How To Scope A Lean Event
-
Upload
guidon-performance-solutions -
Category
Business
-
view
6.693 -
download
1
description
Transcript of How To Scope A Lean Event
How to Scope a Lean Event
Abstract
As we all know, anything poorly scoped can create chaos,
uncertainty and failure to achieve a goal – this certainly
applies to Lean events. When we bite off too much, we may not get off the starting line because there’s too much to talk
about. If we do get moving we tend to go in many different
directions and accomplish little. If our scope is too small,
we waste valuable resources and miss the target.
We’ll look at how to get started, how to identify and avoid
common mistakes, and what tools might be helpful.
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
2
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
3
Project Selection
When selecting a project, most organizations will use one of two
methods to decide where to start…
Strategy Pain
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
4
Project Selection
STRATEGY DRIVEN:
• Based on other projects or initiatives currently “in-
flight”
• Based on a Value Stream analysis of the organization
• Based on new rules or regulations that take effect in
the future
PAIN DRIVEN:
• Based on process problems – backlogs, high defect
rate, overworked staff, missed deadlines, etc
• Based on organizational concerns – not meeting
regulatory guidelines, budget cuts, complaints, etc
Project Selection Key Steps
• Ensure project aligns with agency mission / strategy
• Assess project desirability
• Impact
• Effort
• Probability of success
• Select projects that are visible and capable of getting the
attention of the organization and other departments
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
5
Agency Strategies and LeanSigma®
Strategic
Tactical
PerceptionB
ased
Data
Based
Hoshin VOB
VOC
Brain
Storming VOP
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
6
The desirability of a project increases as you move from the
lower right to the upper left, and as the circle gets larger
Low
Med
Hi
Low
Med
Hi
Low Med Hi
EFFORT REQUIRED
AG
EN
CY
IMP
AC
T
PROBABILITY
OF SUCCESS
Project Desirability Matrix
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
7
Definition of Impact:
• The effect change will have on the process in terms of improving service – cost - quality
Typical Little or No Impact:
• Creating or revising a report
• Installing a measurement system
• Quantifying the performance of a process
• Reducing cycle time of a non-bottleneck operation
Impact on Process
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
8
Definition of Effort:
• Your time, time required of the team members, and any expenditure of money
Typical High Effort:
• Installing a new computer system
• Requires changes to regulations or statutes
• “Fixing” the annual planning process
Effort Required
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
9
Assess the various risk factors:
• Time - uncertainty of the completion date
• Effort - uncertainty of the investment required
• Implementation - uncertainty of roadblocks
Typical Low Probability of Success:
• Won’t show the benefits within a year
• Depends upon completion of other risky projects
• Requires help from extremely busy people
• Is not aligned with your objectives
Definition of Probability of Success
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
10
Characteristics of a LeanSigma® Project
• Is linked to a critical agency goal and will positively
impact the goal’s metric
• Is in line with the project selection criteria used by
Executive Leaders
• Deals with an issue or problem that is linked to a process
with clearly defined begin and end points
• Has easily identifiable internal or external Customers
who use or receive the output from the process
• You’re able to find out how the output is used by the Customer
• You’re able to find out why the output is important to the
Customer
The Project:
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
11
Characteristics of LeanSigma® Project
• Has a measure you can clearly identify and impact
• Is one in which you can show how improvements will
impact service, cost and quality
• Has the organizational support to make it happen
• Has a champion who cares about the improvement and has the
authority to approve time and resources
• Has identified process owner(s)
A Project:
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
12
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
13
Identify Initial Scope of the Event
Answer these questions to
prepare for next steps:
• Why was this area / project
chosen?
• Whatspecific process or
piece of the process will
we focus on?
• What are the measures of
success?
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
14
Identify Key Participants
Event Sponsor:
• This person typically owns the process where the event is taking
place
• Helps team members get time away to do the event
• Removes roadblocks and supports the process 100%
Team Leader:
• Best if this person is from an outside department or agency
• Has had previous continuous improvement experience
• Helps with logistics and planning of the event
• Helps lead the team during the event
Team Members:
• Key managers and staff who work in or with the process
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
15
Scoping Event (Pre-event Meeting)
• This should take place 2 – 5 weeks prior to the actual
event and will take 3 – 4 hours
• The following should be completed during this time:
• High level review of Lean concepts and what to expect during the Kaizen week
• Refine the scope (Use SIPOC if necessary)
• Develop objectives and goals
• Determine pre-work and data collection required to
understand current state / baseline metrics
• Finalize participant list and roles (dedicated, on-call, etc)
SIPOC
• Definition
• Documents a process from the suppliers to customers.
