Logical Thinking Process, as the name suggests, uses sound logic and a set of tools or processes to provide executives and system managers an effective method for designing organizational strategy, planning its deployment, evaluating its effectiveness, and making corrections as needed in the shortest possible time.
The LTP can typically produce a completed strategy within a matter of weeks, including the required deployment tasks and activities. It provides an easy way for executives to monitor progress of strategy deployment. In the problem-solving mode, resolution of complex system problems has been designed in as short as a few days and no more than several weeks (the time required for solution implementation varies with the nature of the situation).
The two most significant challenges leaders and senior managers face are creating and deploying an effective organizational strategy and solving complex system problems. Where do we stand today? What will be needed for tomorrow? What is holding us back from achieving new levels of success? What should we do about it? How can we change direction? These are all questions that traditional methods of continuous improvement are ill-equipped to address. Strategy development and complex problem solving represent opposite sides of the same coin.
Consider that problem solving at the strategic system level is no more than identifying the shortfalls in performance against the originally designed strategy, determining the reasons why these gaps exist, and creating ways to close them—thus improving the success of the original strategy.
The Logical Thinking Process (LTP) is an integrated set of logic trees intended specifically to answer four essential questions crucial for both strategy development and problem solving:
1. What is the benchmark of desired system performance?
2. Why is the system not already achieving that benchmark?
3. What should be done differently to achieve the benchmark?
4. How should changes be effected?
By the end of this training course, participants will be able to:
Be self sufficient to read, construct and review Goal Trees, Current Reality Trees, Conflict Resolution Diagrams (Evaporating Clouds), Future Reality Trees and Prerequisite Trees
Surface and identify root causes of complex problems and build robust solutions to solve them
Assess and mitigate the risks of the proposed solutions
Apprehend the difficulties about change and settle conflicting objectives
Identify and overcome possible obstacles
Build a straightforward plan for change and present an executive summary
Executives with strategic or tactical leadership responsibilities
Supply chain and logistic managers
Internal or external change agents responsible for complex problem-solving
Project managers faced with a rapidly changing environment
Managers with responsibility for quality or continuous improvement (i.e.,Lean, Six Sigma, TQM, etc.) within their organizations
Self-Study (reading material sent in advance)
Participants will work hands-on their own cases in pairs or groups with support of the trainer
Role swapping presenter / reviewer
The process is front-end loaded: participants are strongly advised to read the provided book beforehand, in order to complete the course in 6 days. Participants bring a real-world problem to be solved of their own in order to apply learning to a familiar case.
The course begins at 9:00 and ends at 18:00 every day, except the last day which is shorter to allow travelling back home. Course is in English language, however some explanations can be given in French and German (no full translation).
Lunches and dinners are included, the latter to network, discuss and most of all to relax.
H. WILLIAM DETTMER, Senior Partner, at Goal Systems International. Bill Dettmer has applied the Strategic Navigation and thinking process in both manufacturing and services with Fortune 500 and other companies, government agencies, and not-for-profit organizations around the world. Partial client list includes The Metropolitan Nashville Airport Authority (USA), Boeing, Bosch, Bayer, Deloitte&Touche (USA), U.S. Air Force Software Technology Center, Seagate Technology, Lucent Technologies (both in Europe and the USA), Siemens Medical (Germany), Siemens Energy Generation (USA).
Twenty-three years' experience in logistics, strategic planning, operational planning, training, large-scale systems deployment, and contracting. Direct responsibility for project management, logistics planning, gouvernement contracting, system design, financial management, productivity improvement, idea generation, team building, strategic planning, and customer-supplier relations.
Bill Dettmer's book: Strategic Navigation (ASQ Quality Press, 2003); The Logical Thinking Process (ASQ Quality Press, 2007), Breaking the Constraints to World-Class Performance (ASQ Quality Press, 1998), Strategy, Chapter 19 of Theory of Constraints Handbook (McGraw-Hill 2010); Brainpower Networking Using the Crawford Slip Method (Trafford Publishing, 2003). Co-author (with Eli Schragenheim) of Manufacturing at Warp Speed (CRC St. Lucie Press, 2000)
6 days (3 days / week-end / 3 days)
Fees are payable in advance
The registration will be confirmed upon receipt of payment
Regular price 5 000 €
Registration before 15/05/2017 – Early bird – 20% discount 4 000 €
Date of limit of cancellation May 15th 2017 – After this date no refund
Place of traning : Tour Maine Montparnasse, 27e étage, Paris (where to find us)
LTP Alumni reunion with Bill Dettmer : More information