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National GuardBlack Belt Training
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Module 54
Sustain the Gain
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CPI Roadmap – Control
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.
TOOLS
•KPIs/Metrics
•Control Charts & SPC
•Standard Operating Procedures (SOP’s)
•Training Plan
•Communication Plan
• Implementation Plan
•Process Control / Response Plans
•Visual Process Control Tools
•Project Replication
•Project Commissioning
•Storyboards
•Team Feedback Session
ACTIVITIES• Implement Mistake Proofing
• Develop SOP’s, Training Plan, Process
Controls
• Implement Solution
• Establish Ongoing Process Measurements
• Identify Project Replication Opportunities
• Estimate Final Financial/Operational Benefits
• Transition Project to Process Owner
• Develop Audit/Response Plan
• Create Final Storyboard
• Complete Control Tollgate
1.Validate the
Problem
4. Determine Root
Cause
3. Set Improvement
Targets
5. Develop Counter-
Measures
6. See Counter-MeasuresThrough
2. IdentifyPerformance
Gaps
7. Confirm Results
& Process
8. StandardizeSuccessfulProcesses
Define Measure Analyze ControlImprove
8-STEP PROCESS
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3Project Closeout and Sustaining the Gains
Learning Objectives
Comprehend the concepts of:
Process Management
Project Transition
Project Commissioning
Translation Opportunities
The Sustain Gate Review
Project Closeout
National GuardBlack Belt Training
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Process Management
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5Project Closeout and Sustaining the Gains
Maintaining Improvements
Lean Six Sigma and Design for Lean Six Sigma are the catalysts for identifying and implementing process and product improvements in your work place
Six Sigma Process Management is the management structure that will maintain the hard won gains
LeanSix Sigma
Improvement
Design/RedesignFor Lean
Six Sigma
LeanSix SigmaProcess
Management
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6Project Closeout and Sustaining the Gains
Executing Process Management
Identify process owner(s)
Develop initial process management charts
Set up regular, on-going review cycle
Determine criteria for process dashboards
Establish mechanism for ensuring performance to business goals
Update measures to meet customer requirements
Ensure process stability through “quick response”
Institutionalize
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7Project Closeout and Sustaining the Gains
Process Management Chart – Elements
Process Map
Deployment format is best
Show interfaces to other processes
Use annotation and reference notes
Monitoring
What‟s the measure (not every step)?
What‟s the requirement or standard?
How‟s the data gathered?
Response Plan
How do we take quick action?
What‟s our path for moving to DMAIC?
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8Project Closeout and Sustaining the Gains
Process Management Chart
A Process Management Chart is a comprehensive document used to communicate and manage a process
Three elements:
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9Project Closeout and Sustaining the Gains
Process Management Chart - Example
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10Project Closeout and Sustaining the Gains
Institutionalization
Promote the necessary cultural attitudes and beliefs
Change systems and structures to drive the new behaviors
Personnel, Management Information System (MIS), Training, etc.
Fundamental changes in daily behavior, attitude and practice that
make the change “permanent”
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11Project Closeout and Sustaining the Gains
Institutionalization (Cont.)
All hard work in a project means nothing if change has not taken place
Change takes place on three levels:
Political, Emotional, Practical
The price of change is paid for in one of two ways:
During the project with proper planning, securing buy-in from process owners up, improvements which have beneficial impact to bottom line
OR
After with “Not-Invented-Here” syndrome, confusion, and problems
Identify Stakeholders! These may not be your process owners
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12Project Closeout and Sustaining the Gains
Timeline For Project Close-Out
‘DMAI’ Phases
Transition to Process Owner (Commissioning
Meeting)
Transition Review Meeting
Final Result Review Meeting
Final Close-Out
Meeting (Team
members)
‘C’ontrol Phase
2 months after Commissioning
Meeting
6 months after Commissioning
Meeting
Process Management
8-Step Methodology
National GuardBlack Belt Training
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Transition toProcess Owner
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14Project Closeout and Sustaining the Gains
Transition to Process Owners
A Control Plan “lives on” once a Belt moves onto a different project
It can include:
Final Charter
Analysis Summary
What was measured?
Root cause summary
Improvements Summary
Revised „To-Be‟ Process Map
Specific solutions, by root cause
Results of Pilot, if done
Resource Benefits Summary
Implementation Plan
Risk analysis
Process control plan
Training plan
Communication plan
Implementation work plan
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15Project Closeout and Sustaining the Gains
What’s In It for the Process Owner?
Part of the planning process (i.e., engaged with the team as the “process owner”)
Had a neutral party (BB) work as a resource in their organization for several months
Able to provide essential direction and process knowledge during project life
Improves their ability to manage the process since BB has moved on
For successful projects, this should make their process more efficient and improve morale of their department
Act as facilitator for Project Close-out to transition responsibilities
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16Project Closeout and Sustaining the Gains
Project Commissioning – Project Ownership
Project Commissioning is a transition process with timing and actions planned to ensure sustaining the improved process performance.
It begins with a Commissioning Meeting to establish timing, expectations and responsibilities.
