CI to business tranformation

1. CONTINUOUS
IMPROVEMENT
INTRODUCTION
1

2. 2
BT purpose, goal, strategy and culture

3. 3
Performance Health
What an organisation
delivers to stakeholders in
financial and operational
terms
The ability of an organisation
to align, execute and renew
itself better than the
competition
Performance and Health

4. WHY?
…WHAT ARE THE BENEFITS OF CONTINUOUS
IMPROVEMENT?
4
Cost
Our financial goals delivered
Continuous Improvement is an enabler to
help us meet the financial targets of our
business.
Time
CI
Customer
People
Cost
Custom
er Better customer experience
We get a better understanding of what
our customers want through Voice of the
Customer dialogue. This focuses
improvements in customer experience.
People
Improved employee
engagement
Continuous Improvement engages our
people and empowers them to be
involved in how things are delivered.

5. WHAT DOES A CONTINUOUS IMPROVEMENT WAVE
LOOK LIKE?
5
The Continuous Improvement wave with manager involvement level
typically required
Establish customer
focused performance
dialogue and team based
problem solving
Understand and drive
value in the value stream
Manage capcity and
implement enblers for
implementation
12
weeks
Wave
Mandate
Mobilisation Post Wave
Implementation
Phase
8 weeks On-
going
4 weeks 4 weeks
Continuous Improvement Wave
4 weeks 4 weeks 4 weeks
Manager
CI Coach
CI Coach
Manage
r
CI Coach
Wave
FTE Coverage
t
Ramp-Up StableCapability -Build

6. 6
How? Find better ways of working
Deming's Scientific Method - The Plan-Do-Check-
Act Cycle

7. Our framework for Continuous Improvement

8. CONTINUOUS IMPROVEMENT – HOW DO WE MEASURE
MATURITY?
8
CONTINUOUS IMPROVEMENT OVER TIME BECOMES TOP TO BOTTOM AND
LEFT TO RIGHT
Customer focused
dialogue
‘Managing for daily
improvement’
Solving problems
‘Team based problem
solving’
Meeting customer
and business
challenges
‘Creating step change
improvement’
Reinforcement and
capabilities
‘Leadership
reinforcement and
capability transfer’
Customer focused dialogue
within front line teams
utilising basic visual tools
across customer, people
and cost
Customer focused dialogue
extends to include middle
managers utilising advanced
visual tools, aligned to
customer and business
challenge
Customer focused dialogue
from director to team
utilising advanced statistical
visual tools fully integrated
with customer and business
strategy
Teams use the improvement
routine (i.e. kata) to apply
analytical analysis to create
step change improvement at
process level inside of their
control
Teams solve problems using
practical problem solving
tools (A3) based on fact and
data
Capability development
demonstrated in front line
teams reinforced by senior
leadership
Teams use the improvement
routine (i.e. kata) to apply
analytical analysis to create
step change improvement,
working with internal and
external suppliers and
customers
Teams solve problems using
practical and graphical
problem solving tools (A3
and Six Sigma DMAIC)
based on fact and data
Capability development
demonstrated at all levels
Continuous Improvement
aligned to individual and
team reward and
recognition
Teams use the improvement
routine (i.e. kata) to apply
analytical analysis to create
step change improvement
across the entire value
stream
Teams solve problems using
practical, graphical and
statistical problem solving
tools (A3 and Six Sigma
DMAIC) based on fact and
data
All levels capable and coach
Continuous Improvement to
the next. Goals of
Continuous Improvement
integral to the incentive and
reward mechanisms
Bronze Silver Gold
by end Q4Indicative timescale:
CI
Maturit
y
Matrix

9. WHAT MAKES A SUCCESSFUL CI IMPLEMENTATION?
9
9
= LOW PRIORITY
LITTLE ACTION
= FAST START
FIZZLES OUT
= SUCCESSFUL
IMPLEMENTATIO
N
UNSTRUCTURED
POOR FOCUS=
= LOW ENGAGEMENT
UNSUSTAINABLE
+ + +
Making it
happen
Tools &
Techniques
Behaviours
Strategy
Tools &
Techniques
Behaviours
+ + +
Strategy
Making it
happen
Tools &
Techniques
+ + +
Strategy
Making it
happen
Behaviours+ + +
Strategy
Making it
happen
Tools &
Techniques
Behaviours+ + +
Making it
happen

