less than 10% of the costs and time are actually of any value! The person in this example only values getting medical advice & taking the tablets, but have a quick look at how long they need to wait for this to take place.
So, our first challenge is to fully document the end to end process.”
Slide 10
“Step 2 is for us to breakdown the value chain or process to a more micro level to understand the end to end process, the level of waste, and the cost and time of each process step. In this example, the red components represent pure waste and should be eliminated. The orange components have been deemed as value-added enablers (or ‘non-value adds’), which can be improved through automation or re-engineering. It is important that these are documented, so that we understand where improvements can be made. The green component represent the real ‘value-added’ component in this process, which is what the customer actually values.
The devil is always in the detail. Therefore, it is crucial that we fully map and document your processes in this way, if you want to drive standardisation in the future.”
Slide 11
“Step 3 is for us to determine how well staffed the business is, and whether the staff are fully productive.
We basically determine the capacity of the business by measuring the staff, assessing each task undertaken as well as the total volume of work.
Our initial assessment is carried out using our FTE (or ‘Full Time Employee’) tool, which provides a snapshot of the required head count, and we then conduct a more detailed assessment during the implementation phase.
No-one can be expected to be 100% productive 100% of the time! But each person should be working with at least 80% productivity.”
What would you say your capacity is like… do you think you’re over or under staffed? Do you measure your headcount in a particular way?”
Slide 12
“Step 4 relates to identifying waste. When we discuss waste, we class it into 8 categories:
* ‘Process waste’ is where we have varying processes. A non standardised approach usually leads to too many steps or false deadlines.
* ‘Rework’ is the result of a poor quality of work, and includes basically any repairs to the goods, services or documentation.
* ‘Intellectual waste’ is borne through the failure to leverage people’s skills, as well as being represented in silo-ism and presentee-ism – this is a killer for most businesses around the world.
* ‘Motion waste’ is when we have poor layouts of space, leading to excessive walking or not encouraging continual flow.
* ‘Overproduction’ or over-servicing is waste, as the customer should be receiving what they want, when they want it. It is important for the business to not over-produce, as overproduction always costs money.
* ‘Waiting’. No one wants to wait. Whether you’re waiting on information, for a flight or train, a letter or email – we live in a fast paced world. We identify where this may be happening.
* ‘Inventory waste’ has a negative cash flow impact, and we firmly believe you should only be carrying the inventory you actually need, when you need it. It’s called Just-in-time. Holding on to items that are not going to be used, or not clamping down on spending, will tie up valuable cash.
* ‘Transportation waste’ also costs money: for example if we are flying rather than video conferencing, using Skype or making phone calls; having company cars when it’s cheaper to use cabs; or having couriers pick-up or drop-off more frequently than required.
How much waste do you think you have in your business?”
Slide 13
“Step 5 is where we compare apples with apples, and compare your operations with known benchmark performance in the industry.
We firstly identify the Key Business Drivers (or “KBDs”) which are important to our clients, and then we determine how your organisation is performing (marked by a ‘X’), and then place on our benchmark assessment where industry best practice is (marked by a smiley face).
This benchmarking step is important to outline to the client how much opportunity there is to improve, or how far ahead of industry best practices they actually are.
A rating of ’10’ is stating that we need to attend to that Key Business Driver as a matter of absolute urgency, whereas a ‘1’ rating is Best practice.”
Slide 14
“Step 6 is to determine how to best motivate staff. And we keep our approach simple. There are so many tools involved in a standard Lean deployment, however we aim to keep it simple for your staff and use only proven methods to guarantee results.
How many of these terms have you ever heard of?
If you start working with us, you will be learning many new Lean terms, such as “MUDA”. Muda is the Japanese term for waste.
Slide 15
“Step 7 is to determine how to best get the message out there, that change is about to occur.
“5-S” is a process that all staff get involved in: we have them clean up their areas, store what is required, throw out what is not needed, work towards driving the workforce to a standardised platform and then drive performance through to the sustain stage.
We get staff to wear our Muda glasses, and ask them to look at their work areas differently whilst performing a 5-S blitz. We need people to be fully engaged and motivated, and we find that our Muda glasses are an excellent tool to see who the team players are, who is motivated and who is not.”
Slide 16
“A picture can tell a thousand words” … so have a look at some of our 5-S photos.
1. Have a look at the number of unread emails we found in one person’s inbox. Has anyone ever seen more than this? What do you think this person’s time management skills are like?
