Product by SIN

874-4 Training Services

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Workshops

Duration

GSA Consulting Rate per day

Thinking Works

3 days

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Consulting per day

.

$2,700.00

Problem Solving

2 days

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Consulting per day

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$2,700.00

Decision Making

2 days

.

 

Consulting per day

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$2,700.00

Root Cause Analysis

3 days

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Consulting per day

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$2,700.00

FreeZone Innovation

2 days

.

 

Consulting per day

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$2,700.00

Project Management

3 days

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Consulting per day

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$2,700.00

Thinking Works Train-the-Trainer

6 days

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Consulting per day

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$4,320.00

Project Management Train the Trainer

4 days

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Consulting per day

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$3,600.00

Problem Facilitation/Consulting

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.

 

Consulting per day

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$2,520.00

Implementing for Results

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.

 

Consulting per day

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$2,520.00

Role Clarity

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Consulting per day

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$2,880.00

 

 

874-5 Support

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Workshops

Kits 1-100

Kits 101-250

Kits 251-500

Kits 501+

Thinking Works

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Kits per participant

$297.00

$279.18

$262.43

$246.68

Problem Solving

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.

.

.

 

Kits per participant

$234.00

$219.96

$206.76

$194.36

Decision Making

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.

.

 

Kits per participant

$234.00

$219.96

$206.76

$194.36

Root Cause Analysis

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.

.

.

 

Kits per participant

$297.00

$279.18

$262.43

$246.68

FreeZone Innovation

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.

.

.

 

Kits per participant

$234.00

$219.96

$206.76

$194.36

Project Managment

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.

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Kits per participant

$297.00

$279.18

$262.43

$246.68

Thinking Works Train-the-Trainer

n/a

n/a

n/a

n/a

Project Management Train the Trainer

n/a

n/a

n/a

n/a

Problem Facilitation/Consulting

n/a

n/a

n/a

n/a

Implementing for Results

n/a

n/a

n/a

n/a

Role Clarity

$31.50

$29.61

$27.83

$26.16

Company Name: Thinking Dimensions LLC

Point of Contact: Bill Dunn (t) 703-946-1141 billdunn@thinkingdimensions.com

Key Search Words:  Problem Solving, Decision Making, Root Cause Analysis, Innovation, Critical Thinking Skills, Risk Management, Priority Assessment

SINs Awarded: 876-4; 876-5

MOBIS NUMBER: GS-10F-0491N

References

Avue Technologies

The KEPNERand FOURIE processes were used to provide a common language and approach to issues across this multi-headquartered, bi-coastal operation. Contact: Mary Alice Kline (t) 253-573-1877 x228 or 202-772-1007 x 22

Defense Acquisition University

The faculty of this Defense Systems Management College has been trained in the KEPNERandFOURIE problem solving, decision making and risk management processes and techniques. Contact: John Horn (t) 703-805-3783.

Deloitte Consulting

Deloitte's is using the KEPNERandFOURIE processes to re-equip their Human Capital Consultants with enhanced techniques in problem solving thinking. Contact: Lee Resnick (t) 973-683-8033

Department of Human & Health Services

The Centers for Medicare and Medicaid have included the KEPNERandFOURIE thinking skills into their Leadership in Context Career Development program. They trained 12 in-house trainers in 2003 to support this new way of thinking throughout the organization. Contact: Robin Williams (t) 410-786-6408

The Federal Judicial Center


The Federal Judicial Center, via their Professional Education Institute, has introduced the dynamic KEPNERandFOURIE decision making dimension to their quarterly leadership sessions for the Probation and Pretrial Services as well as The Federal Bankruptcy Court. Michael Siegel (t) 202-502-4107

The Gillette Company

Seventy managers and staff of the South Boston (Blade) Manufacturing site have been trained in our Root Cause Analysis process in a guaranteed effort to drive down costs and improve efficiencies. Contacts: John Logg, Facilities Operations and Maintenance Manager (t) 617-463-2501; Jim Britt, Facilities Engineering Manager (t) 617-463-2358

