Delivering change projects in the real world An example of change management in practise Martin...

Delivering change projects in the real world

An example of change management An example of change management in practisein practise

Martin Mannix MCQI CQPMartin Mannix MCQI CQP

Timeline2003 2004 2005 2006 2007

Break up of well known company

Part of company bought by PV fund

PV fund sells it's stake to major european aviation company

Recruitment of quality and business Improvement manager

ISO 9001 recertification audit due

Situation – (Dec 05)

Company sold twice in two yearsCompany sold twice in two years Declining business and redundanciesDeclining business and redundancies No Quality Manager in place for 2 yearsNo Quality Manager in place for 2 years ISO certification due Sept 2006.ISO certification due Sept 2006. Numerous Non-conformances outstandingNumerous Non-conformances outstanding Many aspirations – lack of deliveryMany aspirations – lack of delivery Breakdown in trustBreakdown in trust

The plan

Provide LeadershipProvide Leadership Identify the stakeholder groups and needsIdentify the stakeholder groups and needs Agree the approachAgree the approach Prioritise and simplifyPrioritise and simplify Identify the blockagesIdentify the blockages Secure the resourcesSecure the resources Manage the deliveryManage the delivery

Leadership

Provide a visionProvide a vision Buy in from key stakeholdersBuy in from key stakeholders CommitmentCommitment Equitable processEquitable process ResultsResults

Key stakeholder needs

Parent companyParent company CEOCEO Mgmt teamMgmt team CustomersCustomers Certification bodyCertification body StaffStaff

Agree the approach

Introduce Business Improvement CommitteeIntroduce Business Improvement CommitteeInvolve key managers on the committeeInvolve key managers on the committeeLeadership of projects distributed amongst Leadership of projects distributed amongst members.members.Quick wins, followed by more substantive Quick wins, followed by more substantive improvementsimprovements

Prioritise and simplify

BrainstormingBrainstorming Focus on top 6 prioritiesFocus on top 6 priorities Regular committee progress reviewsRegular committee progress reviews Progress included in the monthly team briefs to Progress included in the monthly team briefs to

staffstaff

Selection of Projects

Projects critically reviewed to ensure there was Projects critically reviewed to ensure there was sufficient reason for and commitment towards it.sufficient reason for and commitment towards it.

Projects were chosen to give a mix of short and Projects were chosen to give a mix of short and longer term objectives longer term objectives

Bigger projects further broken down in to delivery Bigger projects further broken down in to delivery stages, with resources planned.stages, with resources planned.

Projects addressed

Initially:Initially: Introduction of monthly team briefsIntroduction of monthly team briefs Employee suggestion scheme Employee suggestion scheme 11

Brainstorming / product ideasBrainstorming / product ideas KPIs aligned with the business objectivesKPIs aligned with the business objectives Relaunch of business internally and externally Relaunch of business internally and externally Process Mapping of entire businessProcess Mapping of entire business

1 This initiative was suspended due to lack of resources to implement effectively

Barriers to change / blockages

Address the hurdlesAddress the hurdles

CognitiveCognitive MotivationalMotivational ResourceResource PoliticalPolitical

Secure the resources

Select projects that have sufficient necessity to Select projects that have sufficient necessity to gain commitmentgain commitmentDistribute responsibilities across departmentsDistribute responsibilities across departmentsSelect team members with authority to act and Select team members with authority to act and resources to deployresources to deployLink project delivery back to meaningful Link project delivery back to meaningful controls (such as appraisals and bonuses)controls (such as appraisals and bonuses)Hold team members to accountHold team members to account

Manage the delivery Fully consider the tasks, resources and time requiredFully consider the tasks, resources and time required Develop realistic plans Develop realistic plans Get buy in from the delivery teamGet buy in from the delivery team Provide support to the delivery teamProvide support to the delivery team Hold regular review meetingsHold regular review meetings Highlight and escalate blockagesHighlight and escalate blockages Communicate progress widelyCommunicate progress widely Recognise that the project will have setbacksRecognise that the project will have setbacks

BE PERSISTANTBE PERSISTANT

How?How?

