Crystal Clear Concepts is a management consulting firm that provides human resources, organizational development, and training services to help clients improve employee performance and increase profitability. They offer a wide range of consulting services including leadership development, team building, strategic planning, and lean manufacturing training. The document provides details on Crystal Clear Concepts' mission and values, services, training programs, client list, and biographies of the owners.

2. CRYSTAL CLEAR CONCEPTS, INC. is a full-service
management consulting firm specializing in
human resource and organizational development
and training.
We provide services to our clients that will
enhance organizational performance through
education, systems design and process
improvement.

3. Mission Statement
“By advocating education,
empowerment, respect, integrity,
solid business practices and
ethics, Crystal Clear Concepts,
Inc. is devoted to maximizing the
opportunity for its’ clients to
improve employee performance
and its own profitability.”

4. To customize all our services to individual client

needs and objectives
 To be judged on our ability to effect behavior
change in employees and not just train material
 To help clients measure behavior change in dollars
and cents, equaling profitability
 Our ultimate purpose is to help our clients become
consciously competent, so we’re no longer needed

5. Research - Needs Assessments

Leadership Development

Cross-Functional Team Development

Absenteeism & Turnover Management

Prevention of Workplace Violence

Prevention of Sexual Harassment

Understanding Workplace Diversity

Strategic Planning

Coaching With Confidence

Lean Manufacturing and Lean Administration

Developing a Learning Organization


6. Open
General Seminars
Consulting
Systems
Design
CLIENT
Research
Management
OBJECTIVES Coaching
Retreats &
Conventions
Employee
Training
Strategic
Planning

7. Needs Assessments

 Employee Opinion Surveys
 Customer Satisfaction Surveys
Salary & Compensation Surveys

Market Research

Product Development Research


8. Administrative Management

 Development of skills & job requirements for support staff
personnel, secretaries and administrative assistants.
Absenteeism Management

 Systems and methods of tracking attendance, discovering the
underlying causes for and reducing both absenteeism and
turnover through the development of supervisory skills for
employee coaching and counseling.
Incentive Programs

 Development of incentive programs as a motivational method,
involving program design, implementation and evaluation...
Including monetary, non-monetary, team and Individual incentive
plans.

9. Participative Management

 Conversion from top-down management activities to management by cross-
functional teams. Emphasis is on self-directed work-groups and team problem
solving.
Quality Development

 Conversion of the quality process from detection (Cop mentality) to prevention
(coaching mentality), with the emphasis on each employee as personally and
integrally involved and accountable for quality. This program is ideal for companies
that want to make the transition to an operator dependent system of Lean
manufacturing.
Lean Manufacturing / Administrative Lean

 The purpose of Lean practices is to eliminate waste or non-valued added activities
from a process no matter where you find them; on the manufacturing floor or in
the office. Lean is not meant to eliminate people, but to use them more wisely.
With that thought in mind, work elements or job duties may need to be modified
to accommodate a waste-free (Lean) environment. This will allow companies to
remain globally competitive, with a cross-trained workforce.

10. Management Curriculum

 Management One
▪ Introductory survey course of basic management principles.
 Management Two
▪ Group dynamics, problem solving and preliminary leadership principles.
 Management Three
▪ Overview of business; participants run companies in competition with
other participants. Labor laws, regulations and unions are reviewed.
 Management Four
▪ Advanced management leadership training.

11. Communications Curriculum

 Effective Communications One
▪ Understanding the fundamental skills of verbal and written communications
in business.
 Effective Communications Two
▪ Advanced communications skills, including how to conduct effective
meetings and the basic principles of negotiation and conflict resolution.
Human Relations Curriculum

 Human Relations One
▪ Understanding the fundamentals of motivation, including defining
expectations, safe discipline and rewarding performance.

12. Other Courses

 Team Problem Solving
▪ Team building techniques and problem solving models are used to
prepare employees for effective problem solving.
 Trainer and Facilitator Development (Train The Trainer)
▪ Techniques and skills needed to effectively train employees and/or
facilitate cross-functional teams.
 Project Management
▪ Leadership through project management; selecting personnel,
establishing objectives and time-lines, assigning personnel, monitoring
progress, maximizing opportunities, reducing errors and staying on track.