Hollister Incorporated

This medical supply company used our Root Cause Analysis to train their plant personnel in the application of critical thinking techniques, resulting in improved plant and machine efficiencies as well as the resolution of recurring problems. Contact: Dale Hurley, Manufacturing Engineering Manager (t) 540-337-5654

Kimberly Clark (Europe)

The MIS Director of Operations decided to employ problem solving and decision-making techniques to improve the skills of their programmers and analysts in approaching and solving problems. Following successful implementation in the MIS department, the process is being implemented at K-C mills across Europe in their Engineering and Maintenance departments. Contact: Rick Woodward (t) +44 1732 742258

Kraft Foods

The Great Lakes and Southern region, comprising 25 diverse food manufacturing sites from Michigan to Florida, incorporated our thinking processes and technology into their on-going initiatives in improving plant efficiencies and leadership development. We were lauded for our willingness and flexibility to work with them in tailoring solutions specific to their needs. Contact: Kathy Repa: (t) 1-800-572-3837

Northrop Grumman Newport News

KEPNERandFOURIE is working with the Construction Fabrication and Assembly Division of this key supplier in the defense industry to reduce the risk (RiskWise) involved in materials procurement, handling and management. NGNN's strategy calls for the rigorous training of its staff in the discipline of risk management as part of its LEAN Initiative. Contact: Greg Ramsey (t) 757-688-8772

Scitor Corporation

Several individuals have been trained and licensed as facilitators in the KEPNERandFOURIE processes for use within Scitor and its client base. Contact: Sandy Kutyna, Systems Engineer (t) 703-808-2370

SAIC

A core group of 5 individuals from their Strategic Solutions Center have been licensed in the KEPNERandFOURIE range of thinking skills for use within SAIC worldwide. Contacts: Peter Beck (t) 703-676-2657; Bob Beard (t) 703-676-2552; Stan Kowalski (t) 703-676-5956

Volkswagen of America

The KEPNERandFOURIE process is being used as the vehicle to critically evaluate the way they are currently approaching problems around market penetration and distribution. Contact: Mike Beamish (t) 248-754-4561

Capability Statement

 

Thinking Dimensions LLC has extensive experience and expertise in the research, design, delivery and support of skills transfer programs, consulting services and organizational infusions in the area broadly defined as critical thinking skills, techniques and processes. Thinking Dimensions capabilities span the spectrum of the organization and are applicable, in various formats, from the executive level to the workforce personnel. It offers a global service through its Network Associates in Thinking Dimensions International.

 

 

Thinking Dimensions is the sole distributor in the USA and Canada of the KEPNERandFOURIE problem solving and decision making methodology branded as THINKINGWORKS . It combines the disciplines of Systems Thinking, Critical Thinking, Rational and Intuitive Thinking and Creative Thinking into a powerful, flexible process of thinking skills. The KEPNERandFOURIE methodology specifically includes the core competency areas of problem solving, decision-making, risk assessment and management, priority establishment, innovative thinking, project management and root cause analysis.

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Thinking Dimensions focuses considerable attention on the areas of organizational culture change and enhancement through the design and implementation of organization wide problem solving and decision-making skills, processes and techniques. Thinking Dimensions professionals consult with managers and executives in both the public and private sectors, enabling them to execute tailored strategies and programs to increase productivity and innovation from their people and their organization as working systems.

 

Thinking Dimensions has researched and developed branded techniques and processes to assist organizations in improving their critical thinking skills. These are known as:

 

PriorityWise: a thinking process to assist people in the establishment of organizational priorities.

ThinkingWise: a thinking process to assist people in clarifying the fuzzy or more complex issues that face them.

CauseWise: a thinking process to assist people in solving technical problems.

