Willowtree Advisors has designed a Lean Enterprise Initiative that includes a Lean transformation framework and a philosophy for Lean Six Sigma and Change Management approaches that could translate to any industry.
This presentation shares a case study of pioneering work completed with Northwestern Mutual, in which we identified and proved a series of leader behaviors that predicted productivity performance. I served as the program's agency lead and lead planner.
This presentation shares a case study of pioneering work completed with Northwestern Mutual, in which we identified and proved a series of leader behaviors that predicted productivity performance. I served as the program's agency lead and lead planner.
Shaking the Box: Creating Indelible Organizational Change kirkholmes11
How do you drive organizational change when massive cultural change is needed? This presentation includes examples of techniques and approaches based on an 8 step model created by J.P. Kotter. This model is very useful for best practices implementations like ITIL or CMMI, process process improvement, quality programs, performance management, reducing costs, and improving competitiveness.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
A successful business transformation is much more than waste elimination, variation reduction, and cost improvement; it requires a fundamental change in a company\'s culture, together with the momentum to sustain it. Often this is a significant undertaking in matrixed organizations.
Learn how to create a more highly engaged, aligned and high-performing culture that links strategy with real-world, customer-focused execution.
Learn a new approach to leveraging the most effective tools for cultural change in combination with performance management and talent development. The result is a framework for changing the hearts and minds of leadership who in turn engage the rest of the organization in the transformation process.
Far too often transformation efforts focus only on process issues leaving culture to chance. Successful transformation requires deliberate planning and actions to achieve simultaneous cultural change. Learn about the tools and approaches to enable cultural transformation as a part of the overall change effort.
Learning Objectives:
Attendees will learn about:
-Cultural Transformation: Change the daily behaviors of the organization to embody the values of the company.
-Performance Management: Measure the outcomes of operations transformation – top-line and bottom-line but also measuring the change in employee engagement.
-Leadership Talent Development: Develop the skills and talents of leaders at every level to champion transformation, lead continuous improvement, while delivering on near-term or strategic expectations.
Intended Audience and Level of Understanding:
This seminar is for business leaders responsible for guiding their company to transform strategy into execution through the application of proven performance management practices.
Not sure what content strategy is, or how to get started? I gave this talk to give a group of curious web professionals a quick introduction to content strategy as a discipline.
WillowTree Advisors Case Study _ Organizational AssessmentWillowTree Advisors
A government IT department grappled with serious organizational and cultural problems trying to meet the strategic and tactical needs of its customers. Achieving only marginal success and frustrating stakeholders led them to engage WillowTree Advisors for help.
The Accidental Writer: Great Web Copy for EveryoneMelanie Seibert
Great copy is critical to the effectiveness of nearly every website. Yet often, a business owner, designer, or developer, perhaps pressured by budget and time limitations, will write the copy him- or herself. This session will tell you when that's a good idea, and when it's not. For those times when it's okay to be the "accidental writer," you'll learn quick tips for crafting effective web copy. For those times when you really need to bring in a pro, you'll learn how to work with a web writer to get the best copy for your website, as quickly and cheaply as possible.
Shaking the Box: Creating Indelible Organizational Change kirkholmes11
How do you drive organizational change when massive cultural change is needed? This presentation includes examples of techniques and approaches based on an 8 step model created by J.P. Kotter. This model is very useful for best practices implementations like ITIL or CMMI, process process improvement, quality programs, performance management, reducing costs, and improving competitiveness.
Presented during the High Performance Marketing Conference 2012, organized by Accenture on February 9th 2012.
This presentation was given by Roy Scheerder of KLM, and looks at how KLM implemented it's multi-channel customer care program.
A successful business transformation is much more than waste elimination, variation reduction, and cost improvement; it requires a fundamental change in a company\'s culture, together with the momentum to sustain it. Often this is a significant undertaking in matrixed organizations.
Learn how to create a more highly engaged, aligned and high-performing culture that links strategy with real-world, customer-focused execution.
Learn a new approach to leveraging the most effective tools for cultural change in combination with performance management and talent development. The result is a framework for changing the hearts and minds of leadership who in turn engage the rest of the organization in the transformation process.
Far too often transformation efforts focus only on process issues leaving culture to chance. Successful transformation requires deliberate planning and actions to achieve simultaneous cultural change. Learn about the tools and approaches to enable cultural transformation as a part of the overall change effort.