2. Look at this desk – it’s normal to see messy desks this everywhere! We don’t support clutter.
3. We don’t support hoarding printed material – it costs money to print and it costs money to store the printed material.
4,5 and 6:
• This rubbish and waste was collected in only 3 hours, within a 50 staff office. What do you think the replacement value is?
• It is common to see scenes such as this each time we kick off our 5-S process.
7. When conducting our 5-S events, we give people Muda glasses to wear, to remind them to look at their work environment differently to identify all the waste.
8. The move towards understanding processes is done by value stream mapping – this is where we have key representatives work together to walk through the end-to-end processes to identify waste, and voting on what parts of the processes require improving.
9. Once we have buy-in, we can move towards hands-on change management such as training, and workshops and so on.”
“Hey tell me, what does it cost to send an email that takes 5 minutes to write, if I was employed in a position that earned $100 per hour?”
Slide 17
“In Step 8, we present you with a Lean training program which progressively educates your Executive and staff along all stages of the Lean journey.
Our Lean Certification program is broken up into modules. The idea is to provide a practical learning environment in which the learnings can be utilised within the business.
We strongly recommend that the Executive Group is trained first, to ensure that there is buy-in for the transformational culture change at the highest level of the organisation.
After this, the broader work force is then trained in the Lean methodologies.
From the broader workforce, a selected group of Lean Champions are then selected who will learn how to create effective change, how to “sell and position” Lean, how to use all the Lean tools and how to manage a Lean Project effectively.
Then, the Lean Champions teach others.
To become Lean certified, each participant must pass a stringent exam, as well as successfully leading projects and completing tasks within your organisation.
We have provided you with an example of the training modules we suggest:
The ‘Introduction’ is just that – providing you with a very high level snapshot of Lean, the tools and their future role.
The first module is aimed at understanding strategic positioning and customer satisfaction.
The second module is armed with tools to understand and increase staff satisfaction.
The third module is aimed at understanding what tools improve operational efficiency.
The fourth module is aimed at understanding working capital and cost management.
The fifth module explores the tools that drive a high performance culture.
The sixth module is a hands-on workshop to develop your own Lean quality assurance program.
There is no limit to the number of your staff that we can train. We can have as many teams as you like going through our program.”
Slide 18
“In Step 9, we look at how to optimise the flow of work in your workplace. Workflow can be improved through automation such as indexing, imaging and scanning. However, it can be also improved by simply aligning people to work together in cells, so that the work flow is more efficient and effective.
Aligning people to work together to complement one another is critical and, as you can see by this design, we need to get ‘Work In’ to ‘Work Completed’ in the least amount of time with the least amount of cost with - of course - the highest level of quality.”
Slide 19
“Step 10 leads to us documenting our findings in a manner which can be quantified, to the point where financial and operational returns are highly evident. In Stage 1, the changes we focus on first are the quick-wins, then under stage 2 we focus on the changes which will result in medium wins, while the long term wins are planned under stage 3 changes.
In view of our Recommendations, we provide you with a detailed implementation plan, project register, communication plan and dedicated resources for each Stage, for you to consider.”
Slide 20
“Don’t just trust us; Trust what our clients say!”
Slide 21
“So in summary, thank you for taking the time to better understand our business.
* A whole dollar saved is a whole dollar; but
* A whole dollar made is not a whole dollar.
We are confident that our Lean methods will save you dollars. So – if you don’t get the tangible results, you get your money back! Therefore, you have nothing to lose, and everything to gain!”
We would love to work with you in the future.
Slide 1
“Welcome to The Lean Thinking Company (TLTC).
This presentation module is designed to give you some insight into our Company, and answer some of the questions you may have as to our approach.”
Slide 2
“We are ISO Quality-Endorsed Management Consulting practice that specialises in Operational Consulting.
We are experts in creating change and have a proven history of transforming businesses of all sizes.
We are experts in the non-manufacturing sector and pioneered the Lean Office.
Our point of differentiation is that we run a self funded model, which means simply that the benefits we deliver to our clients always exceed what we charge.
Our staff have held senior positions in top corporate entities, and have led over 100 projects in the areas of corporate restructures, setting up call centres, shared service units, creating paperless offices, Lean deployment and building internal consulting or internal project offices.
We are proud to state that we have identified savings such as: $12.0Mn within a single month; and identifying and removing 80% of waste within a particular process within two weeks which led to a reduction in over 50,000 unproductive labour hours. 
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