Plan the steps by which the project would be implementedPlan the steps by which the project would be implemented Put in place the communication channelsPut in place the communication channels Put in place the system for managing deliveryPut in place the system for managing delivery Design the IT transformation planDesign the IT transformation plan Design and deliver process mapping trainingDesign and deliver process mapping training Transfer Ownership of the delivery to appropriate Dept mgrsTransfer Ownership of the delivery to appropriate Dept mgrs Facilitate Facilitate the process mapping sessionsthe process mapping sessions Use the Audit schedule and team to support the process mapping Use the Audit schedule and team to support the process mapping

activities (audit progress)activities (audit progress) Monitor and report on progress, addressing any areas of concernMonitor and report on progress, addressing any areas of concern

Individual project – Process mapping the business


Operational functions

Vision

Policy

Objectives

Resources

Incentives

AuditMeasures

CorrectiveActions

Senior Management Leadership

Reviews

Progress

Planning


Tender and bid

Post delivery services

and support

Concept and Market Analysis

Design and development Implementation Product disposal

Project

Initiate project

Process performance measurements

Project specific requirements

Through life support processes - R&D; Market research; Account mgmt; Finance; Commercial; Legal; IT; HSE; HR; Quality / BI ;

strategic management; Facilities; Config control; Customer services

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6

Project specific output requirements

Quality Gates based maturity management

Project Risk management

1

4

2

5 6 117 12109

3

8

The Business Process Lifecycle Model


The Business Process Lifecycle ModelItem Activity Responsible Completion

date

1 Business Improvement Committee formed MM 31/1/2006

2 Phase Champions identified MM 31/1/2006

3 Individual phases teams formed and objectives set PC 3/5/2006

4 Teams to have received QMAP training PC / QA 1/6/2006

5 Teams to complete review of high level phases and submit to QA PC 14/6/2006

6 Teams to plan and prioritise the review and delivery of lower level processes PC 14/6/2006

7 Teams to submit lower level process maps with links to supporting documentation and business systems PC 31/7/2006

8 Sign off processes, write up any required training material / supporting docs and publish PC / SM 31/7/2006

9 Internal audits of new processes QA Aug - Sept

10 LRQA certification audit All 05-08 Sept 06

MM M MannixPC Phase ChampionQA Quality Assurance DepartmentSM Senior Management


Phase

1 2 3 4 5 6

Phase owner/s Marketing mgrBusiness unit managers

Engineering manager

Production manager

Service manager Marketing mgr

Team Marketer 1 Sales 1 Project mgr 1Procurement mgr

Service supervisor Marketer 1

Admin 1 Sales 2Shop floor supervisor

Service technician

Shop floor worker

Plus support from

QA Commercial mgr Project mgr 2 Project mgr 1 Commercial mgr QA

Production mgr Production mgr QA Marketing mgr Project mgr 2

QA QA Project mgr 2 Production mgr

Project mgr Project mgr 2

QA


Phases TeamTeam size

Direct bookers Meetings

Meeting duration plus prior preparation (hrs)

total meeting hrs

Direct hours

Follow up work (such as preparation and publishing of maps, etc)

Total hours

Remapping required for 2006? Status

Added to draft CMS 2/6/06 9/6/06 16/6/06 23/6/06 30/6/06 7/7/06 14/7/06 21/7/06 28/7/06 4/8/06 11/8/06 18/8/06 25/8/06 1/9/06

Audit week

1312 6052

Training - QMAP GB, 1 0 5 8 40 0 24 64 Y Complete

Phase 1 trainees DJ,RM,ED 3 0 1 8 24 0 24 Y Complete

Phase 2 trainees PM, SN, HS 3 0 1 8 24 0 24 Y Complete

Phase 3 trainees KH, DH, HR 3 3 1 8 24 24 24 Y Complete

Phase 4 trainees SC, AH 2 0 1 8 16 0 16 Y Complete

Phase 5 trainees DF, NJ, JK 3 3 1 8 24 24 24 Y Complete

Phase 6 trainees Not required 0 0 1 0 0 0 0 Y Complete

Support processes EC, JB, HR, CB, DC,PC, PJ 6 3 1 8 48 24 48 Y Complete

Review of high level process maps

Review of high level process maps 1 PJ, RM, MM 3 0 3 4 36 0 8 44 Y Complete YReview of high level process maps 2 PM,SN,HS,MM,DJ,JB 6 0 3 4 72 0 12 84 Y Complete Y

