Supervisors are the Front Line Managers and it is widely acknowledged fact they are the onesĀ who can make or break the organization.
Supervisors are the Front Line Managers and it is widely acknowledged fact they are the ones who can make or break the organization.
Although, this is the most important functional level in any organization, yet this level remains somewhat un-strengthened as specialized inputs/training is generally not provided to them.
In most of the organizations Supervisors are either promoted from senior workmen or are inducted straight from colleges as Supervisor Trainees. However, In the absence of certain critical inputs/training they may not be very effective in their role.
We at MACE have a 2 days structured training programs wherein the personnel from this cadre are given important training about the following
Use of progressive thinking skills to maximize creative and innovative skills.
Managing problem from problem statement to implementation and monitoring of solution through creativity.
Managing problem solving as a team for successful project management.
Enhancing creativity skills through lateral thinking skills for out of box approach.
Why CPS (Creative Problem Solving) ?
Interactive sessions through team working and situation testing. Conceptual discussions are well supported by interaction, case studies, examples, role plays and inbound/ outbound activities.
Who Should Attend?
This program is aimed at Supervisors to Managers
MACE was incorporated in 2002 as a society through a joint initiative of Maruti and its component suppliers partner as a non-profit organization. The prime objective of MACE was up-gradation of automotive component suppliers in terms of Quality, cost and technology orientation through training, consultancy and other supportive services.
MACE is dedicated to providing consultancy to Tier-1 & Tier-2 supplier partner of Maruti Suzuki India Ltd. to help them to reach world class level of performance & to gain professional competency in field of Quality Management.
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