10. 10
LEADERSHIP VS MANAGEMENT
Manager
• Do things right
• Are interested in efficiency
• Administer
• Maintain
• Focus on system and
structure
• Rely on control
• Organise and staff
• Emphasise tactics, structure
and systems
• Have a short-term view
• Ask how and when
Leader
• Do the right thing
• Are interested in
effectiveness
• Innovate
• Develop
• Focus on people
• Rely on trust
• Align people with a direction
• Emphasise philosophy, core
values and shared goals
• Have a long-term view
• Ask what and why

11. NURTURING YOUR FOLLOWERS…SPONSORSHIP IN
ACTION
11
Sponsorship is the most important factor in successful implementation

12. DISPELLING SOME CONTINUOUS IMPROVEMENT
MYTHS…
12

13. MANAGING FOR
DAILY
IMPROVEMENT
13

14. MANAGING FOR DAILY IMPROVEMENT
14
Implement
corrective /
improvemen
t actions
Identify corrective
/ improvement
actions
Review
metrics in
performanc
e dialogue
huddles
Set direction through Voice of
Customer and Business Strategy
Establish
Clear PQCD
metrics and
targets
Managing
for Daily
Improveme
nt

15. SETTING UP A PERFORMANCE BOARD
15
SIPOC /
VSM
•Processes mapped
•Opportunities identified
VoC /
CTQ
•What do our customers
really want?
•Feedback to our suppliers
Performanc
e Boards &
Dialogues
•The control centre
•Managing daily
performance
Bug
Boards &
Actions
Log
•What obstacles are we
facing?
•How will we overcome
them?
Problem
Solving
•Just do it!
•A3 problem solving
How do they fit into the big
picture? • People
• Quality
• Delivery
• Cost
Plan
Do
Check
Act
Improvements should link
to better/new
VOC/VOB/VOE which will
drive better
results/measures

16. PERFORMANCE BOARDS
16
Best Practice
)
• Located near team:
• Easily visible
• Performance quickly understood (3 min test)
Accessible
• Simple display:
• Indicates key measures through Visual Management
• Highlights status of performance
Clear
• KPIs for each performance element against target with
a trend history (few months)
• Balance of Leading and Lagging KPIs
Target-
driven
• Metrics easy to maintain, and relevant to the team
using itSimple
• Intra day performance updated daily, with trend
graphs updated daily / weeklyUpdated

17. PERFORMANCE DIALOGUES (HUDDLES)
17
Best Practice
)
• To articulate the teams activities
• Check progress against plan
• Highlight any concerns/obstacles to success
Purpose
• Should be held on a daily basis
• Short 15 minute sessions
• Rotate the chair to improve understanding
Frequency
• Aim is to drive positive performance from
individuals and teams collectively
• Led by the team and supported by the manager
Target-
driven
• Feedback should be objective and factual
• A forum to raise and track actions and issuesFactual
• Every team member should benefit from PDs
• Opportunity to make your voice heard
• Makes individual issues visible to the team
Relevant

18. PERFORMANCE BOARDS ARE USED TO VISUALLY SEE AND
UNDERSTAND OUR PAST PERFORMANCE AND AGREE AS A TEAM
HOW TO IMPROVE IT FOR THE FUTURE
18
Past performance Team name Future
Service level
Lead time
Pareto of
losses/AHT spread,
etc.
Barometer
Recognition
R
A
G
People
Skills matrix/
training plan
Today
Key Business Metrics / KPIs
PQCD:
• People
• Quality
• Cost
• Delivery
Problems and Countermeasures
Today’s priorities
▪ Updated daily
Forecast volume vs.
forecast capacity this
week/next week
Customer/stakeholder
Seating
Date CountermeasureProblem DueOwner Status
Quality/Risk
RFT/errors
Monthly holiday
calendar
Process confirmation
Productivity
i.e. AHT
Utilisation
Volume vs Capacity
Core design element 1: Past performance
section should show KPI trends
Core design element 4: Section for simple
problem solving
Core design element 5: Snr. Mgr. process
confirmation results (example: actual PC sheets or
scores)
Core design element 6: People section contains
appropriate data for team. Examples: Skills
matrix, training plan, team barometer, recognition
Core design element 3: Future
section contains appropriate data for
team. Examples: Forecast volume,
resource plan, holiday calendar
Core design element 2: Intraday performance
against target at appropriate frequency
Example board – design standards to be present albeit actual look may vary slightly depending on
business

19. Capture improvements: The Improvement Log
New
Ideas
Prioritisation
Matrix
In Progress Completed
ICUKU
1. Discuss in Huddle
2. Assign an owner
3. Owner logs idea on SharePoint
4. Add SharePoint Reference to the post-it
note.
Update high level progress status on Sharepoint.
E.g. Expected benefit, expected completion date, “in
progress / completed” status.
(Proud Wall)
Recognise Success
A3
A3
Some (but not all) ideas will
benefit from structure “A3”
problem solving.

