Submit Search
Upload
Day In the Life Of (DILO) - How To Do it - Practical guide
•
Download as PPTX, PDF
•
0 likes
•
786 views
R
Richard Fontaine
Follow
Practical guide to perform a DILO How To - User manual
Read less
Read more
Leadership & Management
Slideshow view
Report
Share
Slideshow view
Report
Share
1 of 33
Download now
Recommended
Day In The Life Of (DILO)
Day In The Life Of (DILO)
LineView Academy (was OFX Academy)
Top 10 logistic officer interview questions and answers
Top 10 logistic officer interview questions and answers
jonhhike
kpi
kpi
SwatiHans10
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
TKMG, Inc.
BSAD 310 Spring 2017 - CH 3
BSAD 310 Spring 2017 - CH 3
Janice Robinson
Human Resource Business Partner
Human Resource Business Partner
Javed Ahmed
Developing HR Strategy
Developing HR Strategy
AHarris10
Key Performance Indicator
Key Performance Indicator
Charis Joy Mayo
Recommended
Day In The Life Of (DILO)
Day In The Life Of (DILO)
LineView Academy (was OFX Academy)
Top 10 logistic officer interview questions and answers
Top 10 logistic officer interview questions and answers
jonhhike
kpi
kpi
SwatiHans10
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
TKMG, Inc.
BSAD 310 Spring 2017 - CH 3
BSAD 310 Spring 2017 - CH 3
Janice Robinson
Human Resource Business Partner
Human Resource Business Partner
Javed Ahmed
Developing HR Strategy
Developing HR Strategy
AHarris10
Key Performance Indicator
Key Performance Indicator
Charis Joy Mayo
Key Performance Indicators (KPI)
Key Performance Indicators (KPI)
Illinois workNet
Organizational development manager perfomance appraisal 2
Organizational development manager perfomance appraisal 2
tonychoper5604
Top 10 lead engineer interview questions and answers
Top 10 lead engineer interview questions and answers
jomgori
KPI
KPI
Rafael Esguevillas Ruiz
BSAD 310 Spring 2017 - CH 9
BSAD 310 Spring 2017 - CH 9
Janice Robinson
Structured Approach To It Business System Availability And Continuity Plannin...
Structured Approach To It Business System Availability And Continuity Plannin...
guest1c9378
BSAD 310 Spring 2017 - CH 6
BSAD 310 Spring 2017 - CH 6
Janice Robinson
HR meets Agile
HR meets Agile
Chris Philipps
Quality of Interaction
Quality of Interaction
Alison Reynolds
HRBP MissionVision V2
HRBP MissionVision V2
Lauren Smith, MPA, PHR
Connecting HR to the Board with a Strategic People Plan
Connecting HR to the Board with a Strategic People Plan
Integrated Healthcare Strategies
Day In the Life Of (DILO) methodology
Day In the Life Of (DILO) methodology
Richard Fontaine
Financial Services storyboard
Financial Services storyboard
Robert Anderson
Give Me an Hour and i will triple your ROI
Give Me an Hour and i will triple your ROI
i-nexus
Creating the Performance Culture
Creating the Performance Culture
Scott Staunton
Role of the virtual ciso
Role of the virtual ciso
Michael Ball
International Auditing Standards (ISA)
International Auditing Standards (ISA)
Manon Cuylits
An overview of agile practices
An overview of agile practices
Dr. Padmavathi Roy
WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentat.docx
WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentat.docx
ericbrooks84875
Tier 4 Events - Operational Discipline - Do you know how are you performing i...
Tier 4 Events - Operational Discipline - Do you know how are you performing i...
