Mark Hehl www.hehlassociates.com [email protected] 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
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Slide 26
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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?
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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?
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Typical mistakes Killing creativity Complementing Suggestions
Not letting the group decide Empowerment
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Skills What special skills do facilitators need?
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Challenges to Facilitators
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Typical Mistakes Being Autocratic Not allowing free thinking
Disagreeing with suggestions Voting to resolve deadlocks
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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
Group Consensus Discuss The group decides Not the Facilitator
Attempt to get all to agree Voting?
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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
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 [email protected] (c)2012
Mark Hehl, all rights reserved