Mounik Pani _10 TOCPA_Feb 2014_India

10th International Conference of the TOC Practitioners Alliance - TOCPA

Feb 21-22, 2014 Noida, India

10th International Conference of the

TOC Practitioners Alliance - TOCPAwww.tocpractice.com

Fulfilling Strategic Agenda

using CCPM

MOUNIK PANI, AVENIR, INDIA22nd , February 2014


Mounik Pani

Mouniks work experience includes over 20 years of Financial Planning and Management consulting in the field of Project Management , Business Process Reengineering, Lean Management and TOC. During the last 12 years of his consulting he has worked in varied industries like Steel, Dairy, Agriculture, Paper, Textiles, Power, Financial Services, Sugar etc and has been instrumental in improving the bottom-line of organizations he worked with. With a passion for agriculture and agri based business solution he has done many green field projects and provided solutions for economic development of rural masses.He is associated with United Nation Industrial Development Organization (UNIDO) as National Expert in value chain development.He is currently leading CCPM intervention in a large steel plant in eastern India with an annual capacity of 2.5 Million Ton Per Annum (MTPA) Integrated Steel & DI Pipe Plant to produce long product of steel, commercial billet, pig iron & Ductile Iron Pipe.He is a graduate in Economics and an MBA with area of specialization in Marketing and finance. He also holds Black Belt in Six Sigma.

[email protected] # +91 98110 67812


Background

What to Change (Pre-engagement situation)

What to Change to (Deliverables of engagement)

How to Cause the Change (Process of Transformation)

Agenda Your logo


Background

Two cases of CCPM implementation for

realising the Strategic Agenda

An Indian company setting up a 2.5 MTPA TMT

bars and DuctiIe Iron Pipes production facility

(estimated revenue of INR 8000 Cr)

A top 5 Meat Production company in North

America (Revenue in excess of USD 2 Billion)

The Focus of this presentation is significantly on the

Indian company case


What to change to

(Pre-Engagement)

Large number of initiatives at each functional

level

Most initiatives in isolation

Strategic Agenda (goal setting) not clear

Linkage with overall organizational strategic

agenda was not clear

Combined with the day to day urgencies, undesirable multi-tasking

across many initiatives leading to delays on all initiatives


What to Change to (Deliverables of

engagement)

Without exhausting key resources of the

organization (people), ensure that the key

initiatives are completed on time, within

budget and within scope to achieve the

strategic agenda of the organization


The CCPM Way

CCPM Critical Chain Project Management is name

given to the TOC Solution to denote departure from

traditional Critical Path.

It focuses on completing the entire project on time.

A time that addresses or fulfills the strategic agenda

of an organization.

It is holistic, as it looks at the project as a whole and

not on every single task in isolation.

Emphasizes on creating win-win solution


Implementing CCPM

Aligning management team and project managers

to TOC CCPM philosophy

Creating internal change agents

Project Planning ensuring

Proper and logical linkages

Each task is detailed out at task manager level ( full

kitting, issues & risk)

Changing systems and policies to support

methodology

Robust review and control mechanism to keep focus


CCPM Approach

9Start

End

Activity

Safety in

tasks

P1

20 d

20 d

20 d

20 d

20 d

Inherently we do put safety to each Inherently we do put safety to each Inherently we do put safety to each Inherently we do put safety to each task/activity task/activity task/activity task/activity planned in a project planned in a project planned in a project planned in a project


CCPM Approach

10Start

End

Activity

P1

Cut Safety, Crash durations

P1

10 d10 d

10 d

10 d

10 d

20 d

20 d

20 d

20 d

20 d20/2

20/2

20/2

20/2

20/2

Safety in

tasks


CCPM Approach

11

End

Start

Activity

Safety in

tasks

P1

End

Project Project Buffer

Remove Safety from Tasks, Create buffer for project

P1

20 d

20 d

20 d

20 d20 d

10 d 10

d10 d

10 d

10 d

25 d

20/4 20/

4 20/4

20/4

20/4


CCPM Approach

12

End

Start

Activity

Safety in

tasks

P1

P1

End

Project Project Buffer

0 75 100

Aim to finish project before the original date


HOW TO CAUSE THE CHANGE (PROCESS OF

TRANSFORMATION)