Process Safety Culture
Lean Software Development
Lean Software Development
sushant.1409
Session 5 additional analytics operations
Session 5 additional analytics operations
Angela Ferrara
More Related Content
What's hot
Key Performance Indicators (KPI)
Key Performance Indicators (KPI)
Illinois workNet
Organizational development manager perfomance appraisal 2
Organizational development manager perfomance appraisal 2
tonychoper5604
Top 10 lead engineer interview questions and answers
Top 10 lead engineer interview questions and answers
jomgori
KPI
KPI
Rafael Esguevillas Ruiz
BSAD 310 Spring 2017 - CH 9
BSAD 310 Spring 2017 - CH 9
Janice Robinson
Structured Approach To It Business System Availability And Continuity Plannin...
Structured Approach To It Business System Availability And Continuity Plannin...
guest1c9378
BSAD 310 Spring 2017 - CH 6
BSAD 310 Spring 2017 - CH 6
Janice Robinson
HR meets Agile
HR meets Agile
Chris Philipps
Quality of Interaction
Quality of Interaction
Alison Reynolds
HRBP MissionVision V2
HRBP MissionVision V2
Lauren Smith, MPA, PHR
Connecting HR to the Board with a Strategic People Plan
Connecting HR to the Board with a Strategic People Plan
Integrated Healthcare Strategies
What's hot
(11)
Key Performance Indicators (KPI)
Key Performance Indicators (KPI)
Organizational development manager perfomance appraisal 2
Organizational development manager perfomance appraisal 2
Top 10 lead engineer interview questions and answers
Top 10 lead engineer interview questions and answers
KPI
KPI
BSAD 310 Spring 2017 - CH 9
BSAD 310 Spring 2017 - CH 9
Structured Approach To It Business System Availability And Continuity Plannin...
Structured Approach To It Business System Availability And Continuity Plannin...
BSAD 310 Spring 2017 - CH 6
BSAD 310 Spring 2017 - CH 6
HR meets Agile
HR meets Agile
Quality of Interaction
Quality of Interaction
HRBP MissionVision V2
HRBP MissionVision V2
Connecting HR to the Board with a Strategic People Plan
Connecting HR to the Board with a Strategic People Plan
Similar to Day In the Life Of (DILO) - How To Do it - Practical guide
Day In the Life Of (DILO) methodology
Day In the Life Of (DILO) methodology
Richard Fontaine
Financial Services storyboard
Financial Services storyboard
Robert Anderson
Give Me an Hour and i will triple your ROI
Give Me an Hour and i will triple your ROI
i-nexus
Creating the Performance Culture
Creating the Performance Culture
Scott Staunton
Role of the virtual ciso
Role of the virtual ciso
Michael Ball
International Auditing Standards (ISA)
International Auditing Standards (ISA)
Manon Cuylits
An overview of agile practices
An overview of agile practices
Dr. Padmavathi Roy
WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentat.docx
WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentat.docx
ericbrooks84875
Tier 4 Events - Operational Discipline - Do you know how are you performing i...
Tier 4 Events - Operational Discipline - Do you know how are you performing i...
Process Safety Culture
Lean Software Development
Lean Software Development
sushant.1409
Session 5 additional analytics operations
Session 5 additional analytics operations
Angela Ferrara
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
Thanh Nguyen
How to-measure-the-return-on-your-hr-investment
How to-measure-the-return-on-your-hr-investment
Ahmed A.samra
Managing the portfolio
Managing the portfolio
Stuart Robb
Business plan template
Business plan template
Insightory
Reflective Piece on Icarus
Reflective Piece on Icarus
PaulOkafor6
How To Build A Credible Performance Measurement Baseline
How To Build A Credible Performance Measurement Baseline
Glen Alleman
How To Build A Credible Performance Measurement Baseline
How To Build A Credible Performance Measurement Baseline
guest9da059
Management Techniques
Management Techniques
Jorden Hellemans
Erp – overcoming the fear of change
Erp – overcoming the fear of change
Wissam Abdel Baki
Similar to Day In the Life Of (DILO) - How To Do it - Practical guide
(20)
Day In the Life Of (DILO) methodology
Day In the Life Of (DILO) methodology
Financial Services storyboard
Financial Services storyboard
Give Me an Hour and i will triple your ROI
Give Me an Hour and i will triple your ROI
Creating the Performance Culture
Creating the Performance Culture
Role of the virtual ciso
Role of the virtual ciso
International Auditing Standards (ISA)
International Auditing Standards (ISA)
An overview of agile practices
An overview of agile practices
WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentat.docx
WRIT111.A1 – Prof. Murphy – Summer 2015 Essay 5 Argumentat.docx
Tier 4 Events - Operational Discipline - Do you know how are you performing i...