Learning Objectives:
Attendees will learn about:
-Cultural Transformation: Change the daily behaviors of the organization to embody the values of the company.
-Performance Management: Measure the outcomes of operations transformation – top-line and bottom-line but also measuring the change in employee engagement.
-Leadership Talent Development: Develop the skills and talents of leaders at every level to champion transformation, lead continuous improvement, while delivering on near-term or strategic expectations.
Intended Audience and Level of Understanding:
This seminar is for business leaders responsible for guiding their company to transform strategy into execution through the application of proven performance management practices.
Not sure what content strategy is, or how to get started? I gave this talk to give a group of curious web professionals a quick introduction to content strategy as a discipline.
WillowTree Advisors Case Study _ Organizational AssessmentWillowTree Advisors
A government IT department grappled with serious organizational and cultural problems trying to meet the strategic and tactical needs of its customers. Achieving only marginal success and frustrating stakeholders led them to engage WillowTree Advisors for help.
The Accidental Writer: Great Web Copy for EveryoneMelanie Seibert
Great copy is critical to the effectiveness of nearly every website. Yet often, a business owner, designer, or developer, perhaps pressured by budget and time limitations, will write the copy him- or herself. This session will tell you when that's a good idea, and when it's not. For those times when it's okay to be the "accidental writer," you'll learn quick tips for crafting effective web copy. For those times when you really need to bring in a pro, you'll learn how to work with a web writer to get the best copy for your website, as quickly and cheaply as possible.
Job interviews, client pitches, team meetings—we all have to give a presentation at some point. How do we make them powerful and memorable? Through storytelling.
Ensuring your data, processes and rules will meet the business vision for today and tomorrow. This was a presentation to several Blue Cross Blue Shield IT leaders.
Presentation by Roger Tabor, Chair of the Professional Accountants in Business Committee of IFAC, at the Institute of Cost Accountants of India's National Cost Convention, New Delhi, India, March 2012.
IBM Cognos - Hälsokontroll på ekonomiavdelningen med mål att bli värdeskapareIBM Sverige
Som en en spinoff från IBM's CFO survey 2010, ger vi dig möjligheten att staka ut vägen hur du skall bli bättre än dina konkurrenter. Denna presentation hölls på IBM Cognos Performance 2010 av Jonas Berg, Sr Managing Consultant, Business Analytics & Optimization, IBM
Improving Your Strategic Focus & Performance Dan RyanTaryn Soltysiak
Veolia Water introduces new CEO in 2008 – Laurent Auguste.
•Auguste had experience with the balanced scorecard in his previous roles with Veolia Water in the Asia-Pacific region .
•Auguste seeks winning strategy based on strategic alignment throughout the organization.
•Veolia Water selects the Balanced Scorecard Institute to define a strategic planning and management system based on balanced scorecard methodology.
Beyond Projects: Creating A Winning Product Portfolio by Walter Sun at SVPMA Monthly Event May 2011
Go to link below for notes from this event
http://svpma.org/2011/07/may-2011-event/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
4. s
Lean Enterprise Initiative
“Words”
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 4
5. Company Overview
Denver Based Business Consulting Firm Recent Customers
• Business and technology strategy Local Customers
• Transformation State of Colorado OIT
• Optimization of internal assets (people and Arapahoe County Public Works
technologies) Arapahoe County IT
Our goal: provide access to expert knowledge Western Disposal
and consulting at a reasonable price Denver Water
Certified WOSB CO Dept of Natural Resources
National Customers
Over 30 professional consultants
Tate and Lyle
• Certified in Lean, Six Sigma, PMI, TQM
EMC
• Experienced w/industry standards such as
Regis Corp
ITIL, CMMI, ISO 9000/9001 and Baldrige
Acadia
GSA (MOBIS)
Fast Flexible Focused
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 5
6. Lean Project Experience
Private
Escapes BNSF
s
Veterans
Affairs BHP Billiton
Medical
Center
Center
Partners
Teleflex General
Medical Dynamics
Covidien Denver
Health
Rainbird
INTREX
Brambles
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 6
7. Desired Outcomes
Increased Customer Satisfaction and Increased Employee Engagement
Engagement s
Satisfied and
Reduced Waste Supportive Increased Productivity
Customers
Strategically
Quantifiable Results Effective Tied to the Strategy
Relationships
and
Reputation
Financially An Efficient,
Strong and Effective and
Stable Strategically
Orgnization Driven
Organization
* Source : Client 2011 Strategic Plan
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 7
8. Current Situation
Rising Operating Costs Sluggish Economy
Wage Pressures Risk of Reduced Service Levels
Flat /Decreasing Revenues
s
Increasingly
Population Stringent
Growth Regulations
Conservation
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 8
9. The Challenge
“70% of change initiatives fail.”