20. PERFORMANCE BOARD - EXAMPLES
20

21. PERFORMANCE BOARD - EXAMPLES
21

22. SCORE CARD - EXAMPLE
22
Logistics
Did the meeting start and finish on time?
Did the meeting follow the Huddle
Agenda?
Was everybody present and engaged?
Was everybody prepared for the huddle?
Content
Were all the section of the board up to
date?
Did every member of the team
contribute to the huddle?
Were conversations fact based and
focussed?
Did the facilitator review recent
performance and pick out exceptions?
Were bugs identified and assigned to an
owner with a resolution date?
Was the meeting fast paced and high
energy?
Logistics
Score
/ 4
Content
Score
/ 6 Overall
Score
/
100-5 6-8 9-10

23. Example Performance Board
People
Employee Engagement Index (EEI)
How are people feeling?
Happy Ok Fed up
0%
20%
40%
60%
80%
100%
11/5/2013
11/7/2013
11/9/2013
11/11/2013
11/13/2013
11/15/2013
11/17/2013
PCA
Target
Delivery
0%
20%
40%
60%
80%
100%
11/5/2013
11/7/2013
11/9/2013
11/11/2…
11/13/2…
11/15/2…
11/17/2…
Shrinkage
Target
Skills
Quality
Cost
£0
£50
£100
£150
£200
11/5/20…
11/7/20…
11/9/20…
11/11/2…
11/13/2…
11/15/2…
11/17/2…
Overtime
Overtime
Skills Matrix Call Handling Vehicle Records
Team A-Person 1 X
Team A-Person 2 X
Team A-Person 3 X
Team A-Person 4 X
Team A-Person 12 X
Team A-Person 13 X
Team A-Person 14 X
Team A-Person 15 X
Team A-Person 16 X
Team B-Person 1 X
Team B-Person 2 X
Team B-Person 3 X
Team B-Person 4 X X
Team B-Person 5 X
Team B-Person 6 X
Team B-Person 7 X X
Team B-Person 8 X
Team B-Person 9 X X
Issue Log / Action plan
LoBTeam A BT
Performance Calls Answered (PCA)
Shrinkage

24. MANAGING FOR DAILY IMPROVEMENT
24
Implement
corrective /
improvemen
t actions
Identify corrective
/ improvement
actions
Review
metrics in
performanc
e dialogue
huddles
Set direction through Voice of
Customer and Business Strategy
Establish
Clear PQCD
metrics and
targets
Managing
for Daily
Improveme
nt

25. SIPOC: STEP 1 TO UNDERSTANDING WHERE YOUR
WORK COMES FROM AND GOES TO…
Fill Kettle
Boil Kettle
Add Tea Bag
Remove Tea Bag
Stir
Add Milk
Utilities
Water
Electricity
Hot Water Tea Maker
Tea Bag
Milk
Tesco
Milkman
Used Tea Bag
Tea
Recycling
Tea Maker
Tea DrinkerTea with Milk
SUPPLIERS INPUTS PROCESSES OUTPUT CUSTOMER
Mug

26. 26
SIPOC: Example

27. CUSTOMER FOCUSED DIALOGUE
‘MANAGING FOR DAILY IMPROVEMENT’
27
KEY PRINCIPLES:
• VOICE OF CUSTOMER
• TEAM PERFORMANCE
DIALOGUE
• TEAM BASED PROBLEM
SOLVING

28. VOICE OF CUSTOMER: VALIDATE YOUR CTQ’S BEFORE
SETTING METRICS…
28
VoC
To understand
customer
needs
CTQ’s
To translate
customer
needs into
measureable
characteristics
We don’t know, what we don’t know,
if we can’t express what we know in numbers, we don’t know much
about it,
if we don’t know much about it, we can’t control it
if we can’t control it, we are at the mercy of chance

