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Delivery excellence - Approach


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How to acheive Delivery Excellence using LEO approach

Published in: Business, Education

Delivery excellence - Approach

  1. 1. Delivery Excellence L E O – An approach
  2. 2. Agenda 2 • Problem • What is done to improve ? IceCream Maker Re-Cap • Correlation • Importance of Delivery Excellence • How to achieve Delivery Excellence What are corner stones for Delivery Excellence. • Steps to implement sustainable change model. Building a Sustainable Change Model Problem and Solution •What is LEO? •What does LEO Achieve •LISTEN •ENRICH •OPTIMIZE LEO Key Take Away Suggested Approach Questions
  3. 3. ICE CREAM MAKER Story Re-cap 3 Context - Issue with improving sales of the company(Dairy Cream) Problems ?? Quality • Measure of quality . Is it what customers want? • Is a process or culture? Work – Do they love working in the enterprise? Voice – Do employees have a voice in what the company does. Excellence – What does it mean to the employees?
  4. 4. What needs to be improved on. • Understand that quality is defined by the customer. • Excellence is not a task but a passion to help the ones who help you. • As a first step in embracing quality, the company should take care of its employees first – it’s internal customers • The better a company treats its employees, the better they treat its customers. This is the foundation of quality • Once a company has established a motivated and engaged workforce, the next step is to focus on the how it works. 4 Listens to his employees. • Talks to his management and get the funding which shows his belief. Gets the employees Buy in for the new process to be implemented. • Motivates them in every way as a leader. Establishes Focus groups with defined timelines and results to be measured and acted upon. • Reaches a stage where he feels confident with what they have done. Rolls out a reward based performance system to ensure ideas do not stop coming through. How Pete Implements it. All through he is a very good listener. Believes that it’s the right approach. Is passionate about what he believes First and foremost he asked for help.
  5. 5. Corner stones of Delivery Excellence 5 Line of sight (Customer and their customer(s) needs) Quality (only and primary driving force behind every delivery) Passion Continual Improvement Delivery Excellence
  6. 6. Correlation 6 •Understanding Customer Needs both internal and external •And their Customer Needs Line of Sight •Unless employees are passionate about their work quality will not be part of their culture •Make employees feel important and how important their contribution is towards delivery. Passion •Is Defined by the customer •Should be part of the DNA Quality •Productive Paranoia •Assessment and corrective measurements •Continuous Engagement Continual Improvement
  7. 7. Importance of Delivery Excellence 7 •Microsoft •Nokia •RIM (Blackberry) •Apple •Google •Samsung •Honda Traditional Approach • Not asking what the customer wants but delivering what they felt the customer wanted. Were leaders in Smartphone segment •Complacency •Taking position for granted. Lost significant market share due to Delivery Excellence •Listen - Delivered on what the customer wants. •Enrich-(Customer needs) Great user Experience •Continuous improvement. Current leaders in their segments. •Built into their DNA •Known for quality products •Continuously evolving Quality
  8. 8. 8 How to achieve Delivery Excellence Built on People Power plus Process power. Build a sustainable change Model Get their buy in. Look at the source of the problems. Learn to Listen. Collect data and Analyze. Fix the root cause. Create a culture of Excellence. Where quality and excellence are rewarded all time continuously. A platform for ideas to be voiced out. Involving your employee Empower Make them feel responsible and accountable Reward and recognize . Make quality of everything you do.