13. Supervisory Development
An Eight Course Curriculum

14. INTRODUCTION
“What it means to be a supervisor”

15. The Supervisor as a Communicator

16. The Supervisor as a Motivator

17. The Supervisor and Discipline

18. The Supervisor and Teams

19. The Supervisor as a Problem Solver

20. The Supervisor as a Coach

21. The Supervisor as a Leader

22. Becoming a Learning Organization

Discipline and Wrongful Discharge

Art and Science of Selling

Art of Management

Art of Negotiation

Customer Service (External)

Customer Service (Internal)

How To Conduct Effective Meetings

Stress Management


23. PREVENTION OF SEXUAL HARASSMENT

 Developing a corporate policy
 Managing rights & responsibilities
 Understanding the law
 Recognizing what sexual harassment looks like
 Managing employees in a way that promotes a sexual
harassment free environment
 Investigating claims of sexual harassment
 Dealing with employees who perpetrate sexual harassment or
file fallacious claims
 What to do if you feel sexually harassed

24. PREVENTION OF WORKPLACE VIOLENCE

Why it can happen here

Writing the Anti-Violence Policy

Pre-employment screening

Training to identify early warning signs

Developing a “Threat Management Team”

Managing a non-violent culture

How to respond to a threatening encounter

Getting help for employees in trouble

Proper security

Responding to emotional trauma after an incident


25. TIME MANAGEMENT

 Where are you most productive?
▪ How do you spend your time now
▪ Developing key areas
 Setting goals
 Scheduling tasks & activities that will help achieve your goals
 How to eliminate time stealers
 Integrating your personal & professional life
 Combining the time manager philosophy (software for the
brain) with a time management system (the hardware).

26. ABSENTEEISM MANAGEMENT

 Absenteeism and turnover, while problematic, are really
symptoms of other issues within the organization and, unless
these issues are addressed, absenteeism and turnover will
continue and even increase
 Unlike traditional systems of addressing absenteeism that don’t
work, this revolutionary program addresses the true causes of
absenteeism & turnover. It will reducing both and even
increasing productivity and quality. However, this radical
program will require a paradigm shift on the part of
management.

27. A LEAN OVERVIEW – THE A-B-Cs

 Phase 1: Stabilize
Lean Vision: The true spirit of Lean
▪
Waste: The basics of Lean
▪
Value Stream Mapping: Coat reduction opportunities
▪
5S: Workplace organization and transformation
▪
Takt Time: Matching customer demand with production
▪
Buffer and Safety Stock: Customer Demand Now
▪
 Phase 2: Flow
Continuous Flow: Designing for smooth work flow
▪
Standard Work: Finding the best way to do the joy
▪
Quick Changeover: Taking a bite out of downtime
▪
Kanban: Pulling work through the production process
▪
Visual Controls: Creating a visual workplace
▪
Mistake Proofing: Achieving zero defects
▪

28. A LEAN OVERVIEW ….. Continued

 Phase 3: Sustain
▪ Leveling: Planning and distributing work effectively
▪ Paced Withdrawal: Leveling Time and Quantity
▪ Heijunka: Sequential Planning
▪ Visual Production Control: Scheduling Made Visible
▪ The Runner: Keeping the Process Supplied
▪ TPM: Improving equipment effectiveness
▪ Continuous Improvement: Striving for Perfection
▪ Kaizen: Ongoing events for the elimination of waste.

29. BACK STREET LEAN

 Phase I: Starting Lean
Develop a Three-Year Plan
▪
Determine Core Competencies
▪
Communicate to Employees
▪
Benchmark Other Companies
▪
Select Cellular Leader / Team
▪
Workplace Organization & Transformation
▪
 Phase 2: Working with Lean Tools
Develop Part Families
▪
Eliminate Unnecessary Parts
▪
Design the First Cell
▪
Utilize Kanban
▪
Develop Supplier / Customer Relationships
▪
Value Stream Mapping
▪
Set-Up Reduction Process
▪

30. BACK STREET LEAN …… Continued

 Phase 3: Sustaining the Lean Process
Redesign the entire plant
▪
Striving for zero Set-Up
▪
Gain Process Control
▪
Create a Scheduler
▪
Develop a Tool Crib
▪
Computerize Cells
▪
Cells as Profit Centers
▪
 Phase 4: Running Lean
Eliminate Final Inspection
▪
Employee Performance Point System
▪
Implement Tool Life Management
▪
Manufacturing Product to Customer Requirements
▪
Develop Compensation Systems
▪
Keep it Alive
▪