29. MANAGING FOR DAILY IMPROVEMENT
ESTABLISH METRICS
29
Implement
corrective /
improvemen
t actions
Identify corrective
/ improvement
actions
Review
metrics in
performanc
e dialogue
huddles
Set direction through Voice of
Customer and Business Strategy
Establish
Clear PQCD
metrics and
targets
Managing
for Daily
Improveme
nt
P – People
Q – Quality
C – Cost
D – Delivery

30. METRICS: WHAT SHOULD WE MEASURE?
30
MEASURES FALL WITHIN FOUR CATEGORIES:
Quality
Cost
Delivery
• How many orders get delivered right
first time?
• How many have had rework needed on
them?
• How many internally caught and
escaping defects are there?• How much does it cost us to produce
this item?
• What is our efficiency, how productive
are we?
• How well are the team utilised?• How often do we hit delivery agreement
times?
• How often did we hit this service level
agreement?
• Could we reduce the lead time to
deliver?
Voice of the
Customer
Voice of Business
/ Voice of
Customer
Voice of the
Customer
PQCD is a
way of
ensuring we
balance the
way we
measure our
business and
our teams
Q
C
D
P
People
• How are people feeling?
• How well do the measures support their
objectives?
• Do they need assistance in overcoming
barriers?
Voice of the
Employee

31. FIND THE RIGHT BALANCE
31
• CUSTOMER
SATISFACTION IS
BASED ON A GOOD
BALANCE OF THESE
THREE KEY
MEASURES
• GETTING THESE
RIGHT MEANS WE’LL
KEEP THE CUSTOMER
AT THE HEART OF
EVERYTHING WE DO
Q
C D
P

32. MANAGING FOR DAILY IMPROVEMENT
REVIEW METRICS
32
Implement
corrective /
improvemen
t actions
Identify corrective
/ improvement
actions
Review
metrics in
performanc
e dialogue
huddles
Set direction through Voice of
Customer and Business Strategy
Establish
Clear PQCD
metrics and
targets
Managing
for Daily
Improveme
nt
P – People
Q – Quality
C – Cost
D – Delivery

33. 33
KEY QUESTIONS FOR EFFECTIVE PERFORMANCE
DIALOGUES
0
5
10
15
20
25
30
35
40
12/01
1/02
2/02
3/02
4/02
5/02
6/02
7/02
Production(mbd)
Production Potential
What is the actual
condition now?
• What are the gaps to target?
• Are any trends causing concern?
What obstacles
are preventing us
from reaching the
target condition?
• What happened to cause the performance gap?
• Do we really understand the root causes?
• Do we need to investigate further?
Which one are we
addressing now?
• What can we do to correct the problem and
prevent this from happening again?
• Will these actions completely resolve the
problem?
• Do we need to do anything else to close the
gap?
• Do we need to take any short-term containment
action?
Who is going to
do it?
• Who will take responsibility for completing
the action?
• Does the owner need support from any of the
other team members?
When is it going
to be done?
• Is it a priority action?
• What is the deadline for completion?
• When are the intermediate milestones?
What is our next
step?

34. MANAGING FOR DAILY IMPROVEMENT
34
Implement
corrective /
improvemen
t actions
Identify corrective
/ improvement
actions
Review
metrics in
performanc
e dialogue
huddles
Set direction through Voice of
Customer and Business Strategy
Establish
Clear PQCD
metrics and
targets
Managing
for Daily
Improveme
nt

35. MEETING CUSTOMER AND BUSINESS CHALLENGES
‘CREATING STEP CHANGE IMPROVEMENT’
35
KEY PRINCIPLES:
• IMPROVEMENT ROUTINE (KATA)
• PROCESS MAPPING
• TEAM BASED PROBLEM SOLVING

36. CREATING STEP CHANGE IMPROVEMENT
36
1. Senior
Manageme
nt agree
Vision &
Challenge
to Front
Line Teams
2. Front Line
Teams
understand
Current
Condition
3. Front Line
Teams
create [next]
Target
Condition
4. Front Line
Teams
remove
obstacles to
achieve [next]
Target
Condition