  9. 9. 9 Current State Target State Sustainable Change CULTURE People Power PROCESS Process Power Experiences new EXPERIENCES change BELIEFS Beliefs new BELIEFS drive ACTIONS Actions multiple ACTIONS produce RESULTS Results positive RESULTS create new EXPERIENCES Building a sustainable change model
  10. 10. 10 Understand •Understand the resistance to cultural change. •Also, ongoing cultural analysis must be done to measure sustained culture change. •Voice of the Customer (VOC) analysis for employees •Counter-measures to change resistance identified and implemented •Ongoing VOC analysis to insure cultural changes are positively affecting the entire organization Teach •Teach all employees the quality methodology and tools – based on the VOC analysis — so that everyone (all the people, all the time) plays a role in the change process and fully understands. This lays the foundation for cultural change by teaching the principles and behavior changes necessary for rapid process improvement. Apply •The quality Methodology •By doing this, they will be creating new ‘Experiences’ and ‘Beliefs’ that will be communicated throughout the organization to change ‘Beliefs’ and ‘Experiences’ of other employees – first hand accounts of changes that have been made. •Completion of projects to generate results •Communication that strengthen ‘Experiences’ and ‘Beliefs’ Communicate •Keeping all employees informed by telling them what is expected of them regarding organizational change process and the progress status helps to ensure commitment and is critical to the success of the change •It also will continue to provide new ‘Experiences’ which will change ‘Beliefs’. In order to achieve a quality mindset for the entire organization, all employees must be headed in the same direction, especially since a lot of these changes will be incremental, so communication will need to be almost continuous. •Communication plan •Expectation •Status update Revise •Make revisions where necessary to management practices to make sure they are aligned with the desired culture Steps to implement a sustainable change model
  11. 11. Problem and solution… LEO How to bring in a sense of excellence. How to make employees feel passionate ,responsible and accountable? How to build quality into our DNA? 11
  12. 12. LEO – What is LEO? Listen •Listening to your customers •Internal and External Enrich •Enriching the products and Services your offer Optimize •Continual Improvement •Optimizing •Process •Customer Experience
  13. 13. LEO – What does LEO Achieve? LEO doesn’t play the blame game Listen to your co- workers. Focus on what we do not results. Keeps matters simple and doesn’t disrupt Operations Inclusive rather than exclusive Objective is to move towards Perfection Focuses on • Basic Needs of a customers. • Performance • Excitement.
  14. 14. Listen Listen to the Team ask them? Listen to your customers or clients. Listen well. Understand that quality is defined by the customer. Find out • What they want? • What they need? Focus on customer’s real needs which are basic . They do not even ask for that.
  15. 15. Enrich Involve everyone. Ask for new ideas and innovators. Think how you can improve you product or service everyday. Strong Desire to change on how we do things Willingness to think out side the box. An urge to improve everything we do constantly.
  16. 16. Optimize Recognize the price of Failure Do it right the first time. Put yourself into a future frame work Developing a sense of productive paranoia Instill a sense of perfection in every one on the team and a passion for perfection every minute of the day
  17. 17. Key Take AwayIs Quality Really the driving force behind our delivery •Everyone is responsible for quality. •Quality is cheaper in the long run than “good enough”. Focus on what customers and their customers want. Focus on great quality ,service and teamwork. Turn what you do every day into something you love to do. •Actions that are rewarded are the things that get done. Better you treat your employees the better they treat your customers i.e. foundation of quality. •Create an environment that rewards creativity.
