Tools and training solutions to orchestrate enterprise winning performance

1. ORCHESTRATING
WINNING
PERFORMANCE
OUR BROCHURE
RC: 899967
Website address here Partnering. Innovating. Impacting. Improving

2. ORCHESTRATING WINNING PERFORMANCE
Creating memorable experiences that orchestrate enterprise winning performance
A BROCHURE OF THE PROCESS IMPROVEMENT CONSULTING
Financial services. Manufacturing. Education. Healthcare. Hospitality. Oil & Gas. Engineering
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DIASTOL
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F F M M M F M M F F M F M M M F M F M M M M F M
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GENDER w ithin AGE
The things we do will visibly impact the voice of your business (VOB), the voice of your employees
(VOE), the voice of your process (VOP), and ultimately, the voice of your customers (VOC)
Partnering. Innovating. Impacting. Improving

3. TABLE OF CONTENTS
INTRODUCTION
 Orchestrating Winning Performance
 Preface
 Introduction
TRAINING SOLUTIONS 9
 Determining VOC 12
 Lean Six Sigma & Six Sigma 14
 Customer Service that Works 22
 Leading Winning Teams 26
 Business Process Management/Auditing 28
 Determining VOP & VOE – Mystery Shopping 31
 Managing Banking Operations (services) aligning strategic actions with corporate strategy 32
 Hospital Enterprise Transformation 34
 Employee Goal Alignment for elevated performance 35
 Corporate Transformation/Approaches to project selection 37
 Leadership – Diamond in the dunghill 41
 Customer Experience (Master Class Series) 42
 Personal Effectiveness (Master Class Series) 43
 Unconventional Selling Skill (Master Class Series) 44
OUR FRENDS, some call them clients 45
 Measuring the impact of our program 46
 Our profile 47
 Experience pictorial 55
3

4. PREFACE
This document is created with your company capability and capacity needs in mind.
Many companies want to provide the best possible products and services to
consistently meet and exceed customer expectations.
To do this, we have discovered from experience that the voice of the employee (VOE)
must be elevated since it is the employees that make things happen at every touch
point or moment of truth.
Elevation of the VOE means that VOP (voice of the process), technology enablers and
VOB (voice of the business) have been taken care of and optimized. Product and
service transformation will be assured once VOC= VOB+ VOP + VOE.
As you continue on your growth path, the stakes for success and failure will become
elevated. We will counsel that you make plans to create a business process
optimization group to drive a formal & structured approach to enterprise-wide
business process improvement.
The need to effectively and successfully transform mission-critical and customer-facing
processes and people have become magnified for various stakeholders. Developing
effective process improvement capability is a key enabler to any organisation faced
with corporate transformation agenda
Our training solutions equip your enterprise, existing and new employees with enabling
tools and techniques for improving processes and managing process improvements to
deliver savings and lasting impact.
4

5. PREFACE
By building a culture of continuous improvement, your company or group can respond
quickly to the changing external environment and build internal practices that produce
better customer service and systems. Continuous quality improvement requires
committed individuals and an organization willing to re-examine all their systems and
procedures.
Course participants will get a direct exposure to application of best practices and
innovations.
Effective implementation of people and process transformations through SMART
projects aligned with company service vision and strategy will unleash the power of the
people and processes to provide a unique framework which creates a commonality of
language, methods, tools and techniques to help the organisation attain high levels of
standardisation, consistency and predictability in the delivery of projects.
This document presents our training solutions & interventions.
5

6. PREFACE
Successful leaders seek and master the essence of process, business,
employee and customer alignment …Hubert Eke
We don't know what we don't know.
We can't act on what we don't know.
We won't know until we search.
We won't search for what we don't question.
We don't question what we don't measure.
Hence, we just don't know.
6