It continues with a Transition Review Meeting, usually two months after the Commissioning Meeting, to review resource benefits and status of mainstream process improvements implementation
It then culminates with a Final Results Meeting, usually six months after the Commissioning Meeting, to review resource benefits and improved process health
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17Project Closeout and Sustaining the Gains
Project Commissioning – Red Carpet Event
Project Commissioning is the most critical action in the Control Phase
It is the formal transfer of improvement leadership from the Belt to the Process Owner (sometimes this is accomplished immediately before or after the Pilot)
A Belt‟s project leadership concludes with the Commissioning Meeting
The focus of the meeting is the Process Owner assuming responsibility for carrying out any remaining implementation steps and sustaining the gains made by the team‟s improvement efforts
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18Project Closeout and Sustaining the Gains
Participants in the Commissioning Meeting
The following should be present at the meeting:
Process Owner
The Belt
Project Sponsor
Deployment Director (if available)
Master Black Belt (if available)
Additional attendees (e.g. team members) are at the discretion of the Belt and/or the Process owner
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19Project Closeout and Sustaining the Gains
Commissioning Meeting Content
The meeting must include a review for agreement on the following:
Fulfillment of the Project Charter
Activation of the Control Plan
Summary of Recommended Improvements
Include acceptance of improvements by sponsor/process owner and their implementation status
Any improvements accepted but not yet implemented should be assigned an implementation date and owner
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20Project Closeout and Sustaining the Gains
Issue Resolution
Remember that during the Improve Phase, the Project Sponsor and Process Owner reviewed all proposed improvements
Issues were identified for resolution
If any issues still exist following the Commissioning Meeting, the Belt, Project Sponsor, Process Owner, and Deployment Director will meet to resolve them
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21Project Closeout and Sustaining the Gains
Transition Review Meeting - Example
Purpose
Review two month status of benefits and status of implementation
Agenda
Review benefits realized against forecasted estimates
Progress of implementation and adherence to the Control Plan under the leadership of the Process Owner will also be reviewed
Timing
Scheduled by the Project Sponsor two months following the Commissioning Meeting
Attendees
Resource Representatives, Master Black Belt, Project Sponsor, Process Owner and the Belt
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22Project Closeout and Sustaining the Gains
Final Results Meeting - Example
Purpose
Review six month status of benefits and review process health in meeting scheduled by the Project Sponsor six months after Commissioning Meeting
Agenda
Review benefits realized against forecasted estimates
Process Owner will address any implementation issues and report on process health
Attendees
Resource Representatives, Deployment Director/Master Black Belt, Project Sponsor, Process Owner and the Belt
Reporting
The Master Black Belt or Deployment Director will communicate the meeting minutes to the appropriate executives for their information
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23Project Closeout and Sustaining the Gains
Tollgate Checklist – Sustain
Process Performance – Has the Process improvement been sustained?
Are the KPIVs and KPOVs under control and capable?
Is the Control plan still in place and controlling?
Business Performance – have the results been achieved?
What impact has been achieved?
Is the impact "in control"?
Has any other organizational metric deteriorated since the KPOVs improved?
What is the demonstrated resource impact of the project as agreed to by the Resource Manager?
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24Project Closeout and Sustaining the Gains
Tollgate Checklist – Sustain (Cont.)
Project Close Out – Can we close out and certify the project?
Have all loose ends from the project been addressed?
Does the local Process Owner agree that the project met all its objectives identified in the Define Phase?
Are there any changes in the process which affect the original, desired outcome? If so, what are these?
If other factors are affecting the process, does the process owner agree that on a like-basis, the final goals of the project were achieved?
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25Project Closeout and Sustaining the Gains
Tollgate Checklist – Sustain (Cont.)
Project Close Out – Can we close out and certify the project? (Cont.)
Has an appropriate reward recommendation been submitted?
What new Best Practices were identified during the Project?
How have the new Best Practices been documented and communicated?
Has the final technical report been submitted?
National GuardBlack Belt Training
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Replication Opportunities
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27Project Closeout and Sustaining the Gains
Replication Opportunities
Identify key learnings and data from this project that may be useful in other areas, or for other projects
Data about upstream process (Input) measures
Data on problem areas outside your team‟s scope, but important to the organization
Reduction of waste and non-value added activities
Better utilization of resources
Benchmarking information
User requirements
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28Project Closeout and Sustaining the Gains
Replication Opportunities (Cont.)
Use information from pilots:
Best practices
Lessons learned
Cost reduction
Revenue enhancement
Cultural influences
Documentation of “new” process
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29Project Closeout and Sustaining the Gains
Pick One of These Three Projects...
Brainstorm ideas on how to replicate aspects of this project to other parts of your organization. Does not have to be in the same organization. Think benchmarking!!
Your project delivered $150,000 of savings by reducing the number of unsuccessful delivery attempts by identifying their needs and preferred delivery mode
Your project reduced $100,000 in software spending by standardizing acquisition processes
Your project reduced rework by establishing owners accountable to maintain and update data
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Project Replication Template
Replication Project/Best Practice Candidate: This completed project is being submitted as a candidate
for replication. This project has achieved benefits and contains the appropriate level of documentation to enable another practitioner in another DoD organization to replicate part or all of the project with a minimal amount of effort vs. benefit, which will provide an additional return on investment to DoD.
