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Critical Inputs for Building the Infrastructure for Operational
Excellence
Andrea Church-KreisaDawn LoweEllen Milnes
Introductions
2
Andrea Church-KreisaopXsolutions.com
Dawn LoweopXsolutions.com
Ellen MilnesMoreSteam
Infrastructure for Success
3
The Quest for Operational Excellence
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62%met original goals/business intent.
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2016 Pulse of the Profession® Project Management Institute
53% were completed within original budget.
49% were completed on time.
Organizations waste $122 million for every $1 billion invested due to poor project performance.
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2016 Pulse of the Profession® Project Management Institute
On average, only three in five projects have engaged executive sponsors.
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2016 Pulse of the Profession® Project Management Institute
Natural Forces of Change
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Change Transformation: Alignment
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Foundational Infrastructure
Strategic alignment
Executive sponsorship
Workflow & support
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Working on problems that will help to achieve strategic objectives
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Balanced Scorecard
13Source: Balanced Scorecard Institute
Y=f(x)
Strategy > Tactical Action Plan
Scorecard Tracking
Hoshin Kanri (Strategy Deployment)
A Systems Approach
The Hoshin Hierarchy
The Hoshin Kanri process integrates planning and actions at all levels of the organization
Corporate Hoshin
Business Unit Hoshin
Team/Individual Problem Solving
Catchball
BOS (Business Operating System)
Leading from the top
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Management by fly-by is not leading change.
Differences Between Managing & Leading
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Manager Leader
Controls and maintains
Organizes and directs
Focuses on efficiency
Inspires and develops
Aligns and influences
Focuses on effectiveness
Executive Engagement
Workflow and team support
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A little help is always appreciated.
Workflow
Coaching
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“Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them.”
Coaching for Performance by John Whitmore
Coaching: Be Clear Which Hat You’re Wearing
Coaching
MentoringPerformance Counseling
The Problems to Solve:
1. Consistency of approach2. Tailored for the situation3. Scalable4. Visible activity5. Accountability
#1: Assessing Coaching Needs (The What)
Build a standard assessment model which will determine
the standard work for the coach.
Success = ƒ ( Belt Capability, Project Difficulty, Organizational Support )
Project Success Model
Team Leader (Belt) Risk – 10 Questions
Copyright 2015 MoreSteam.com
1 Does belt have a technical background (e.g. science, math, or engineering degree)
2 Does belt have prior process improvement experience?
3 Did belt perform well in training (e.g. complete course with good scores)?
4 Does belt exhibit strong critical thinking skills?
5 Does belt take an organized approach to managing work tasks?
6 Does belt have team leadership experience?
7 Did belt volunteer for this assignment?
8 Does belt exhibit perseverance to overcome obstacles?
9 Does belt have a high confidence level?
10 Does belt have strong interpersonal and persuasion skills?
Copyright 2015 MoreSteam.com
1 Is the project scope appropriate (not too broad)?
2 Is the process in question limited to 2 or fewer functional areas?
3 Are relevant and reliable data available?
4 Is technical process knowledge readily accessible (e.g. team member)?
5 Can process changes be made without regulatory review or constraint?
6 Is the process owner supportive of the project?
7 Is the Champion/Sponsor actively engaged?
8 Does the belt's manager support the project work requirements?
9 Are the stakeholders aligned (no conflicts)?
10 Is the organizational climate free of political intrigue?
Project Risk – 10 Questions
Coaching Model Matrix
Copyright 2015 MoreSteam.com
#2: Consistent Coaching Style (The How)
Establish a standard model which will provide a foundation of standard work and approach for the coach.
GROW ™*
STEP 1: G = Goal
• Start by clarifying the goal(s) of the conversation.
STEP 2: R = Reality
• Next, help the person being coached to articulate the current situation.
STEP 3: O = Options
• Help develop options for the person
STEP 4: W = Way Forward
• Finally, focus on identifying a specific action (or two) as a next step, keeping
accountability for taking action with the employee being coached.
*John Whitmore: Coaching for Performance
More Effective Questions
• Open Questions • Avoid yes or no answers
• Descriptive not Defensive
• Gradually Increasing Detail
Reflective Discussion
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2. How do you determine the amount and frequency of coaching needed?
3. How do coaches know what they’re doing well and what they need to improve upon?
1. How effective is your organization’s coaching model?
Infrastructure Enables Employee Engagement
Strategic alignment
Executive sponsorship
Workflow & support
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Engagement Defines Culture
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“From the Shop Floor to C-Suite: Operational Excellence at Jabil”, July 2015 MoreSteam webcast
Example Engagement Model
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