SolutionWise: a thinking process to assist people in creating a solution (or choosing the optimal alternative)

RiskWise: a thinking process to assist people in assessing and reducing risk.

ProjectWorks: a thinking process to assist people in managing specific projects.

FreeZone Thinking: a thinking process to assist people in thinking innovatively.

 

Thinking Dimensions works in partnership with its clients to train in-house staff in the transfer, application and on going support of its KEPNERandFOURIE critical thinking skills, techniques and processes. 

15 January 2004

 

 

 

Blue Cross Blue Shield of South Carolina



The IS Division's leadership and Furman University are sponsoring a program in Strategic Thinking Skills utilizing KEPNERand FOURIE ThinkingWise, PriorityWise

and SolutionWise as a part of it's Leadership Development curriculum.  This program

is being requested by various work groups in an effort to enhance their leadership's ability to: deal with continual growth and change in their business and manage multiple
projects.  Over 90 IS leaders have been trained in the KEPNERand FOURIE technologies and have begun to utilize the tools to address several strategic issues within their business.  It has enhanced the thinking capability of our staff to deal with a variety of business issues we face such as establishing priorities, and making quicker, more effectivedecisions.

 

 

Contact: Jim Lawler. jim.lawler@bcbssc.com
(803) 264-2230

 

 

 

CONTINUING EDUCATION UNITS

 

 

The George Mason University Department of Continuing and Professional Education has recognized the value of Thinking Dimensions thinking skills processes and programs by awarding Continuing Education Units to graduates of two of its major programs. Effective April 2004, participants who successfully complete the ThinkingWorks program will receive 2.1 CEUs while those who complete the ProjectWorks program will receive 3.1 CEUs. This is a considerable advantage for those seeking recognition for their efforts and endeavors for mastering these skills. ThinkingWorks concentrates on problem solving and decision-making skills as well as risk assessment and reduction while ProjectWorks focuses on all aspects of project management.

 

 

 

We are particularly honored with this recognition and pleased to be affiliated with George Mason University in this regard, commented Bill Dunn, CEO of Thinking Dimensions. This development benefits all our program participants. However, it has a significant and specific impact on those individuals who are required by their professional associations to demonstrate continuing improvement in their respective fields of expertise. This is a definite win-win for all parties -the participants, GMU and Thinking Dimensions.

 

 

 

HIS BIGGEST MISTAKE

 

The CEO of a major American chemical company pointed out the window of the airplane and said, That s my biggest mistake. Down below, surrounded by trees, was a factory. Big parking lot but no cars. Smoke stacks but no smoke. Our plant. By the time it was ready to open, he said, the market for the product was in sharp decline. It never did go on stream.

 

His company had commanded the market for that product for years and he had projected a growing demand for more years to come, therefore needed more capacity. But a foreign firm was at that very moment developing a cheaper substitute for his product that he didn t know anything about. Some of his people had heard rumors of the new development but didn t want to give the boss bad news, so kept quiet.

 

Trouble was he WANTED the market to go on and filtered out any doubts to the contrary. He was unaware that he was doing this and built up an image of continuing need for his product. Based upon this misperception, he added plant and people, all of which had to be cut back when the truth finally came out. His Board of Directors knew even less than he did and went along with his pipe dream. His biggest mistake cost millions and was hidden away from the stockholders by creative accounting and that old excuse, there was an economic downturn.

 

His biggest mistake, of course, was not asking his most knowledgeable people about the product s future and the need for expansion. If you want to make inspired decisions, you must have the best, most accurate information available. It was there, but he didn t use it. It wasn t within his personal knowledge and he didn t go to his people for confirmation of what he took for fact.

 

Too bad. When you find yourself faced by an important decision, acknowledge that maybe, just perhaps, there is something about it you don t know. Deliberately search for contrary evidence in order to make sure you re right before you take the big leap. Ask the people who will have to live and work with your decision what they know about it. Reach out to find any dissenting information. Use your people s knowledge. Collaborate with them. What they know may surprise you. In any event, you ll make better decisions and sleep more soundly as a result.

