Post on 12-Apr-2017
Integrating Innovation Into Process Excellence Frameworks
Brian D’RosarioLean Six Sigma Black Belt – Toll Global Information Systems
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Innovative Design Thinking in the Workplace
Design thinking is a lineal descendant of that tradition. Put simply, it is a discipline
that uses the designer’s sensibility and methods to match people’s needs with what
is technologically feasible and what a viable business strategy can convert into
customer value and market opportunity. Like Edison’s painstaking innovation
process, it often entails a great deal of perspiration.
I believe that design thinking has much to offer a business world in which most
management ideas and best practices are freely available to be copied and
exploited. Leaders now look to innovation as a principal source of differentiation and
competitive advantage; they would do well to incorporate design thinking into all
phases of the process.
Tim Brown Harvard Business Review June 2008
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Innovative Design Thinking in the Workplace
Design Thinking has been around for decades but it has made a resurgence in
recent years as swiftly changing technologies and a global marketplace force us to
adapt the way we do business and adjust our corporate culture. Business now
requires creative talent to generate the innovative solutions and products of
tomorrow.
Karin Copeland is the Executive Director of the Arts & Business Council of Greater
Philadelphia and the Vice President of Strategic Alliances for the Greater
Philadelphia Chamber of Commerce.
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Innovative Design – Focus Areas
Post go live activities and control charts
Baseline metrics and control charts
Quality for deployment selections
Perform mind mapping or brain storming activities
Collect data and carry out research
Define
Design Thinking
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Innovative Design – Three Areas to Focus on
1. Hoshin Kanri – Strategic Planning
2. Balanced Scorecards
3. A Leaner Lean Six Sigma Methodology
Also called policy deployment, hoshin planning, or simply hoshin, it is a strategic planning/strategic management methodology based on a concept popularized in Japan in the late 1950s by Professor Yoji Akao. "Each person is the expert in his or her own job, and Japanese TQC [Total Quality Control] is designed to use the collective thinking power of all employees to make their organization the best in its field." This is the fundamental principle of hoshin kanri.
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Hoshin Kanri – Strategic Planning
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Hoshin Kanri – Strategic Planning
Hoshin Kanri Strategic Functional and Tactical Alignment
Vertical Hoshin Kanri Strategic
Alignment
Corporate Objectives and Planning
Site Objectives
Site Tactical Planning and Deployment
Site Initiatives
Functional Objectives
Operational Metrics
Site PlanningTeam Objectives
and initiatives
Activity Planning
Resources
Metrics
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Hoshin Kanri – Strategic Planning
Deployment Schedule
Planned Activities
Strategic long term vision broken down as required into strategic Hoshin Kanri deployable financial, strategic and
operational key objectives for each financial year
Balanced Scorecard
Smart Metrics
Baseline End of Previous Financial Year
Hoshin Kanri Strategies for the financial year and the resources and activities required to be carried out
1. Strategic
2. Tactical
3. Operational
Review
Hoshin Planning and Deployment
Senior Management
Tactical and Operational Teams
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Hoshin Kanri – Strategic Planning
Focus on the top five items that you have identified after data analysis that will provide the greatest impact to help your organization to achieve the Hoshin Kanri strategic objectives for the next financial year
To accomplish your organizations strategic Hoshin Kanri goal every year your organizations will need to do the right effective things that will take them to the next level
Organizations Hoshin Kanri objectives can be evolutionary and this would suit a Kaizen deployment or they can be revolutionary and for this type of strategic objectives a rapid Kaikakku deployment is better suited
Top management prepare the Hoshin Kanri strategic plan consulting with middle management this will ensure that the middle management also buy into the strategic vision and goals thereby becoming owners who will facilitate the strategic plans deployment throughout the organization
Strategic Defect definition and measurements these are a very critical aspect of the strategic planning process and it is important that the defect and its measurement are well understood and communicated across the entire organization
Facilitators and coaches who own the Hoshin Kanri metric and ensure that all obstacles that impede its success are promptly attended to and eliminated they are constantly tracking and measuring progress
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Building Healthy Cohesive Innovative Teams Patrick Lencioni – The Advantage
Organizational Health
Build a Cohesive
Leadership Team
Create Clarity
Over communicate
Clarity
Reinforce Clarity
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Four Meetings of an Healthy OrganizationPatrick Lencioni – The Advantage
Administrative
Daily Check - In
Timing - 5 - 10 minutes
Tactical
Weekly Staff (Kaizen Action Work Outs)
Timing 45 - 90 minutes
Strategic
Adhoc Topical
Timing 2 - 4 hours
Developmental
Off-Site Reviews
Timing 1 - 2 days
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Focused on four perspectives:
• Financial
• Customers
• Internal Processes
• Employee Learning and Growth
* This is a guideline only – many companies choose to customize the perspectives
Balanced Scorecards – Four Perspectives
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The Balanced Scorecard
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Create an action plan for each balanced scorecard element
Specific initiatives and budgets are included
Often broken down into different strategic themes
Decision makers must clearly articulate why balanced scorecard was chosen
Reasoning must be communicated throughout the organization
Balanced Scorecards – Sample Tactical Plan
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Data modelling and data sampling the importance
Business process management
Gemba and Genchi Genbutsu
Kaizen and Kaikaku
Cross functional teams and defect definitions
Action workouts
Smart quantitative metrics
Employee onboarding and involvement
Change management – needs analysis
Operational key timelines – 12 weeks from commencement to go live
Post go live defect monitoring and Kaizen reporting
Review how you apply lean six sigma in different parts of your organization always ensuring that innovation and creativity is not stifled.