7. Introduction
As for the future, your task is not to foresee it, but to enable it
The future is unwritten, mystifying, challenging, defiantly different and constantly
changing. All we can do is anticipate the future to the very best of our individual and
organizational abilities.
The aim of this collection of training solutions and best practices from Process
Improvement Consulting is to arm you with some of the tools and techniques to orchestrate
winning performance in your organization or group now and in the future. Constantly
updating and sensitizing your anticipatory antenna is now a business essential. Customer,
process and employee challenges exist at every turn.
As the pace of change continues to increase, innovation cycles are getting shorter and
technology is advancing at an accelerating speed. The use of IT has led to an increased
amount of collectible data to yield information around us - and it's growing exponentially.
The consequences are much more visible today than they were ten years ago.
But modern organizations shouldn't be overwhelmed by these facts and events. Proactive
companies must prepare their organizations to deal with them. They have to improve their
ability to anticipate the future and manage in uncertain times.
This collection aims to help you on the route to better managing people and processes
leading employees and decision making in order to respond to today’s challenges at different
levels – organizational or individual. Well equipped people achieve results. Its all about people
– their capabilities, their capacities, their know-how, their willingness, their passion to make it
happen.
7

8. ...Intro
What is impossible to do today in your company, but if it could be done
would fundamentally change the future of your company for good?
ALGNING THE VOB, THE VOP, THE VOE TO THE KNOWN VOC
.
8

9. OUR TRAINING SOLUTIONS
9

10. 1. Baselining/Determining VOC
We help you extract valuable business information from your customers & your
competitor’s customers
Objectives
 Hear, listen to, document and analyze the voice of the customer.
 Assess customer satisfaction with the level of your service
 Measure customers’ satisfaction with your products & service channels
 Identify pain points as experienced by current customers
 Benchmark against your competition & global competition
 Elucidate on customer service expectations based on offerings from other
industries
 Obtain an in depth understanding of the needs of the separate and distinct
segments of your customers across Nigeria.
 Uncover how well your current products & services meet (or don’t meet)
customer needs
 Secure data on how your offerings compare to core competition
 Determine what world class levels of service delivery performance are.
 Uncover unmet needs and areas in which superior customer satisfaction is
desired.
 Quantify current perceptions about client’s services and products quality,
and that of core competition
 Construct a voice of the customer architecture
10

11. Determining voc: our scope
 To survey all segments of your company’s customers and gauge their
satisfaction level with the your touch points, products & services
including but not limited to:
 Quick service/sales points
 ATM
 Contact centre
 E-Channels (internet banking, Mobile Banking & POS)
 Liability products – savings & current accounts
 Asset products – loans & overdrafts
 Services – quality of interaction, issue resolution, ease of transacting.
 Determine the quantum of core customers that use other banks, which
banks and why they do?
 Customers for other industries
VOB=VOC*VOP*VOE
11

12. 2. Lean six sigma & six sigma
This training is to create:
 The lean six sigma and six sigma capacity & capability required to complete
cost savings/avoidance process improvement projects in areas of process
challenges, in the participants unit.
 Leading change agents amongst current process participators for your
company.
 In the long-established parlance of lean six sigma, the chief change agents in
your organization become “green belts or black belts.”
 Comprehensive grounding in the five crucial phases of the methodology –
define, measure, analyze, improve, control (DMAIC).
 Systems thinking amongst participants
• Ability to recognize process excellence opportunities and eliminate defects
• Recognition that variation hinders ability to reliably deliver high-quality
services
•To handhold participants to commence and complete one lean six sigma
process improvement project with 3-6 months of completing the class
12

13. LEARNING OUTCOMES
B. Learning Outcomes
i.State the comprehensive definition and/or explain the concept six sigma & lean
six sigma
ii.Describe the benefits of six sigma/LSS to your firm/unit
iii.Create top level SIPOC maps for unit’s mission-critical process
iv.Create value stream maps for mission-critical unit process
v.Become conversant with the tools of LSS and SS
vi.Select and commence one cost savings/avoidance process project for the
organization using the six sigma/LSS capability
vii.Capacity to focus on maximizing process velocity
viii.Knowledge of tools for analyzing process flow and delay times at each activity
in process
ix.Capacity to remove non-value added steps in process
x.Know-how to quantify and eliminate the cost of complexity
xi.Know how to quantify process improvement project savings
xii.Ability to commence and complete huge cost savings process improvements,
using SS & LSS
xiii.Ability to lead SS & LSS process improvement projects
FOR WHO: BPM professionals, Corporate transformation professionals, Strategy
executors, Internal Control, Human capital, FINCON, Manufacturing Managers,
R&D, Technical managers, General/Corporate services, Branch managers, Process
Owners
DURATION: 5 days
13