• The name comes from the column headings on the form: Suppliers, Inputs, Process, Outputs, and Customers
• Purpose
• Identify and balance competing (internal and external) customer requirements
• Identify gaps in requirements and the process outputs or inputs
• Identify suppliers of the process inputs
• Aid in identification of data collection needs
• Establish the right metrics and improvement priorities
• Use as a tool to continuously verify customer requirements
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
16
• Definition of a Process
• A series of activities that transform a set of inputs into a specific set of outputs. Everything we do is a process.
• Components of a Process
• Inputs: Inputs are man / person, method, material, machine,measurements, and mother nature / environment (referred to as the “6M’s”)
• Transformation: Series of steps or tasks that change (transform) the inputs.
• Outputs: Goods, services, or consequences
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
17
SIPOC
• Process: Description of a process that provides outputs to meet the needs (expressed or implied) of Customers
• Input and output boundaries: Define the start and stop boundaries of the process
• Outputs: Delivered products or services that should satisfy the Customer expectations and meet or exceed the customer requirements
• Customers: The people who receive the outputs, and those who put requirements on the outputs, but do not receive the output
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
18
Who is the Customer?
SIPOC Elements
Who is the supplier of
each input?
What Inputs are required to
enable this process to
occur?
What does the process
expect from each input?
What is the process?
What are the outputs
from the process?
What does each customer
expect from each output?
Who is the customer
of each output?
How does the
process start?
How does the
process end?
7
6 8 1
2
2
3
5
4
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
19
DEQ - Office of Compliance and Enforcement
Supplier Inputs Process Output Customer Inspectors Evidence Document
of Violation 3 - 6 Weeks
FERA Public
Lab Complaints Refer Case 1 - 2 Months
Final Order EPA
Public Regulatory
Interpretation
Develop
(Issue) FEA 3 - 6 Months
News
Release
Violator
Other
Agencies
PEN Appeal 3 - 4 Months
Ref. Program
Program Review Final Order 2 - 4 Weeks
PEN Media
HR Labor OCE
Violators Guidance
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
20
SIPOC Example
Defining Project Objectives / Goals
• The project objectives selected need to be documented in the charter
• An objective includes • The goal
• Associated output (CTQ) measures
• Targets
• Timeframes (if possible)
• Metrics • Time...what is the lead time for this process?
• Cost...how much does it cost for people and supplies?
• Quality...how much rework is there?
• Capture Voice of the Customer to better understand improvement opportunities
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
21
Refining Goals and Objectives
• Initially, you may not be able to define specific quantitative objectives because you do not have the data available
• In these cases
• Set general goals and objectives (i.e. make a general statement like “improve productivity by 10%”)
• Collect additional data and analyze it – Use best available data
• Examples of well defined goals
• Reduce the number of incomplete referrals by 40% starting Q2 2009
• Improve the first time quality to 98% of applications received by end of Q2 2009
• 100% of permit evaluations performed within 60 days starting June 1, 2009
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
22
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
23
• Data collection prior to the event will be driven by
previously defined goals and objectives
• Reduce incomplete referrals by 40%...Collect quality data (how many incomplete referrals come in today?)
• Improve the first time quality to 98%... Collect quality data (what
is our current first pass yield-FPY?)
• 100% of permit evaluations performed within 60 days... How
many evaluations take longer? How long?
• Bring copies of all reports, logs, screen shots, SOP’s, etc
• If required data is not available, you may need to perform
“real-time” data collection for the weeks prior to the event
Event Pre-work
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
24
Finalize Participants and Determine
Roles
• Start with the “Thirds” rule of thumb –
• 1/3 of the participant work directly in the process
(SME’s)
• 1/3 of the participants are managers or supervisors in
the process
• 1/3 of the participants are “outside eyes”. These may be
customers or other external stakeholders
• Make sure the team is not heavily loaded with one
department or group. A cross-functional team that
represents the entire process is most effective
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
25
Finalize Participants and Determine Roles
(cont)
• If the process uses support functions such as IT, HR,
accounting, legal, etc. – invite them
• Some resources will be “on-call”. This is usually driven by their availability to give a full week.
• Keep the team size in the 10 – 14 range if possible.
• Event observers are acceptable but cannot actively
participate in the improvement event
• All team members should manage their time away as if they are out of town. They should be dedicated to the
event.
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
26
Key Takeaways
• Involve sponsors and stakeholders from the beginning and get buy-in
• Build a cross functional team including customers of the process. Review and modify team if scope changes significantly
• Establish clear boundaries – what is in scope / out of scope
• Understand where the “buckets of time” reside in the process so you don’t miss opportunities
• Set clear, specific and measurable goals
• Identify and collect data to define current state and support goals
• Communicate – Communicate - Communicate
Questions
© 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
27