37. USE THE FIVE PRINCIPLES OF LEAN THINKING
Value is defined by the customer
The value stream is
the sequence of
steps taken to create
Value
Make or process only what the
customer needs when they need
it, by reacting to a trigger – How
can we respond to customer
demand?
Constantly seek out
new ways of
improving and
perfecting your
process
Value
Stream
Value
Flow is developed so that the
products or services move
fluently and without
interruptions through the
Value Stream – the steps to
create value

38. VALUE STREAM MAPPING – DEFINE YOUR PROCESS
38
A PROCESS MAP IS A TOOL USED TO MAP EXISTING (CURRENT CONDITION)
PROCESSES.
IT INCLUDES THE FOLLOWING COMPONENTS:
• PHASES
• PARTICIPANTS / STAKEHOLDERS
• ACTIVITIES
• STANDARDS & CRITERIA
PLUS OPTIONAL AREAS SUCH AS
• DATA BOX
• TIME LINE
• RESOURCE LINE

39. VERSIONS OF A PROCESS
39
ANY PROCESS HAS AT LEAST THREE VERSIONS:
• What you THINK it is
(PERCEPTION)
• What it ACTUALLY is
(ACTUAL)
• What it SHOULD be
(DESIRED)

40. Prioritise Improvements – ICUKU priority matrix
40
• We use the ICUKU Priority Matrix to prioritise our
improvements

41. Output of ICUKU Priority Matrix
41
• The output of the ICUKU Priority Matrix is a prioritised plan
• We know have to decide based on capacity which
improvements we allocate and take forward
Implementation Plan
Focus for TBPS
Focus for TBPS Escalation
TBPS = Team Based Problem Solving

42. Prioritisation Matrix – prioritising your solutions
42EASE
IMPACTHigh
High
Low
High Impact
Easy
High Impact
Hard
Low Impact
Hard
Low Impact
Easy
Solution
Solution
Solution
Solution
Solution
Solution
Solution
Prioritised
Solutions

43. WHAT IS VALUE AND WASTE?
43
Value
creation
The focus is creating value, waste
reduction is the flip side!
Waste
reductio
n

44. THERE IS ALWAYS WASTE IN A PROCESS, IDENTIFYING THAT
WASTE IS THE FIRST STEP TO THINKING ABOUT HOW WE CAN
REDUCE OR REMOVE IT - TIMWOODS
44
44
Skills Transport
Inventory
Motion
Waiting
Over-
production
Over
processing
Defects S T
D
O
O W
M
I
Fotokopi Makinası
Printer
Dolap
Sütun
Toplantı Odası
Olgun Küntay / Genel Müdür Yardımcısı
Giriş
Giriş
Aslı Berksoylu /
Sekreter
Emre Şenol / Hayat
Teknik
Meral Öter / Hayat
Teknik
Bülent Ondur /
Aktüerya
Nesrin Koçyiğit /
Hayat Teknik
Gülay Doğan / Hayat
Teknik
Esra Çuhadar /
Sağlık Teknik
Ege Yükseloğlu /
Sağlık Teknik
Marion Hanım /
Aktüerya
Nilay Tunç /
Sağlık Teknik
Işıl Arıcan /
Sağlık
BurakUygun/
Aktüerya
Oturma
Grubu
Fotokopi Makinası
A. Giriş
Müge Makaroğlu /
Hayat Tazminat
Meral Öter / Hayat
Teknik
Berkant Dişçigil /
Hayat Teknik
Nesrin Gülaydın /
Sağlık Tazminat
Ayla Özdemir /
Sağlık Tazminat
Gülay Doğan / Hayat
Teknik
Şebnem Kaya /
Hayat Operasyon
Ege Yükseloğlu /
Sağlık Teknik
Alev Önder / Sağlık
Teknik
Müşteri İlişkileri
IPA
Muhasebe
Satış
Tazminat
Operasyon
Yönetici
MÜŞTERİ SATIŞ KANALI
Tahsilat
BÖLGE
Taşeron/MFKTaşeron/MFK
SeminDiren/
SağlıkTaminat
ŞebnemGündoğdu
/HayatTazminat
Oturma
Grubu
Fon
KorhanKömüksüz/
SağlıkTeknik
Standart Life Compesation Payment
Annuity Payments(Head Office)
Head Office Compensation Processes
-Loan
-Military Personal Accident
-Group ompensation Processes
-2002 and before
Individual Policy Sale(Standart))
İdividual Policy Sale(Regional Office)
Group Sale Wtihout Regional Office
Grup with Regional Office