Tier 4 Events - Operational Discipline - Do you know how are you performing i...
Lean Software Development
Lean Software Development
Session 5 additional analytics operations
Session 5 additional analytics operations
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
How to-measure-the-return-on-your-hr-investment
How to-measure-the-return-on-your-hr-investment
Managing the portfolio
Managing the portfolio
Business plan template
Business plan template
Reflective Piece on Icarus
Reflective Piece on Icarus
How To Build A Credible Performance Measurement Baseline
How To Build A Credible Performance Measurement Baseline
How To Build A Credible Performance Measurement Baseline
How To Build A Credible Performance Measurement Baseline
Management Techniques
Management Techniques
Erp – overcoming the fear of change
Erp – overcoming the fear of change
Recently uploaded
ANIn Gurugram April 2024 |Can Agile and AI work together? by Pramodkumar Shri...
ANIn Gurugram April 2024 |Can Agile and AI work together? by Pramodkumar Shri...
AgileNetwork
Call Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICE
Call Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICE
Call Girls In Delhi Whatsup 9873940964 Enjoy Unlimited Pleasure
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
CIToolkit
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineering
thomas851723
Reflecting, turning experience into insight
Reflecting, turning experience into insight
Wayne Abrahams
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
CIToolkit
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Pooja Nehwal
Board Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch Presentation
craig524401
LPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations Review
thomas851723
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
divyansh0kumar0
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
9953056974 Low Rate Call Girls In Saket, Delhi NCR
Fifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentation
mintusiprd
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sector
thomas851723
Recently uploaded
(13)
ANIn Gurugram April 2024 |Can Agile and AI work together? by Pramodkumar Shri...
ANIn Gurugram April 2024 |Can Agile and AI work together? by Pramodkumar Shri...
Call Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICE
Call Girls Service Tilak Nagar @9999965857 Delhi 🫦 No Advance VVIP 🍎 SERVICE
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Simplifying Complexity: How the Four-Field Matrix Reshapes Thinking
Introduction to LPC - Facility Design And Re-Engineering
Introduction to LPC - Facility Design And Re-Engineering
Reflecting, turning experience into insight
Reflecting, turning experience into insight
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Unlocking Productivity and Personal Growth through the Importance-Urgency Matrix
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Pooja Mehta 9167673311, Trusted Call Girls In NAVI MUMBAI Cash On Payment , V...
Board Diversity Initiaive Launch Presentation
Board Diversity Initiaive Launch Presentation
LPC Operations Review PowerPoint | Operations Review
LPC Operations Review PowerPoint | Operations Review
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
VIP Kolkata Call Girl Rajarhat 👉 8250192130 Available With Room
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
sauth delhi call girls in Defence Colony🔝 9953056974 🔝 escort Service
Fifteenth Finance Commission Presentation
Fifteenth Finance Commission Presentation
LPC Warehouse Management System For Clients In The Business Sector
LPC Warehouse Management System For Clients In The Business Sector
Day In the Life Of (DILO) - How To Do it - Practical guide
1.