 

 

 

 

KEPNER&FOURIE SUCCESS STORIES

 

 

THE FOUR-PROBLEM MINE

 

This mine invested millions in Trackless mining in their 72nd level no. Seven Shaft. According to all expectations and specifications this automated mining method was designed to process 72 tons of rock per week. They have never done this and could only manage 51 tons on an above average day.

 

They had all kinds of problems such as the following:

 

  1. Regular punctures and premature wearing of very expensive heavy equipment tires.
  2. Automated mechanical drill bits breaking and wearing prematurely.
  3. The roof caving in causing havoc and injuries amongst staff working there.
  4. Excessive heat and dust due to excessive maintenance of extractor and ventilation equipment. You name it they had it!!

 

The Suggestion

The mine manager consulted with Kepner&Fourie and decided to employ a formal trouble shooting approach to try and get to the bottom of all this mess. It was decided by mine management to train all the employees involved in this Trackless Mining Concept and to spend a lot of money to get things right. To save time however it was decided to hand pick fourteen key people involved in these problems to see if they could do something on an interim basis, whilst everyone else was getting trained.

 

Listing the Problems

Kepner&Fourie trained the fourteen key workers and they did a Priority Analysis to list all the priority problems. They came up with four priority problems i.e.:

 

  1. Hydraulic drill bits shearing.
  2. Tires wearing prematurely.
  3. Roof restraints not holding the roof in tact.
  4. Low availability and reliability of mining equipment

 

They could not believe that it was so simple! However, the mine staff insisted that if they could solve those four problems, that it would solve most of the others. The fourteen key project people were divided in four teams and each team took one problem. It took a total of three weeks for all four teams to make their conclusions and recommendations to management:

 

  1. The roof bolts in use were passive roof bolts and did not contain the bigger roof surface areas as well as they should. Active roof bolts were designed and implemented within the next two weeks. This problem disappeared with immediate effect and the results were very visible to all.

 

  1. The tires were wearing because of rough surfaces with sharp rocks and it was suggested that the driving surfaces be paved properly with paving bricks. This was implemented within one week and reduced the usage cycle of the tires by at least 70%.
  2. Problem number three was because of incorrect oil used in the pneumatic drill pressure system. This caused the 4-position drill jig to hit the drill bits against the rock face at high revolutions and resulted in the drill bits shearing. This was rectified immediately and the normal lifespan was achieved.
  3. Problem number four resolved itself because of the first three being the cause of this one.

 

 

The Result

Needless to say that the excessive heat, dust and injuries disappeared overnight and the rock advance per day rose to 74 tons per day without any real effort at all. The resolution of these problems was so resounding that the training for all staff was cancelled due to lack of problems.

 

 

KEPNER&FOURIE SUCCESS STORIES

 

 

THE OUT OF PROCESS BOARD

 

This financial institution made an out of the custom loss for a specific financial year. All the other banks made a profit and the only reason why this bank did not was the way it was managed. (So it was assumed at that time.) A young dynamic banker, who became the youngest man on the board of this bank, replaced the Managing Director.

 

The Dilemma

This young man immediately realized that he would have a very difficult time running the board with such a diverse team and to top it all, he thought that they would not have confidence in him or his decisions or the way that he would manage the board meetings.

 

The Challenge

He immediately looked for something that would help the Board to reach consensus on issues quickly and that would help to mould all the diverse experience into one language and one common approach. Impossible? This young man was exposed to Kepner&Fourie thinking technology the year before, and he decided to use the Kepner&Fourie thinking approaches to mould the various and diverse experiences around the board table to a common goal.

 

He did not have the confidence to do it himself and appointed an in-house trained facilitator to become the process consultant for all the board meetings. He also insisted that the board attend the Kepner&Fourie Problem Solving & Decision Making Workshop as a team.

