Your SlideShare is downloading. ×
Business Performance Improvement Models by Operational Excellence Consulting
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Business Performance Improvement Models by Operational Excellence Consulting

2,900
views

Published on

This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different business performance improvement models. …

This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different business performance improvement models.

INCLUDED MODELS/FRAMEWORKS:

5S Principles
8D (Eight Disciplines) Problem Solving Process
ADKAR Model
APQC Benchmarking Methodology
Australian Business Excellence Framework
Balanced Scorecard
Baldrige Performance Excellence Model
Business Process Redesign
Cause & Effect Diagram
COPC-2000 Model
Cost of Quality Model
Deming Cycle
Deming Prize Framework
EFQM Business Excellence Model
Eight Types of Waste
Five Principles of Lean
Gemba Framework
Heinrich's Rule on Safety
Hoshin Kanri Strategy Deployment
House of Gemba
ISO 9001 Quality Management
Kano Model
Kotter's Eight Phases of Change
Lean Leadership & Kaizen Model
Lean Levers for Waste Elimination
Lean Management Model (Toyota Production System)
Lean Maturity Model
Mistake Proofing Process
PACE Prioritization Matrix
Payoff Evaluation Matrix
PDCA Problem Solving Process
RATER Model
Shingo Model for Lean Transformation
Six Sigma Methodology
Strategic Business Planning Methodology
Total Productive Maintenance (TPM)
Total Quality Management Model
Training Within Industry (TWI)
Value Stream Mapping
Xerox Benchmarking Model

To download this complete presentation, please go to: http://www.oeconsulting.com.sg

Published in: Business

0 Comments
14 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,900
On Slideshare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
0
Comments
0
Likes
14
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Ver. 2.4
  • 15
  • 19
  • 21
  • 29
  • 36
  • Transcript