45. LEAN SIX SIGMA: 8 WASTES
45

46. Stage3
Stage2
Stage1
TEAM BASED PROBLEM SOLVING – A3
46
Have you fixed the
Problem?
How do you know?
What is the solution?
How will you deliver
the solution?
What is causing the
Problem?
How big is the
Problem?
How do you know?
What is the Problem?
How much can we
improve by?
Cause & Effect Pareto5 Whys
Why
Why
Why
Why
Why
Line Graphs Histograms
Graphical Statistics Tools
Descriptive Statistics
Measures of location – mean, median, mode
Measures of dispersion – range, standard deviation
Voice of
Custom
er
So what?
Benefit / Impact Quantification
Line Graphs
Graphical Statistics Tools
Box Plots
Improvement Principles
Priority Matrix
Actio
n Plan
Problem Statements
Goal Statements
So what?
Benefit / Impact Quantification

47. PROBLEMPROBLEM
STATEMENTSTATEMENT
MethodsMachinesMeasures
ManpowerMaterialsEnvironment
5 STEPS TO BUILD A CAUSE & EFFECT DIAGRAM
47
1. DEFINE A PROBLEM STATEMENT..AND SAY IT WITH FIGURES.
2. LOOK FOR POTENTIAL CAUSES.
3. CATEGORIZE CAUSES.
4. PLACE CAUSES ON APPROPRIATE CATEGORIES ON FISHBONE DIAGRAM.
5. PUSH CAUSES FOR DEEPER UNDERSTANDING … AND RIGHT DOWN A
ROOT CAUSE(S) STATEMENT.

48. 5 WHYS
48
48
Leads are generated
and lost
The Quote Tool isn’t
fit for purpose
People aren’t using the
Quote Tool
The notes field is
inadequate
Quote Tool notes field
only allows 30 characters
Why?
Why?
Why?
Why?
Use 5 Why’s
to better
understand
the main
Causes

49. 5 WHYS - REAL LIFE EXAMPLE
49
• THE WASHINGTON MONUMENT WAS
DISINTEGRATING
WHY? USE OF HARSH CHEMICALS
WHY? TO CLEAN PIGEON POOP
WHY SO MANY PIGEONS? THEY EAT SPIDERS
AND THERE ARE A LOT OF SPIDERS AT
MONUMENT
WHY SO MANY SPIDERS? THEY EAT GNATS
AND LOTS OF GNATS AT MONUMENT
WHY SO MANY GNATS? THEY ARE
ATTRACTED TO THE LIGHT AT DUSK.
• SOLUTION: TURN ON THE LIGHTS AT A
LATER TIME.

50. LET’S IMPLEMENT OUR IMPROVEMENTS
50
Implement
corrective /
improvemen
t actions
Identify corrective
/ improvement
actions
Review
metrics in
performanc
e dialogue
huddles
Set direction through Voice of
Customer and Business Strategy
Establish
Clear PQCD
metrics and
targets
Managing
for Daily
Improveme
nt

51. WITHOUT A STANDARD THERE CAN BE NO
IMPROVEMENT
• STANDARDS ARE THE BASELINE FOR COMPARISON
BEFORE/AFTER
• WITH NO STANDARD WE CAN’T OBJECTIVELY TELL WHAT
HAS CHANGED AND WHAT HAS IMPROVED
• THERE CAN BE NO IMPROVEMENT WITHOUT A
STANDARD
• THIS DOES NOT MEAN YOU STOP HERE… IF THERE IS A
BETTER WAY – THAT BECOMES THE NEW STANDARD!
#1: Establish a
standard!

52. 52
• PROVIDES A STRUCTURE AND ROUTINE THAT HELPS
LEADERS SHIFT FROM A SOLE FOCUS ON RESULTS TO A
DUAL FOCUS ON PROCESS PLUS RESULTS
• CONVERTS FOCUS ON PROCESS TO CONCRETE
EXPECTATIONS FOR THE LEADER’S OWN SPECIFIC JOB
PERFORMANCE
• PROVIDES A CLEAR AND UNAMBIGUOUS STATEMENT OF
EXPECTATIONS (THE SAME AS STANDARD OPERATING
PROCEDURES FOR WORKERS)
WHY STANDARD WORK?
Move from reactive firefighting
TO
Proactive focus on the processes with the team

