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Sheree LacyRichard Foxall
Paul StokoeThursday 18 August 2011
Lean ServiceChange Agent Briefing
• Lean Service– What is Lean Service?– Vision for Lean Service
• Lean Service Pilot– High level execution plan and timeline for Lean Service pilot– Pilot scope and key role map
• Change agent role– Your role as a successful change agent– What’s in it for you? – The commitments needed
• Change agent training– Change agent pre-pilot training plan– Change agent bootcamp plan– Pre-work for change agents prior to the bootcamp– Training next steps
• Q&A2
Agenda for today’s call
• Lean Service is a different way of working with the customer at the heart of everything we do. It means efficient processes where work flows smoothly with no waiting, no queues, no waste or duplication. People are involved in both managing and improving the processes they work on and the organisation supports this.
• This is not a short term programme but a long term goal which requires that everyone, everyday, thinks and acts differently. We find better ways to do things using proven methods and simple tools whilst making Operate a better place to work.
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What is Lean Service?
Lean Service vision
SOURCE: McKinsey
Having the right mindset Organising our people and developing their skills
Managing our performanceMaking processes more efficientOur processes will be visible and accurate with no waste or defects. Everything should flow through the process so there’s no queuing or waiting. We meet our customers expectations because our processes are predictable and in control.
We‘ll organise and develop our people so they perform at their best.
Listening to our customers
Everyone improves how things work better by using problem-solving methods and tools. Every manager will spend time with their team to understand how things work and coach them in how to make things better.
We will be measuring ourselves against meeting our customer commitments and the business costs involved. We make sure our performance against expectation is visible to everyone and as a team, we decide on how we can improve the way we work.
Our customers will be at the heart of everything we do. All processes will start and finish with the customer. And everyone will understand how their contribution helps us meet our customer expectations and make a profit.
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Lean Execution: High Level Plan
w/c 1 Aug
8 Aug
15Aug
22 Aug
30 Aug
5 Sept
12 Sept
26 Sept
10 Oct
17 Oct
28 Nov
19 Dec
16 Jan
30 April
23 July
Benefit Realisation
(12wks)
Wave 1 Rollout(16wks)
Pilot(16wks)
05-09Pilot Lean bootcamp
Free Change Agents for Pilot
Change Agents
Selection for Pilot
Wave 1 Lean Boot
Camp(3wks)
Select & Free Change Agents for
Wave 1
Finalise Wave 1 Rollout
Plan
Finalise Wave 1
Domains
Pilot
Rollout
30/08Induction
26/08Induction
Base-liningDILOs and assessments (non
pilot areas)
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What area have we chosen for the pilot?…the Private Circuit L2C Process
Order Submission on COSMOSSABDB15
Final BTO Planning
Initial planning Review
Customer OrderHandoverABDB16
Order CompleteABDB16
Order Submission on eCo
Job Control(CMC)
PPC 20C Order(eCo / CRF)
Order Submission BTO Howard Ambrose
Cust
omer
Openreach Fibre Planning
Routing
Openreach Access Delivery
Openreach Fit & Test
Config
Planning Phase BTO Martin Hull
Routing Phase BTO Simon White
Order Completion BTO Howard Ambrose
Agree costs and advise customerADBD16
Richard WareRouting
Andy LeaverPlanningv
Denis RankinJob Control
Jay PatelJob Control
Martin GeraghtyJob Control
Simon WarrenJob Control
Alex McGheePlanning
Bob PeckPlanning
Peter WalterRouting
Gillian CalvertRouting
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Pilot ApproachAs Is
To Be
Implementation
A0
Step 1
A0
Step 2
A0
Step 3
A0
Step 4
Process Map(s) per flow developed
Initial improvement ideas captured, prioritised and
owners assignedProblems verified and plan for improvement
created
Routing By Walking About to capture what is actually happening in
each process
By Team
By Process / Generic
Gather organisation and
management performance
approach
Gather process performance
management approach
1st Target Condition for each Process by Lens
1st Target Condition for each Team by Lens
Review Team & Process
Performance
Identify & mobilise new improvement
opportunities
Repeat every week per process
(Process Owner plus managers involved in each process)
Identify & mobilise new improvement
opportunities
Repeat every week (via team meeting)
Review ProcessPerformance
Improvement Log (per Process)
Performance data
New improvement opportunities &
progress of existing ones
New improvement opportunities & progress of existing ones
Review if 1st Target Condition met, take learning into setting 2nd Target Condition
Review if 1st Target Condition met, take learning into setting
2nd Target Condition
Executed by operational teams, coached & supported
by Change Agent(s)
Executed by operational teams, coached & supported by Change Agent(s)
Standard work defined
Standard work defined
Standard procedures
documented
Value Stream Map created
Lean Maturity & Change Agent
withdrawal assessment
Sponsor Reviews (every 4 to 6 weeks)
Ideal State Defined
Sep 12th 2011 Dec 17th 2011
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8
Lean Change Agent
▪ Willing to make a contribution to improve the situation▪ Ambitious regarding his/her own career path▪ Displays confidence and courage; can defend own perspective and support it with data▪ Confident to challenge behaviour in sponsors and targets to impact the programme▪ Successful personal and organisational history▪ Comfortable with giving and receiving feedback
Confident and willing to learn
▪ Able to implement improvement ideas▪ Tailors communication to the audience and builds consensus through fact based discussions and common goals▪ Completer/finisher▪ Enthusiastic about applying Lean techniques in different environments▪ Success and credibility with key sponsors▪ Trust with key targets
Passionate
▪ Aware of the human challenges in every improvement project▪ Behaves professionally▪ Inspires (senior) line employees to create their own action plans and achieve results independently▪ Is comfortable with working within a team environment ▪ Belief in the project▪ Ability to translate the Sponsors frame of reference (FOR) when talking to the targets
Sensitiveto human aspects
▪ Rigorous and clear in descriptions▪ Can independently structure, analyse and synthesise findings with minimum coaching▪ Pragmatic and action-oriented▪ Awareness of culture and subculture differences▪ Comfortable with some level of ambiguity
Strong problem solver
▪ Trained in Lean and/or Work-Out Plus with some experience in implementing process improvement projects – not essential
▪ Recognized as a leader and or coach in their area Trained and some experience
▪ Knowledgeable about products and processes▪ Ability to recognise resistance and develop plans to manage this▪ Knowledge of the business unit and strategyKnowledge-able
Lean change agents – the foundations of a good change agent
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What’s In It For You as Change Agents?
