1. Securing Leadership Buy-in How To Engage Your Leaders From Day One Of Implementation Communication Cooperation Collaboration Production Quality CPI Patience Persistence Perseverance 11th Annual Lean Six Sigma & Process Improvement Summit January 20th 2010 LT Dennis Narlock USS Ronald Reagan (CVN-76)
2. USS RONALD REAGAN CVN-76 2 The success and longevity of your Process Improvement deployment depends on the support of your organization’s leadership at ALL Levels.
4. Stakeholder Universe 4 Industry Public Environmental Contractors Civil Service Exec. Leaders Sailors LSS Leaders Warfighter Congress PM / CM Unions INT Regulatory EXT FMS
5. The Language of Business Business Revenue Labor Rate Unit Cost Return on Investment Break-even analysis Risk Scrap BCM Rate RFI Rate RFT Gap Flight Line Entitlement 5
6. Vision and Values Vision Values Simply believing in the vision and the values espoused is not enough, they have to be translated into action. 6 A “Desired” future that invokes passion and compels everyone in the organization to make it a reality. The fundamental “Beliefs” of the organizations.
7. Goals Balance Current & Future Readiness Reduce the Cost of Doing Business Enhance Agility Improve Alignment Attain & Maintain Visibility Across the Enterprise Vision and Values Vision "Naval Aviation Forces, Efficiently Provided and Ready for Tasking, Now and in the Future" –Naval Aviation 2030 7
15. Vision and Values High Performance Organization Integrated Management Team Cell-Based Work Environment AS9100 AS9110 Quality Mgmt. Systems AIRSpeed Tools: Lean Six Sigma TOC Linked Metrics Develop the Micro Businesses PEOPLE + WORKFORCE DEVELOPMENT 10
16. Effective Translation Throughout the Organization “Every discipline or profession has its own self-glorifying vocabulary. It is how its proponents justify to themselves, sell themselves and think of themselves and what they do” (Robert Solomon) Ready for Tasking (RFT) Budget (NWCF & O/M Exec. Management Labor Rate Quality Performance (Deficiency Rate) Top Management Production Rate (TAT) Equipment Efficiencies (RCM) Middle Management Ready for Issue (RFI) Beyond the Capability of Maintenance (BCM) Front Line Management & Labor 11
17. Measurements of Efficiency 12 NAE Aircraft Ready for Tasking FRC SW On Time Delivery Dept. Head Line Status / Cycle Time Division Officer Buffer Status Branch Chief First Pass Yield Work Center TAKT Rate Technician First in – First Served
29. 15 Policy Deployment Maintenance Officer STRATEGIC TACTICAL Division Officer AIRSpeed Officer Coordination MMCO Branch Chief AIRSpeed Chief AIRSpeed Core Team AIRSpeed Satellite Team Collaboration Work Center
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31. Leveraging Quick Wins FRCSW Bi-Monthly Almanac Magazine Program Manager Quarterly ‘Tailgate” Executive Leadership ‘Talking Points’ Weekly Boards Briefs Kaizen Newspaper Shingo Status Boards Weekly AIRSpeed Council Meetings Weekly AIRSpeed Core Team Meetings 17 “Leaders must be present to Win” – Captain Michael Kelly, CO FRC SW
32. Top Five DOs and DON’Ts Leadership DO Talk the Talk, Walk the Walk Participate Provide Resources Barrier Removal Celebrate Success DON’T DO Compromise Integrity Create “Pet” Projects Isolate a Dept./Div Ignore the Metrics Overload the Practitioners 18 Inspire, Encourage, Enable
33. Top Five DOs and DON’Ts CPI Practitioner DO Challenge the “Norm” Be Data Driven Use the right Metrics Communicate, Listen Patience DON’T DO “Fix” their process Be a surrogate leader Do all the work Push a bad project Ignore the stakeholders 19 Inspire, Encourage, Enable
34. 20 Summary “Excellence is an art won by training and habituation, We do not act rightly because we have virtue or excellence, but we rather have those because we have acted rightly. We are what we repeatedly do. Excellence, then, is not an act but a habit. Aristotle
35. Contact Information LT Dennis Narlock USS RONALD REAGAN CVN-76 Aircraft Intermediate Maintenance Department Avionics/Armament Division Officer Continuous Process Improvement Officer Phone: (619) 545-2120 Ext-6245 Email: narlockda@cvn76.navy.mil dennis.narlock@gmail.com 21
When it comes to the language of business we need to understand that there are many different “Dialects” within the overall language. The language of the CEO, the Board of Directors, the Managers and the Front Line Employees will all look at things differently.
Word Map from www.visualthesaurus.comWhen it comes to the language of business we need to understand that there are many different “Dialects” within the overall language. The language of the CEO, the Board of Directors, the Managers and the Front Line Employees will all look at things differently.
Vision should answer these two questions. 1. What are we trying to accomplish? 2. What is our desired future state?Values should answer these three questions 1. What is our organizations reason being? 2. How are we going to treat and act towards one another, our customers and our stakeholders? 3. What change(s) do we need to make to our work culture?Long Definitions (As I have chosen to define them)Vision:The organizational Vision is a look into the “Desired” future of the organization. It should be clearly stated, it should be concise and it should invoke passion at all levels. Everyone in the organization should feel compelled to and proud to make the vision reality.Values:The organizational Values are the fundamental “Beliefs” that the organization holds to be important. The values will answer what the organizations higher moral purpose is and will direct the organizations pursuit of goals and what behaviors are acceptable in reaching those goals.Simply believing in the vision and the values espoused is not enough, they have to be translated into action. That means acting according to our organizations Vision and Values cannot be merely an abstract obligation but must be built into the way that we conduct business.References:“Building a High-Performance Organization in the Twenty-First Century.” 1989-2007 Commonwealth Center for High-Performance Organizations, Inc.“Lincoln on Leadership.” Donald T. Phillips 1992“Reagan on Leadership.” James M. Strock 1998“The Leadership Experience.” Richard L. Daft 2008
Source – Fleet Readiness Center South West Command Brief during Captain Mike Kelly’s Command Tour.
Holistic, Dynamic, and Closed Loop - How Fleet Readiness Center Southwest choose to tie together the Vision and Values of the organization.
Executive Management - Focused on the strategic view. - Established Mission/Vision/ValuesTop Management - Strategic Focus at the Local Level. - Translates Mission/Vision/Values to their portion of the organizationMiddle Management - Tactically focused on their Micro-business unit. - Applies Mission/Vision/Values to their day-to-day operations.Front Line Management / Labor - Tactically focused on their contribution to the micro-business unit. - Supports and executes in accordance with the Mission/Vision/Values
Measurements Drive Performance. What is measured is what is done. If you make any improvements to your processes but do not change the measurements then you will likely find it difficult, if not impossible, to sustain the improvements.Measurements must be tied to performance. Even changing the measurements for your process may not be enough to sustain performance. If the personnel who supervise the process are still evaluated the same, they will find a way to drive the old behaviors (That made them successful) utilizing the new measurements.
CPIMS – Continuous Process Improvement Management System
Aristotle Quote from “Quotations Book, http://quatoationsbook.com/quote/12996
References:“Connecting your Executive Board with your Lean Six Sigma Implementation” Presented to Lean, Six Sigma and Business Improvement summit by Doug Dulin, CM, MBB on June 24th 2009.