How to Cause Change

Align People & develop change agents

Set the strategic agenda (Goal Setting, key dimensions

of the goal EBITDA, MTPA etc.) getting the top

management together

Generate ownership of each functional head

Workshop on TOC and CCPM with Management Team

to align thought process and address concerns

Roadmap for creating awareness on TOC-CCPM across

the organization including partners, suppliers and BPOs

Creating internal band of trainers for long term

sustenance


How to cause the change

(Project Planning)

Long list all key initiatives

Prioritise the initiatives based on impact on the strategic

agenda

Projectize the initiatives using CCPM with target to finish

project (s) in time to meet the strategic agenda.

Dependencies and sequencing validated

Critical Chain determined and near feeding chains

analyzed

Buy in from project team to align them to achieve ABP

timeline.

Full Kitting for upcoming task in next 4 to 6 weeks

List of key challenges prepared.


15 Nov13(Date)

31 May14

03 Feb14(Start date)

31 May12

PB

11 Apr12

13 Feb14(Today date) 10 Aug14Crashed durations

Removed buffer from activities, create Buffer for project

Shift due to delay in completion of activities

Analysis of the Project

Doesnt help achieving

my GOAL


How to cause change

(Review and Monitoring)

Clear Roles & Responsibilities for each stakeholder.

Daily 20 minute stand up meeting at project site amongst

project team.

Daily or every 2 day updation of project completion

Weekly Buffer Management Meeting (BMM) for each

project initiated

Review Critical Chain completion Vs buffer consumption

Corrective measures to remove obstacles and buffer recovery

plan

Monthly Steering committee to review progress and

measures to ensure project completion as per agenda


Why BMM

1. Shifts focus from task level to project level

2. Provide Project Team a real time information on project

status allowing them to focus their attention and resources

3. Focus on Critical chain activities and other chains

(penetrating) that might threaten the CC.

4. Provide Clear cut priorities of tasks by reviewing Black , Red,

Yellow or Green activities

5. Review detail action plan of activities for Blacks and Reds

6. Manage project progress according to buffer depletion -

taking corrective actions for buffer recovery.

7. Review risk mitigation plan and issue resolution plan to

remove obstacles and avoid delays


How to cause change

(Systems & Policies)

CCPM Software as the primary tool for project

planning and monitoring

Define KRAs aligned to GOAL using Hoshin Kanri

Methodology

Introduce 5S to help achieve strategic agenda of

meeting timelines

Leadership alignment workshops for key people

Define and institutionalize review and monitoring

mechanism.


Why Hoshin Kanri

Hoshin kanri is a method devised to capture

and cement strategic agendas and develop the

means to bring these into reality.

The discipline of Hoshin Kanri is intended to

help an organization:

1. Focus on a single goal

2. Communicate that goal to all stakeholders

3. Involve all stakeholders in planning to achieve the goal

4. Ensure accountability for achieving the goals.


IMPLEMENTATION SNAPSHOTS


Updating of tasks on RDU

Tasks were updated based on the remaining

duration (RDU) in days and not as percent

complete.

NOTE : Task Manager responsible for the task

needs to put the RDU


Fever Chart

Fever chart showing How

much % Critical Chain is

completed against How

much % buffer is

consumed

For this project, the

Buffer consumption was

almost 80% as against CC

completion of 0.5%


Upcoming Task Report

Upcoming Tasks Report As of Date 2012-2-13

Project Name La Montana CodeTATA/001 LeaderSandeep Jha

Time Window 45 Days Initial Project Duration99 Days Project Buffer Size 49.5 Days

Task Name Priority Status Start RDU Chain RDU Buffer RDU Skills SuccessorsProjected Finish DU Completed ConsumedRCC-Excavation 69.0 Not Started 2012-2-13 9:00 0 98.5 10.5 RCC-Footing2012-2-14 14:00 1.5 0.5 78.8 RCC-Footing 69.0 Not Started 2012-2-14 14:00 0 98.5 10.5 RCC-Backfilling2012-2-18 14:00 4 0.5 78.8

