One of Bevington’s core philosophies is that of Knowledge Transfer. Training is provided in 2 modes

1. On a stand-alone basis (either exclusive in house or a public course)
2. Integrated into a change program.

There are four key training programs

• Lean Process Improvement
• Process Reengineering with XeP3
• Organisational Restructuring
• Operational Excellence

Bevington Group has experience in delivering training and mentoring to all levels in the organisation.

1. Senior Management
   • For those leading the Organisation and its Departments
   • Covers the necessary skills and knowledge to effectively lead change programs across multiple teams with multiple interfaces
   • Can include strategy and planning workshops to set the improvement agenda
     
2. Team Manager / Team Leader
   • For those leading or managing teams directly impacted by changes
   • Covers the necessary information and skills required to make the changes stick and realise the economic benefits in their team
3. Change Team
   • For members of the Change Teams
   • Covers the detailed skills necessary to collect data, analyse opportunities and design changes
   • It addresses ways to ensure both management and staff are involved

Bevington Group can also provide support for personal growth and more effective teamwork through our Accredited MBTI® Facilitator and workshops using the Myers Briggs® Personality Type Indicator.

Increasingly we find that organisations are wishing to build an in-house capability in Lean Methods and Process Reengineering.

There is a strong desire to have capabilities in

• Lean Process Improvement Methods
• Process Reengineering
• Rapid Change
• Continuous Improvement
• Strategic and Business Planning
  

These capabilities are often applied to

• Enhancing customer satisfaction
• Reducing costs
• Delivering more throughput for the same level of cost
• Reducing cycle times
  

The training programs are usually conducted in tandem with first (training) projects. The pilot and training projects should have bottom-line benefits.

• Quantification of
  • Noise
  • Main drivers of Noise
  • The size of the opportunities
• Analysis of potential opportunities for
  • Quick Wins (process, behaviour or policy change)
  • Process change
  • Policy change
  • Structural change (eg centralisation of administrative functions)
  • Technology change
  • Standardisation
• Implementation. The study should actually
  • Implement Quick Wins
  • Track progress
  • Harvest benefits