Last updated: 22/06/2012. From file: “Enabling Lean Ways of Working Nav Pack” Embedding Lean Ways of Working Version Controlled – See Lean Service site

Last updated: 22/06/2012. From file: “Enabling Lean Ways of Working Nav Pack”

Embedding Lean Ways of Working

Version Controlled

– See Lean Service site for latest version.


To help build Lean WoW we are focusing on 3 key areas

• Variation has been identified in post-wave site-visits in the following areas:• Performance Dialogue• Process Confirmation• Problem Solving

• To help resolve this we will:• Strengthen these three areas in wave 1 and pilot teams

using standard work and single point lessons as an initial focus

• Integrate standard work into wave 2 planning


In wave Support

Method

Operations Wave Change Team

ReinforcingProcess

Confirmation

Coaching and

Mentoring

0 Week 16


Post wave - Embedding Lean

Method

Operations Lean Practice

ReinforcingProcess

Confirmation

16 Lean Maturity


Standard Work for Performance Dialogues


Performance Dialogue

WhyWhy HowHow WhatWhat WhenWhen

DirectorDirector

GMGM

T2T2

FLMFLM

Team Member

Team Member

Monthly

Weekly

Weekly

Weekly &Daily

WhoWho

Measuring and understanding what is and what isn’t going well in

order to set yourself up for success now and for the longer

term for the customer

Facilitate weekly GM dialogue

Participate in MD dialogue

Review of key measures and take action to resolve issues and improve




Facilitate weekly T2 dialogueParticipate in weekly GM

dialogue

Review of key value stream measures and take action to resolve issues and improve




Facilitate weekly FLM dialogue

Participate in weekly T2 dialogue

Data-driven review of ‘how did we do last week?’ and ‘are we set up for next week?’

Takes actions to generate longer term problem solving

Facilitate daily team dialogueParticipate in weekly T2

dialogue

Data-driven review of ‘how did we do yesterday?’ and ‘are we set up for success today?’ Takes actions to resolve immediate

problems and generates longer term problem solving

As above, and share best practice (the best way we know today),

raise issues and ideas, and understand how I contribute to the

process and to the customer

Participate in daily team dialogue

Daily

Data-driven review of ‘how did we do yesterday?’ and ‘are we set up for success today?’ Takes actions to resolve immediate

problems and generates longer term problem solving

OCAOCAAs above: participate as a team

member, and coach colleagues to achieve improved level of Lean

maturity

Coach daily team dialogue attend one dialogue per

month in other FLM teamsDaily

Coaches on problems/issues, provides feedback.

As above, and share best practice (the best way we know today),

raise issues and ideas, and understand how I contribute to the

process and to the customer

Lean



How To Participate and Coach in a Performance Dialogue.

1. Gather with the team – face to face, or using your virtual tools (see Virtual Working How To guide) around the performance board. You should make the dialogue the same time, every time. If it’s daily at 10am, it’s always at 10am. This is a team board – so performance dialogue should be designed and run by the team with coaching and support from the manager.

2. The length of your dialogue will depend on it’s frequency, which is based on the management level. If it’s weekly, you may have more that needs to be discussed than if your dialogues are daily, performance dialogue will normally last between 10 and 60 minutes.

Why should we talk about performance?

Performance needs to be measured and talked about at all levels, in an open and honest way. This will encourage problems and issues to be highlighted early, prompting structured problem solving to begin, and therefore ensure we are fully set up for success today.

What does it do?

• Each manager, regardless of level, is responsible for coaching and attending Performance Dialogue Meetings. For example – a First Line Manager attends a T2 Performance Dialogue and coaches their team to run one.

• Answers the fundamental questions of ‘how did we do yesterday?’ and ‘are we set up for success today?’ with the use of data. Takes actions to resolve immediate problems and generates longer term problem solving

• Used as a method for communicating longer term strategy and top down messages.

• A forum for escalating issues that cannot be solved at a local level.

• Links your process directly to the customers – using the measures to show how well we’re doing against their expectations

• Engages everyone at all levels to actively input into Problem Solving, daily action planning, and enabling future success.

