WelcomeProcess Excellence and The Inspirational Leader:Enablers and Challenges
Jay WatsonDirector, Process Excellence DevelopmentPortsAmerica, Chandler, AZ
MA- Human Resources DevelopmentBS – Business Administration
35+ years experience:• Flowserve, Siemens, GTE, Orbital Sciences, Motorola, Honeywell, GE …
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Elevator Speech
• Process Excellence (P.E.) is a journey that will create a sustainable platform for– managing our current Business– preparing us for profitable growth
• By better understanding our processes, we can– implement changes that meet our Customers’ needs– improve them to create greater value
• Offering greater Value is a Competitive Advantage– P.E. directly benefits our Customers and Colleagues,
making it easier for our Customers and efficient for us
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Issues of Change Management
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Elements of Change Management
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KPI
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Revenue Profits Growth Morale Turnover Costs
Start Here: Instill a C.I. Mentality
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Continuous Improvement
Instill a C.I. Mentality
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Continuous Improvement
Ideal for Champions and Sponsors!
Check Out:
“What is Lean Six Sigma?” Mike George
$ 15.00 $ 4.00 used
Evolution from Reactive to Preventive • What are the indicators of a good day at work
versus a bad day at work?
Where are you in the spectrum of process management?
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Fire-fighting Problem Based
What changes have occurred?
Project Based
What can we improve upon?
Process Based
What additional resources / synergies are available?
What is the immediate priority?
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Among Other Things
‘Continuous Improvement’ is all about:Safety, Quality, Speed of Execution • Respect for People (SHE)• Improving performance by flawless execution (6S)• Removal of waste to reduce time (Lean)
Problem Solving• Achieving rapid breakthrough improvement• Applying advanced tools that work• Making a positive and deep cultural change• Getting Real Financial Results
Increase Value Add
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How can we, as LEADERS …
1. Increase “Value-Add”
2. Reduce Waste and Variation
3. Inculcate Effective Problem Solving
Increase Value Add
• Won 2012 AMA Silver “Effie” Marketing Award
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What is ‘Value Added’ Work Content?
• Must be performed to meet Customer needs
• Customer recognizes the value (willing to pay for it)
• Changes feature /product / data in a desired manner (Enhances form, fit, or function to the product / service)
• Processes that are done right the first time. (Enables service Quality, enables on-time or more competitive delivery, or has a positive impact on price competition)
Increase Value Add
Definition of ‘Value Added’ Work Content
• Customer recognizes the value (willing to pay for it)
• Changes the product in a desired manner
• Processes that are done right the first time
Ideally, running operations “Without the Cost of Waste …”
Increase Value Add
Do You or Your Team
Think and Act this Way??
What is ‘Non-Value Added’?
Non-Value Added Work ContentAnything other than the minimum number of people; the minimum amount of effort, material, information, and equipment necessary to add value.
Increase Value Add
INSPIRE!Instilling a ‘Can Do’ Attitude
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Ideal for Champions and Sponsors!
Check Out:
“Lean Thinking” Womack and Jones
$ 15.00 $ 6.00 used
Check Out:
“The Process Manager” www.pmi.co.uk
$ 30.00
Increase Value Add
Increase Value AddEnabler 1Cross Functional TeamsWhy?
• One closest to the job, knows best how to improve it• Two Heads are Better then One• Adopt new ideas faster
Increase Value AddChallenge 1Cross Functional TeamsWhy?
• Team members are scarce resources• Time constraints• Overcoming WIIFM
Increase Value AddResource 1Cross Functional Teams
Check Out:
“The Team Handbook” Joiner
$ 35.00 $ 25.00 used
Increase Value AddEnabler 2Value Stream MappingWhy?
• Identify Key Process Activities and focus on high value impact• Understand Business outputs and value to Customer• Improve end-to-end processes and standardize when possible• Understand Inventories / Waste• Simplify processes
Increase Value AddChallenge 2Value Stream MappingWhy?
• Requires indoctrination• Takes too long• Looks and Feels ‘Foreign’
Increase Value AddResource 2Value Stream Mapping
Lean Enterprise Institutewww.lean.com
Check Out:
“Learning To See” Rother and Shook
$ 50.00 $ 45.00 used
Increase Value Add
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Enabler 3Value Analysis of Process Steps / Process MapWhy?