Review of high level process maps 3 DH, KH, JS, GB, MM, DH(PM) 6 3 3 4 72 36 12 84 YComplete for 2006 Y

Review of high level process maps 4 JS, SC, MM, GB, AH, DH(PM) 6 1 3 4 72 12 12 84 Y Complete YReview of high level process maps 5 DF, NJ, MM, GB, JF, DH(PM) 6 3 3 4 72 36 12 84 Y Complete YReview of high level process maps 6 PJ, RM, GB, MM, DC, DF 6 2 3 4 72 24 12 84 Y Complete Y

Review of low level process maps

Phase 1

Business Case PJ, RM, MM, DH 4 1 3 4 48 12 12 60 N to begin

Phase 2

Bid/Quotation PM, QP, MM, GB, SN, HS 5 0 3 4 60 0 8 68 Y Complete YOpportunities and requirements capture SN, MM, HS 3 0 3 4 36 0 8 44 Y Complete YDefine prospect SN, MM, HS 3 0 3 4 36 0 8 44 Y Complete YProspect refinement SN, MM, HS 3 0 3 4 36 0 8 44 Y Complete YBid / Proposal generation process SN, MM, HS 3 0 3 4 36 0 8 44 Y Complete YBid / Proposal preparation SN, MM, HS 3 0 3 4 36 0 8 44 Y Complete YQuotation process SN, MM, HS 3 0 3 4 36 0 8 44 Y Complete YEstimation PM, QP, MM, SN, HS 5 0 3 4 60 0 8 68 N to beginImport PM, QP, MM, JB, CB,SC 6 0 3 4 72 0 8 80 N Old map YExport PM, QP, GB, JB, CB,SC 6 0 3 4 72 0 8 80 Y Complete YContract Review PM, QP, MM, JB, DR, PJ 6 0 3 4 72 0 8 80 N Old Map YSales Orders - standard PM, QP, MM, JB, CB, HS, SN 7 0 3 4 84 0 8 92 Y Complete Y

Week ending


Phase 4 Production Planning & Control Purchasing Sub-Contract Management Supplier Assessment Goods Inwards Stores Control (main) Manufacturing Assembly Production Inspection Production Test Customer Acceptance (on-site) Deviation Permits Delivery Package & Dispatch Bonded Stores (MoD) Bonded Stores (Customer) 640 Generation C of C Generation

Identifying processes within Phases (example – Phase 4)


Outcome:

Prior to the ISO certification, we had successfully mapped the following phases:

•Marketing

•Sales

•Operations

•In service support

•Disposal

•Many support processes


Problems encountered:

•Initial slow take up

• Conflicting priorities – day to day business took priority

• Resistance to changes of responsibilities

•Complete lack of commitment from one BU senior manager

• Lack of IT resources

• Knowledge

•Time


Opportunities:

•Incorporation of new policies and procedures

•Quality Gates

•Business Continuity Planning

•Risk management

•Updates to include AQAP2000 requirements

•Staff training and process improvements

Lessons learned Compelling reasons for changeCompelling reasons for change Early adopters and peer effectsEarly adopters and peer effects Explore range of solutionsExplore range of solutions Importance of: Importance of:

CommunicationCommunication Scoping requirementsScoping requirements Good planning Good planning Follow throughFollow through

FlexibilityFlexibility

4 years later

Is it still in use?Is it still in use?

Has it evolved?Has it evolved?

Is it still adding value to the organisation?Is it still adding value to the organisation?

Questions????

Delivering change projects in the real world An example of change management in practise Martin...

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