Project Planning & Implementation Design...
A Typical Evolution Of The MCTS Process:

Generally, small group training sessions always begin with the executive management of your company. No one goes to a training session before his or her manager or team leader has experienced the same training. We use a variety of analytical tools to map out “good habits” and “bad habits” at each of these levels. Our goal is to reach consensus as to what is “good” and what is “bad” in accordance with your company’s unique values. Through the use of our methods, new habits are quickly established at least-cost to you because everyone from the top down, once the process begins, feels and understands the value of these changes.

1. Senior Management Presentation Of Problem Areas Needing Attention:

  List problem areas, discuss probable causes, & conduct need assessments;
  Determine actual causes & effects for each identified problem area;

2. Analyze Effect Of Problems At Each Level In The Company:

  Group perceptions: finance / scheduling / marketing / operations / other;
  Team perceptions: examine internal customer / provider / vendor chains;
  Individual perceptions: separate “blame-game” causes from actual points of responsibility;

3. Determine Company Values That Are Consensus Values:

  List perceptions of “good habits” and “bad habits” for each level;
  Identify points of conflict & build consensus re: beliefs/perceptions/habits for all;

4. Select In-House Trainers: (The On-Going Company Change-Agents)

  Need to reform people-habits is clearly defined & tools are developed and tested;
  Pilot test of tools for reforming people-habits is completed;
  New tools are “installed” in the hearts & minds of the training group as habits;

5. Set Agenda for In-House Trainers: (The Implementation Design Team)

  Methods for continuous improvement are established or redefined;
  Training schedule for small group sessions is established & pilot is planned;
  Pilot for reforming people-habits in small group sessions is completed;

6. Trainers Meet With Small Groups Of Employees: (All Key Areas Reflected In Mix)

  Training schedule announced, if manager / leader cannot go first, schedule is changed;
  New tools “installed” in the hearts & minds of small group session participants as habits;

7. Use of Participant Feedback & Suggestions Solicited At Group Sessions:

  Suggestions are evaluated/people submitting same-category suggestions are grouped;
  Consensus is established & action-plans are established for accepted improvements;

8. Accepted Improvements are Piloted, Tested, Proven, & Formally Endorsed:

  A closed-loop is established for validation of complex improvements;
  Complex improvements are piloted & tested with written procedures;
  Proven complex/simple improvements are adopted & added as company standards;

9. Employee Incentives & Rewards For Improvements are Implemented:

  Improvement incentives & reward suggestions are requested & reviewed;
  Approved suggestions are piloted and tested, employees begin receiving rewards;
  Reward/incentive ideas & new problems are submitted and process begins again...

Scope of Work - All projects begin with a scope of work. Whether the project involves developing an implementation plan or requires managing a complete project, the scope of work defines what MCTS will do to meet your expectations. It is your assurance that we understand each other. To ensure a consistent quality of work on implementation management projects, we use a four-phased approach. The specific tasks will vary, depending upon the scope of work. The project manager establishes project milestones, organizes the team, and outlines project strategies. Individual site needs are inventoried, any issues are resolved, and the schedule is refined. All resources are utilized to carry out the identified scope of work. The client reviews and accepts the work as it is completed.

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