    • 1. © Operational Excellence Consulting. All rights reserved. This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different business performance improvement models. Business Performance Improvement Models Diagrams and Templates of Business Performance Improvement Models
    • 2. © Operational Excellence Consulting. All rights reserved. 2 Contents (1 of 2) 1. Baldrige Performance Excellence Model 2. EFQM Business Excellence Model 3. Australian Business Excellence Framework 4. Total Quality Management Model 5. ISO 9001 Quality Management 6. Balanced Scorecard 7. Strategic Business Planning Methodology 8. Hoshin Kanri Strategy Deployment 9. Xerox Benchmarking Model 10. TRADE Best Practice Benchmarking Model 11. APQC Benchmarking Methodology 12. Business Process Redesign 13. Five Principles of Lean 14. Shingo Model for Lean Transformation 15. Lean Management Model (Toyota Production System) 16. Lean Leadership & Kaizen Model 17. Lean Maturity Model 18. Value Stream Mapping 19. Eight Types of Waste 20. Lean Levers for Waste Elimination NOTE: This is a PARTIAL PREVIEW. To download the complete presentation, please visit: http://www.oeconsulting.com.sg
    • 3. © Operational Excellence Consulting. All rights reserved. 3 Contents (2 of 2) 21. House of Gemba 22. Gemba Framework 23. 5S Principles 24. Total Productive Maintenance (TPM) 25. Heinrich’s Rule on Safety 26. Deming Cycle 27. PDCA Problem Solving Process 28. 8D (Eight Disciplines) Problem Solving Process 29. Mistake Proofing Process 30. Cause & Effect Diagram 31. Six Sigma Methodology 32. Crosby’s Law of 10 33. Cost of Quality Model 34. Training Within Industry (TWI) 35. PACE Prioritization Matrix 36. Payoff Evaluation Matrix 37. COPC-2000 Model 38. RATER Model 39. ADKAR Model 40. Kotter’s Eight Phases of Change
    • 4. © Operational Excellence Consulting. All rights reserved. 4 Baldrige Criteria for Performance Excellence 4 Measurement, Analysis & Knowledge Management 2 Strategic Planning 5 Workforce Focus 3 Customer Focus 6 Operations Focus 1 Leadership 7 Results Organizational Profile: Environment, Relationships & Strategic Situation Baldrige Performance Excellence Model
    • 5. © Operational Excellence Consulting. All rights reserved. 5 EFQM Business Excellence Model Enablers Results Leadership People Strategy Partnerships & Resources Key Results Processes, Products & Services People Results Customer Results Society Results Learning, Creativity & Innovation EFQM Business Excellence Model
    • 6. © Operational Excellence Consulting. All rights reserved. 6 Australian Business Excellence Framework ABE Framework Leadership People Strategy & Planning Results & Sustainable Performance Process Management, Improvement & Innovation Customers & other Stakeholders
    • 7. © Operational Excellence Consulting. All rights reserved. 7 Total Quality Management (TQM) Model Source: John Oakland TQM Model Culture Systems Tools Teams Process Customer- Supplier
    • 8. © Operational Excellence Consulting. All rights reserved. 8 ISO 9001 quality management system establishes proven processes that meet customer requirements Value-adding activities Information flow Input Output Product/ service Continual improvement of the Quality Management System CustomerRequirements CustomerSatisfaction Management Responsibility Resource management Measurement, analysis & improvement Product realization ISO 9001 Quality Management Model (TEMPLATE)
    • 9. © Operational Excellence Consulting. All rights reserved. 9 The Balanced Scorecard focuses the entire organization on financial and non-financial outcomes FINANCIAL BUSINESS PROCESSES Vision and Strategy To succeed financially, how should we appear to our shareholders? LEARNING & GROWTH CUSTOMERS To achieve our vision, how will we sustain our ability to change and improve? To achieve our vision, how should we appear to our customers? To satisfy our shareholders and customers, what business processes must we excel at? Source: Kaplan & Norton The Balanced Scorecard
    • 10. © Operational Excellence Consulting. All rights reserved. 10 The strategic business planning methodology provides a blueprint for achieving the organization’s future state vision Implementation Formulation Business Strategy Development Business Visioning Strategic Business Review • Review current state • Identify areas of competitive advantage • Analyze industry trends and competition • Envision desired state • Identify and screen opportunities • Analyze opportunity gaps • Benchmark and make recommendations • Define blueprint • Identify programs • Define implementation plan Strategic Business Planning Methodology
    • 11. © Operational Excellence Consulting. All rights reserved. 11 Hoshin Kanri Strategy Deployment Process focuses and aligns the organization to the core objectives of the business Source: Yoji Akao Hoshin Kanri Senior Management Implementation Teams Middle Management  Vision  Objectives  Strategy  Resources  Action  Schedule Measures Hoshin Plan
    • 12. © Operational Excellence Consulting. All rights reserved. 12 1. IDENTIFY WHAT IS TO BE BENCHMARKED 2. IDENTIFY COMPARATIVE COMPANIES 3. DETERMINE DATA COLLECTION METHOD AND COLLECT DATA 4. DETERMINE CURRENT PERFORMANCE “GAP” 5. PROJECT FUTURE PEROFMANCE LEVELS 6. COMMUNICATE BENCHMARK FINDINGS AND GAIN ACCEPTANCE 7. ESTABLISH FUNCTIONAL GOALS 8. DEVELOP ACTION PLANS 9. IMPLEMENT SPECIFIC ACTIONS AND MONITOR PROGRESS 10. RECALIBRATE BENCHMARKS  LEADERSHIP POSITION ATTAINED  PRACTICES FULLY INTEGRATED INTO PROCESSES Phase 1: PLANNING Phase 2: ANALYSIS Phase 3: INTEGRATION Phase 4: ACTION MATURITY Xerox Benchmarking Model helps to identify best practices which can be adapted to improve business competitiveness Source: Robert C. Camp Xerox Benchmarking Model
