Rte Introduction W Org Excellence Slide Final
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Transcript of Rte Introduction W Org Excellence Slide Final
RTE “Roadmap To Excellence” Making Progress Towards Excellence:
Donald W Hoffert Introduction to RTE
612-298-7858
Organization
Operating
Excellence
Business
12/15/20092
Sr LeadersGovern/Soc Res
Strategy Development
Strategy Deployment
CustomerVoice
Customer Engagement
Measurement of Org performance
Management of Info- ITWorkforce Enviroment
Workforce Engagement
Work Systems
Work Processes
Product/Process Results
Customer Results
Workforce Results
Leadership/Finance/ Market Results
World Class 2006 actual 2005 actual
What does Organizational Excellence Look like?
World Class Org Levels
Award Winners have 40-50% higher profit and growth rates than average S&P 500 companies
World Class PerformersRTE LLC
Strategic Alignment
Build Capability to
Deliver
Assess Current vs.
Best Practices
ROI based Roadmap for
Change
Roadmap to Excellence" A 4 step accelerated approach: Align your team, Assess current vs. best practices, establish an ROI basedRoadmap and build Capability to deliver results.
External Environmen
t
Internal Environmen
t
Do the right
Stuff- 1st
Internal Learning Culture-External targeted assist
Good to Great bestselling author Jim Collins on "Why Some Companies Make the Leap and Others Don’t" ...“I see the Organizational Excellence process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.”
Drivers
Vision-Mission- Values
Customer-Markets
Focus
Strategy
Measures-Targets
Engine
Core Work Processes-Technology Engaged Employees
Organizational Alignment = Results
12/15/2009RTE LLC 5
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Strategy planning & deployment processes utilize linkages between KPIs, Metrics, TTIs (targets to improve)
Functional Metrics
Product Mgmt
Creative Design
Sourcing
Operations
Client Service
HR
Corporate KPIs
Revenue
Operating Income
Cash Cycle
Perfect Order
Employee Satisfaction
1. Which KPI(s) need improvement?
TTIs
Process Improvement
Projects
2. Which key processes need improvement to impact KPI?
Strategy Planning & Deployment
Employee Performance
3. What projects & TTIs will deliver needed process improvement?
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Strategic Alignment
Build Capability to
Deliver
Assess Current vs.
Best Practices
ROI based Roadmap for
Change
Roadmap to Excellence" A 4 step accelerated approach: Align your team, Assess current vs. best practices, establish an ROI basedRoadmap and build Capability to deliver results.
External Environmen
t
Internal Environmen
t
Do the right
Stuff- 1st
Internal Learning Culture-External targeted assist
Good to Great bestselling author Jim Collins on "Why Some Companies Make the Leap and Others Don’t" ...“I see the Organizational Excellence process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.”
The Assessment is Based on “Validated” Framework For Excellence
Drivers
Customer &Market Focus
Customer &Market Focus
StrategicPlanning
StrategicPlanning
LeadershipLeadershipOperations
Focus
OperationsFocus
Workforce Focus
Workforce Focus
Core Work Results
ResultsResults
Measurement, Analysis, and Knowledge ManagementMeasurement, Analysis, and Knowledge Management
12/15/200911
Sr LeadersGovern/Soc Res
Strategy Development
Strategy Deployment
CustomerVoice
Customer Engagement
Measurement of Org performance
Management of Info- ITWorkforce Enviroment
Workforce Engagement
Work Systems
Work Processes
Product/Process Results
Customer Results
Workforce Results
Leadership/Finance/ Market Results
World Class 2006 actual 2005 actual
Assessment is an “online tool” to highlight key focus areas to drive toward best practices.
World Class Org Levels
Award Winners have 40-50% higher profit and growth rates than average S&P 500 companies
World Class PerformersRTE LLC
Strategic Alignment
Build Capability to
Deliver
Assess Current vs.
Best Practices
ROI based Roadmap for
Change
Roadmap to Excellence" A 4 step accelerated approach: Align your team, Assess current vs. best practices, establish an ROI basedRoadmap and build Capability to deliver results.
External Environmen
t
Internal Environmen
t
Do the right
Stuff- 1st
Internal Learning Culture-External targeted assist
Good to Great bestselling author Jim Collins on "Why Some Companies Make the Leap and Others Don’t" ...“I see the Organizational Excellence process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.”
Road Map – ROI based Project Selection Matrix
0 1 2 3 4 5 60.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0CONTRACT/LT
PORT POS
PHYS NETWK
SIOP
LEAN-SIGMA
PRICING
MFG FULFILL
VMI DATA GOV
INV VELOCITY
PLM
OPS LT
PERFECT ORDERWECC
DFM
CTP
EDIPDQ
EFFORT
BEN
EFIT
High
Medium
Lower
Quick HitNote: Bubble diameters reflect relative sizes of Benefit-to-Effort Ratios
The Change Journey
Every Journey Starts With A Destination
…and a starting point
Guides Know Where You’re
Headed……and help you
get there
Each Traveler May Use A Different
Mode……but always has an
itinerary
Key is Knowing Where You’re
At……and when to
correct the course
The Compelling
Case For Change
OCM Leadership
Training
Localized Plans &
Communication
Metrics & Measures
TOOLS & TACTICS
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Strategic Alignment
Build Capability to
Deliver
Assess Current vs.