Operational Excellence diagnostic Easier
– Faster - Better DILO (Day In the Life Of) How-To practical guide Methodology - details
2.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 2 Introduction This document
is a practical guide to perform a DILO. It is a follow up of the “DILO methodology” document describing what is a DILO, its objectives and the general methodology. We make the following assumptions on the DILO context: the people performing the job observation are consultants, external or internal to the organisation the job observations are all or part of an Operational Excellence assessment there is a key ‘client’ contact (an internal client for internal consultants) knowledgeable of the context of the assessment and DILOs Some circumstances may prevent to apply all recommendations this is at risk to not reduce the quality of output and the overall credibility of the consultants (and the client as well) DILO’s are incredibly powerful, they look easy to perform (and they are when everything is done well) but they may be risky. Because they are visible in the organisation and they are about people who could feel judged, pressured, stressed…
3.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 3 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
4.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 4 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
5.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 5 Validate it is
possible to perform DILOs It is not always possible to perform job observations, mainly because of Unions or personnel representatives’ opposition. This step needs to be taken very seriously: We have seen job observations stopped half the way through by the Unions, even when the top client thought we could and authorized to perform them; it jeopardized the entire assessment and considerable efforts were needed to improve the situation, but we could not continue job observations. Always involve the Human Resource Director, double check, triple check When there are unions or personnel representatives don’t be afraid to be proactive and to meet them or ask the HR director to validate the DILO study with them. Anyway, they will know, sooner or later; sooner is better Show them what a DILO is, and what it is not (see “DILO methodology”)
6.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 6 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
7.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 7 Two very different
types of objectives, qualitative or quantitative The DILO schematically provides two types of outputs: a qualitative insight of a person activities and issues he encountered a more quantitative evaluation of the Non-Value-Add activities (for an operator DILO) or of the breakdown of different managerial type of activities (for a supervisor DILO) The first is the easiest and minimum output coming from a DILO; it is almost a given. However, the level of quantification and details needed for the second output has a significant impact on the overall DILO process; it must be clearly defined to execute the right DILO in the right way.
8.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 8 The quantitative objective
has four levels impacting differently the DILO process We have defined four ‘levels’ of objective related to the quantification importance: Level 1: Get an understanding of ‘real life’ activities, with examples and interesting stories; no quantification Level 2: Roughly evaluate the proportion of Value-Add (VA) vs. Non-Value-Add activities (NVA) Level 3: Identify as precisely as possible the NVA activities and whenever possible their root causes Level 4: Though the DILO exercise isn’t fit for full representativity, you may want to get as much representativity as possible. The impact of these four levels on the DILO process will be described in the following next steps.
9.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 9 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
10.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 10 Define where, when,
how long, how many and who The major driver to define these five criteria is the representativity of the observations By nature, it is very difficult to get a good DILO representativity without spending a considerable effort. Therefore, there is always the need to take the best ‘sample’, which is a mix of the five criteria.
11.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 11 Where The ‘where’
can be a functional or a physical area or a combination of both For example, in a production plant, we may want to analyse the ‘production’ area and the ‘maintenance’ area, which may also be subdivided. Example: production line A, B, C for the production electrical, mechanical…for the maintenance
12.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 12 When The ‘when’
can be split in several categories: selecting the different ‘teams’ if the operations are organised with several shifts (e.g. morning, afternoon, night or week, week-end) selecting representative days when the operations are supposed to be ‘normal’ an alternative is to select ‘extreme days’ if they have an important impact on the overall performance of the organisation
13.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 13 How long The
‘how long’ means ‘how long should each individual observation last’. The baseline duration is the person entire work duration. However, it might be shortened if: the activities are supposed to be very similar through the entire person work duration there is a lack of time to perform full day job observation or if the need for representativity is high (Objective level 4) it is better to have a high number of shorter observations than the opposite since it enables to cover more people, in more areas, at different times, for the same total amount of observation time. that can be statistically challenged, but this is at least generally better in terms of people perception, mostly because more people are met, so it is more visible. And perception is key in this type of analysis.
14.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 14 How many ‘How
many’ is directly driven by the objective Level Level 1: even one job observation may be enough to have at least some ‘feeling’ about the operations Level 2 and 3: at least one job observation in each core area. It is generally not necessary to cover all the combinations possible. For example, in a two-shift production area with two production lines, performing two job observations may be enough and saves two job observations: one in production line 1 during the morning shift one in production line 2 during the afternoon shift Level 4: without being statistically rigorous, the number of observations should reach or be above twenty all or most of the combinations should be observed, and possibly with several observations for each combination.