RCC-Backfilling 69.0 Not Started 2012-2-18 14:00 0 98.5 10.5 RCC-Plinth Beam2012-2-20 18:00 2.5 0.5 78.8 RCC-Plinth Beam 69.0 Not Started 2012-2-21 9:00 0 98.5 10.5 RCC-Backfilling2012-2-23 18:00 3 0.5 78.8 RCC-Backfilling 69.0 Not Started 2012-2-24 9:00 0 98.5 10.5 RCC-Plinth PCC2012-2-26 14:00 2.5 0.5 78.8

RCC-Plinth PCC 69.0 Not Started 2012-2-26 14:00 0 98.5 10.5 Superstructure-1st Slab2012-2-27 14:00 1 0.5 78.8

Superstructure-1st Slab 69.0 Not Started2012-2-27 14:00 0 98.5 10.5 Superstructure-1st slab

DeshutteringSuperstructure-2nd Slab2012-3-7 14:00 9 0.5 78.8

Superstructure-2nd Slab 69.0 Not Started2012-3-7 14:00 0 98.5 10.5 Superstructure-2nd slab

DeshutteringSuperstructure-3rd Slab2012-3-16 14:00 9 0.5 78.8

Superstructure-3rd Slab 69.0 Not Started 2012-3-16 14:00 0 98.5 10.5 Superstructure-3rd slab Deshuttering2012-3-25 14:00 9 0.5 78.8

Superstructure-3rd slab Deshuttering 69.0 Not Started 2012-3-25 14:00 0 98.5 10.5 Brickwork,Plaster-Roof Floor Brickwork2012-4-2 14:00 8 0.5 78.8 Superstructure-2nd slab Deshuttering 69.1 Not Started

2012-3-16 14:00 0 83.5 25.5 Brickwork,Plaster-FF Brickwork2012-3-24 14:00 8 15.7 48.5

Once you have analyzed the

fever chart, it shows the list of

activities to focus on based on

buffer consumption, status

and their start date.

Time window of 45 days is taken to have the

tasks for the next 45 days. Task window can

be longer in case one wishes to


ITS CHALLENGING BUT POSSIBLE

Journey is on


ANNEXURE


Execution Roles Project Leader

Review and validate Project Schedule for linkages and timelines.(should

ideally be done at the time of planning)

Start with CC tasks

Change linkages and timelines, if required

Review CC (it may change post changes), repeat above 2 points

Lead and coach team members to complete task and meet ABP timelines

STOPPING what they are NOT supposed to do (work on low priority task at the expense of

high priority task elsewhere)

Proactively identifying and removing obstacles

What difficulties are being faced by task managers in making fastest uninterrupted

progress on high priority tasks

Ensuring all the high priority tasks are resourced to the maximum

Making resources available as per requirement for completion of task

Dynamically moving resources from low priority (green) task to high priority task (black and

red)

Conduct 20 minute stand up meeting everyday at work site

to review progress and next steps

Resolve issues if any


Execution Roles Task Manager

Updating project plan on Being Management in RDU

Ensure preparation of Full Kit for the upcoming tasks by involving people related to the tasks

Ensure necessary conditions to start the task are in place e.g. approvals, designs, resources etc

Proactively manage the contractors or service providers. Meet with relevant people everyday at work site and

communicate performance expectations w.r.t quality of work and aggressive timelines.

Review open and upcoming tasks and ensure progress as per priority (s)

Assign required resources to the task (s) following the priority(s)

Follow up on supplies/suppliers

Bring potential issues/obstacles to the notice of your superior.


Execution Role Management team

Establishing CC% and Buffer % as the only measure of status. Ask for projected completion date based on CC% and buffer%

Proactively identifying & removing obstacles What difficulties are face by the team in resourcing the ongoing

critical tasks to the maximum and best available resource (s)

Which old rules and policies are in the way ? What the new rules for everybodys win ?

Ensure new rules are adhered. Coach the subordinates to follow new rules.

Encourage , help and enable team(s) to achieve ABP Buffer consumption is not a SIN but and indication that the

project is in or going out of control

Brainstorm to recover the buffer consumed and not let the project keep on consuming buffer.

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