Michael Beer, and Nintin Nohria, Harvard Business Review
s
Leadership Employee
Commitment Engagement
Success
Stakeholder Solid
Communication Execution
Choose Your Team Wisely
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 9
10. The “Words”
Lean – An approach for business Black Belt or Lean Facilitator – An
process improvement with a focus on expert in Lean methods who works
reducing waste in time, inventory and with teams to help them apply Lean
manpower methods and tools to business
process improvement activities
Sensei or Lean Expert – A person who
has significant training and experience Value Stream – A key business
with Lean tools, implementations and process that delivers a value (service
strategy or product) to the customer.
A3 or Storyboard - A format for telling Kaizen Event/RIE or Focus Event –
a story, or reporting results and/or One of several kinds of business
status on a single page improvement projects – focused on a
weeklong improvement workshop
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 10
11. WTA Lean Transformation Framework - FLEX TM
JumpStart Traction Expand Sustain
• Assess and Align • Conduct Value • Conduct VSAs for • Conduct VSAs
Strategy
• Identify and Stream 50% for 100%
Prioritize Value Analyses for • Calibrate Strategic • Review and
Streams 25% Alignment Renew
• Define KPIs s
• Design • Form VS Teams • Expand VS
Governance
• Expand VS
Infrastructure • Implement Teams Teams
• KPI/Metrics Governance • Track and • Track and
• Governance Structure Report Results Report Results
Structure • Track /Report • Update Pgm • Accountability
• Templates
• Complete
`
• Design Approach • Implement • Expand Training
Adoption
• Training Adoption and Training Rollout
• Communication Approach Communication • Employee
• Change Mgmt • Rollout Comm, • Professional Engagement/
• Conduct Training Training Development Recognition
Deployment
• Conduct Pilot • Rollout Lean • Rollout Lean • Rollout Lean
• Evaluate Process to Process to Process to
Results 25% of Scope 50% of Scope 100% of Scope
• Followup
Program Management
18-24 months+
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 11
12. Phase One - Alignment
Alignment Phase Duration Activities/ Deliverables Target
Completion Date
Jump Start 8 Weeks Program/Phase Logistics
s
Month 2
Review of Key Materials
Executive Alignment Session
• Identify Key Business Processes
• Identify, Select & Prioritize Value
Streams
Infrastructure Design
• Governance
• Communications
• Training and Change Mgmt
Implementation Approach
Conduct Pilot
Phase One Summary Report
What starts right, stays right.
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 12
13. Phase Two - Implementation
Implementation Duration Activities/ Deliverables Target Completion
Phase Date
Traction 12 - 18 Program Framework, Governance and
s Month 3 - 20
months Infrastructure Implementation
• Communications, Training and Change
Management Plans
• Tracking /Measurement/ Reporting/
Problem Solving Tools, Templates and
Processes
Value Stream Analysis and Mapping
Workshops
Lean Team/Facilitators Training
Focus Event Facilitation and Report Outs
Workforce Orientation
Quarterly Reviews / w Lean Expert (s)
Early traction drives success.
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 13
14. Phase Two - Implementation
Implementation Phase Duration Activities/ Deliverables
Expand 18 - 24 Continuation of Traction Deliverables, as requested
s
months Periodic/on-request support, coaching, training and
quality reviews as requested
Quarterly Reviews / w Lean Expert (s)
Sustain 18 - 24 Periodic/on-request support, coaching and quality
months+ Quarterly Reviews / w Lean Expert (s)
“Do or do not. There is no “try”.” -- Yoda
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 14
15. Benefits of Our Approach
We understand the challenge
We have an approach that works
We can get the job done
We’ve price our services reasonably
We have a vested interest in helping you be successful
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 15
17. “A true Lean transformation must begin with people.”
s
Carey and McConnell
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 17
18. What Does the Client Require?
Manage Change Plan for dealing with the impact that implementation of Lean practices has on the culture
Focus Improvements A method to identify and prioritize value streams and business processes for improvement
s
Assistance with the identification of specific and measurable key performance indicators
Measure Results
Development of a leadership team representative of all company employees and functions,
Develop Leaders empowered and capable of implementing the Lean Enterprise Initiative
Training in and use of a method for quickly evaluating and implementing changes to business
Proceed with Speed processes/RIE/Kaizen Events
A training plan and program for key staff members that allows for a gradual transition to
Train Effectively employee-led process improvement efforts.
A method to track and report hard dollar savings that result from Lean exercises and
Validate Contribution improvements to business processes
Assist client’s Communication team to provide clear messaging about the Lean Initiative and its
Communicate Clearly results through key internal and external stakeholders
Although efficiencies can be achieved through attrition or reassignment of personnel, the Lean
Eliminate Waste not People Initiative will not be a tool or justification for layoffs or reductions in force.
The Lean Program should not be a “canned” version of initiatives completed for other
Tailor Initiatives organizations and should be flexible and adaptable for the company’s mission
Although the consultant will have a direct and significant role in developing and leading the
Transfer Knowledge program initially, the long term goal is to train and transition skills to company employees
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 18
19. Tailor Initiatives
WTA Lean Approach
Our Philosophy
The basics are the same, but the Choose the tool that works best for
details vary. - Recognize that each the situation. - Start with basic Lean
client and each culture is different. templates and approaches.
Be on the leading edge, not bleeding What worked somewhere else is a
edge. Focus on leveraging lessons good starting point, not necessarily
learned from other industries and the end point. Modify standard
incorporate best practices from approaches to fit the specific client
previous projects. environment and objectives
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 19
20. Tailor Initiatives
WTA Lean Approach
What we have learned…
“Brand” the initiative to create internal and
external interest and ownership.
Pay attention to other initiatives, and learn
from their experiences.
Don’t worry about getting it “perfect”, just
do what is right for your business and your
customer.
Coordinate with current projects so as to
optimize resources and ensure alignment.
Don’t take on too much at once.
Have fun!
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 20
21. Change Management Approach Manage Change
Our approach embodies aspects of
change management throughout the
methodology:
• Quick Wins
• Coaching, mentoring • Transparency
• Communications • Accountability
• Governance • Sustainability
• Employee Empowerment
Results = Quality Solutions x
Our approach
Acceptance
• Tailor the change approach in Phase One
• Deploy in Phase Two
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 21
22. Develop Leaders
Developing a Lean Leadership Team
Identify and involve leaders from all levels
of the organization
Transfer Knowledge through
Observation, Participation, Repetition
and Ownership
Develop a Recognition Program for
Leaders and Teams
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 22
23. Communicate Clearly
Communications Approach
Communicate early and often
Communicate to both internal and external stakeholders
s
Plan communication using stakeholder management tools
Stakeholder Map and Alignment Plan
Stakeholder Groups Key Stakeholders in this Hot Buttons, Concerns, Interests How will we engage What do they expect from Communication Communication
Group them? us? Opportunities Timeline
Stakeholder Group 1 Executives Overall Information on governance Face to face Same as Hot Buttons Governance Workshop One off event
responsibilities, process changes, discussions
roll-out, dry run & on-going metrics
Stakeholder Group 2 Mid Level Management Process changes directly affecting Calls and/or emails Contact List Governance Workshop One off event
employees & stakeholders; New Processes
interaction with new team; roll-out,
dry run & on-going metrics, escalated
issues
Communication is the foundation of organizational buy-in.
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 23
24. “Waste is a tax on the whole people.”
Albert Atwood
s
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 24
25. Proceed with Speed
Projects Overview
Overview
Annually, Value Stream Analyses are
performed to identify and prioritize projects
for the upcoming year.
• Just Do Its
• Focus Events
• Short Term Projects
• Long Term Projects
Focus Events (i.e. RIE, Kaizen) are focused
process improvement events intended to be
completed in one week.
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 25
26. Focus Improvements
Lean Improvement Approach
Value Stream Analysis s Projects
Prepare for Conduct
VSA VSA Follow-up
Workshop Workshop
Prepare for Conduct Follow-up
Leadership/ Event Event
Value Stream
Alignment
Prepare for Conduct
VSA VSA Follow-up
Workshop Workshop
Prepare for Conduct Follow-up
Event Event
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 26
27. Focus Improvements
Lean Initiative Structure Example
Leadership Team
Lean Program Manager/PMO
Value Stream Lean Team Value Stream
Exec Exec
Sponsor Sponsor
Lean Facilitator Lean Facilitator
WTA Lean Experts
Project Team
Project Team
Project Team Project Team
Project Team
Project Team
Project Team Project Team
Project Team Project Team
Project Teams include:
• Process Owner
•Team Lead
Value Stream A •Team Members Value Stream B
• SMEs
• Customers
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 27
28. Focus Improvements
Leadership/Value Stream Alignment Process
s
Prepare Conduct Alignment Followup
Workshop
2 Weeks Prior to Workshop 3 Days During Next 1-2 Years
Review strategic plan and budget Introduction, approach Conduct Value Stream
Interview senior leaders Process mgmt fundamentals Analyses for Key Business
Define Key Business Processes Processes
Finalize meeting logistics
Metrics system Perform followup activities, (e.g.
input to strategic plan)
Strategic plan correlation
Select Key Business Process and
potential Value Streams
Select high level metrics (KPIs)
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 28
29. Focus Improvements
Mapping Levels
Organization-wide Key Business
Processes (KBPs) and Metrics
sZZ
Value Streams
Processes/Metrics
Project
Processes/Metrics
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 29
30. Focus Precisely
Focus Improvements
Value Stream Analysis Process
s
Prepare Conduct Workshop Followup
6-8 Weeks Prior to Workshop 2.5 Days 2-4 Weeks After Workshop
Identify, validate and invite team Introduction, approach, tools Notify and debrief Event Team
members training Lead and Team members
Finalize meeting logistics Review key business processes/VS Schedule Focus Events
Establish workshop guidelines map Perform followup action items
Review key Value Stream Define scope of VSA focus
documents: Identify and prioritize Events
• Mission, Strategy Identify Event Participants
• Org structure Develop High Level Event Maps
• Procedures manuals Draft Event Charters
Gather and review data/metrics
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 30
31. Focus Improvements
Focus Event Process
s
Prepare Conduct Event Followup
2-3 Weeks Prior to Event One Week1 1-3 Months After Event
Finetune Preliminary Charter Day 1 – Educate and Analyze Complete documentation of
developed during VSA Day 2 – Brainstorm, Design event and appropriate
Conduct working session(s) with Improvements “sharing”
stakeholders to identify high-level Day 3 – Implement Changes Observe Implementation
requirements and perspectives. and Test/Simulate Finish any open action items
Gather & perform cursory analysis of Day 4 – Finalize Documentation, Ensure Data Collection
data to provide guidance to focus Day 5 – Present Results Conduct periodic (30/60/90
event
day) reviews of metrics
Finalize logistics of Event 1 One Week if Focus Event
,additional weeks if a project
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 31
32. “Several things must be done to move from Lean Six Sigma capacity to Lean Six Sigma
s
culture. Knowledge transfer may be the most important.”
Carey and McConnell - Knowledge Transfer is the Key to Lean Six Sigma Culture
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 32
33. Transfer Knowledge
Knowledge Transfer Philosophy
We focus on skills acquisition
Classroom Training is just one of many ways
to transfer knowledge
Hands On, Experiential Learning and
Coaching is preferable to Classroom Training
Classroom Training is best as a supplement
to hands on learning (not the other way
around!)
• Reserve classroom training for Project
Participants and Champions
• Train “just in time” – don’t overwhelm
participants with unnecessary training
• Create excitement around projects through
access to formal training
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 33
34. Transfer Knowledge
Knowledge Transfer Process
Observe
• Attend the orientation and observe
the methodologies.
s
Participate
• Participate in the Value Stream
Mapping and Focus Events led by
WTA Lean Experts
Repeat
Own • Repeat the learning by leading
portions of Focus Events in
conjunction with WTA Lean Expert
Repeat
Participate
• Attend formal training
Observe
Own
• Own the process, lead all Focus
Events with participation and/or
review of WTA Lean Expert
• Attend formal training
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 34
35. WTA Lean Transformation Framework - FLEX TM
Lean Transformation Framework Transfer Knowledge
JumpStart Traction Expand Sustain
• Assess and Align • Conduct
• Conduct VSAs for • Conduct VSAs
Strategy
• Identify and Value Stream
50% for 100%
Prioritize Value Analyses for
• Review/Calibrate • Review and
Streams 25%
Strategic Renew
• Define KPIs Alignment Responsibilities:
s
• Design • Form VS Teams WillowTree Leads, with support
Governance
• Expand VS • Expand VS and participation from Denver
Infrastructure • Implement Teams Teams Water
• KPI/Metrics Governance • Track and • Track and
• Governance Structure Report Results Report Results
Structure • Track /Report • Update Pgm Denver Water leads, with support
• Accountability
• Templates and participation from WillowTree
Focus
• Design Approach • Implement • Expand Training • Complete
Adoption
• Training Adoption and Denver Water leads
Training Rollout
• Communication Approach Communication • Employee
• Change Mgmt • Rollout Comm • Professional Engagement/
• Conduct Training • Training Development Recognition
• Conduct Pilot • Rollout Lean
Deployment
• Evaluate Results Process to • Rollout Lean • Rollout Lean
• Followup 25% of Scope Process to Process to
• Lead Focus 50% of Scope 100% of Scope
Events
Program Management
Alignment Implementation
18-24 months+
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 35
36. Train Effectively
Recommended Training
Training Level Overview Duration Suggested Attendees Target Phase
Lean Overview of Lean Principles, Tools and 4 Hours • Pilot Event participants, Phase One and Two
Orientation Methods sponsoring manager(s) of (Included in Pilot,
the Pilot Event and Pilot
Introduction to Tools s and all Focus
Event Project leaders Events)
Examples
Executive Overview of Lean Concepts, Principles, 8 Hours Executive Team Early Phase Two
Orientation Methods Lean Executive Sponsor,
Developing, Managing and Nurturing a Lean Program Manager
Lean Culture
Lean Project Manager
Bringing Benefits to Bottom Line
Value Stream Sponsors
Hands-On Examples
Your Role as a Champion of Lean
Establish expectations as sponsors of
Lean projects
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 36
37. Train Effectively
Recommended Training
Training Level Overview Duration Suggested Attendees Target Phase
Employee Overview of Lean at Company 30 Minutes All employees and stakeholders Phase Two
Orientation What it means to my job
How I can contribute s
Foundational Overview of Lean Principles and Methods 8 hours Project Teams/Participants Phase Two
Understanding Lean Communication Strategy Project Leaders
Training
and Change Management Sponsoring Managers
Detailed Tools and Methods Training with
Examples and Case Studies
Identifying Opportunities, Prioritizing Projects,
and Achieving Results
Basic Project Management
Mainstream Intermediate Tools Understanding 16 Hours Company Project Leaders who Phase Two
have successfully completed
Training Introduction to Advanced/Six Sigma Tools that
Foundational Training and at
complement Lean
least one Lean Event and want
Advanced Project and Change Management to become a Lean Facilitator
Facilitation Organizational Leaders charged
with driving the Lean Enterprise
Initiative to the next level
Formal Training Focuses on the Participants of Lean Projects
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 37
38. “Routinely collecting, compiling, and communicating data on the performance of key
s
aspects of a process—including data not typically collected by environmental
agencies — is an important aspect of Lean and Six Sigma implementation. “
Environmental Protection Agency
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 38
39. Measure Results
Metrics Approach
Metrics Description Target Number of KPIs Examples
Begin in Phase One with KPIs at the 3- 5 High Level KPIs, Tangible and Metric: Customer Satisfaction
Tier 1 Enterprise program/enterprise level. These KPIs support and Intangible
Metrics/ KPIs Level: Enterprise
align with Strategic Plan and overall objectives of
s
the Lean Initiative. Target: Improve Customer
Satisfaction by 5% each year
These KPIs are addressed in Phase Two, after 3-5 Metrics (VSIs) per Value Metric: Customer Satisfaction
Tier 2 Value
Value Streams are identified and chartered. These Stream, linked to the Enterprise
Stream Level: Accounting Value Stream
KPIs link Enterprise KPIs to those associated with KPIs
Metrics/VSIs each Value Stream. Each KPI supports or relates Target: Reduce Customer Billing
to an Enterprise KPI. Complaints by 15 % in 6 months
These KPIs are addressed as part of each project 1-3 Project Level Metrics per Metric: Customer Satisfaction
Tier 3 Project
and support and link to both the Value Stream VSIs Project/Event, linked to one or
Level Metrics Level: Customer Billing Errors
and the Enterprise KPIs. more VSIs.