14. OUR SIX SIGMA METHODOLOGY
VoC - Who wants the project and why ?
D
Define
The scope of project / improvement (SMART Objective)
M
Measure
Key team members / resources for the project
A
Analyze
I Critical milestones and stakeholder review
Improve
C Budget allocation
Control
14

15. Translating customer satisfaction
If we cannot express what we know in numbers
we don’t know much about it
If we don’t know much about it, then we can’t
control it
If we cannot control it, we are at the mercy of
chance
-Dr. Mikel Harry
CERTAINTY + UNCERTAINTY = 100%
KNOWN + UNKNOWN = 100%
BELIEF + DISBELIEF = 100%
CONFIDENCE + RISK = 100%
YIELD + DEFECT RATE = 100%
15

16. Lean/six sigma strategy
We use a variety of Six Sigma tools to help
separate the “vital few” variables (X’s) (X1)
effecting our outcome (Y) from the “trivial
many.” (X10) (X4)
Some processes contain many, many
variables. However, our outcome (Y) is not
effected equally by all of them. (X8)
By focusing on the vital few we instantly (X7)
gain leverage on maximizing our outcome,
result or Y.
(X3)
(X5)
(X9)
(X6)
(X2)
16 16

17. The life of a six sigma belt
Training as a Six Sigma Belt can be one of the most rewarding undertakings
of your career and one of the most difficult.
 You can expect to experience:
 Hard work (becoming a Six Sigma Belt is not easy)
 Long hours of training
 Be a change agent for your organization
 Work effectively as a team leader
 Prepare and present reports on progress
 Receive mentoring from your Master Black Belt
 Perform mentoring for your team members
 ACHIEVE RESULTS!
17 17

18. Black & green belt certification
To achieve certification, Belts must:
 Complete all course work:
 Be familiar with tools and their application
 Practice using tools in theoretical situations
 Pass class exam
 Discuss how tools will apply to actual projects
 Demonstrate application of learning to training project:
 Use the tools to effect a financially measurable and significant
business impact through their projects
 Show ability to use tools beyond the training environment
 Must complete one project within 6-12 weeks from beginning of training
 Achieve results and make a difference
 Submit a final report which documents tool understanding and application
as well as process changes and financial impact for each project
18 18

19. 3. CUSTOMER SERVICE THAT WORKS
Customer behaviour in the 21st century
Four things a service business must get right consistently
Mapping Customer journey towards/through service points
Emotional triggers along the customer journey
Momments of truth
Service design for dynamic intraction
Dimensions of service quaity
Service quality gap model
Proactive & reactive interventions for negative emotions
Service enablers
Service Provider as a Solutions Provider
Problem solving for Service Providers/contact center consultants
The security man as a service Solutions Provider

20. The Typical customer experience Journey…
Design 2.
from the UNDERSTAND
outside in CUSTOMERS
Begin
USERS
here, with
NEEDS & WANTS the
3. outcome
SERVICE Be Customer in mind
OBJECTIVES Centric
Leverage & SERVICE
Integrate DESIGN 1.
Transform DESIRED
OUTCOME
4.
BACK OFFICE
PROCESSES
&
SYSTEMS 8.
OUTCOME
ATTAINMENT
5.
SERVICE Measure
CHANNELS Customer
Satisfaction Demonstrate
6. Results
SUPPORTING 7. For
INFRASTRUCTURE CUSTOMER shareholders
Multi-Channel SATISFACTION
Service Delivery
20

21. The Four Things a Service Business Must Get Right
• Four main service elements
– The Offering
– The Funding Mechanism
– Employee Management System
– Customer Management System
Designing for Interaction
• Building a Vision for Innovation in Interaction Design
FOR WHO: All operations, service managers in banks, telecommunications,
oil & gas, contact center consultants, and service leaders
DURATION: 2 DAYS
21