15.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 15 Who The ideal
candidates to be observed are: people who are willing to be observed or at least not afraid of having someone observing them people who have an ‘average’ performance to get some representativity. Alternatively, people with low or high performance could be observed but that automatically generates more observations. If only Level 1 objective is desired (pure qualitative), and specially if there are very few job observations, it is best to select someone who is likely to speak up to get a good level of qualitative outputs. When there are strong unions or personnel representative the choice of people may have to be discussed with them.
16.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 16 Where, when, how
long, how many and who: Summary Criteria Level 1 Level 2 and 3 Level 4 Where & when Small sample Core combinations Most combinations How long Full job duration Full job duration Full job duration Partial duration if similar all time How many Few Variable Many (>20) Who Average and Talkative Average Average or a combination of high, average, low performers Criteria best fit for the different objectives* *These are indicative and must be adapted to each situation
17.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 17 How to actually
review these criteria and decide who to observe Whether you are external or internal consultant, the criteria above and the final choice of persons might be discussed in three phases: 1. the ‘client’ contact; he is in general the main person able to review the criteria and give the first choice or recommendations 2. the key stakeholders of the overall assessment in which the DILO takes place. The larger the scope of observations, the more managers might be involved (e.g. one for each area) to discuss and validate the choices 3. finally, the direct managers of the people (pre)selected should be involved; at minimal they are informed so they can help in the next ‘preparation step’, but they may also participate in the final people selection. When there is a team of several consultants: sub-steps 1, and possibly 2 are generally managed by the team manager (or the nominated consultant in charge) the consultant actually performing the observation may be involved in sub-step 2 while he is often involved in sub-step 3.
18.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 18 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
19.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 19 Customise and validate
the DILO templates The actual templates to use for each type of job observation must be reviewed, and customised if necessary, to make sure they are adapted to the type of jobs that are observed, and to the objectives. A good practice to review the DILO activity categories with the key client. That is an opportunity to demonstrate your expertise in what is a Value-Add / Non- Value-Add activity (or Muda type 1 and 2 in Lean terminology) and to coach the client It reduces the risk that he doesn’t really understand and challenges you on the findings, especially when it is already ‘too late’ (e.g. when officially presenting the results in a Steering Committee). For more details, look at the “DILO templates ” document
20.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 20 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
21.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 21 Prepare the observation
This step is about the preparation of each individual observation. It must be carried out by the actual consultant who will perform the work observation. There are three sub-steps: Get information about the job to be observed Book actual observation slot and Communicate with the person to be observed Review and customise the observation template
22.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 22 Prepare the observation:
Get information about the job to be observed The higher the level of understanding of the job that will be observed the higher the chances to execute it well During the observation, the chances to ask the person what is going on are limited; hence, we may record incorrect information (or none) and damage our credibility. Collect the following information when accessible; either by reading some documentation or interviewing someone knowledgeable Description of the process(s) that the person observed uses with the key activities to perform List or description of typical issues: bottlenecks, product defects or service quality… Typical volume of output during a normal day (e.g. production volume in production, number of calls in helpdesk centre…) Go and visit the physical location with someone (in general the manager of the area) to give you some explanations: Familiarize yourself with the environment and ask questions to clarify the process Observe shortly a colleague of the person who will be fully observed, doing the same job Even better, observe directly the person you will observe during the actual job observation so he gets to know you (and you do the sub-step 3 at the same time) this time you may ask questions to your accompanying person because you don’t mind interfering a bit (shortly!) with the person activities.
23.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 23 Prepare the observation:
Communicate with the person to be observed and book actual job observation slot If you haven’t met yet with the person in the previous sub-step, this is time to do it. Ask the person’s manager to introduce you to him. Tell who you are, what is the objective of the job observation, and most specifically what it is not: not a time and motion study, not an evaluation of the person, not judgmental. Ask them if they have questions and answer them. Be friendly; you are here to understand the issues and ultimately to make their job more interesting by reducing them (though you may find people who love issues because that is what makes their job interesting in a sort of ‘Hero culture’!). Validate the exact work hours of the person, the day you are supposed to observe them; they may have different work hours than supposed, this day. Validate where and when you will meet them.