    • 13. © Operational Excellence Consulting. All rights reserved. 13 APQC four-phase benchmarking methodology provides a simple approach to improve product and process performance Plan CollectAnalyze Adapt Establish the project scope, develop the data collection approach and requirements, and set the criteria for peer groups Collect data Analyze and validate information collected to identify performance levels, leading practices, enablers, and proven templates and other tools Report and develop action plan for change Source: American Productivity & Quality Center APQC Benchmarking Methodology
    • 14. © Operational Excellence Consulting. All rights reserved. 14 Business Process Redesign (BPR) is the fundamental reconsideration and radical redesign of organizational processes Business Process Redesign Model 1. Determine Scope & Goal 3. Install Management 4. Implement & Integrate Indicator for need:  Conflicts  Meetings  Non-structure communication  Strategic dialog Key elements:  Focus on output requirements  Critical success factors  Efficiency Key elements:  Define management tools  Performance measurement  Learning  Compensation Key elements:  Install management  Manage change management 2. Redesign Process Structure Source: Hammer & Campy, 1993
    • 15. © Operational Excellence Consulting. All rights reserved. 15 Shingo Model: Three levels of business improvement stages provide structure to Lean transformation Source: Shigeo Shingo PRINCIPLE-DRIVEN SYSTEM-DRIVEN TOOLS-DRIVEN Imbedding principles into culture Using specific methods to create point solutions Structuring tools into a system concept Shingo Model of Lean Transformation
    • 16. © Operational Excellence Consulting. All rights reserved. 16 Lean management framework provides a holistic approach to improving speed and quality Source: Adapted from Toyota Production System Lean Management Model (a.k.a. Toyota Production System) Stability Heijunka Standardized Work Kaizen Just-In-Time • Continuous flow • Takt time • Pull system • Flexible workforce Jidoka • Separate man & machine work • Abnormality Identification • Poka yoke Goals: highest quality, lowest cost, shortest lead times Involvement Stability Standardization Just-In-Time Jidoka Involvement 1 2 3 4 5 1 2 3 4 5
    • 17. © Operational Excellence Consulting. All rights reserved. 17 Lean leadership and kaizen model Flow Kaizen (Value Stream Improvement) Process Kaizen (Waste Elimination) Senior Management Front Lines Focus Plan DoCheck Act Source: Gemba Kaizen by Masaaki Imai, 1997 Lean Leadership & Kaizen Model (TEMPLATE)
    • 18. © Operational Excellence Consulting. All rights reserved. 18 Lean Maturity Model provides a roadmap to organizations to become Lean Enterprises The Milestones of Lean Maturity • Formal structure • Only specialists • Team learning Stage 2: Formal • Reactive approach • Little or no involvement • Adhoc learning Stage 1: Reactive • Vision-aligned deployment • Majority involvement • Cross-functional learning Stage 4: Autonomous • Goal oriented • Selected teams • Value stream learning Stage 3: Deployed • Autonomous habit • Full involvement • External learning / benchmarking Stage 4: Way of Life Key Characteristics: 1. Ways of working 2. Employee engagement 3. Learning best practices Lean Maturity Model
    • 19. © Operational Excellence Consulting. All rights reserved. 19 • Creates an end-to-end view of the system • Demonstrates interaction between material/work and information flow • Provides a common visual language for understanding a complex system Supplier Management Control Customer Work & Information Flow Information flow Value stream mapping ensures an overview of the end-to-end business process Value Stream Map
    • 20. © Operational Excellence Consulting. All rights reserved. 20 Eight types of waste exist in our processes which can be eliminated to increase customer value Over-production Producing more than what the customer needs Inventory Building and storing extra services/products the customer has not ordered Transportation Moving from one place to another Defects Reprocessing, or correcting work Over-processing Adding excess value when the customer does not require it Motion Extra physical/mental motion that doesn’t add value Intellect Not using employees full intellectual contribution Waiting Employees waiting for another process or information Waste Eight Types of Waste
    • 21. © Operational Excellence Consulting. All rights reserved. 21 Lean levers can be applied to eliminate process waste Segmenting complexity Redistribute activities Flexible manpower systems Reduce incoming work Reduce NVA work Standardize operations Form separate channels for complicated tasks so that simple ones are not held up Align activities with appropriate skill set and group Balance processing capacity with the ongoing demand by moving people to where the work activity is Eliminate tasks from a person by reducing the actual work activity arising Eliminate work that does not directly add value to the end customer Establish best practices to execute a task 1 2 4 5 6 7 Pool resources Utilize existing skills and resources to reach economies of scale 3 Lean Levers
    • 22. © Operational Excellence Consulting. All rights reserved. 22 House of Gemba provides a management framework for achieving excellence in Quality, Cost and Delivery (QCD) Profit Management Cost Management Quality & Safety Management Logistics Management Worker’s Operations Equipment Products & Materials Standardization 5S Muda Elimination Morale Enhancement QC Circles Self-discipline Suggestions Teamwork Visual Management Information Source: Masaaki Imai
    • 23. © Operational Excellence Consulting. All rights reserved. 23 Gemba Framework provides a holistic view of the key determinants that impact business performance Source: Gemba Kaizen by Masaaki Imai, 1997 Gemba Model
