How To Scope A Lean Event

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June 9-11, 2009 – Conference: Lean Government Exchange (Des Moines, Iowa) Session: "How To Scope a Lean Event"
Presented by Brent Jameson, Managing Director of Technology and Strategic Alliances of Guidon
A dynamic, best process improvement conference focused on implementing Lean in government.

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How To Scope A Lean Event

  1. 1. How to Scope a Lean Event
  2. 2. Abstract As we all know, anything poorly scoped can create chaos, uncertainty and failure to achieve a goal – this certainly applies to Lean events. When we bite off too much, we may not get off the starting line because there’s too much to talk about. If we do get moving we tend to go in many different directions and accomplish little. If our scope is too small, we waste valuable resources and miss the target. We’ll look at how to get started, how to identify and avoid common mistakes, and what tools might be helpful. 2 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  3. 3. Project Selection When selecting a project, most organizations will use one of two methods to decide where to start… Strategy Pain 3 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  4. 4. Project Selection STRATEGY DRIVEN: • Based on other projects or initiatives currently “in- flight” • Based on a Value Stream analysis of the organization • Based on new rules or regulations that take effect in the future PAIN DRIVEN: • Based on process problems – backlogs, high defect rate, overworked staff, missed deadlines, etc • Based on organizational concerns – not meeting regulatory guidelines, budget cuts, complaints, etc 4 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  5. 5. Project Selection Key Steps • Ensure project aligns with agency mission / strategy • Assess project desirability • Impact • Effort • Probability of success • Select projects that are visible and capable of getting the attention of the organization and other departments 5 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  6. 6. Agency Strategies and LeanSigma® VOB Strategic Hoshin VOC Tactical Brain VOP Storming PerceptionB Data ased Based 6 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  7. 7. Project Desirability Matrix The desirability of a project increases as you move from the lower right to the upper left, and as the circle gets larger Hi PROBABILITY OF SUCCESS AGENCY IMPACT Low Med Med Low Hi Low Med Hi EFFORT REQUIRED 7 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  8. 8. Impact on Process Definition of Impact: • The effect change will have on the process in terms of improving service – cost - quality Typical Little or No Impact: • Creating or revising a report • Installing a measurement system • Quantifying the performance of a process • Reducing cycle time of a non-bottleneck operation 8 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  9. 9. Effort Required Definition of Effort: • Your time, time required of the team members, and any expenditure of money Typical High Effort: • Installing a new computer system • Requires changes to regulations or statutes • “Fixing” the annual planning process 9 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  10. 10. Definition of Probability of Success Assess the various risk factors: • Time - uncertainty of the completion date • Effort - uncertainty of the investment required • Implementation - uncertainty of roadblocks Typical Low Probability of Success: • Won’t show the benefits within a year • Depends upon completion of other risky projects • Requires help from extremely busy people • Is not aligned with your objectives 10 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  11. 11. Characteristics of a LeanSigma® Project The Project: • Is linked to a critical agency goal and will positively impact the goal’s metric • Is in line with the project selection criteria used by Executive Leaders • Deals with an issue or problem that is linked to a process with clearly defined begin and end points • Has easily identifiable internal or external Customers who use or receive the output from the process • You’re able to find out how the output is used by the Customer • You’re able to find out why the output is important to the Customer 11 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  12. 12. Characteristics of LeanSigma® Project A Project: • Has a measure you can clearly identify and impact • Is one in which you can show how improvements will impact service, cost and quality • Has the organizational support to make it happen • Has a champion who cares about the improvement and has the authority to approve time and resources • Has identified process owner(s) 12 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  13. 13. Identify Initial Scope of the Event Answer these questions to prepare for next steps: • Why was this area / project chosen? • Whatspecific process or piece of the process will we focus on? • What are the measures of success? 13 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  14. 14. Identify Key Participants Event Sponsor: • This person typically owns the process where the event is taking place • Helps team members get time away to do the event • Removes roadblocks and supports the process 100% Team Leader: • Best if this person is from an outside department or agency • Has had previous continuous improvement experience • Helps with logistics and planning of the event • Helps lead the team during the event Team Members: • Key managers and staff who work in or with the process 14 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  15. 15. Scoping Event (Pre-event Meeting) • This should take place 2 – 5 weeks prior to the actual event and will take 3 – 4 hours • The following should be completed during this time: • High level review of Lean concepts and what to expect during the Kaizen week • Refine the scope (Use SIPOC if necessary) • Develop objectives and goals • Determine pre-work and data collection required to understand current state / baseline metrics • Finalize participant list and roles (dedicated, on-call, etc) 15 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  16. 16. SIPOC • Definition • Documents a process from the suppliers to customers. • The name comes from the column headings on the form: Suppliers, Inputs, Process, Outputs, and Customers • Purpose • Identify and balance competing (internal and external) customer requirements • Identify gaps in requirements and the process outputs or inputs • Identify suppliers of the process inputs • Aid in identification of data collection needs • Establish the right metrics and improvement priorities • Use as a tool to continuously verify customer requirements 16 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  17. 17. SIPOC • Definition of a Process • A series of activities that transform a set of inputs into a specific set of outputs. Everything we do is a process. • Components of a Process • Inputs: Inputs are man / person, method, material, machine,measurements, and mother nature / environment (referred to as the “6M’s”) • Transformation: Series of steps or tasks that change (transform) the inputs. • Outputs: Goods, services, or consequences 17 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  18. 18. Who is the Customer? • Process: Description of a process that provides outputs to meet the needs (expressed or implied) of Customers • Input and output boundaries: Define the start and stop boundaries of the process • Outputs: Delivered products or services that should satisfy the Customer expectations and meet or exceed the customer requirements • Customers: The people who receive the outputs, and those who put requirements on the outputs, but do not receive the output 18 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  19. 19. SIPOC Elements 2 7 How 5 What does does the the process process What does Who is the expect from start? each customer supplier of each input? expect from each input? 6 3 each output? 4 8 1 What are What Inputs are required to What is the the outputs Who is the enable this process? from the customer process to process? of each occur? output? 2 How does the process end? 19 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  20. 20. SIPOC Example DEQ - Office of Compliance and Enforcement S upplier I nputs P rocess O utput C ustomer Inspectors Evidence Document FERA Public of Violation 3-6 Weeks Lab Complaints Refer Case 1-2 Final Order EPA Months Public Regulatory Develop News Violator Interpretation (Issue) FEA 3-6 Release Months Other PEN Appeal Ref. Program 3-4 Agencies Months Program Review Final Order 2-4 PEN Media Weeks HR Labor OCE Violators Guidance 20 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  21. 21. Defining Project Objectives / Goals • The project objectives selected need to be documented in the charter • An objective includes • The goal • Associated output (CTQ) measures • Targets • Timeframes (if possible) • Metrics • Time...what is the lead time for this process? • Cost...how much does it cost for people and supplies? • Quality...how much rework is there? • Capture Voice of the Customer to better understand improvement opportunities 21 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  22. 22. Refining Goals and Objectives • Initially, you may not be able to define specific quantitative objectives because you do not have the data available • In these cases • Set general goals and objectives (i.e. make a general statement like “improve productivity by 10%”) • Collect additional data and analyze it – Use best available data • Examples of well defined goals • Reduce the number of incomplete referrals by 40% starting Q2 2009 • Improve the first time quality to 98% of applications received by end of Q2 2009 • 100% of permit evaluations performed within 60 days starting June 1, 2009 22 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  23. 23. Event Pre-work • Data collection prior to the event will be driven by previously defined goals and objectives • Reduce incomplete referrals by 40%...Collect quality data (how many incomplete referrals come in today?) • Improve the first time quality to 98%... Collect quality data (what is our current first pass yield-FPY?) • 100% of permit evaluations performed within 60 days... How many evaluations take longer? How long? • Bring copies of all reports, logs, screen shots, SOP’s, etc • If required data is not available, you may need to perform “real-time” data collection for the weeks prior to the event 23 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  24. 24. Finalize Participants and Determine Roles • Start with the “Thirds” rule of thumb – • 1/3 of the participant work directly in the process (SME’s) • 1/3 of the participants are managers or supervisors in the process • 1/3 of the participants are “outside eyes”. These may be customers or other external stakeholders • Make sure the team is not heavily loaded with one department or group. A cross-functional team that represents the entire process is most effective 24 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  25. 25. Finalize Participants and Determine Roles (cont) • If the process uses support functions such as IT, HR, accounting, legal, etc. – invite them • Some resources will be “on-call”. This is usually driven by their availability to give a full week. • Keep the team size in the 10 – 14 range if possible. • Event observers are acceptable but cannot actively participate in the improvement event • All team members should manage their time away as if they are out of town. They should be dedicated to the event. 25 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  26. 26. Key Takeaways • Involve sponsors and stakeholders from the beginning and get buy-in • Build a cross functional team including customers of the process. Review and modify team if scope changes significantly • Establish clear boundaries – what is in scope / out of scope • Understand where the “buckets of time” reside in the process so you don’t miss opportunities • Set clear, specific and measurable goals • Identify and collect data to define current state and support goals • Communicate – Communicate - Communicate 26 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
  27. 27. Questions 27 © 2009 Guidon Performance Solutions, LLC. All rights reserved. Guidon Performance Solutions is a licensee of LeanSigma®, a service mark of TBM Consulting Group.
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