22. 4. Leading winning teams
 Teamwork & Teamwork attitude
 Teamwork actions & Teamwork skills
 Building the right team
 Working in teams/Team development
 Feedback in teams – BOOST MODEL
 Transforming groups into teams
 High performing teams
 Rhythm & Relationships - consistency
 Communication & technology
 Identifying Trust traps in teams
 Making assumptions, Breaking promises, Covering self
 Bypassing people, Lessons from the geese
Value creation
i. Process team behavioral capability development
ii. Internal customer relationship building for streamlined process performance
iii. Managing up & managing down
iv. Managing & leading process improvement teams
v. Team games
FOR WHO: All leaders and aspiring leaders of process improvement projects
DURATION: 2 DAYS 22

23. 5. Business process management/auditing
Upon completion of this course, participants should be able to:
i. State the comprehensive definition and/or explain the concept six
sigma & lean six sigma
ii. Describe the benefits of lean six sigma to your company
iii. Create different top level/granular process maps for mission-critical
processes in your company
iv. Create value stream maps for mission-critical unit processes
v. Become conversant with the tools of LSS and SS
vi. Select and complete cost savings/avoidance projects for the
organization using the six sigma methodology.
There are usually three views of a process:
1 2 3
What you THINK it is.. What it ACTUALLY is.. What it SHOULD be..
FOR WHO: BPM professionals, Corporate transformation professionals, Strategy
executors, Internal Control, Human capital, FINCON, Manufacturing Managers,
R&D, Technical managers, General/Corporate services, Branch managers, Process
Owners
DURATION: 3 days 23

24. BPM-topics covered
i. Process discovery - examining the organization's systems and technology
ii. Process improvement life cycle
iii. Process group and process improvement infrastructure
iv. Process change methodology (PCM) - Skills and knowledge associated with
the PCM
v. Process Mapping & Value stream mapping- NVAA and VAA & Process
Stakeholder analysis
vi. Process capability and setting customer specifications
vii. Workplace organization (5-s)
viii. Process improvement tools , Process Improvement Teams (PIT) &
Transforming groups into teams
ix. Teamwork actions, Feedback models – Johari’s window, Lessons from the
geese
x. Leading change in a big organization & Cultural change & tools for building
a culture of continuous improvement
xi. Process relations in the enterprise
xii. Prioritization matrix & Creating process punchlists
xiii. Developing improvement strategies - Selling the message of continuous
improvement
xiv. Re-engineering work practices
xv. Strategies for gaining staff commitment and increasing staff involvement
xvi. Monitoring effectiveness & recording and reporting results
xvii. Incentives for maintaining the momentum
xviii. Ensuring quality control and audit trails
xix. Establishing Business Process Governance & Centers of Excellence
xx. Building a Business Architecture using Value Chains and Value Streams
24

25. BPM-learning outcomes
i. Understand the process improvement life cycle & continuous improvement
and its evolution
ii. Implement an effective process improvement infrastructure
iii. Be an effective process group team lead or member and understand what is
required for a group to work well
iv. Understand a systems-level view of how process improvement is planned
and implemented using a capability maturity model (CMM)
v. Apply a toolkit of relevant process improvement and change management
skills and techniques
vi. Begin gaining confidence in their ability to perform their role in the process
group
vii. The leader’s role in planning, implementing promoting and monitoring
successful continuous improvement processes
viii. Understand the principles and techniques associated with continuous
improvement systems
ix. Identify and apply continuous improvement systems and processes
x. Monitor, adjust and report process performance metrics
xi. Consolidate opportunities for further improvement.
xii. Understand Process Modeling, Analysis and Design: As Is, To Be
xiii. Acquire a solid understanding of practical techniques for modeling, analysis
and design
xiv. Learn the significance of creating the right context for Process Measurement
and Metrics
xv. Derive key performance indicators (KPIs) from business drivers to measure
process improvement
xvi. Model the "As-Is" and "To-Be" processes to identify opportunities for
innovation
xvii. Learn new role with new unit-service quality & process improvement 25

26. 6. Determining VOE & VOE – mystery shopping
 Our mystery shopping capability & capacity is second to none in Africa: we
capture real time service provider engagement with customers at touch
points and recommend simple but forgotten recommendation on how to
elevate positive customer experience (satisfaction & happiness). Our audio
and still capture include but not limited to the following area:
 Customer journey pathway
 Security guards
 Quick service points Management system & standard
 The service providers (the people)
 Branch outlet design (the place)
We will pick up employees who offer excellent service delivery who
express sincerely positive feelings toward people. We will also pick up cold
or stand-offish service providers, your customer-facing people., who lack
deep sincere love for what they are doing nor show persuasive by the
depths of their belief and emotions about service provision to customers.
There is absolutely no substitute for an honest unshakeable, enthusiastic
belief that the products and services the business offers are the best
available anywhere.
26