    • 24. © Operational Excellence Consulting. All rights reserved. 24 5S principles provide a visual and disciplined approach to workplace organization and improvement 5S Principles Sort Set In OrderShine Standardize Sustain
    • 25. © Operational Excellence Consulting. All rights reserved. 25 The Total Productive Maintenance (TPM) model provides a structured framework to improve Overall Equipment Effectiveness (OEE) TPMintheOffice Safety&Environmental Management AutonomousMaintenance PlannedMaintenance FocusedImprovement EarlyEquipment Management QualityMaintenance Education&Training 5S & Visual Management TPM Goals: Zero Defects, Zero Breakdowns, Zero Accidents Source: Japan Institute of Plant Maintenance (JIPM) TPM Model
    • 26. © Operational Excellence Consulting. All rights reserved. 26 Plan-Do-Check-Act cycle provides a systematic approach to process improvement ACT CHECK DO PLAN Establish objectives and processes necessary to deliver results in accordance with customer requirements Monitor, measure, analyze and report results Improve process performance Implement the processes Source: Adapted from W. E. Deming PDCA Cycle or Deming Wheel
    • 27. © Operational Excellence Consulting. All rights reserved. 27 PDCA problem solving process Select the Theme Plan the Schedule Grasp the Present Situation Establish the Target Analyze the Cause & Identify Corrective Action Implement Corrective Action Evaluate the Result Standardize & Follow-up PLAN ACT CHECK DO 1 2 3 4 5 6 7 8 PDCA Problem Solving Process
    • 28. © Operational Excellence Consulting. All rights reserved. 28 A Mistake Proofing Process prevents or detects a specific error from occurring or recurring Select Process Define Problems Prioritize Opportunities Find Root Causes Create Potential Solutions Select / Implement Solutions Monitor / Standardize Mistake Proofing Process
    • 29. © Operational Excellence Consulting. All rights reserved. 29 The six sources of variability in a system are used to understand root causes (Manufacturing) Manpower Methods Machines (or Equipment) Measurement Output Materials (or Information) Environment Causes Effect Source: Kaoru Ishikawa Cause & Effect Diagram (Manufacturing)
    • 30. © Operational Excellence Consulting. All rights reserved. 30 Six Sigma DMAIC is a data-driven improvement cycle used for improving, optimizing and stabilizing business processes Six Sigma DMAIC Roadmap Improve Measure Analyze Define Control Define the problem or opportunity Measure the current performance and capability Analyse to identify root causes Improve by implementing potential solutions Control by standardizing solution and monitoring performance
    • 31. © Operational Excellence Consulting. All rights reserved. 31 Crosby’s Law of 10 – The system for quality is prevention Source: Philip Crosby Crosby’s Law of 10 Minimal defects due to prevention- based activities Defects found within the company and corrected internally Customer finds defects and makes complaints 1 10 100
    • 32. © Operational Excellence Consulting. All rights reserved. 32 Cost of quality iceberg Rework Defects Re-testing Reviews System Downtime Liquidated Damages Product Failure in the Field Rush Delivery Costs Retraining Late Charges Customer Dissatisfaction Turf Battles Low Morale Excess Inventory Unwanted Turnover Idle time Absenteeism Confusion Miscommunications Grievances Poor Teamwork Customer Complaints Overtime Billing Errors Visible Less Visible Cost of Quality Iceberg
    • 33. © Operational Excellence Consulting. All rights reserved. 33 Training Within Industry (TWI) skills enable supervisors with the ability to lead, instruct and improve work processes Charles Allen 4-Step Learning Process TWI PDCA Cycle Scientific MethodJob Instruction Job Methods Job Relations Preparation Prepare the Worker Breakdown the Job Get the Facts Plan – observe data and reality; decide on a problem; define it Observation and Description Presentation Present the Operation Question Every Detail Weigh & Decide Do – Analyze the problem; propose a countermeasure Formulation of an Hypothesis Application Try Out Performance Develop New Method Take Action Check – Try the countermeasure; check the results Use the Hypothesis to make Predictions Testing Follow Up Apply New Method Check Results Act – if successful, standardize change; if not, start the cycle over Test the Predictions by Experiments
    • 34. © Operational Excellence Consulting. All rights reserved. 34 PACE Prioritization Matrix EaseofImplementation Difficult Low Anticipated Benefit High Priority Action Eliminate Easy Consider
    • 35. © Operational Excellence Consulting. All rights reserved. 35 Payoff Matrix High Benefit Low Cost High Cost Low Benefit BENEFIT: Defects Satisfaction Cost Timeliness COST: Resources Financial, People, Time Least Attractive Most Attractive
    • 36. © Operational Excellence Consulting. All rights reserved. 36 The RATER model can be used to perform a gap analysis of an organization’s service quality performance Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry Responsiveness Empathy Tangibles Assurance Reliability
    • 37. © Operational Excellence Consulting. All rights reserved. 37 Kotter’s Eight Phases of Change Source: John Kotter Need for Change Change Behavior Change Direction Change Sustainability 1. Establish a Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvements & Produce More Change 8. Institutionalize New Approaches Committed Leadership Kotter’s Change Model
    • 38. © Operational Excellence Consulting. All rights reserved. About Operational Excellence Consulting
    • 39. © Operational Excellence Consulting. All rights reserved. 39 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg
    • 40. © Operational Excellence Consulting. All rights reserved. www.oeconsulting.com.sg END OF PARTIAL PREVIEW To download this presentation, please visit us at: