Monday December 10, 2018
5:30 pm - 7:30 pm
*** Please note – this meeting is on Monday December 10th***
The new ISO 9001:2015 standard has put an increased emphasis on risk management and risk based thinking. Since the publication of this standard, there has been much confusion as to the methods to use to comply with this increased emphasis, especially considering all the risks a business has: product based risks, process risks, business risks and so on. This session will walk through a prescriptive process to examine risks at a business process level, and use the results not only to comply with ISO 9001:2015, but to prioritize and drive improvement as well.
3041 N Mayfair Road, Milwaukee, WI
Christopher Spranger is the founder and CEO of Spranger Business Solutions – a management consulting firm that helps people run more efficient and effective businesses, specifically focusing on Lean Six Sigma coaching/training/deployment, and implementing standard based (ISO 9001, ISO 13485, etc.) quality management systems.
He is an American Society for Quality (ASQ) certified Six Sigma Master Black Belt with many years of experience improving manufacturing, health care, service, government and office processes. He earned a bachelor’s degree in Industrial Engineering from the University of Wisconsin – Platteville and an MBA in Finance and Management from the University of Wisconsin – Whitewater.
Chris has helped numerous organizations implement continuous improvement programs, achieve quality management system certification, and has developed and taught Lean Six Sigma courses at the collegiate and technical college level. Additionally, Mr. Spranger serves on the board of directors for the United Way of Inner Wisconsin and the Boys & Girls Club of the Wisconsin Rapids Area and is a past chair of the Central Wisconsin Section of the ASQ.
“Yes, Virginia, there is a relationship between organizational-level quality and culture.” Facilitated by Bruce Kestelman
“I have found it easier to change the group than to change one individual in the group.” (Kurt Lewin) Like the alcoholic treated alone and then sent back to an unchanged family system, change efforts that do not take into account making changes in the (social) environment will not sustain themselves. How do we ensure that our organizational culture is a supportive environment for the changes we are trying to make?
Bruce Kestelman likes to think about what he does and who he is as an architect of great work places and customer experiences. He retired from Aurora Health Care as system-wide vice president for employee and organization development. He started there as manager of staff development at one hospital with 3,200 employees and helped Aurora become one of the country’s leading integrated health care systems with over 30,000 employees. Since leaving Aurora he has been working in his organization development consulting and executive coaching practice where his mission is to help create a respectful and fair world one organization, one leader and one employee at a time. He has also worked as an instructor in Waukesha County Technical College’s Center for Business Performance Solutions to help create and sustain healthy and effective organizations. While at WCTC he worked with organizations in a variety of industries, including manufacturing and health care. Bruce is currently a part-time faculty member at Alverno College in the Master of Arts in Organizational Leadership and Development program.
Bruce has been featured in Training Magazine and his work has been recognized for its innovative and effective approach to developing a diverse leadership pool, creating an inclusive work environment and for leading an organization on the journey of becoming one of the top 100 Best Places to Work in Health Care.