Weitere ähnliche Inhalte Ähnlich wie Module 18a: Continuous Improvemnet & Advancement Process Basics (20) Kürzlich hochgeladen (20) Module 18a: Continuous Improvemnet & Advancement Process Basics1. Work Focused Improvement®
Management Essentials for
Daily Use and Ongoing Improvement
By Sam Pratt
© 1986-2013 Samuel H. Pratt / SHP Consulting Limited
Module 18a
Continuous Improvement
& Advancement Process Basics
2. Continuous Improvement in a
Nut Shell
1. The requisite mindset is simple: No matter how good we
get, we always can and will get better
2. The system must be able to do this:
a. Build a list of all key initiatives, projects, and
problems to be solved
b. Prioritize the initiatives
c. Assign people and other resources where needed
d. Energize the entire process
e. Ever increase the rate of progress
© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
Continuous Improvement
3. Improving a Team
Is there opportunity for your team and the rest of the
organization to improve?
For your team, and parts of the organization your team deals
with, how many things could be done to improve?
Do other people on your team have ideas on how to do
things better?
Are some ideas better (more valuable) than others?
Could some of the ideas fail to gain the expected results?
Do you expect technology, training, systems, structures,
and business mechanism to continue to get better over time?
Do you have a list of all these improvement ideas?
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
4. Tools
Have you ever used?
– A grocery list
– Golf or bowling score sheet
– Mailing list
– Checking Account Log
– Map
Why did you use them?
What is good about these mechanisms?
Would some similar mechanism be useful
to your team?
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
5. Work Focused Improvement
Underlying Assumptions / Environment
Managers / Leaders know their areas
In an area at any given time, there are far more known
improvements to make than resources to make them
A Manager / Leader’s day is fragmented
Only large cost / risk ideas require detailed justifications
/ return on investment calculations
Most local improvements go unreported
Reporting, tracking, energizing, and analysis
mechanisms should be simple
Trust is always an issue
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
6. Advancement
STAGESOF RESPONSE
1 Kickoff (varies by level of response
and is Customized to Organization)
8-Square Associate Awareness Module
9-Minute Impactor Presentations
What Counts
Environmental Analysis
Technical Analysis
Social Analysis
Flow Charting with overlaid variances & roles
Balanced Brainstorming
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
7. Advancement
STAGESOF RESPONSE
1 Kickoff (Continued)
Purposes of the Kickoff
– To rapidly get people to know each other and the
essence of the Work Groups they represent
– To draft an Advancement List or Lists and secure
immediate gain
– To foster collaboration, trust, tradeoffs, and
tolerances for partial solutions and risk taking
The end of the Kickoff is never neat & tidy
… not a problem...
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
8. Advancement
STAGESOF RESPONSE
Stage 2 Ongoing Effort, focused & energized
by succinct Advancement Lists
Celebration of both successes & non-successes
... both add to the knowledge base
Alternate nudging & use of energizing
mechanisms
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
9. Stage 2 Advancement List Essentials
Resist temptation to track more than
– Priorities [1,2,3,C,H,X note that highest priority is at top
– Half line description starting with a
thoughtfully selected action verb
– Guessed quantified expected gains
– % chance of success [never 100% - reduces stress]
– Leader and maybe a Deputy
Sort the list by Priorities, then Amount of Gain,
then % Certainty
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
10. Stage 2 Advancement Process Essentials
Hold periodic meetings that are unstructured,
casual, relaxed, upbeat & fun
Focus on the work, enabling, creativity & gains ...
not tracking
Value & defend a pervading atmosphere of trust
and cooperation
Take the position that there is no such thing as
closure … partial solutions are just fine, and
everything can be revisited
At the same time, if closing the loop requires
standardized practices, keep them as simple,
concise & visible as possible
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
11. WFI Team Advancement Meeting
Expected Outcomes
Improve bottomline performance of organization
Enable the organization
Enable individuals and teams
Emphasize inter-departmental communications
Foster cooperation and respect
Build a robust organization with widespread ownership,
understanding, and alignment
Assure that all key business mechanisms are continuously
improving and working in concert
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
12. Advancement Lists
Cover Page / Overhead / Explanation
The attached, following, or posted list(s) are used to
Focus and organize effort
Energize response
Expand participation
While Leaders are identified for most items, people
from anywhere & everywhere are requested to
Add items
Improve items
Request roles as leaders or helpers
This is a simple, proven way to improve!
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
13. Advancements Why They Work
Bureaucracy minimized
Creativity maximized - “living body of work”
Stress minimized
– Certainty is never 100%
– Celebrate learning from discarded trials
Pick & choose nature of lists is collaborative
“Cream comes to the top”
“Bad ideas settle to the bottom”
Lists generate debate & refinement over time
Normally, the big gain items are the fun items
Items get done without the “boss” even knowing
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
14. Advancements Why They Work
“The power of the pen”
– Action words can be selected to reflect status of idea
o Study …
o Design ...
o Choose …
o Install ...
o Upgrade ...
