Slide 1

Mark Hehl www.hehlassociates.com mhehl@charter.net 203 982 6231 (c)2012 Mark Hehl, all rights reserved

Slide 2

Your Seminar Leader Mark Hehls career spans over 40 years and includes leadership roles in international operations, technology transfer, quality, reliability, cost reduction, supply chain improvement and lead time reduction in many industries in North America, Europe, Asia and Latin America. As a past executive for the Timex Corporation, Mark implemented Six Sigma and Lean at major suppliers in China, Latin America and at other worldwide corporate facilities. In recognition of his contributions, these Chinese suppliers honored him with the award of the Chinese name Ho Man Kai, which is Cantonese for good and knowledgeable. Mark was a Delegate and featured presenter at the II CONGRESO INTERNACIONAL DE CALIDAD (Second International Quality Congress) in Quito, Ecuador and at the Third China-American Quality Symposium held in Shanghai, China. He recently was a KEYNOTE SPEAKER at the South East Asia Project Management Convention held in Bali, Indonesia and has conducted multiple webinars for Industry Week. Mark is a frequent guest on National Public Radio and is listed in the United Whos Who Executive Directory 2002-2003. He has also authored over 15 technical papers on various Business Process Improvement & International Business Development subjects. In addition to being a Six Sigma Black Belt and a Certified Lean Practitioner, Mr. Hehl holds a BSEE Degree from the NY Institute of Technology and a MS Degree in Management from the Polytechnic Institute of NY University. (c)2012 Mark Hehl, all rights reserved

Slide 3

Agenda The Schedule Squeeze Parkinsons Law Improving Schedule Performance The Key Improvement Tool Using Process Mapping to maintain and reduce scheduled tasks Identifying Processes to map Team Facilitation The Tools of the Trade (c)2012 Mark Hehl, all rights reserved

Slide 4

List some causes of schedule slippage in your organization 1) 2) 3) 4) 5) 6) Etc) (c)2012 Mark Hehl, all rights reserved

Slide 5

List Typical Organizational Reactions 1) 2) 3) Etc.) (c)2012 Mark Hehl, all rights reserved

Slide 6

Parkinsons Law The time required to perform a task will automatically expand to fill the time allotted for it. (c)2012 Mark Hehl, all rights reserved

Slide 7

Parkinsons Law How is it used properly? How is it misused? (c)2012 Mark Hehl, all rights reserved

Slide 8

Pressure to perform to schedule Can this be over done? What are the typical reactions to too much pressure? (c)2012 Mark Hehl, all rights reserved

Slide 9

Unrealistic expectations In many cases this will have a negative performance effect! (c)2012 Mark Hehl, all rights reserved

Slide 10

I will give you anything but more time Most schedules fall behind Unrealistic Resources Unanticipated events Delays Negative consequences (c)2012 Mark Hehl, all rights reserved

Slide 11

The Schedule Challenge Challenging but Realistic Motivation issue What happens when schedules are unrealistic? (c)2012 Mark Hehl, all rights reserved

Slide 12

Case # 1 You submit a project schedule and management demands that it be completed in 25% less time with no scope reduction Discuss possible reactions of the PM? (c)2012 Mark Hehl, all rights reserved

Slide 13

Tasks that attribute to schedule issues List three tasks / items on your schedules that creates schedule issues (c)2012 Mark Hehl, all rights reserved

Slide 14

The Reactions Do Not Need To Be Negative! Schedule slippage= added cost Cutting corners= risk increase Additional resources = added cost People Time Problem area/s process improvement No added cost No risk increase (c)2012 Mark Hehl, all rights reserved

Slide 15

A Positive Reaction - Process Improvement Identify areas / tasks that typically cause schedule problems Most cases - problem is with a few processes Understand the process Analyze the process Identify improvements Implement improvements Control / follow up (c)2012 Mark Hehl, all rights reserved

Slide 16

The First Step Towards Improvement - Process Mapping -Visually depicts the sequence of events to build a product or produce an outcome. 1) understand the process 2) Analyze 3) Improve (c)2012 Mark Hehl, all rights reserved

Slide 17

Process Map A defined graphical representation of a process showing the: Steps of the process Time & Cost Inputs and outputs for each step Suppliers and customers Media used Issues in present process (c)2012 Mark Hehl, all rights reserved

Slide 18

Process Mapping Sessions Capture Non-value added activities Delay points in the process Cumbersome forms Lack of supporting documentation and information Lack of understanding Inconsistency (c)2012 Mark Hehl, all rights reserved

Slide 19

Quick Wins - Value Added vs. Non-Value Added Within an average American organization, less than 35% of the companys time and effort is spent on value-added activities. More than 50% is spent on activities that consume time and create cost without creating any value. (c)2012 Mark Hehl, all rights reserved

Slide 20

Proceeding with Process Mapping Group activity Individuals performing the activity True experts as is map Cards attached to wall Elapsed time Labor hours Cost Defects (c)2012 Mark Hehl, all rights reserved

Slide 21

Example Add photo of a process map in process, Index cards on wall (c)2012 Mark Hehl, all rights reserved

Slide 22

Slide 23

Swimlane - Process Map (c)2012 Mark Hehl, all rights reserved

Slide 24

$4 Million Annual Savings Unintentional outcome (Quick Win) New customer orders Dual inventory assessments Duplicate ordering of expensive material Results Reduce inventory Faster process time Increased space for actual work 8 extra hours/week available for preventative work (c)2012 Mark Hehl, all rights reserved