27. 7. Managing banking operations (services)
ALIGNING STRATEGIC ACTIONS WITH CORPORATE STRATEGY
This class lays out an experience-centric approach to fostering and creating
loyalty by systematically impressing your customers again and again.
The Long wow, challenges creators of customer experiences to plan across
channels, time, and disciplines to identify a progression of seduceable and
memorable moments
FOR WHO: Leaders of banking Operations (Head office, Branches, All other touch
points, banking operations transformation,
DURATION: 3 days
27

28. Managing banking operations (services)
ALIGNING STRATEGIC ACTIONS WITH CORPORATE STRATEGY
CUSTOMER SERVICE EXPERIENCE MAP
People choose your bank because of convenience, ease, safety, flexibility and variety of
offering
Customer journey to & through a typical service outlet
STAGES CAR GATE S/MAN S/DOOR B/H SP TXN EXIT
PARKING ENTRY ALL EASE
Parking car
Passing Passing Wanting an Was it easy?
Correctly
DOING Assisted quickly through Engagement Do they care
quickly Am I treated well?
parking
Was I
Was it easy? Is the door Was it easy?
Was I respected Engaged
THINKING Do they care
Do they know
Was I greeted
Going to throw
me back?
Did he know
Its so easy
Do they know
Was I directed his stuff
I am here? I am here?
Irritated?
Disregarded Pressured
Pressured Happy Good, happy
Regarded Uncared for
FEELING Uncared for
Respected
Harassed
Excited to be here
excited Excited to be here
Excited to be here
Hardship Disregarded Hardship Engaged Hardship
EXPERIE Unhelpfulness Regarded Regarded Helped First class
NCE Helpfulness Respected Respected valued last class tt
28

29. 8. Hospital enterprise transformation
This initiative was developed in response to requests for business
transformation projects in hospitals in order to:
Transform hospitals in line with international best practices.
Transform hospital processes to best-in-class standard where people can be
sure of the best medical service they can receive.
Make hospitals become forces to reckon with in the communities by provision
of customized help through various medical programs.
Create more job opportunities for the community and the society at large.
Customer
Quality
Quality
Continuity Medical Commitment
Medical
Care
Care
Expectations
29

30. 9. Employee goal alignment for elevated
performance
Introduction, objectives and essential
message
Vision
Business process review
Streamline the organisation
Goal alignment
Cascading the vision
Collaboration
Guaranteeing performance
Execution
POTENTIAL- LIMITATION = PERFORMANCE
FOR WHO: all employees during strategy cascade sessions
Town hall meetings reminders, business transformation leaders
DURATION: 2 days
30

31. 10. Corporate transformation
Approaches to project selection
There are three basic approaches to Project Selection…
“Blatantly Obvious” “Brainstorming Approach”
Things that clearly occur on Identifies projects based on
a repetitive basis and individual’s “experience” and
present problems in “tribal knowledge” of areas
delivering our service(s) or that may be creating
product(s). problems in delivering our
service(s) / product(s) and
hopefully tie to bottom-line
business impact.
“Structured Approach”
Identifies projects based on organizational data, provides
a direct plan to effect core business metrics that have
bottom-line impact.
All three ways work…the Structured Approach is the most desirable.
31

32. A Structured Approach – A Starting Point
32

33. A Structured Approach - Snapshot
The KPI’s need to broken down into actionable levels.
Business Measures
Actionable Level
Key Performance Indicators (KPIs)
33

34. 11. LEADERSHIP- Diamonds in the Dunghill
TOPICS COVERED
1. Definition of leadership 12. Trust
2. Vision: carriers 13. Positive Attitude: If You
3. Spiritual scorecard Believe You Can, You Can. If
4. Communicating You believe you can’t, You
vision/mission can’t.
5. Goal setting 14. Problem Solving: You Can’t Let
6. Character:
r
Your Problems Be a Problem
e
d
7. Relationships & Teamwork: If 15. Responsibility: If You Won’t
You Get Along, They’ll go
a Carry the Ball, You Can’t Lead
Along
le the Team. Wrong decision is
8.
9.
Charisma
Commitment
f a better than no decision at all.
16. Security: Competence Never
o
s
10. Motivation Compensates
ie
11. Competence 17. Self-Discipline: The First
12. Courage:
l it Person to Lead Is You
14. Focus
ua
13. Discernment 18. Servant-hood: To Get Ahead,
Put Others First
Q
15. Generosity (Raising other
leaders)
19. Teach-ability: To Keep
Leading, Keep Learning
16. Initiative 20. Passion: You will fail without it.
17. Listening Take This Life and Love It
34

35. Our Friends, some call them clients
 Nigerian Bag Manufacturing Co. Ltd
 Lagos Business School
 Philips Consulting
 Stanbic IBTC bank plc
 Schlumberger Nig. Ltd
 First Bank Nigeria plc
 FCMB plc
 Life care manufacturing ventures Ltd
 Federal Inland revenue Service
 Cakasa Engineering Ltd
 Africa Re
 St. Sevens Hospital Ltd.
35

36. MEASURING THE IMPACT OF OUR
PROGRAMS
i. Number of active process improvement projects
ii. Total cost savings achieved
iii. Total cost avoidance achieved
iv. Quantum of post-class knowledge gain
Other classes offered
i. Effective self management-personal effectiveness
ii. Negotiation skill
iii. Personality test
iv. Business case analysis
v. Report writing
vi. Public speaking/presentation skill
vii. Microsoft office skill
36

37. OUR PROFILE
Process Improvement Consulting® (PIC) Group provides capability enhancing training
sessions/workshops that help our clients increase process and leadership - quality, velocity,
productivity and decreased cost. Our clients choose us for several reasons:
1. Our training programs are customized to suit the particular needs of our clients. We
realize that the one-size-fits-all approach to training does not work; consequently, our
clients receive a program that is perfectly suited to their needs. Most training companies
that run open classes are not able to do this.
2. Our trainers are experienced consultants who have implemented the tools and
techniques they are teaching in companies in Nigeria, U.K and the USA. Consequently, they
are able to help our clients see the application of the techniques being taught through
mission-critical project deployments using clients’ processes. This is our proposition – to
handhold clients’ in project deployment so that the ROIC is actualized and even exceeded.
3. Our training and consulting programs are aimed at helping our clients become
self-sufficient/reliant. Unlike others, we are in the business of teaching and advising our
clients how to implement lean and six sigma. We will not hand you over a report and collect
a pay check until deployment has commenced and progressing.
4. We have industry-diverse experience and can apply our lessons learned from
implementing lean six sigma in industries such as Banking, Insurance, Medical,
Manufacturing, Oil and gas, and telecommunications.
5. Our clients pay only for the value they receive as measured by them. Unlike many
other firms that operate in Nigeria, we do not engage in open-ended projects without
clearly defined deliverables. Clients know what they are going to pay and what value they
are going to receive in return before we even begin our engagements.
6. We have developed lean Six Sigma for Telecom concept and has been building ground
floor process improvement and Six Sigma at world-class companies. Using a powerful
knowledge transfer model, we provide a rigorous, straightforward deployment of training
and tools to fully equip your people to achieve and sustain improvements to your business
long after training is completed. And our experienced Six Sigma professionals stand ready
to offer their expert assistance – whenever and wherever you need it.