TIPS

When attending a performance dialogue, there may be messages that need to be cascaded down to your team. It’s important to take notes if you need to.

This is not a forum for moaning – but a platform in which to discuss historic performance based on data and how we’re setting up for success for our future.

Check understanding – has anyone got any updates – and have they fully understood where we are and what we need to work on?

Invite your OCA to coach the dialogue – or if you’ve not got one, why not invite your peers – you boss – your GM – how are you doing? Did everyone understand the messages going out? How could our dialogue be more effective? Remember – the team own the dialogue.

Think about your favourite football teams – this can act as an energiser, an engaging, active session. No football team starts a game without a ‘scrum’ and a focus at the start!

If you’d like support for running these sessions, why not visit: http://martinfowler.com/articles/itsNotJustStandingUp.html

3. Discuss the following:– How did we do yesterday?– Are we set up for success today? If not – what actions need to

be taken and what needs to be different today? – What are we improving for tomorrow (using structured Problem

Solving)?

4. As a best practice, the message should be consistent across teams where applicable. It’s also a chance for you to rally the troops and pick up any issues that might be stopping them from being brilliant.

5. Actions will need to be taken when something cannot be closed off during the Performance Dialogue – these will need to be have owners assigned, updated and discussed in the following performance dialogue – even if there is no update it’s vital to make sure the teams know what is being worked on, by whom, and what remains on the ‘radar’.



Performance Dialogue: Do’s

Make your performance dialogues regular and structured.

Keep it to the point, do not make the dialogue last longer if you’ve covered everything you need to.

Keep it data focussed – talk in terms of what actually happened and not what we think happened.

Discuss previous performance – what prevented work moving smoothly or effected our ability to deliver?

Rally the troops, this is your opportunity to coach the team and get to know the inner workings of how we performed. Performance Dialogue not only finds reasons for poor performance, but reasons for good performance too – analyse why it happened and how we can replicate the behaviour.

Engage the team – ask their opinions, seek their input.

Take actions if needs be, review at following Performance Dialogues, and follow up - not everything will be solved during the Performance Dialogue.

Review how the performance dialogue went – seek feedback from your team members

Share the work load – get individuals updating metrics – not only will you increase the knowledge of your team members about how they effect performance, but also lightens the load.

Visit other teams performance dialogues, learn best practice and share, as well as providing them feedback.

Performance Dialogue: Don’ts

x Make it adhoc – plan your dialogues in and stick to the schedule.

x Feel the need to discuss over and above what’s needed – a performance dialogue doesn’t need to go on to last to meet minimum times.

x Talk about how “we think” performance went previously, or talk vaguely about performance positives or negatives.

x Just rely on the metrics for how performance has gone. Look at active problem solving documents, skills updates and resource requirements outside of team needs.

x Disengage and talk ‘at’ the team. This includes body language and tone of voice.

x Try to solve everything within the one Performance Dialogue – instead take and assign actions .

x Ignore, forget or leave actions. There may be items during dialogue that cannot be picked up immediately, but can be taken to resolve later.

x Try to do update everything yourself. Completing board updates in isolation can potentially lead to a lack of team understanding, and not visiting other areas causes loss of messages across teams.

x Assume the way you deliver the Performance Dialogue is the only way. There are best practice ways to deliver Performance Dialogues, and hints and tips, but your colleagues may know a more effective way – freely share this best practice!

Other useful materials an internal documents can be found on the SharePoint


Performance Dialogue Coaching ToolFor the full tool visit:https://office.bt.com/sites/operateleanservice/Lean Collateral/Post Wave/4. Other Useful Tools/Performance Board Coaching Tool.xlsx LAST SAVED ON: 16/04/2012 PM.

Meeting Leader

Coach

Date

PreparationKey Information updates are posted on performance Board prior to HuddleEveryone knows who todays Chair is and who is responsible for each measure on the board presenting what todayAny research has been done prior to huddleActions have been progressed and the owner is ready to provide an update?Possible coaching questions:

Measures RatingMeasures are balanced (Voice of the Customer, Business, People)Do the measure cover areas the team have responsibility for, as well e2e as measures linked to the Higher measures.The measures are used to drive discussion and actions.Possible coaching questions:Do they have relevant measures for their patch that they can influence/control

What is the agreed Target for each measure - is it visible and understood by the team?

The Meeting RatingBasic rules were followed; (No meetings inside meetings, phones off, No interuptions , team stadard work for Performance board followed etc.)

All present contributed during the meeting.The information/trends on the boards was used to illustrate issues.Issues were prioritised, agreed actions were clear and effectiveRecognition is given for almost right, (Thanks for doing it -

even if it isnt perfect, reward nearly right to change behaviour)

Possible coaching questions: Who did most of the talking? Was this appropriate?Was the voice of the customer evident during the discussionsDo team clearly understand their processes e2eDo team have a view of the incomming demand on their process (daily or weekly)Do team know how well they did yesterday, what was carried overWhere ideas accepted, dicussed, priorities and actions allocated (if necessary)

NOTES / Comments

Did the team use spot measures or trend measures with variation (do they understand the difference)

What variance from target were identified through the charts?

Did the team understand the variation within the performance?Which actions came from the charts?

How well are the measures understood? Eg Do team understand what is included in the measure?

Rating A-E (A excellent, B

good, C OK, D needs

work, E poor

NOTES / Comments

What Information was missing?How well prepared were each of you as the participants? Had their data to hand and knew the details

NOTES - Comments

How well prepared were the attendees was the leader? Eg no calls/meetings interuptions.

BT Performance Board Coaching Tool

What would could you do differently to prepare? Eg how could get more engagementWhat additional data would help you drive actions?

Version Controlled


LAST SAVED ON: 16/04/2012 PM.

Meeting Leader

Coach

Date

Possible coaching questions:

Do they have relevant measures for their patch that they can influence/control

What is the agreed Target for each measure - is it visible and understood by the team?

Problem SolvingActions are normally closed on time. (IE it is normal practice to delay action points, miss dates and just reset them)

Preventative actions are made to stop issues from happening againPossible coaching questions:

Engagement RatingWas the huddle leader engaging with the boards and measures? Were they used to drive actions?Is the huddle leader challenging the meeting participants where necessary? Did the manager allow the 'Chair' to run the meeting?Do all participants take part in the meeting actively?Do all Participants challenge where necessary? Not just on own section.Participants left the meeting feeling supported and engaged with the processPossible coaching questions:

GeneralPossible coaching questions:

How do you think the review went?

What frustrations do you feel?

How quickly are actions resolved?

Where A3's are closed was standard work discussed & updatedWhere actions allocated to investigate, or discussed and assumptions made during huddle

Are A3's discussed (eg No closed, No open, where detail is held if people need to know more)

How well is problem solving addressing root causes?

When was the last A3?

NOTES / Comments

Are actions allocated to person raising the issue

How could you improve the review?

What was the level of engagement?

Who took over the review?

What would make the review more effective?

What were the barriers to engagement?What praise was given?Were comments/ideas dismissed or ignoredHow much blame was given?

Who said nothing?

How could you encourage others to contribute?

Version Controlled



Standard Work for Process Confirmation


Process Confirmation


DirectorDirector

GMGM

T2T2

FLMFLM

Team Member

Team Member

GM calls: monthly, FLM reviews: every 6 months

T2: monthly, plus every FLM team quarterly

Every FLM team monthly, plus quarterly visits to customers/suppliers

Define frequency for each piece of standard work – at

least every year

WhoWho

Ensure consistent quality of dialogues, ensure dialogues drive performance and

effectively escalate and cascade info. Check adherence to processes

Visit performance dialogues, feedback and coach. Check GM process confirmation schedule

Track through performance board

Performance dialogue confirmation at GM level and

team level – check GM is doing process confirmation

Site visits, ask constructive questions and share output.

Check T2 process confirmation schedule


Performance dialogue with T2s – dialogue confirmation

Site visits, review FLM standard work check sheet. Visit

customer/supplier.Track through performance board

Performance dialogue confirmation at team member level. Check FLM is adhering

to standard work. Provide feedback to FLMs.

As above, and ensure agreed standards are followed and best practice is always

followed

Sit with team members and check how they are working against

standards, and check the standards are working


Check team is following standard work by asking “show me what you do”

As above, and ensure standards are being followed and best practice is

always followed

Flag anomalies and issues with standard work

As they appearFlag changes/adhere to

standards

OCAOCAAs above

Acts as role model of standards, and to ensure comms lines are open

Visit/review/audit site, be the ambassador of standard

Weekly - tombola

Visit FLM/T2 gemba, summarise changes and ensure standard practice, develop question asking






Process Confirmation

3. Once you know what you’re looking out for, do it, go-see! Have a look at the operation. Speak to the people working the process. Has anything changed? Do we have the skills we need, and if not, if there a plan to bridge the gap? Is effective performance dialogue taking place? How can I help with your problem solving? What’s stopping you from being brilliant?

4. Listen to the operation – does the process flow in line with the best practice and along with the customer expectation?

5. During your visit compile with the team a list of actions that need to have owners assigned. Make sure you follow up on these during your next site visit.

6. All process confirmation visits should be tracked through the performance boards

What is process confirmation?

Behind process confirmation is a basic principle – being visible, and present, active, and available in the place where the value is added – that could be where the phones are answered, where the data is managed, or where the direct interaction with the customer (internal or external) happens.

It’s also confirming that standard work is the best way we know today, and that it’s being followed across all levels. The standard of work also changes and evolves as the business needs it to.

Why are we doing it?

To ensure there isn’t variation in our processes through standard work not being adhered to. This then limits variation and provides a consistent standard to the customer.

What does it do?

• Ensures all standard are being adhered to.

• Makes sure performance dialogues are being used effectively.

• Makes best practice obvious and highlights anomalies in best practice sharing.

• Checks Management understanding of team performance – where are they against target, and what can they do to improve?

• Provides opportunities for management coaching.

• An opportunity to visit customers to ensure process is working as expected.

How To Complete Process Confirmation• Create a Process Confirmation schedule at each management level to

confirm that work is standard against best practice, using your report’s standard work log. In a non-physical team, this will need to be arranged with the manager in advance for a telephone conversation, however you should aim to visit each of your managers or team members.

• Compile a list of useful, constructive questions you could ask whilst visiting your manager depending on your sites maturity. Select a ‘theme’ for your walk – should it be quality, are you going to focus on the supplier to your process? Are you going to focus on your delivery metrics?

TIPS

Just being on site may prompt items to come up that are not on your schedule – that’s ok! Don’t ignore these issues just because they weren’t inline with your original focus – look at them as opportunities for improvement and log them on the relevant performance board

Remember we’re keeping the customer at the heart of everything we do – you should be able to see what the internal and external customers are expecting from the department (performance measures should clearly reflect this).

If there is a deviation from the standard find out why! Confirm that this is being managed through an effective change control process?

The questions should always be framed with a constructive point of view, and focus on coaching where gaps exist.

Process Confirmation has many different names – “Managing by walking about” – “Walk About Management” – “Gemba / Gemba Management”. More information can be found here: http://www.gembawalk.com/the-gemba-walk/

(Additional questions can be found on the SharePoint) This isn’t to say that you ignore everything else in the area, but go with a focus that always keeps the customer at the heart of everything we do.



Standard Work for Problem Solving


Problem Solving (Doing)


DirectorDirector

GMGM

T2T2

FLMFLM

Team Member

Team Member

As dictated by performance dialogue




WhoWho

To provide a structured approach for dealing with

issues that affect the process performance

In team with other directors and multifunctional teams

Strategic improvements/design – cross BT, cross functional



Across multiple T2s and stakeholders with other GM & Director input where required

Cross Value Stream issues as highlighted by performance

review Escalations from T2 level



Work with other T2s and FLMs, and gain input from GM where required

Cross Value Stream issues as highlighted by performance

review Escalations from T1 level



Work with other FLMs and team members, and gain input from T2

where required

Cross FLM issues as highlighted by FLM performance review ,

Escalations from Team members



Team members to create A3 upon finding issue and work other Team

Members and FLM as required


Problem solve when processes are going wrong/going right & can be improved. Feed into

wider site projects. Solve own raised improvements.

OCAOCATo provide a structured

approach for dealing with issues that affect the process

performance

Facilitate the operational team to participate in problem solving and encourage teams to coach each

other and work across the business as well as leading own A3s

Weekly and bi-weekly reviews

SME for problem solving, expert in toolkit & challenging ways of

working. Liase cross site to connect projects


Problem Solving

How To Problem Solve.

1. Agree your problem solving team – who agrees to let this work go ahead? Who’s help will you need? It’ll most likely be your direct manager, and some of your colleagues, but you may need more people involved, perhaps customers and suppliers of the process.

2. BACKGROUND: Write down your problem statement. You should not even mention a solution at this point, instead you should be thinking about a desired future state, and shouldn’t make assumptions about what could be causing the problems. To write your problem statement, think about…:

• Who does / does not the problem or improvement effect?• What does / does not the problem or improvement effect?

Why Problem Solve & Continuously Improve?

To reactively solve issues and proactively improve existing processes. A3 should be the standard toolkit used to solve the problems where the solution to the problem is unknown, or where an improvement needs to be made and multiple solutions need to be evaluated.

What does A3 Problem Solving do?

• Makes sure we use data to find solutions to our problems without making assumptions.

• Clearly defines the problem or the scope of improvement.

• Prevents time wasting – does the issue really exist – or are we speaking emotionally about the topic?

• Includes a toolkit to analyse the problem – how, when, where does it exist and why is this causing the problem?

• Points to improvements to be made, and can reveal bigger problems that can potentially solve multiple problems.

• Finally, we check that we’ve made a difference – has the problem been solved long term and is the process back to being under control?

• How does / does not the problem or improvement manifest and how do you know?

• When does / does not the problem occur?• Where physically, digitally, or in the process does / does not the

problem appear?

3. CURRENT CONDITION: Now you have a clear idea of the problem you’re trying to solve, measure it. How frequently does the issues appear – is it 1 in every 5 orders or 1 in every 500 orders, and are there higher priorities of problems that could be solved instead? What is the current quality of the work? How much does this cost us? Do these errors impact what we can deliver? Does the problem only occur on a Wednesday? In Quarter one? At 10am? The information in this box should be mostly graphical – a visual representation of the area with the data.

4. GOAL: Write your goal – what would you like to change or improve? What needs fixing? What effect will this have? Make sure your goals are S.M.A.R.T.!

5. ROOT CAUSE: What’s the direct cause? What’s the root cause? There’s a lot of really great tools that can be used to help you establish likely causes to your problem. Try to be unbiased – it is possible for what you thought might be causing the issue – might not be the underlying cause – it’s important to remain true to the data.

6. PROPOSED COUNTERMEASURE: Using your data, and your root cause analysis, propose a solution that solves your problem. If a long term fix cannot be implemented immediately (for example – if your problem is a system issue that is likely to take time to implement) what can we do to contain the issue, and prevent more errors or issues occurring?

7. PLAN: Plan your improvement with realistic timescales. Agree this with the committee you set up in step 1, and get their help and support where it’s needed. You’ll also need to execute this plan to solve the problem, so make sure the timescales are realistic.

8. FOLLOW UP: Once you’ve put your improvement in place, follow it up with a check. Once your improvement is in place – in pilot or otherwise, you need to show how the improvement has been made – you’ll need to show the same data set you did in your “Current Condition” box.


Problem Solving Tips

TIPS

BACKGROUND: You may already know the answer to a problem – that’s fine. However by skipping the A3 and jumping straight into solving it, you will miss opportunities to create sustainable, long-term improvements, as well as the chance to solve the ‘root cause’ of an issue and prevent it from happening again.

BACKGROUND: Focus on solving only one issue per A3. Be really specific about the problem you’re going to solve.