Slide 25

Slide 26

Slide 27

Exercise Create a Process Map (c)2012 Mark Hehl, all rights reserved

Slide 28

Process Map instructions Identify a process Create an index card for each step Enter process step description Enter the following data (rough estimates) Elapsed time Labor hours Reject / rework rate Cost Post on wall (c)2012 Mark Hehl, all rights reserved

Slide 29

Quick Wins Easy to Implement: making the change or improvement does not require a great deal of coordination and planning Fast to Implement: making the change or improvement does not require a great deal of time Cheap to Implement: the change or improvement does not require a large investment of capital, of human resource, or of equipment or technology Within the Teams Control: The scope of the change can be accomplished by the team (c)2012 Mark Hehl, all rights reserved

Slide 30

List Some Potential Quick Wins 1) 2) 3) (c)2012 Mark Hehl, all rights reserved

Slide 31

Achieving Results Analyze each step What is the cost (time, $, etc.)? Will it help? How much will it help? Does the team have the ability to improve? What will it take to improve? Rank (c)2012 Mark Hehl, all rights reserved

Slide 32

Ranking Approach Red No value Unnecessary Eliminate immediately Orange No value Necessary now Make unnecessary eliminate Green Value Analyze - improve (c)2012 Mark Hehl, all rights reserved

Slide 33

Achieving Results Select significant steps Rank Improve Facilitator needed (c)2012 Mark Hehl, all rights reserved

Slide 34

Schedule Improvement - Getting Started Team Those involved the real experts! Facilitator Trained Experienced Room with available walls Large Index Cards (c)2012 Mark Hehl, all rights reserved

Slide 35

You Must Have a Trained Facilitator! A trained & experienced facilitator is a requirement Most common reason for failure! Inadequate facilitation skill (c)2012 Mark Hehl, all rights reserved

Slide 36

Which is the Biggest Facilitation Challenge? Behavioral aspects or The application of group problem solving tools? (c)2012 Mark Hehl, all rights reserved

Slide 37

Facilitation Challenges Conflict resolution Breaking deadlocks Reaching consensus Voting Keeping the team focused Avoiding tangents Countering sabotage Problem individuals (c)2012 Mark Hehl, all rights reserved

Slide 38

WHY IMPROVE A Process? Being in business today is like riding a bicycle! Stop pedaling (improving) and you fall off

Slide 39

Schedule Improvement Uses Teams

Slide 40

Teams are Powerful! Magic can happen when a group of empowered workers: Engage as a team Work to understand and improve a process Apply Improvement Tools Have the help of a competent facilitator

Slide 41

What is wrong with this improvement team? -24 members -High level management -Project Manager having 51% of Vote

Slide 42

Team Composition How many should be on the team?

Slide 43

The KEY The person doing the job every day, knows best how to improve it

Slide 44

Facilitators Role? What are they? How are these roles different that traditional ones?

Slide 45

Typical mistakes Killing creativity Complementing Suggestions Not letting the group decide Empowerment

Slide 46

Skills What special skills do facilitators need?

Slide 47

Challenges to Facilitators

Slide 48

Typical Mistakes Being Autocratic Not allowing free thinking Disagreeing with suggestions Voting to resolve deadlocks

Slide 49

Typical mistakes Killing creativity Complementing Suggestions Not letting the group decide Empowerment

Slide 50

Typical Mistakes Allowing team members to: Withdraw Disrupt the group Not participate/contribute Work against the groups goals

Slide 51

Facilitator Catalyst Coach Taps the true experts knowledge Guides Controls Maintains focus

Slide 52

Challenges The quiet one!

Slide 53

Challenges The dominate one!

Slide 54

Challenges The negative person

Slide 55

Challenges The non-empowered person

Slide 56

Challenges The trouble maker

Slide 57

Group Consensus Discuss The group decides Not the Facilitator Attempt to get all to agree Voting?

Slide 58

Voting Why is this not good?

Slide 59

When The Facilitator Has a Suggestion Ask questions Provide the pieces Incrementally Let the group put the pieces together Buy-in is paramount

Slide 60

Improvement Team Tools Brainstorming Process Mapping Forced Ranking Selection Matrix Cause & Effect Diagrams Fishbone

Slide 61

Improvement Team Tools Six Hats Thinking Pareto Charts Scatter Diagrams 5 Whys

Slide 62

BRAINSTORMING Formality Take turns One idea/turn Use flipchart Pass Continue until all ideas exhausted Go for quantity Encourage creativity (c)2012 Mark Hehl, all rights reserved

Slide 63

Brainstorming Phase II Distribute ideas Analyze Creative exercise and analytical activities are to be separated! (c)2012 Mark Hehl, all rights reserved

Slide 64

Solution Selection Matrix 1234567 Evaluation CriteriaCost Impa ctTime Resour ce Criteria Weight 98510 Tota l Solution 1 5 3 3 1 94 45 24 15 10 Solution 2 3 3 3 3 96 27 24 15 30 Solution 3 Solution 4 Solution 5 Solution 6

Slide 65

Facilitation Challenges Supervisors of team members Perceived threat Other management (c)2012 Mark Hehl, all rights reserved

Slide 66

Benefits Increases speed Schedule Compliance Lowers cost Improves quality Enhances productivity Allows the workforce to contribute Motivation Buy-in Teamwork (c)2012 Mark Hehl, all rights reserved

Slide 67

Questions? Thank you for allowing me to be of service! Mark Hehl www.hehlassociates.com 203 982 6231 Mhehl@charter.net (c)2012 Mark Hehl, all rights reserved