Lean Six Sigma – A Leaner Balanced Approach
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Data Modelling
Information drives the business and its business decisions. Data modelling is critical to
understand the information needed to make those decisions. Yet, many business people
don‘t understand the value it provides. Some perceive it as just documentation, as a
bottleneck to rapid development, or even as too expensive to do. The data model is not just
documentation because it can and will be forward engineered into a physical database. Not
only is data modelling not a bottleneck to development, it can actually accelerate
development and can significantly reduce maintenance. If data modelling is too expensive
to do, then what is the alternative? If you do not use formal data modelling, then the data
structures will be done informally and will rely on the intuition of software designers.
Experience has shown that data structures developed without data modelling take longer to
develop and often required extensive modification after they are implemented.
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Data Modelling - Benefits
Summary of Data Model Benefits
Improved data quality
Better business requirements definition
Greater reuse of assets
Reduced data movement
Reduced maintenance
Accelerated development
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Data Sampling
The Benefits of Data Sampling Prior to Lean Action Workouts
Is the data fit for purpose
Is the system being used in accordance with its intended design
Integrity of data
What does the Gemba of the data reveal
What does the data mining of its intended use reveal
Future sample size and normality
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Gemba
When a problem arises, go to the Gemba first
Seeing is believing
Take temporary counter-measures
Find the root cause
Standardize procedures to avoid a recurrence
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Genchi Genbutsu
Go and see for yourself
Obtain actual data
Improves chance of a
better solution
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Kano Diagrams
Excitement(Unknown WOW’s)
Performance(Spoken)
What happens
over time??
Did it
Very well
Didn’t do
it at all
(or very poorly)
Time
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Traditional Vs Lean Improvement Focus
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Process Degradation
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Kaizen Blitzes
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Cross Functional / Value Chain / Value Stream
Cross Functional map: Swim lanes are drawn for each functional area of the business, bands or swim lanes can also represent different roles in a process , system or software.
Value Chain: The term ‘Value Chain’ was used by Michael Porter in his book "Competitive Advantage: Creating and Sustaining superior Performance" (1985). The value chain analysis describes the activities the organization performs and links them to the organizations competitive position.
Value Stream: Value stream mapping is a lean-management method for analysing the current state and designing a future state for the series of events that take a product or service from its beginning through to the customer. At Toyota, it is known as "material and information flow mapping".
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Process Looping
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Combined Value Chain / Value Stream / COPIS / Cross Functional Process Map
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RACI and Business Process Management – Orbus Software
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Roles and Activities in RACI – Orbus Software
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RACI Matrix Analysis – Orbus Software
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General Manager
Lean
Operations Network Customer Service
ROI Facilitation Manager
A Road Map for a Lean ImplementationDepartmental Facilitation Role
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Weekly / Monthly Activities Carried Out Weekly Monthly Activities to be Carried Out
Kaizen Reporting
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Kaizen Reporting
• CSF 1
• CSF 2
• CSF 1
• CSF 2
• CSF 1
• CSF 2
• CSF 1
• CSF 2
Process Metric
Definition
Baseline Process Metric
Post Go Live
Process Metric
% Change + or -
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Baseline Control Chart
46.13
Mean CL: 16
-13.66
-20
-10
0
10
20
30
40
50
60
Ind
ivid
ual
s: I
nci
de
nt
Han
dlin
g Ti
me
Individuals Control Chart
Data UCL CL (Mean) LCL
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Post Go Live Control Chart
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Innovative Tools
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Innovative Tools – American Productivity Quality Centre
APQC's Process Classification FrameworkSM (PCF), at its simplest level, is a list that organizations use to define work processes comprehensively and without redundancies.
Organizations use the PCF to:Define the processes that need to be improvedBenchmark internally and with other organizationsAlign IT rollouts and updates for similar processes across the organizationDiscuss organizational performance using the same terminology across business units and departmentsOrganize enterprise content and knowledge
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iServer – BPM Solution
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iServer – Benefits of a BPM Solution
Web deployment of all processes and work instructions with user feedback
Call centre service requests mapped to related processes
Service desk calls mapped to related processes
Process modelling outputs written back to processes
Process looping and waste identification along with live data legend reporting
Identification of long system and manual wait times and rapid actual takt time calculations
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Speakdocs
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Learner Library
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Lean Six Sigma Project Professional – Yellow Belt Training 24th & 25th August in Melbourne
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IFQM can assist your project teams to deliver greater productivity and efficiencies