Help build your team
Fix problems / get to the root cause
Raise your
profile
Learn new skills
Work with new
people
Lead the change
Work in a different
way
Improve what we do
for our customers
As we move through the pilot, we want to involve you in defining our recognition approach for the change agent population
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• To lead, educate and support the implementation of each Lean Intervention:
– Lead: Defining the milestone dates (in conjunction with the Targets), putting in place the controlling governance, encouraging and tracking progress and benefits of the Intervention and individual improvement projects. Working with the sponsor network to ensure obstacles are removed. Providing regular management updates. If necessary acting as the project manager.
– Educate: Teach and coach the Targets the relevant tools and techniques. Often initially leading by example and then ensuring the teams are able to perform the tasks for themselves. Validating that they are correctly applying the relevant tools and techniques. Working with Targets and Sponsors to sustain the changes and ensure continuous improvement.
– Support: Provide structure, challenge and assistance to help the Targets overcome the day to day problems encountered with implementing Operate 2014, until they are no longer reliant on the Change Agent. Surfacing and managing resistance effectively throughout the implementation. If necessary showing them the art of the possible.
Your role as a successful change agent…
10
• Time and Logistics – This is a full time role between now and the end of December– Between now and the 12th September - Training / DILOs and assessments– There will be requirements for travel and occasional overnight stays, if you have
restrictions, let us know so we can work with you to accommodate where possible• Your questions and answers so far: https://
office.bt.com/sites/leanfoundation/SitePages/FAQs.aspx
• Next Steps– Martin Murtagh [email protected] will brief you on your role in completing
the DILO and assessment activities next week– Mark Vickerage [email protected] will send out our view of your availability
between now and 23 December 2011 – please confirm it’s accurate and highlight any restrictions you may have regarding logistics
• Any questions/problems, please email [email protected] and someone will call you back to discuss…
Change Agent Commitments needed
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• Change Agent Induction (for all change agents)– Introduction to Lean service, pilot approach, roles and responsibilities– Wednesday 31 August 2011– Leavesden– Introduction to Lean service, pilot approach, roles and responsibilities
• Change Agent Facilitation Training (for operational change agents only)– Training to build your skills and capability in facilitation– Friday 26 August 2011– Birmingham
• Change Agent Boot Camp (for all change agents)– Lean tools training in advance of pilot commencement– Monday 5 – Friday 9 September 2011– Adastral Park (new location being sourced)
• Lean Service Pilot Kick-Off Event (for all change agents)– Pilot start– Monday 12 – Wednesday 14 September 2011– Location tba
Change Agents Pre-Pilot Training Plan
12
Change Agent Boot Camp 5 Day Agenda
Day 15 September 2011
• Introduction• Mark Whitley• What Is Lean?• Lean
Behaviours• What is a
Change agent? -The role of the Change Agent 1• AIM -Concepts & Tools• Who is our
Customer? -VOC, SIPOC• BI Methods - PDCA, A3, DMAIC
Day 26 September 2011
• The Importance of Process Mapping
Brown Paper Exercise
• IDEF Mapping to Level 1
• IDEF Mapping to Level 2
• Identifying Waste
Four Types of Waste RWBA
Day 37 September 2011
• Understanding Data
• Data Collection
• Understanding Variation
• SPC• Lean
Principles• Standard Work• Performance
Boards• Performance
Review• Project
Managing
Day 48 September 2011
• Measures• Problem
Solving• A3 Exercise• Priority Matrix• Governance
Day 59 September 2011
• One Minute Manager
Basic Understanding
• Coaching for Performance
• Role of the Change Agent 2
Next StepsDRAFT
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• If you’re new to Lean we would like you to complete some pre-work
• This can be found on SharePoint – https://office.bt.com/sites/leanfoundation/SitePages/New%20to%20Lean.aspx
• It includes:– BT Operate Strategy– What is Lean?– Change Implementation– Coaching– Project Management– Presentation Skills
• Most subjects will be covered in more detail on the “Boot Camp”, however, you’ll find a head start very useful!
Recommended pre-work for Change Agents
14
• We’ll send you an invitation to the Induction and Change Agent bootcamp +
info about the pre-work required – please respond to all of the actions by
return
• Confirm attendance for bootcamp and training activities
• Complete your change agent skills assessment by 26 August 2011
• Send in any further questions to our email inbox: [email protected]
• Check the change agent Q&A on the sharepoint site for Lean Service: https://
office.bt.com/sites/leanfoundation/SitePages/FAQs.aspx
Training - What we need from you
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