Best Practices
ROI based Roadmap for
Change
Roadmap to Excellence" A 4 step accelerated approach: Align your team, Assess current vs. best practices, establish an ROI basedRoadmap and build Capability to deliver results.
External Environmen
t
Internal Environmen
t
Do the right
Stuff- 1st
Internal Learning Culture-External targeted assist
Good to Great bestselling author Jim Collins on "Why Some Companies Make the Leap and Others Don’t" ...“I see the Organizational Excellence process as a powerful set of mechanisms for disciplined people engaged in disciplined thought and taking disciplined action to create great organizations that produce exceptional results.”
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ManagementCommittee
Project Cycle Gate Overview
One page slide overview
Final Priority
Analyze ImproveMeasure ControlProject
Definition
Establish Priority
ProjectLaunch
Validate Close
Gate
Gate
Gate
Gate
Gate
Gate
Gate
Division Champion & Sponsor
Master Blackbelt & BlackbeltTeam Members
Executive Kickoff:• Final project screen and prioritization based on predetermined criteria• Identify Champion• Identify Black Belts to lead projects• Re-prioritize periodically and gate Black Belt project starts
Division Project ID & Launch:• Determine business opportunities• Identify potential projects from strategy, financial, customer and process levers• Initial screen based on predetermined criteria• Enter project definition into eTrackerTM
• Prioritize divisional projects • Champion: identifies Team Members, supports issue resolution when necessary and attends Team Launch & Gate review meetings
Team Launch / Active Project Lead:• Lead Team & Project management• Enter project Management information into eTrackerTM
• Lead Team Launch & Gate review meetings• Train team members on Six Sigma methodology• Issue resolution• Celebrate quick-hit wins• Track project results• Report results• Master Black Belt mentors Blackbelt through project
Active Project:• Team Members attend project launch, team meetings, & gate review meetings• Build Six Sigma process knowledge• Responsible for task completions
Project Closeout:• Management Committee, Champion, Sponsor, and Blackbelt review project results• Champion & Blackbelt update eTracker•Monitor project results• Celebrate wins / Share lessons learned• Report results / Control for long term
SteeringCommittee
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… Project-stage gate mgmt and right tools at the right time…Lean tools in bold ….
An integrated Lean - Six Sigma training course for Black Belts typically covers all the tools listed here (Lean tools in bold). A $250-$500,000 project completion demonstrates learning.
Define Measure Analyze Improve Control
• Project Selection Tools• PIP Management
Process• Value Stream Map• Financial Analysis• Project Charter• Multi-Generational Plan• Stakeholder Analysis• Communication Plan• SIPOC Map• High-Level Process
Map• Non-Value-Added
Analysis• VOC and Kano Analysis• QFD• RACI an d Quad Charts
• Operational Definitions• Data Collection Plan• Pareto Chart• Histogram• Box Plot• Statistical Sampling• Measurement System
Analysis• Control Charts• Process Cycle
Efficiency• Process Sizing• Process Capability C&C
• Pareto Charts• C&E Matrix• Fishbone Diagrams• Brainstorming• Detailed “As-Is” Process
Maps• Basic Statistical Tools• Constraint
Identification• Time Trap Analysis• Non-Value-Added
Analysis• Hypothesis Testing• Confidence Intervals• FMEA• Simple & Multiple
Regression• ANOVA• Queuing Theory• Analytical Batch
Sizing
• Brainstorming• Benchmarking• TPM• 5S• Line Balancing• Process Flow
Improvement• Replenishment Pull• Sales & Operations
Planning• Setup Reduction• Generic Pull• Kaizen• Poka-Yoke• FMEA• Hypothesis Testing• Solution Selection
Matrix• “To-Be” Process Maps• Piloting and Simulation
• Control Charts• Standard Operating
Procedures (SOPs)• Training Plan• Communication Plan• Implementation Plan• Visual Process Control• Mistake-Proofing• Process Control Plans• Project Commissioning• Project Replication• Plan-Do-Check-Act
Cycle
Donald W Hoffert President, Roadmap To Excellence
Certified Business Excellence Examiner Certified Project Management Professional Certified Supply Chain Lean Sigma Black Belt Certified Leadership Coach
11170 Meg Grace Lane
Suite 201
Eden Prairie , Mn 55344
Cell 612-298-7858
www.RoadmapToExcellence.com
For more info….