“Process Analysis is the foundation toward achieving Process Excellence.” - Jay Watson
Checkouthttp://www.youtube.com/watch?v=1rlyHYDCtr8
Increase Value Add
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Challenge 3Value AnalysisWhy?
• Value Analysis (VA) investigative techniques (analytical questioning) a “Lesser Known” skill set
DEFINITION:
“It improves the effectiveness of work that has been conventionally performed as it questions and probes into the very purpose, design, method of manufacture, etc., of the product / (service) with a view to pinpointing unnecessary costs (waste), obvious and hidden which can be eliminated without adversely affecting quality, efficiency, safety, and other customer features.”
Increase Value AddResource 3Value AnalysisSimple critical thought and questioning techniques, applicable to any process needing improvement, are provided.
http://www.freeleansite.com/training.html
Refer to ‘Value Analysis / Flow Analysis’ power-point module
Check Out: http://www.freeleansite.com/ Jay Watson
$ 0.00
3 take aways
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How can we, as LEADERS …
1. Increase “Value-Add”
2. Reduce Waste and Variation
3. Inculcate Effective Problem Solving
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Learn more about combining Lean, Six Sigma, and the Theory of Constraints (TOC):
Check Out:
“Velocity” Jacob, Bergland, and Cox
$ 20.00 $ 4.00 used
Reduce Waste and Variation
INSPIRE!Instilling a ‘Can Do’ Attitude
Enabler 15SWhy?
5S is a visually-oriented system of cleanliness, organization, and arrangement designed to facilitate greater productivity, safety, and quality.
Standardize workplace organizations: • Have needed material, tools, supplies, and documentation at hand, organized, and identified
• Maintain a clean work area with tools and equipment in top condition
• Maintain a occupationally-safe, ESD-safe, FOD-free workplace
Reduce Waste and Variation
www.5ssupply.com
Reduce Waste and VariationChallenge 15SWhy?
• Mistaken as Housekeeping• Goes against culture (borrowing tools, looking for tools, et al)• 5S tools no longer ‘personal’• People tend to slip back into their own habits
We’re overly accepting of Little’s Law: # of things-in-process Avg. Lead Time (any process) = Avg. Completion Rate
Reduce Waste and Variation
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Resource 15S Complimentary Materialhttp://www.freeleansite.com/
$ 0.00
Reduce Waste and VariationEnabler 2Lean, Green and Black Belt DevelopmentWhy?
• Identify Key Process Activities and focus on high value impact• Understand Business outputs and value to Customer• Improve end-to-end processes and standardize when possible• Understand Inventories / Waste• Simplify processes
Reduce Waste and VariationChallenge 2Lean, Green and Black Belt DevelopmentWhy?
• Costly and Time consuming• Don’t see Benefit• Not sexy• NIH
Reduce Waste and Variation
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Resource 2
Six Sigma Consulting Servicehttp://www.firefly-consulting.com/
$ 80,000.00
Reduce Waste and Variation
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Resource 2aLean Consulting Service www.velaction.com
$ 250.00
Reduce Waste and Variation
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Resource 2bComplimentary Lean Enterprise Materialhttp://www.freeleansite.com/
$ 0.00
Jay Arthur$ 9.95
http://www.qimacros.com/store/proddetail.php?prod=206
Reduce Waste and VariationEnabler 3Specialized Skills DevelopmentWhy?
• Different Process Paths / Types Identified• Process Flow / Bottlenecks (Theory of Constraints)• Process Optimization (Six Sigma)
Reduce Waste and VariationChallenge 3Specialized Skills Development Why?
• Change resistance
http://www-935.ibm.com/services/us/ceo/leansixsigma/pdf/CLB_Topic_1_IBM_Smarter_Leadership_in_the_New_Economic_Environment.pdf
Tough Questions to Consider (from IBM prezo)
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• How will you develop the critical capabilities to enhance creativity among your leadership?
• In what ways can you explore, reward and integrate diverse and unconventional points of view?
• What is your approach to evaluate every element of your business model to get the most from currently untapped opportunities?
• How will you leverage new communication styles, technologies and tools, both to lead a new generation of talent and encourage breakthrough thinking?
Reduce Waste and Variation
Reduce Waste and Variation
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Resource 3
TOC Consulting Servicehttp://www.goldratt.com/
AGI Goldratt Institute:• “What To Change?”• “What To Change To?”• “How To Cause The Change?”
Reduce Waste and Variation
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Resource 3a
Six Sigma
Six Sigma Breakthrough Technologies, Inc.
http://sbtionline.com/
Breakthrough Management Group, Inc.
http://www.bmgi.com/
Smarter Solutions, Inc.
https://www.smartersolutions.com/index.php
Six Sigma Qualtec
http://www.ssqi.com/
Pyzdek Institute
http://www.sixsigmatraining.org/
“Will six sigma companies get more valuation in the marketplace? Not unless they produce results. You can’t put up a slogan that says we are a six sigma company and think the pe is going to move.” - Jack Welch
Reduce Waste and Variation
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Resource 3a continued ...
Six Sigma
Rath and Strong Management Consultants
http://www.rathstrong.com/
Oriel Stat A Matrix
http://www.orielstat.com/lean-six-sigma
Bain and Co.
http://www.bain.com/index.aspx
TBM Consulting Group
http://www.tbmcg.com/
Novaces
http://www.novaces.com/lean-six-sigma-implementation.php
Reduce Waste and Variation
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Resource 3a continued ...
Six Sigma
SSA and Co. (formerly Six Sigma Academy)
http://www.ssaandco.com/
Accenture
http://www.accenture.com/us-en/Pages/service-process-innovation-lean-six-sigma.aspx
Booze Allen Hamilton
http://www.boozallen.com/
Pivotal Resources
http://www.pivotalresources.com/
Air Academy Associates (Knowledge Based Management)
http://www.airacad.com/Home.aspx
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Different Way of Thinking (Stevedore example)
Reduce vessel start times from 24 minutes to 15 minutes
Practical Problem
Statistical Problem
Statistical Solution
Practical Solution
Vessel Start times are slower than expected
The assignment of the first move is statistically significant to vessel start times
First move for UTRs given at gate entrance, instead of at vessel
3 take aways
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How can we, as LEADERS …
1. Increase “Value-Add”
2. Reduce Waste and Variation
3. Inculcate Effective Problem Solving
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Learn and utilize 7 Greatest ‘Ideation’ techniques:
1) Questioning Assumptions2) Opportunity Redefinition3) Wishing4) Triggered Brainwalking5) Semantic Intuition6) Picture Prompts7) Worst Idea
Inculcate Effective Problem Solving
INSPIRE!Instilling a ‘Can Do’ Attitude
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Think Again …1) Questioning Assumptions2) Opportunity Redefinition3) Wishing4) Triggered Brainwalking5) Semantic Intuition6) Picture Prompts7) Worst Idea
Check Out:
“Idea Stormers” Bryan W. Mattimore
$ 30.00 $ 13.50 used
“Thinkertoys” Michael Michalko
$ 20.00 $ 6.66 used
Inculcate Effective Problem Solving
Inculcate Effective Problem SolvingEnabler 1Capture Problems (A3)Why?
• Only Thinking Drives Sustainable Change• A3 formats are a waste-free way for report writing and
communication
“By standardizing and making visible the process of identifying problems and formulating solutions, individuals and companies can execute to their ideal state.”
- Jamie Flinchbaugh
Author, “A3 Problem Solving” Applying Lean Thinking
Inculcate Effective Problem SolvingChallenge 1Capture Problems (A3)Why?
Confusing (Definition and Use)
• A3s evolved from the Toyota Production System in the early 1960s as a simple, concise method for process improvement.
• The designation “A3” stands for the international size of the paper (11” x 17”) used to capture all the important information for easy understanding and decision making.
• The key element is not the form itself but the thinking that goes into the problem analysis and resolution practice.
• Common uses for A3s include: problem solving, proposals, project status and even value stream maps or hoshin planning.