24.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 24 Prepare the observation:
Review the DILO template Review the template, especially the activity breakdown. It will help you understand what to focus on during the observation.
25.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 25 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
26.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 26 Execute the DILO:
DO’s (1/2) Be on time to meet the person to observe. Follow completely all safety requirements (e.g. clothing, Personal Protection Equipment) Again, be friendly with the person, emphasize that your interest is in understanding the problems they typically face, the systems and processes they use – it is not an individual evaluation or a time & motion exercise Use a notebook, and write down every activity; replicate the appropriate template "Timesheet" columns; it is not recommended to print and use the "Timesheet" since the row’s height may not fit your notes Take notes as it happens - You will miss detail if you don’t; after a full day of observation you may get confused.
27.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 27 Execute the DILO:
DO’s (2/2) Keep a dialogue going with the person observed but minimise your own perturbation on the activities; don’t create Non-Value-Add yourself! Ask questions to understand possible causes of problems as they occur - use their quotes / comments in the study. If you don’t understand an activity, ask the person to explain it to you When the person is busy, write down the question to ask it later; use the moments the person is idle, waiting for something… Understand use of and compliance to standard operating procedures, processes… Respect the person break times: ask them if they are ok that you take the coffee or cigarette break with them; it is a good opportunity to talk, but some people prefer being alone during their breaks this is even more important to ask for the meal break don’t follow them to the bathroom Collect all volume / waste info... as it happens (when not preventing you to perform the observation; which is the main goal); it often cannot be collected afterwards At the end of the observation, do ask whether it is a “typical” day; if not ask why
28.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 28 Execute the DILO:
DON’Ts Use a “stop watch”. Record the time of the activities with a normal watch without too much insistence; we don’t need to be 100% accurate, this is an estimation. Comment, criticize or make jokes about the work; don’t share your judgements on what is VA/NVA during the study Confront or try and problem solve for them – leave that for the project! The only exception is when there is a safety issue Don’t write vague comments like: “Entered something into computer”. You must know what they are entering, into what system
29.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 29 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
30.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 30 Build the report
and feedback Fill in the template just after the observation when your memory is still good. The text of the DILO should refer to the person you are following as ‘subject’, ‘the person’…; don’t use names. Compare the performance (volume, quality…) of the area observed during the DILO and the historical performance to see if the day of the work observation is typical. Adjust the message if not. After having validated with the person observed, come back to him/she to ensure that what you captured in the ‘Timesheet’ is correct, to ask for clarification if necessary and to find root causes of issues you identified Build your final report in the appropriate format. Review the outputs with the area manager; ask for root causes if some are still unclear
31.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 31 There are eight
steps to perform a DILO 1. Validate it is possible to perform job observations 2. Define the exact objective 3. Define where, when, how long, how many and who 4. Customise and validate the DILO templates 5. Prepare the job observation 6. Execute the job observation 7. Build the report and feedback 8. Perform additional analysis –Value-Add increase
32.
©2017-2019Wevalgo.Allrightsreserved.Proprietaryandconfidential3-Oct-18 32 Perform additional analysis
– Value-Add increase DILOs can be quite helpful to identify root causes (or drivers) as well as how their resolution (or implementation) would impact the personal, typically: reducing the Non-Value-Add activities for the operational roles / DILO increasing the active supervision activities proportion for a supervisor This step is optional and is in general possible only if there are many observations and the root causes are well identified. This typical applies when the objective is a Level 4 objective. This analysis may be quite complex, involving other inputs or workshops, and isn’t described here since this is not the goal of this section
33.
Operational Excellence diagnostic Easier
– Faster - Better Get more Operational Excellence content on www.wevalgo.com Follow us on: Linkedin Twitter
Download now