BACKGROUND: Don’t worry if you retype problem statements multiple times – getting it right first time isn’t the aim – making it explicit and clear is key.

CURRENT STATE: “Direct and Root Cause” is a great way of thinking about long term sustainable process improvements. For example - if you go to the doctor with a cold, you want the problem to be treated, not the temperature, sore throat, and headache individually. Completing an A3 is a great way of ensuring your aware and treating the overall problem, not just a “symptom”. If you can’t fix the root cause, that’s OK too. If it’s something that’s effecting your colleagues as well, it’s fine to escalate this issue.

PLAN: It’s ok to run a pilot. If you’re changing a process it’s fine to pilot your findings before rolling them out to a wider audience.

FOLLOW UP: If you’re final box does not show an improvement – that’s fine, it just means you’ve not solved the whole problem. Using the Plan, Do, Check, Act, if your “check” shows nothing has changed, the “Act”, might be to re-run an A3 problem solver.

USEFUL LINKS

BACKGROUND:

Tips on writing a concise problem statement: http://www.shmula.com/lean-six-sigma-the-problem-statement/5112/

CURRENT CONDITION:

How to decide on the best way to display your data: http://math.youngzones.org/stat_graph.html

GOAL:

How to set SMART Goals: http://topachievement.com/smart.html

ROOT AND DIRECT CAUSES:

Brain storming ideas: http://www.businessballs.com/brainstorming.htm

5 Why’s: http://en.wikipedia.org/wiki/5_Whys

Fishbone diagram: http://en.wikipedia.org/wiki/Ishikawa_diagram

PROPOSED COUNTERMEASURE:

Effort / Impact Matrix: http://asq.org/healthcare-use/why-quality/impact-effort.html

PLAN:

Gantt Chart: http://en.wikipedia.org/wiki/Gantt_chart

FOLLOW UP:

Control Chart: http://en.wikipedia.org/wiki/Control_chart



Problem Solving (Coaching)


DirectorDirector

GMGM

T2T2

FLMFLM

Team Member

Team Member

As requested

As requested

Daily – define need at performance review. All A3s should have minimum one coaching session before

being closed. Do with OCA.

Weekly (plus when requested)

WhoWho

With navigator – 3 way meeting

Check strategic objectives are being delivered

With navigator – 3 way meeting

With Navigator, coach T2 on A3s, check problems being

resolved across teams

To check A3s are following standard methodology, check progress is being made, check

targets are being achieved

Group discussion with all FLMs on their current A3s.

Involve OCA

With OCA, coach FLM on A3s, check problems being resolved across the teams



Discussion with full team working on an A3 – with

support from OCA

With OCA, coach team members on A3s, check team issues are being

resolved



Sit with them and go through A3

121 weekly on current A3

More experienced team members help less

experienced team members with A3 through coaching

OCAOCATo check A3s are following

standard methodology, check progress is being made, check


Sit in on FLM/T2 A3 coaching sessions. Coach team members as required

121 on weekly current A3Support FLM/T2 to coach

team members on A3s

With Navigator, coach GM on A3s, check problems being

resolved across teams

Check strategic objectives are being delivered


Problem Solving Coaching

How To Coach Problem Solving

1. Coaching should be done with the OCA or Navigator as well as the responsible manager

2. Understand what a ‘good’ A3 looks like, gather examples and learn from feedback given in accreditation.

3. Build good rapport with the people your coaching, and always approach the A3 with respect. Always find positives with the A3s; appreciate the effort that has gone into the work already done.

4. Schedule an hour slot per week to review the A3s. Ask the person you are coaching to talk through the problem they’re looking to resolve. Challenge some of the points using unbiased questioning, such as:

• Is the topic relevant to the objectives of the organisation?• Are the facts of the situation clear, or are there just observations and

opinions?• Has sufficient data been collected to baseline the current performance?• What, specifically, is to be accomplished?• Is the analysis detailed enough and did it probe deeply enough on the

right issues, is proven by data?• Do all those who will need to collaborate in implementing the

countermeasures agree on the cause/effect model reasoning and does the final root cause make common sense?

Why do we need to coach in Problem Solving?