Project
Target: Reduce Billing Errors
due to mis-keyed information by
Specific Measureable Achievable Relevant Timeline 20% within 30 days.
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 39
40. Measure Results
Metric Definition and Data Collection
Project Name: Billing Errors
Project Leader: Susan Smith
Value Stream Name: Customer Service
Associated Tier 1 KPI: Improve Customer Satisfaction
Associated Tier 2 VSI: Reduce Customer Complaints
s
Metric Name: Reduce Billing Errors
Measurement and Data Collection Plan
Measurement Plan Metric Information
What do you want to Measure? Billing errors due to mis-keyed information
Operational Definition: How will measure be expressed Type 23 Billing Errors/All Billing Errors in One Calendar Month
Stratification: By variables By customer type
Target Improvement Date 30 days from start of project
Target Improvement % Reduce Error Type 23 by 50%
Data Collection Plan
Data Source: database or sample Customer Billing System ( CBS1)
Target number of units/samples 50% sample of Type 23 errors from each month
Time period of collection June 2011 - Dec 2011
Person Responsible John Rath
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 40
41. Eliminate Waste
Lean Process Improvement Approach
Philosophy Lean is the reason….
Lean initiatives focus on an organization’s An Iowa business can now get a clean water
work and operations, helping groups think permit in 4.5 months instead of 28
differently about the way they work, while
In S. Carolina, lead time for processing storm
increasing capacity and adding value for
water applications dropped from 47 to 10 days
those they serve.
In Michigan, the application process time for
Lean focuses on eliminating administrative
major permits is reduced from 422 to 98 days
and transactional waste.
In Iowa, a backlog of 600 clean air permits was
Lean helps the organization design and
eliminated
implement its processes by directly
focusing on achieving desired outcomes At BAE Systems, ERP system upgrade time
reduced from historical highs of 24 to 10
months
What is Lean Government? It is a mindset and a discipline to increase our
capacity to do more good.”
Ken Miller, Extreme Government Makeover
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 41
42. Financial Validation
s
“CEOs want to know the return on investment of Lean projects, and CFOs want
to compare real financial results to “powerpoint dollars”. A rigorous
approach to calculating an improvement project’s impact is important to
every organization.”
R. Copercini – Calculating Financial Impact of Lean Six Sigma Projects
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 42
43. Validate Contribution
Project Lifecycle
Accurate
Reporting
s
Idea Lean Track
Generation Event Benefit Event Event and P&L
Event/Project work Event
and Triage Charter Assessment Approval Prioritization Report Reconciliation
(controls & tollgates) Complete
Benefits
Model Establish Locate Tangible
ROI Auditing Savings on
Parameters P&L
Statement
= automated portfolio system elements for
financial validation process
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 43
44. Validate Contribution
Project Benefits Savings Categories
Tangible
Operating Income Working Capital
Cost Reduction
Receivable Reduction
Inventory Reduction
Asset Productivity
Payable Increase
Revenue Growth
Cost of Services Sold Indirect COSS Selling, General, & Admin Cost
Service Cost Other Cost RD&E Cost SG&A Cost
Labor Material Labor Material Other Labor Material Other Labor Material Other
Intangible
Other
Risk Mitigation Reduce NVA Cost Avoidance Employee Satisfaction Customer Satisfaction
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 44
45. Validate Contribution
Key Elements for Financial Validation
Financial Guidelines
• Financial Definitions for Project Benefits
• General Rules For Benefit Calculation
Project Benefit Governance Process
Specific Benefit Categories and Calculations
Tools & Templates
• Return on Investment Templates and Models
• Reference Guides
• Financial Statements Reconciliation Templates
• Auditing Documents
Financial Network Representatives
• Roles and Responsibilities Definition
Training
• Financial Process and Accountability
Copyright 2011 WillowTree Advisors , All rights reserved. Lean Enterprise Initiative Approach 45
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