 

The Consequences

At every board meeting the in-house consultant sat in to ensure that all the knowledge and skill of the diverse board members were channeled through the proven problem solving processes of Kepner&Fourie. This way the group diversity became an unexpected asset instead of being a problem as initially perceived by many. The Managing Director and his board appreciated the common approach to problems and how it has helped them to get to results and real issues objectively. Because of the successful utilization of the processes during the board meetings, the board members insisted that their staff get trained in the same technology with the following startling results.

 

The Results

1.      A drastic cut in meeting times and hours spent in meetings.

2.      Decision making was pushed down and pushed closer to the interaction with the customer.

3.      Risky practices were reduced drastically.

4.      Ultimately the bank made a very healthy profit at the end of that financial year and the young Managing Director made a name for himself with offers coming in from competitor banks on a regular basis.

 

The MD stated that the factor that meant the most to him was the availability of a Facilitator that could help the Board through their problem issues.

 

 

KEPNER & FOURIE SUCCESS STORIES

 

 

TEXTILE COMPANY TURN AROUND

 

This is a fairly large textile company making well-known brand products in household and industrial markets.

 

With increased competition from international companies entering the local market this company started losing market share and even with the cutting of overheads, managed to make a loss of $2 million at the end of that financial year.

 

The management and employees made a presentation to the owner of the company to the fact that the company could be saved if they would be allowed to find ways to increase outputs and decrease operational costs. The Kepner&Fourie technology was chosen as one of the ways to do this. This company then took the following steps to turn the company around.

 

  1. Appointed a Continuous Improvement Director.
  2. Trained four Kepner&Fourie program leaders to train the critical mass within six months.
  3. Trained eight facilitators to help the staff and management to facilitate and resolve priority concerns quickly.

 

The Turnaround Plan

The program leaders and facilitators were trained first and whilst the target population was being trained, the facilitators conducted Priority Analysis sessions to determine the following:

 

  1. Those problems that had the highest impact on production levels i.e. downtime, rejects, changeovers, warrantee claims.
  2. Those problems that were causing the highest cost factors i.e. rework, breakdowns, excessive maintenance costs, recurring problems etc.
  3. Those factors that would address the market share issues.

 

The problems were ranked from the highest impact to the lowest impact and project teams plus a facilitator were appointed for the first nine priorities.

 

The Results

Within the first three months the workforce addressed the first nine priorities and resolved eight of them with resounding success and noticeable impact on the bottom line.

 

They improved equipment and machine availability by 35% with a major impact on production throughput and reduction in the cost per unit. These results were communicated at all possible forums, which gave even more enthusiasm and excitement for further applications. Facilitators got promoted and people were queuing up to be trained as facilitators, which caused and created new enthusiasm and attitude towards the company and its management. This provided additional impetus to the improvement project.

 

This company s workforce became a thinking workforce within a short period of six months.

They became so good that they would ask for challenges in the areas of:

 

1.      Cost per unit reduction

2.      Turnaround time objectives

3.      Finding alternative uses for scrap and cut offs

 

The Ultimate Result

Within one year, this company turned themselves around from $2 million loss to that of a $6 million profit before taxes.

 

 

 

 

 

KEPNER & FOURIE SUCCESS STORIES

 

BUT WE KNEW THAT!!

 

The General Manager of the Information Services Division wants to pull her hair out because she just heard about a modem problem that the Bank s dealers have been experiencing for the last four months. This is the first time that she heard about this and she demanded from her assistant to hear the full story immediately.

 

We ve procured the best type of modem from the most reputable modem supplier in the State and still we had problems from day one. The modem will connect on the first attempt when the dealer swipes the credit or debit card through the machine and then it disconnects and it does not matter what you do then, the modem stays as dead as a doornail. We pulled out the first few that we had a problem with and sent it back to the supplier. After checking it thoroughly the supplier reported that they could not find anything wrong with it. We are stumped, and we do not know what is going on. Oh! One last thing, we have found that this happened to all the new dealers and the new modems and once they were repaired by our own technicians the modems never gave a problem again.