31. THE LEAN OFFICE

 Phase 1: Getting Everyone Started in the Right Direction
A History of Lean
▪
Four Enablers for Implementing Lean
▪
Seeing the Challenge
▪
Beginning the Journey
▪
Understanding and Deploying the Demand Tools
▪
 Phase 2: Allowing Work Flow to Emerge
Making Work Visible
▪
Initializing the Flow
▪
Creating the File System
▪
Making it all Work Through Leveling
▪
 Phase 3: Sustain the Gains to World Class Performance
▪ Leadership and Motivation in the Lean Office
▪ Creating the Goal Card
▪ The Visual Office

32. Crystal Clear Concepts presents a number
of programs on interactive DVD or CDs.

33. Visit Our Web site on the Internet at:

http://www.ccconcepts.com

34. B.A. Michigan State

McBer Institute (Harvard)

ITTA - Transactional Analyst

Time Manager® Certified Trainer

Trainer (Michigan State University,

University of Michigan, Grand Rapids
Community College)
Employers’ Association of Western

Michigan (Former Director of Management
Education)
Adjunct Faculty: Wayne County Community

College District
Author: Finding Profit The Lean

Manufacturing Journey for the small
manufacturer

35. M.A. & B.A. Michigan State University

Past President - Michigan Association

of Broadcasters
Past President - Communications Arts

Alumni Assoc., MSU
Past Associate Instructor, Michigan

State University
Legislative Liaison (National

Association of Broadcasters)
Time Manager® (Certified Trainer)

Adjunct Faculty: Wayne County

Community College District
Editor: Back Street Lean Solutions for

the small manufacturer

36. Aero-Motive - Aetna Industries – Alofs Manufacturing - American Bumper –
Ameri First Financial - AMR Combs – Aquapure - Automotive Products – Arvin
Meritor - Brown Corp. – Bing Group – Cameron Manufacturing - Campbell Soup
Co. - Central Michigan Society of Hospital Pharmacists – Chet’s American
Rental - Chrysler Corp. – Citation, Bohn Aluminum - CMI - Community
Treatment Cntrs. - Cutler Sports Apparel - Detroit Fire Fighters Association –
Detroit Heading - Detroit Ball Bearing - Dow Chemical - Dort Federal Credit
Union - Evanston Particle Board – Emergency Professional Services - Fair
Haven Industries - Federal Credit Union - Fitzsimons - Fostoria Federal Credit
Union - General Motors Corp. - Genesse County Community - Gill
Manufacturing - Global Enterprises – Grand Rapids Community College –
Grand Rapids Home Builders Association - Health Services - Hollingsworth -
Health Physics Society - H. H. Cutler - Invetech - Ionia County National Bank –
Integrated Manufacturing and Assembly – Integrated Supply Chain Solutions- J.
Max Robertson – JL Automotive - Kelsey Hayes – Klise Manufacturing - Kinko’s
Copy Centers – Knoll, Inc. -

37. LEAR Corp – Lear Detroit – Lear Marshall – Lear Mendon – Lear Louisville –
Lear Saint Louis - Leon Plastics - Los Angeles Police Department Credit Union
- Letts Drop Forge - Masco Tech Forming Technologies - McDonald Dairy -
Michigan Association of Broadcasters - Michigan Society of Association
Executives - Michigan Municipal League - Michigan Asphalt & Paving -
Michigan Pharmacists Association - Michigan Residential Care Association -
Modern Engineering - National Veneer - National Waterlift – National
Association of Job Shops and Small Manufacturers - New Hampshire
Association of Broadcasters – Noble International - North American Wood
Products – Ohio Credit Union – Oakland General Hospital - Organizational
Development - Ottaway Communications – PASA Modules – Piston Modules -
Progress Pattern - Remex Corp. - Rockford Acoustics – Riverside Hospital - St.
Johns Health Systems - Sarnamotive Blue Water Plastics – Saginaw Post
Office - Scanlan Communications - Sheet Metal Workers Union #292 - Sine
Companies - Smith Industries – Saint Gobain Abrasives – Seymour Particle
Board - Takata, Inc. -

38. Tech Enterprises – Tel-Com - Theotis Group - TOMCO Plastics – Trivalent
Group - United Bank of Michigan - Vlasic Foods - Wamar Products - Warner,
Norcross & Judd - World Learning Center - WHMI AM/FM - WPZA/WAMX -
WGTU-TV
* A partial list of companies and organizations that have been a client of or attended a seminar presented by
Crystal Clear Concepts, Inc since 1990.