  18. 18. Suggested Approach of LEO – 3 A’s ACUTE AUGMENT APPROACHING Listen Gather and Analyze Data “Map” the process. How to enhance Customer Needs. Enrich Focus on the problem Fix the cause. Focus on Creating Value Discuss the Concept(s) that meet the customer(s) needs Optimize Identify ,Evaluate and Implement solutions. Test and Implement “Future State” Provide stable designs that meet customer needs. LEO LISTEN ENRICH OPTIMIZ E •Problems that always seem urgent or raging (i.e., re-work, errors, defects, omissions, “hardy perennials,” etc.) •These are problems for which a permanent solution must be found and fixes implemented as quickly and efficiently as possible. ACUTE •Excessive time to deliver value to the customer. (i.e., continuous flow vs. batching, value-added vs. non-value added work, loop-backs, etc.). When things don’t go smoothly in the delivery of a service, the mistakes and delays that typically occur always cause money and customers to be lost. •We look to identify and eliminate overlap and redundancies and smooth out the work flow. AUGMENT • Designs of products and services that result in high life-cycle costs. (i.e., design-test-redesign loops, field failures, reliability, etc.). This group of challenges concerns the future of any organization. •We ensure that the development process for these future products and services are of the highest quality at the lowest cost and meet or exceed customer needs, always! APPROACHING
  19. 19. Next steps Assess Current state •Surveys •Focus Group Meetings •Gather analyze data. •Prioritize the areas to focus on. •Acute, Augment ,Approaching. Future state definition •Where do we want to be •Parameters to be measured •Assessment criteria to be put in place Socialize the approach •Work on a program with L&D •Train the trainer program •Roll out. 19 LEO Index Current state Future state Quality Voice Ownership (Accountability) Empowerment Assess Current State Define Future State
  20. 20. Next steps contd….. Listen Enrich Optimize 20 Listen & Enrich Immediate CASE Tools Quality Code audit tools Metrics Driven Dashboard Skill Index Short/Medium Focus Groups Sessions Quality - Identify Issues/ Prioritize them Be responsive to opinions expressed . Communicate Voice - Sense of engagement Short/Medium Ownership – Assign owners to develop a culture of ownership Ownership - Assess them every week. Medium/Long Term Empower the teams – With specific Action Items and Goals Empowerm ent Track them to closure Quality Voice Ownership 4-6 weeks 3-6 months 6-9 months
  21. 21. Long Term Optimize Fine tune process Optimize quality goals Optimize Metrics Work on Enhancing the customer experience. 21 Listen Enrich Optimize Next steps contd….. Optimizing Innovation Product Process Member
  22. 22. Outputs after each phase 22 •Quality Measurement •Consistency Process •Skill assessment Immediate •Voice •Ownership. Short - Medium Term •Empowerment •Accountability Matrix Medium - Long Term • Code audit tools. • Consistent – status dashboards (metrics driven). • Delivery (Dev/Support) process consistency. • Skill Index. • Open communication • Clear understanding of expectations. • Sense of ownership. • Accountability of work assigned • Quality goals delivery. • Accountability /Empowerment Index.
  23. 23. Framework used for implementation in each phase 23 Member Engagement Current State Future state LEO Index Voice Empowerment Ownership (Accountability/Responsibility) Quality Value-add Member Involvement Member Ownership Performance Based Framework Pre-Assessment Focus Group Sessions Post Assessment Management oversight
  24. 24. Ecosystem 24 Solutions Group Management Delivery Excellence Core Group Change Agents from Each Group Focus Groups Customer Internal/External TD HRBP
  25. 25. 25 Appendix
  26. 26. Mapping of 4 phases to Delivery Excellence 26 Member Engagement •Voice ? •Listen? Member Involvement •Ownership? Member Ownership •Quality? Performance Based framework •Excellence Future State
  27. 27. Phase 1 Listen & Voice ? Listen phase Pre- assessment •Constitute the core group . Members from different programs who would be the change agents or enablers. •Focus group Sessions. Every week. •Post-assessment Align phase •Problems /Issues identified •Align it with the future state goal •Come up with timelines What does ownership mean? 27
  28. 28. Phase 2 – Ownership? What does ownership mean? •Get answers to the below questions? •Am I empowered •Am I responsible? •Am I held Accountable? What help is provided? •Tools •Process •Forums What do I achieve? - Quality 28
  29. 29. Phase 3 – Quality? What does quality mean? •Pre-assessment •Is it a process? •Do I believe quality is important? How do you measure? •Tools •Process •Feedback mechanism What do I achieve? •Excellence 29
  30. 30. Phase 4 - Excellence Excellence •Recognizing price of failure •Do things right the first time. •Ownership •Sense of quality How do you measure? •Onshore satisfaction •Client satisfaction •Member Satisfaction What do I achieve? •Future state. 30
  31. 31. Q&A Thank You