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Set it around your process.
A first draft of what the room could look like. Names, lengths and group sizes will change once they have run.
Process mapping with the people who do the work, not the people who describe it in meetings. Start on the floor, draw what actually happens, mark every handoff and every wait, and leave with a map the team recognizes.
One real problem off your floor, taken through define, measure, analyze, improve and control before anybody leaves. You pick the problem. The charter, the data plan and the control plan get built in the room.
Where ERP numbers go wrong and how to tell which ones to believe. Posting dates that mislead, cost layers that double, credit memos that drop out of a revenue report. Bring your own month-end.
ISO 9001:2015 for teams convinced it is paperwork. Clause by clause, written as the thing your business already does, plus the evidence an auditor accepts.
Control charts, Cp/Cpk and the difference between noise and a shift, taught on your own measurements so the charts mean something on Monday.
Confirm the format before you book it.
A conversation with you, then time on the floor if I can get there. I come in knowing your process, not a generic one.
I facilitate rather than present. The room draws, argues, measures and decides. I keep it honest and keep it moving.
Maps, charters, control plans and a cut list with owners and dates. Everything made in the room stays with your team.
Let the room do the work.
One line about the process and roughly who would be in the room is enough to start. I'll say which format fits, or that none of them do and what would.
mwskhatib@gmail.comSay which process hurts.