38. Profile of Project Director
Hubert N. EKE B.Sc; MBA; Master Black Belt
CEO/MD Process Improvement Consulting
Hubert holds an MBA from Southern Illinois University Edwardsville, IL, USA. He is a
Certified Six-Sigma Black Belt, Six Sigma Specialist, an ISO Lead Auditor / ISO
Documentation Specialist. Hubert is a people and process transformation Champion.
An Alumni of the IMD Lussane Switzerland, and SIUE Edwardsville Illinois USA, He
worked for various high profile companies in US such as Cott Beverages USA, Pencorp
Financial Corporation St. Louis USA and multinationals in Nigeria such as Cadbury, and
Unilever. Hubert was encouraged to start consulting in 2002 while in Cadbury by its them
management. He left Bank PHB as Divisional Director responsible for information
technology, banking operations, business process and customer experience in 2009, after
leading so many notable & successful enterprise-wide projects – namely, creation of the
1st central liability account opening platform in Nigeria banking system, creation of the
1st contact center in Nigeria banking sector, creation of the 1 st retail asset center,
creation of instant account number generation for new accounts, reduction of TAT for
Schlumberger’s mega customs clearing process. He runs a knowledge center in Ikeja
Lagos.
He has made presentations at major international manufacturing and service events in
Nairobi Kenya, St. Petersburg USA, Atlanta Georgia, Lausanne Switzerland, Istanbul
Turkey, London, England, and Port Elizabeth SA, . His business process improvement
efforts have been completed in top companies like Schlumberger Nigeria, StanbicIBTC
bank, , Nigreian Bag manufcturing company and Cott Beverages in USA
38

39. Profile of Project Faculty
Njide Eyuche B.A; Diploma Community Art, Six sigma Green belt
ED Process Improvement Consulting, USA
Njideka is an aluminus of Webster University USA. She is a Certified Six-Sigma green Belt,
an ISO Lead Auditor / ISO Documentation Specialist.
She has delivered management training in problem solving, team development,
coaching, presentation skills, and customer service. She also has experience in
overseeing and implementing workforce performance management She has facilitated
team work for First bank for 2 years. She leads the US office of the Process Improvement
Consulting LLC USA.
39

40. Profile of Project Faculty
Gilbert Kimeng B.Sc
Consultant Process Management & Customer service
Proficiency in French, German & English having lived, studied and worked in
different countries and cultures (mainly Cameroon, Germany, Cote d’Ivoire and
now, Nigeria). Has vast experience in teamwork and leadership cutting across
academic, professional, socio-cultural and religious settings. Holder of a bachelors
degree in Public relations. A public speaker, motivator and cancer survivor.
Passionate about bringing out the best in people through training/mentoring
40