 

The Meeting

The troubleshooting consultant was called in and he realized that the various parties were not talking to each other and a common understanding of the problem did not exist. His first task was to convince the General Manager that the answer to the problem lay within her own ranks and that she needed to get the various parties together around the same table. This was arranged and with all the parties there the consultant expected to get all the factual information about the problem situation.

 

He started to use a systematic questioning approach and asked the following questions:

  1. What is the fault being observed? - Modem going off-line with the first connection.
  2. Where is the fault observed? - At all the dealers using the modem for the first time.
  3. When was it first observed? - Since the beginning from day one.
  4. When was it observed during operation? Every time during the first connection only.

 

 

Looking at the facts the General Manager realized that something was happening during installation. The consultant had the same observation and promptly asked:

  1. What is happening at installation that is not supposed to happen, or what is suppose to happen at installation, but does not happen? The installation teams are supposed to adjust the modem frequency when the install the unit and they do not.

 

The Obvious Solution

The repairmen responded immediately by stating that every time that they had been called out they found that the frequency adjusting wheels have not been adjusted to the correct frequency. All they did in every situation was to adjust the modem to the correct frequency. After this adjustment the modem worked and never gave a problem again. The installation crewmembers present at the meeting confirmed this and promptly added that they were never told about the adjustments.

 

The Conclusion?

So, what happened here? Why could they not solve the problem? It is simple; they did not create a common understanding of the problem situation and therefore did not have all the information to solve the problem.

 

The consultant insisted that all the parties involved in this problem must be present to get all the relevant information to solve this problem. He collaborated with the correct information sources and solved the problem.

 

 

 

KEPNER&FOURIE SUCCESS STORIES

 

SYNTHETIC FUELS: A SUCCESS STORY

 

Fuels Inc. is a large company that employs 8000 employees and extracts fuel from coal. The fuel is extracted through various processes of splitting the coal with oxygen and hydrogen, taking off various gasses and solids such as sulphur, plastics, diesel, fuel and even tar.

 

Apart from a few small head offices scattered over the world the majority of employees are highly qualified scientists, engineers, technicians and artisans. All managers are from the ranks and therefore ex technical people.

 

The Problem Situation

The extraction of fuel products from coal was performed successfully by this company and was deemed as one of the unique extraction processes in the world, but after a few decades the slow deterioration of plant started to take its toll and Fuel Inc. started losing the competitive edge. The economy could not afford to lose 8000 jobs and potential foreign currency. The decision was taken to privatize Fuel Inc., which meant that every senior manager became the Business Manager for his/her division and some of them even started to go international with products, by-products and technology.

 

Required Competencies

The first required competency identified through a needs analysis was the ability to do fault tracing, finding root cause to eliminate recurring problems and to improve the decision making ability of all senior staff. Four years ago, Thinking Dimensions was called in to provide these skills as soon as possible to as many staff as possible over the shortest period of time.

 

Thinking Dimensions began a program of employee training, and training of facilitators. The implementation followed what we call the Results Multiplier approach.

 

Today Fuel Inc. has the following proud record:

 

     Recurring problems disappeared. These were normally budgeted for as monthly/quarterly/yearly replacements.

     Safety records improved and days without an incidence is at a record high level.

     Cost per unit came down.

     Maintenance in all the plants improved, which was evident in the yearly reduction of maintenance costs.

     Decision making improved. New alternatives for becoming more competitive were submitted on a regular basis and the Employee Suggestion Scheme flourished.

 

Today, Fuel Inc. has a policy that every employee will upgrade himself or herself in PSDM on a regular basis by attending the Thinking Dimensions advanced workshop .