– Collaborative efforts can be orchestrated
Completed & excluded items provide a diary of progress
Lists can smooth implementation of other programs
High visibility of everything: Results, Tools,
Mechanisms, and the “Living Body of Work”
(Continued)
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
15. Advancement List - Example
Pr # Item Gain Cert Lead Dep
1 1 Develop owners of KPIs, targets, and business mechanisms 5.50% 50% ATK
1 2 Review strategies & mechanisms to reduce disruption of "fires" 5.00% 75% SF GG
1 3 Perform Calibration exercises 4.70% 80% SHP
1 4 Build forums safe to encourage open communications 4.50% 75% BBU
1 5 Improve horizontal communications, collaboration, and cooperation 4.00% 75% KL
1 6 Review recognition & reward mechanisms & needed outcomes 3.40% 66% ATK
1 7 Review mechanisms / strategies to make Ops & Mgt a cohesive unit 3.30% 80% CRD BBU
1 8 Determine steps to insure that hygiene is 1 on 1 and in background 3.30% 75%
1 9 Asses current high level meetings (review comments, suggestions) 2.90% 70% BF
2 10 Consider Leadership training and design options 8.00% 66% GG
2 11 Review Pay Systems components to insure "fair to individuals & company" 6.10% 66% RSP
2 12 Use Balanced Brainstorming or Fishbone Analysis Session to build team 4.00% 80% RSP
2 13 Review Business Information needs, timeliness, and formats 3.40% 75% KL
2 14 Use 8-Square Associate Awareness Module to build understanding 3.00% 90%
2 15 Study issues & options related to Mission(s) 2.70% 75%
3 16 Design Advancement Kick-off Session with selected exercises 4.00% 80%
3 17 Use 9 Minute Impactor Presentations to tear down borders 3.00% 90% THP
3 18 Use temporary "Employee Swaps" to improve horizontal understanding 3.00% 80%
H 19 Design and use scoreboards 5.00% 75%
H 20 Design & Implement Cross Training System 3.00% 60%
X 21 Design cross functional marketing teams 0.44% 75%
17. Advancement List is …
The body of work of an organization or team
A prioritizing tool
A resource allocator
A concise communications mechanism
A team building endeavor
A diary of successes & failures learning experiences
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
18. Performance Improvement (WFI) ...
Making It the Way Of Life
Keep Ongoing Lists of PI items [Advancement Lists]
Give PI Highly Visible Publicity
– Agenda Item(s) on Team Meetings
– Bulletin Boards, Newsletters, Ad Hoc Efforts
Have Various Mechanisms Support PI:
– Performance Plans, Business Plan, Pay Systems, [panaceas] ...
– New efforts & initiatives
Get all levels of the organization involved in project planning,
design, & implementation
Periodic reporting meetings should be laced with celebrations
and loosely structured
Have appropriate levels of bureaucracy for the size and
uncertainty of the project ... maximize the fun part
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
19. Team Advancement
Meeting Guidelines
Focus on the work (performance and enabling of
organization)
Stay away from personalities, politics, turf, blame, rigid
positions, and “me” issues
Let it be known early in the discussion if a decision will be
Type I, II, or III (I decide, I decide with your input, we
decide)
Emphasize the understanding and use of Key Performance
Indicators
Value listening & cooperating more than persuading &
winning
Spend enough time on issues to develop widespread
understanding and support
Continuous Improvement© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
20. Standard Agenda for Advancement Meeting
1. Quick Hitters / Urgent issues
2. New items form Advancement List
3. Updates for existing items
4. Changes of any Priorities in view of above
5. Anything else
Note: Discussion & debate are welcome on all 5 above
© 1986-2014 Samuel H. Pratt / SHP Consulting Limited Continuous Improvement
21. Which of the following is not a function
of the Advancement Process / List ?
To Do List
Diary
Resource allocator
Delegating tool
Gain estimator
Brainstorming mechanism
Communications vehicle
Newsletter
Meeting agenda
Prioritizer
Simplest effective bureaucracy
Justification tool
Team energizer
Help wanted mechanism
Stress eliminator
Meeting Minutes
Living document / process
Global Positioning System
Continuous Improvement
Answer:GPS
© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
22. Pragmatism, Culture, Reality, Etceteras
Summary
Don’t expect rapid changes of culture or values.
Never give up on changing culture over the long haul
Recognize that attempts to transform the culture overnight can
be counterproductive due to reality / perception / expectation
gaps [management can look incredibly naive]
Use multi-factored pay systems to change short-term conduct
and long-term culture
Use a wide variety of management tools & techniques to bring
about change
Manage with facts
Push for rapid changes in technology and conduct
Assure that culture is moving in the right direction, and worry
less about the rate of change
Organizational Dynamics© 1986-2014 Samuel H. Pratt / SHP Consulting Limited
23. © 1986-2014 Samuel H. Pratt / SHP Consulting Limited
Note: Module 36b gets into the details of
the various mechanisms and then extends
process to closing the loop which includes
the ongoing Performance Review Meetings
Continuous Improvement