41. Profile of Project Faculty
Emmanuel Emeh HND
EMMANUEL has being teaching and speaking on various issues bothering on
Leadership/human development, behavioral science and Faith for the past
seventeen years.
His vast knowledge and unique presentation style allows him to discourse and
tackle difficult and personal topics with unbelievable ease that is coupled with
a great sense of humor.
His unique teaching skill is enhanced by his background in Advertising, Brand
Management, Art (Environmental Science), and Information Technology.
He is a practitioner of Neo Linguistic Programming (NLP), Movie Therapy and
also a certified HIV/AIDS counselor with HOPE worldwide Nigeria and Lagos
state action committee on AIDS (LASACA)
He has facilitated and taught several corporate, financial, Youth and Faith
based organisations on Leadership, Conflict/Crises Management, Teaming,
Staff Motivation, use of Information Technology for growth and corporate
enhancement.
As a change agent, his passion and speaking engagements have taken him to
cities across Nigeria, several West African Countries, the Middle East and the
United States of America.
His most recent speaking engagements have being with the Central Bank of
Nigeria (CBN), Future View LTD, A.T. ONAJIDE (Chartered Architects), Eco Bank
Nigeria and ICOC West Africa Leadership Conference in Banjul, The Gambia.
Emmanuel is married t and has two children.
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42. Profile of Project Faculty
Douye Ikhumi B.A;
Mrs. Douye Ikhumi holds a Bachelor of Arts degree in the French Language and
a Post Graduate Diploma in Management and is currently pursuing a Masters
degree in International Law & Diplomacy. She has worked on USDA, USAID,
PEPFAR and the World Bank funded projects. She has over ten years of voluntary
and working experience in a number of Non-Governmental Organizations.
She is a member of the Board of Child Life Line a social sector organization
focused on the rehabilitation of street children. She is the Chief Executive Officer
of Faniox Limited which provides Training & Development, Social Sector and
Business advisory Management. She is the Co-founder of X-Fusion a youth
empowerment organization. She serves as a Consultant to the Pan African
University (Lagos Business School) where she teaches Social Sector Management.
She is a contributing columnist to the Enterprise Development Centre Digest of
the Pan African University. She is also a contributing columnist to the Social
Space Africa Magazine. She has served as a Consultant to UNICEF on child rights.
She was a guest speaker on the Radio Nigeria forum on Destitute Children in
Nigeria. She was a lead discussant at the first Social Sector Dialogue organized by
the Pan African University (Lagos Business School).
She is an experienced facilitator, and has facilitated programs in NGO
management, Business management, Human Resource, leadership, Business
communication, Performance management etc. She served in the capacity of a
Judge coordinator for Students In Free Enterprise (SIFE) at their Emerging
Entrepreneurs University National Competition. She has engaged in the research
on knowledge Attitudes Practices & Beliefs (KAPB) on HIV/AIDS prevention and
treatment.
She is dedicated to the empowerment of people and strives to be a leading social
entrepreneur and role model who will ensure that growth and change emerges in
their lives.
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43. Profile of Project Faculty
ADENIYI MAGNUS ELUMARO
Niyi Elumaro has about two decades of broad range work experience covering both
consultancy and financial services. He has occupied various top positions in the
consulting practices of the former Arthur Andersen, now KPMG Professional Services,
and Coopers and Lybrand, now Price WaterHouse Coopers. He joined the then Standard
Trust Bank group and was quickly appointed Executive Vice Chairman/Group CEO of
HEIRS Insurance, the insurance services arm of the STB group.
Upon the merger of the old STB group and United Bank for Africa to form UBA Plc (the
largest bank in the West African Sub region), Niyi was retained as the EVC/Group CEO of
the UBA Insurance group comprising General Insurance business, Life Insurance
Business, Health Management Organisation and broadband Financial Services. Niyi
pioneered the deployment of the Bancassurance business model as an operating brand
and led key strategies that revolutionized service delivery within the Nigerian insurance
market space. Niyi is a facilitation delight any day and has traversed several states and
countries delivering keynote financial market, organization and industry strategy papers,
as well as serving as consultant on wide ranging areas of the economy to high networth
individuals, private enterprises, state governments and the Federal Government of
Nigeria.
He graduated with First Class Honors, major in Business Administration from the
University of Benin and emerged as best graduating student in his Institute of Chartered
Accountants of Nigeria (ICAN) professional examinations. He has attended key
management and professional training programmes in Nigeria, Europe and the United
States and holds professional membership of the Chartered Institute of Taxation of
Nigeria and Nigerian Institute of Management.
Niyi is an avid reader, keen sports follower, music lover and dancer. He loves to travel
and is happily married to his lovely wife, Queen with whom he is blessed with four
wonderful children.
He serves on the board of several companies and organizations and is Chairman of
Investcorp Capital Limited.
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.

44. Profile of Project Faculty
Ovota Iyamu
Ovota Iyamu has over 25 years experience in human resources, performance
management, human capital design and change management. She has worked at
Accenture (Andersen Consulting), Praxis Nigeria Ltd., Continental Merchant Bank.
She is currently a management executive in a manufacturing company.
She has delivered management training in instructor skills, problem solving,
team development, coaching, presentation skills, business writing, diversity
awareness, and customer service. She also has experience in overseeing and
implementing workforce productivity and performance management.
Ovota has a M.A. in Communication from Stephen F. Austin State University in
Texas, and a B.A. in Communication from University of Tennessee in Knoxville,
both in the United States of America.
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45. Expertise in Experience Management
Industry Assignment Clients
• Service Strategy Strategy Development &
Development Engineering Implementation
• Service delivery
retreat
Service Quality, Process audit, Customer
Retention, Cross selling/upselling,
Banking customer service training, KYC, customer
• Mystery audits
journey assessment, project deployment
• Process Audit Engineering Business Process audit, Database
& manufacturingManagement
Project deployment outside Lagos
• Process Optimization TAT Reduction of customs
clearing process,
Oil & Gas
Process & Training
• Process Outsourcing
Service audit – Experience & Standardization.
• Lean six sigma Recommendations on service improvement,
Oil & Gas standardization & payment insourcing
training
• BPM training
• Service delivery audit
training Six sigma, lean six sigma
Banking training
BPM training
Service delivery audit training
45