53. CHANGE
53

54. 54
THE CHANGE CURVE – 4 PSYCHOLOGICAL STATES
Denia
l
Resistan
ce
Explorati
on
Commitme
nt
We’ve always
done it this
way
Reaction
to
change
This
won’t
work
I’ll explain
why it wont
work
Some
aspects
might work
Lets
investigate
further
This works
for me
1
2
3
Consideration
point
- Why won’t it
work?
Possibility point
- There are some
merits
Opportunity Point
- We can make this
work

55. WHAT IS YOUR ROLE IN CI?
55
• USE PERIOD OF WAVE TO GAIN SKILLS AND PRACTICE
CI WHILE SUPPORTED BY CI COACHES
• COACH TEAM ON CI TOOLS
• SUPPORT TEAM IMPROVEMENT INITIATIVES
• CREATE THE SPACE/TIME FOR HUDDLES & TBPS
ACTIVITY
• ACT AS ESCALATION POINT FOR ISSUES OUTSIDE OF
TEAMS CONTROL
• LEAD CI WITHIN YOUR TEAM, UNSUPPORTED BY CI
COACHES (OR MINIMAL SUPPORT REQUIRED)
Managers
CI Coach
CI Coach
Manager
CI Coach
Wave
FTE Coverage
t
Ramp-Up StableCapability -Build

56. What is your role in CI?
56
Senior
Manager
 Visit your sites and hold a huddle
whilst on site
 Understand the performance board
 Question what is currently in
progress and ask for updates on
what the team have resolved
themselves
 What can YOU can do to help- ask
your teams where they need
support.
Team Member
 Raise Issues
 Be responsible for progressing
Issues
 Actively engaging and/ or
hosting huddles
 Be part of the culture change
 Responsible empowerment-
• Use your expertise to make a
positive difference
• Focus on VOC, VOB, VOE
• Measure your success
Leadership Team
 Hold a huddle around the board
 Proactively support huddles
• Ask questions around the
performance data
• Ask what Issues have the sites
taken on and their progress
• Walk the floor- be visible
 Demonstrate CI behaviours
 Discuss CI in team meetings
Manager
 Keep your performance boards up to
date
 Host/ facilitate weekly huddles
 Focus on performance data- how the
workshop is performing- better
worse? Suggestions?
 Take ownership with the site on
Issues such as:
• Local issues, site environment..
 Manage the culture change-
• You define the culture!

57. 57
1. FOCUS: CLEAR TARGETS
 GETTING TO BRONZE LEVEL & HAVING IT AS OBJECTIVE IN THE PEOPLE SYSTEM.
2. CHANGE MANAGEMENT: CHANGING MIND-SET AND HIGHLIGHTING POSITIVE RESULTS
 EVERYONE IS EXPECTED TO ATTEND THE HUDDLES.
3. SIMPLICITY: TOOLS THAT EVERYONE CAN AND WANTS TO USE
 NEW EMPLOYEES WILL NOT NEED ANY SPECIAL TRAINING TO UNDERSTAND YOUR
IMPROVEMENT METHOD. NO NEED FOR ADDITIONAL SUPPORT RESOURCES. IT ONLY HAS
TO TAKE A SMALL AMOUNT OF THE MANAGERS’ TIME.
4. OWNERSHIP: TO CHANGE RATHER THAN BEING CHANGED
 MANAGERS SHOULD “ASK” RATHER THAN “TELL”.
5. SYSTEMATIC APPROACH: CLEAR GAME RULES
 MAKING CLEAR THAT EVERYONE IS EXPECTED AND GIVEN A FAIR CHANCE TO
CONTRIBUTE TO YOUR JOINT TARGETS (EACH AND EVERY SMALL
CHANGE/IMPROVEMENT COUNTS).
Manager objectives/responsibilities

58. WHAT HAPPENS AFTER TODAY?
58
• SET UP PERFORMANCE BOARDS
• SET ASIDE TIME FOR WEEKLY TEAM HUDDLES
• VOICE OF THE CUSTOMER
• ATTEND TRAININGS/WORKSHOPS (& ENCOURAGE
TEAM MEMBERS)
• WORK THROUGH YOUR COUNTERMEASURES FROM
YOUR A3
• SUPPORT CAUSE FOR CHANGE!