{"id":4451,"date":"2023-05-10T12:19:52","date_gmt":"2023-05-10T16:19:52","guid":{"rendered":"https:\/\/www.newenglandsupplychainconference.org\/?post_type=event&p=4451"},"modified":"2023-05-13T12:22:52","modified_gmt":"2023-05-13T16:22:52","slug":"best-practices-essential-mental-models-for-supply-chain-leaders","status":"publish","type":"event","link":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/event\/best-practices-essential-mental-models-for-supply-chain-leaders\/","title":{"rendered":"Best Practices: Essential Mental Models for Supply Chain Leaders. What to do when the rulebook runs out!<\/i>"},"content":{"rendered":"

Best Practices: Essential Mental Models for Supply Chain Leaders. What to do when the rulebook runs out<\/em>!<\/h4>\n

This brief but important program describes THREE \u201cmental models\u201d<\/em> that can be used to \u201cframe\u201d<\/em> supply chain Continuous Improvement (CI) projects, in order to improve the probability of successful outcomes.\u00a0 These models have been indispensable in this presenter\u2019s 40+ years of conducting improvement projects, across every continent, and within every imaginable industrial culture:<\/p>\n

The 1st<\/sup> model the presenter will share is called the \u201cImpediments Decomposition\u201d <\/em>model.<\/strong>\u00a0 This model requires that all CI projects to be planned with advanced speculation around FOUR categories of significant impediments, including:<\/p>\n

    \n
  1. TECHNICAL Impediments<\/strong><\/li>\n
  2. ORGANIZATIONAL Impediments<\/strong><\/li>\n
  3. CULTURAL Impediments<\/strong><\/li>\n
  4. BEHAVIORAL Impediments <\/strong><\/li>\n<\/ol>\n

    The presenter will drill-down into these impediments, and suggest ways that CI Project Managers can overcome them, and in many cases, make them actually work FOR the CI projects.<\/p>\n

    The 2nd<\/sup> model the presenter will share is called the \u201cConstituents of Change\u201d <\/em>model. <\/strong>\u00a0This model suggests that any significant improvement initiative has FOUR broad categories of involved people:<\/p>\n

      \n
    1. Analysts<\/strong><\/li>\n
    2. Participants<\/strong><\/li>\n
    3. Impactants<\/strong><\/li>\n
    4. Leaders & Champions<\/strong><\/li>\n<\/ol>\n

      At the conclusion of describing this model, the presenter will demonstrate the \u201c22<\/sup>42<\/sup> Change Priorities\u201d <\/em>bolt-on methodology<\/strong>, and how it can help to quantifiably & prioritize CI projects, through analysis of these four categories of project constituents.<\/p>\n

      The 3rd<\/sup> and final model the presenter will share is called the \u201cReactions to Change\u201d <\/em>model.<\/strong>\u00a0 This model suggests that people within the scope of a CI initiative, will likely react to change in one of THREE ways:<\/p>\n

        \n
      1. Rationally<\/strong><\/li>\n
      2. Emotionally<\/strong><\/li>\n
      3. Politically<\/strong><\/li>\n<\/ol>\n

        The presenter will drill down into these reactions, to change and suggest different ways that CI Project Managers might want to communicate to these uniquely different categories<\/em> of constituents.<\/p>\n

        The three models demonstrated in this program have been staples in the presenter\u2019s CI project work for more than 40 years, and have NEVER failed to keep continuous improvement projects on track.\u00a0 Listen in for real-world tips and techniques you can take back to the office, and use them within your company!<\/p>\n","protected":false},"excerpt":{"rendered":"

        Best Practices: Essential Mental Models for Supply Chain Leaders. What to do when the rulebook runs out! This brief but important program describes THREE \u201cmental models\u201d that can be used to \u201cframe\u201d supply chain Continuous Improvement (CI) projects, in order…<\/p>\n","protected":false},"author":2,"featured_media":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"eventcat":[],"organizer":[],"event_tags":[],"location":[],"class_list":["post-4451","event","type-event","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/event\/4451","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/event"}],"about":[{"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/types\/event"}],"author":[{"embeddable":true,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/comments?post=4451"}],"version-history":[{"count":4,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/event\/4451\/revisions"}],"predecessor-version":[{"id":4480,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/event\/4451\/revisions\/4480"}],"wp:attachment":[{"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/media?parent=4451"}],"wp:term":[{"taxonomy":"eventcat","embeddable":true,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/eventcat?post=4451"},{"taxonomy":"organizer","embeddable":true,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/organizer?post=4451"},{"taxonomy":"event_tags","embeddable":true,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/event_tags?post=4451"},{"taxonomy":"location","embeddable":true,"href":"https:\/\/www.newenglandsupplychainconference.org\/wp2023\/wp-json\/wp\/v2\/location?post=4451"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}