Inculcate Effective Problem Solving
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Resource 1
Capture Problems (A3)For today's challenging business cycle, the A3 approach can offer faster, less bureaucratic results, building on more frequent cycles of learning through revision than DMAIC.
“Managing to Learn” John Shook
$ 50.00 $ 40.00 used
“Understanding A3 Thinking” Sobek and Smalley
$ 38.00$ 29.00 used
Inculcate Effective Problem SolvingEnabler 2Ideation WorkoutWhy?
• Identify Key Process Activities and focus on high value impact• Understand Business outputs and value to Customer• Improve end-to-end processes and standardize when possible• Understand Inventories / Waste• Simplify processes
Inculcate Effective Problem Solving
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Challenge 2Ideation WorkoutWhy?
• People are comfortable
• Never asked to think• No Follow-through
Inculcate Effective Problem Solving
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Resource 2
Problem Solving (Memory Jogger)http://www.goalqpc.com/shop_products.cfm
Goal QPC or amazon.com
$ 20.00 $ 3.00 used
Enabler 3Problem Solving (Advanced)Why?
If there were no barriers in the way of achieving a goal, then there would be no problem.
Problem solving involves overcoming the barriers or obstacles that prevent the immediate achievement of goals.
Find more at: http://www.skillsyouneed.co.uk/IPS/ProblemSolving.html#ixzz2FXoPrrHo
Inculcate Effective Problem Solving
Challenge 3Problem Solving (Advanced)Why?
“We believe, to do well into the future, companies must resolve that problem-solving is the key to business, then develop a robust problem-solving capability at all levels.”
-BMGI (article)
There are a number of different obstacles that can interfere with our ability to solve a problem quickly and efficiently. Researchers have described a number of these mental obstacles, which include functional fixedness, irrelevant information, and assumptions.
-Kendra Cherry (article)
Inculcate Effective Problem Solving
Inculcate Effective Problem Solving
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Resource 3
Problem Solving (Advanced)Kepner Tregoe (K-T) decision making is a structured methodology for gathering information and prioritizing and evaluating it. It was developed by Charles H. Kepner and Benjamin B. Tregoe in the 1960’s. This is a rational model that is well respected in business management circles.
http://www.kepner-tregoe.com/
Inculcate Effective Problem Solving
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Resource 3a8DA popular method for problem solving because it is reasonably easy to teach and effective. 8D uses composite problem solving methodology, by borrowing tools and techniques from various approaches.
The original 8D process was pioneered by Ford Motor Company and called TOPS (Team Oriented Problem Solving).
http://en.wikipedia.org/wiki/Eight_Disciplines_Problem_Solving
Parallel Thinkinghttp://www.debonoconsulting.com/six_thinking_hats.asp
TRIZ
http://www.aitriz.org/
3 take aways
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Through Improvement Initiatives we, as LEADERS can …
1. Increase “Value-Add”
2. Reduce Waste and Variation
3. Inculcate Effective Problem Solving
Git-R-Done
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1) Develop the ability:• To recognize and identify waste
• To have to courage to call it waste
• To have the desire to eliminate it
2) Eliminate the waste!
3) Truly understand that variability:– Raises costs
– Produces no corresponding benefit
– Threatens all of our jobs
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INSPIRE!Instilling a ‘Can Do’ Attitude
Learn more about Change Management:Check Out:
“Leading Change” John P. Kotter
$15.00 - $18.00
Git-R-Done
Check Out:
“The Spirit of Kaizen” Dr. Robert Maurer
$9.00 - $14.00
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“ Products and services commoditize at such a rapid rate that in the end, the only competitive advantage you have is speed, talent, and brand.”
- John Chambers, CEO, Cisco
You can do this! … Questions? Need Help?
Call … 480-820-0877 HOME 480-496-7008 OFFICE 480-249-2326 CELL
Git-R-Done
e-mail …[email protected]@[email protected]
Safe TravelsProcess Excellence and The Inspirational Leader:Enablers and Challenges
Jay WatsonDirector, Process Excellence DevelopmentPortsAmerica, Chandler, AZ
MA- Human Resources DevelopmentBS – Business Administration
35+ years experience:• Flowserve, Siemens, GTE, Orbital Sciences, Motorola, Honeywell, GE …
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