• To ensure consistent application of tools and methodology are applied to recognising and solving problems.

• To make the problem solving skills robust enough to enable us to tackle bigger and more widespread problems.

What does it do?

• Coaching ensures that everyone at every level is capable to successfully solve problems by development of the team

• Allows sharing of expertise from problem solving and process experts to get problems fixed.

TIPS

Not every A3 will result in an improvement first time– regardless of the outcome it is important to make sure you follow the Plan, Do, Check, Act cycle. In this case, the ‘Act’ might be to ‘seek another solution’.

Remember to show statistically if you’ve made a change

You are the coach, not the problem solver. Use your expertise and knowledge to enable others to actively and accurately solve problems.

• Have all the countermeasures been explored?• How will the effects of the countermeasures be verified?• Has a plan been defined? What’s being done, when & by

who? • What remains to be accomplished? Does another A3 cycle

need to be undertaken?

3. The output of the meeting should be a list out three positives, and three areas of improvement for the A3 that need to be worked on – what do they need to do more of or do differently? What did they do well?


The key to good use of A3s is good coaching

Title: Mentor questions for A3

1. Background

1. Is the topic relevant to the objectives of the organisation?2. Is the project a priority to complete?3. Is an A3 the right methodology to use?

Version : xxxAuthor : xxx

2. Current Condition

1.Is the current condition clearly defined and logically depicted in a visual manner?2.Could the current condition be made clearer for the audience?3.What is the actual problem in the current condition?4.Are the facts of the situation clear, or are there just observations and opinions?5.Has sufficient data been collected to baseline the current performance?6.Are there any potential measurement errors in the data collection?

3. Goal

1.Is there a clear goal or target statement that relates to the project objectives and current situation?2.What, specifically, is to be accomplished?3.How will this goal be measured or evaluated?4.What will improve, by how much, and when??5.Is the goal / target and completion date realistic?

4. Root Cause Analysis

1.Have you visited the workplace where the process is being carried out??2.Is the analysis detailed enough and did it probe deeply enough on the right issues, is proven by data?3.Is there evidence of proper five-whys thinking about the true cause?4.Has cause and effect been demonstrated or linked in some manner?5.Are all the relevant factors considered (human, machine, material, method, environment, measurement, etc)?6.Do all those who will need to collaborate in implementing the countermeasures agree on the cause/effect model reasoning and does the final root cause make common sense?

5. Proposed Countermeasure

1.Are there clear countermeasures steps identified?2.Have all the countermeasures been explored?3.Do the countermeasures link to the root cause of the problem?4.Are the countermeasures focused on the right areas?5.Will these action items prevent recurrence of the problem?6.Is the implementation order clear and reasonable?7.How will the effects of the countermeasures be verified?

6. Plan

1.Has a plan been defined? What’s being done, when & by who? 2.Is the plan aggressive enough to complete the project in the required timescales?

7. Follow up1.How will you measure the effectiveness of the countermeasures?2.Does the countermeasure align with the previous goal statement?3.Has actual performance moved in line with the goal statement?4.If performance has not improved, then why? What was missed?5.Is anything else necessary to prevent recurrence of the problem?6.What other parts of the organisation need to be informed of this result?7.How will this be standardised and communicated?8.Has the project been signed off by stakeholders9.What remains to be accomplished? Does another A3 cycle need to be undertaken?


Next steps: Integrating the standard work into the wave implementation plan

• This standard work must now be integrated into wave 2 plan

• Use this as the basis for the wave implementation plan (LWoW element)• To help you do this we are developing a tracking tool to mark

your progress in these areas. Each team will complete this weekly following redesign week

• Nick Clark will follow-up on progress in his weekly process confirmation calls

• Achieving the level of maturity will become part of the exit criteria for the wave and will be assessed between the post-wave navigator and the in-wave team

• The practice team will book slots with each of the navigators to go through the detail this and next week

Documents

Last updated: 22/06/2012. From file: “Enabling Lean Ways of Working Nav Pack” Embedding Lean Ways of Working Version Controlled – See Lean Service site