Required documentation & benefits before submitting as a replication candidate:
Project Charter
High level Process Map or SIPOC
FMEA or Fishbone Diagram
Implementation Plan
Control Plan and Training Plan
Demonstrated Quality, Cost, or Speed improvements (i.e., SQL, ROI/Savings, PLT, PCE….)
This project may have replication potential within these DoD organizations:
Organization 1
Organization 2
…
Recommended
National GuardBlack Belt Training
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Project Closeout
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32Project Closeout and Sustaining the Gains
Lessons Learned
Every improvement effort offers a lesson
It is what we do with these lessons that matters
For successful projects, we want to document our efforts and conclusions to repeat the success
If not successful, we want to document what went wrong to prevent repeating the same mistakes
The availability of this type of information can greatly accelerate future efforts
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33Project Closeout and Sustaining the Gains
Final Project Analysis
Primary purpose is to identify what aspects of the project went well, what went poorly, and what needs improvement
The end of a project offers a window of opportunity to learn from the many things that went right and wrong over a project‟s duration
Unfortunately, many firms they do not take full advantage of this opportunity
Research indicates that post-project review activities play an instrumental role in feeding forward learning and improving overall project performance
Secondary purpose is to provide closure to a project
Source: Harvard Business School “Learning from Projects: Note on Conducting a Postmortem Analysis”, Sept 1999
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34Project Closeout and Sustaining the Gains
The Project Close-Out Meeting
Takes place after the project is complete
Most projects never quite finish, but most projects do have a point when the majority of participants feel like they are “done” – don‟t wait too long
Length: 1-8 hours
Who Should Attend?
Everyone who was involved in the project
If inviting everyone makes the group too large, consider having mini-meetings with people who worked on specific parts of the project. Representatives from each of these meetings can then attend the final close-out meeting
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35Project Closeout and Sustaining the Gains
Project Close-Out Meeting (Cont.)
Assign a Facilitator
A neutral person – ideally someone who was not involved in the project and has no reason to be involved in the discussion
This person will be in charge of the process to make sure:
People stay on topic
No one is personally attacked (keep comments constructive)
The agenda items are covered
Everyone is equally involved in the discussion
Time is watched closely
Assign a Recorder to capture all discussion on flipcharts
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36Project Closeout and Sustaining the Gains
Final Project Close-Out Meeting Prep
Prepare an Agenda with Time Limits
Agenda items
Reconstruction of the timeline for the project, the team members, and percentage of their time contributed to the project, project metrics
Listing which aspects of the project went poorly
Suggesting what should be done differently for future projects
Listing what went well
Brainstorming recommendations for future projects
Distribute Pre-Work at Least One Week Prior to the Meeting
Agenda with instructions to prepare for each agenda item (e.g., tasks and duration, what went poorly, what went well)
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37Project Closeout and Sustaining the Gains
Final Project Meeting
This information can likely be generated ahead of time and posted for review
Project Timeline
Tasks and responsible team members
Percentage of time required to complete tasks
Project metrics
Output represents good project closure information
Discuss what went right and what could have been done better
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38Project Closeout and Sustaining the Gains
Project Close-Out Meeting – Next Steps
Document the meeting
Include all the information recorded during the meeting
Before publishing the document, give everyone involved a chance to review and propose changes
Publish and distribute the document
This can be also used to transition to Process Owners
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39Project Closeout and Sustaining the Gains
Keys to a Successful Project Close-Out
Be Inclusive
Include all disciplines, participants, and stakeholders
Be Self-Critical
Participants should check their egos at the door. The postmortem will find “flaws” with processes and team members who executed (or failed to execute) aspects of the project
Be Professional
Discussions should cover a broad range of team issues and dynamics, including process and service issues. However, it should not under any circumstances become personal.
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40Project Closeout and Sustaining the Gains
Keys to a Successful Project Close-Out
Be Factual Documentation and data should be included in both the discussions and
in the final report. Future projects will find it valuable to learn from project metrics and other project management data. The postmortem provides a good process for gathering that information and including it in the report.
Be Brief Suggestions and commentary in the final report should be brief and
agreed to by broad consensus. Although dozens or more issues will surface during the postmortem process, the next project will benefit more from a small number of very specific suggestions.
Find Incentive for Team to complete lessons learned/final meeting close-out as this is a critical part of CPI learning
Celebrate!
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41
Future Projects Template
Based on the outcome of this project, the following is a list of “possible areas of concern” and will result in LSS Projects.
PQDR Process
QAR Surveillance Process
QAR Training Process
MRB Corrective Action Process
NDT Process
- Example -
Optional Deliverable
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42Project Closeout and Sustaining the Gains
Takeaways
Now you should be able to
Explain Process Management
Describe how to Transition to Process Owner(s)
Describe what is involved in Project Commissioning
Describe what Translation Opportunities are
Describe the Sustain Gate Review
Explain what is meant by Project Closeout
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What other comments or questions
do you have?