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DEFINE PHASE

DEFINE PHASE. DEFINE Phase Elements. Key elements: Develop & refine the “Charter” Identify Stakeholders Form appropriate “Team” Define VOCs & CTQs Define (as-is) Process Scope Project Timeline & Resources Estimate Benefits, Required Effort & Success. Conditions for Success.

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DEFINE PHASE

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  1. DEFINE PHASE

  2. DEFINE Phase Elements Key elements: • Develop & refine the “Charter” • Identify Stakeholders • Form appropriate “Team” • Define VOCs & CTQs • Define (as-is) Process • Scope Project Timeline & Resources • Estimate Benefits, Required Effort & Success

  3. Conditions for Success

  4. Project Success Conditions for a successful project… • Clearly and Concisely (2-3 sentences) defined problem or opportunity statement • Aligned with the strategic direction of the business • Stakeholders are identified and linked to Project • Understanding and Agreement to the need for change (make the “why” meaningful!) • Project has a clear / engaged / passionate Champion

  5. Project Success Conditions for a successful project… • Project is well-scoped, has Clear boundaries • Tight timeline to maintain intensity & focus • Clear Action Plan with Celebrated Milestones, Accountability & Contingencies • Dedicated resources (people and “plant” time) • Team Processes are Productive & Focused

  6. Team Success

  7. Team Composition Get the “Right” Team: • Dependent upon Problem / Issue • Can utilize RASCI and Stakeholder Analysis Tools

  8. Stakeholder Assessment (RASCI) An approach to charting major stakeholders’ roles and responsibilities in a process or project… R A person who is expected to actively participate in the activity and contribute to the best of their abilities (e.g., team members) - Responsible A The person who is ultimately accountable for the results (e.g., project champion for a project, process owner for a control plan) S Support/subject matter experts – supplies expertise on an as-needed basis (e.g., HR for hiring practices) C Provides coaching (e.g., Master Black Belts coach Black Belts; Black Belts coach Green Belts) I Informed – people who are affected by the decisions or activities and who need to be informed. The may not need all the details nor participate in the effort.

  9. Stakeholder Analysis A Change Management Tool to consciously anticipate a Stakeholder’s reaction to the Project, its potential outcome and how to Preemptively address any issues. This Tool can also be used to determine the composition of the Team

  10. Team Success - GRPI It is important that the Team understand the purpose of the project, their role & responsibility. “Open lines” of communication / trust must exist. You, as the leader, will need to manage these things.

  11. Team Success - GRPI G • Goals, Results • Does the team have specific goals, objectives? • Are people aware of the goals? • Are results meeting expectations? • Roles • Roles clear? • Do people know what their work is, who does what? • Are boundaries clear? R • Process • How does the team plan its work? • Is the team process well facilitated? • Did the group use effective problem solving skills? • Are there procedures re: communication, decision making? P • Relationship/Interpersonal • Is there trust among team members? • Do the members listen to the different points of view? • Do the team recognize different styles/preferences? • Do the members support each other? I

  12. Chartering Projects

  13. Project Charter ”Letter of Understanding” Why have one? • Clarify & Communicate expectations & mandate (Platform for obtaining alignment) • Validate approval to proceed • Allocation of resources

  14. Problem Statements

  15. Problem Statements • First step in the Chartering process. • A clear problem statement helps establish the business case for change. • The actual wording of the problem is critical. How we see the problem will determine all our subsequent activities.

  16. Problem Statement Wording of the problem is critical. It creates our view which determines our subsequent activities It … • is a statement that describes an observable gap. • includes a description of the magnitude of the problem (if this information is available). • describes the impact of the gap on the business. It does not… • describe the cause of the problem. • assign blame. • prescribe a solution

  17. Defining the Problem Questions you need to answer: What’s the gap or need? • What’s happening that’s not supposed to happen? • What could be happening? (opportunity) Why is this a problem: • What is the impact of this problem, opportunity?

  18. Clarifying the Issue/Problem To have a problem suggests that there is a gap between what a person hopes or expects and what actually exists. It is the description of this gap that comprises the problem. Expected state The problem, issue Current state Examples: 100% accuracy Goal: to win 10 games Problem: Data is only 50% accurate Problem: Lost 9 out of the last 10 games Won one game 50% accuracy

  19. Shades of a Problem How a problem gets defined could dictate everything which follows. Even subtle changes in wording can be significant. In the examples below, notice how the initial presenting problem is different from a subsequent draft. Initial Presenting Problem Our customer is dissatisfied with the level of metal contaminants in our sausages This project could end up focusing on: Customer satisfaction Second draft We have an unsatisfactory level of metal contaminants in our sausages shipped to our customer This project could end up focusing on: Level of metal contaminants in sausages

  20. Problem Statement: Example Problem statement, Issue • Timeframe of issue/problem • Where/location • Characteristics/CTQs involved Extent: measurable change Impact/affect/cost Over the past 6 months, the cycle count variance at _______________ has been X% as a percentage of total inventory. This variance directly affects our financial statement earnings and requires a detailed explanation to management. We are currently spending X person-hours/month dealing with inventory. By reducing our cycle count variance to less than 1% we can reduce the number of person hours required to Y, resulting in a savings of ________ dollars.

  21. Problem Statement Exercise A review of Plant X’s variance reports revealed that the plant has incurred YTD Packaging yield losses of over $600K and negative labour variances in excess of $200K on its Retail Slicing lines. Production feels that Marketing is being totally unrealistic in their expectations and that the standards are way off! The BOMs were forced upon the Plant in order to get the business and, according to the Production Manager, they have never been able to hit them. Over the last 2 months, Customers have also been complaining about the quality of Plant X’s bacon. When Sales was out visiting Customer Y last week on the issue of Pricing (the increased cost of bellies has prompted sales to try for a price increase) Customer Y complained about how fatty and bland looking the bacon has been. They have also complained about the Company’s poor Fill Rates (94%) and are threatening to pull their business. What is the “problem statement”?

  22. Project Goals

  23. Project Goals Why are goals important? • Set direction • Communicate intent • Provide a blueprint for what people need to do • Achieve alignment between people • Are a means of expressing the CTQs of the needed change Without clear goals: • Alignment can be difficult • People make different assumptions • Expectations are unclear • Agenda becomes controlled by urgency and the “squeaky wheel.”

  24. Anatomy of a Goal Charter Measurable CTQs/Goals • Begins with an action (verb) • Describes a target or object • Assigns a completion date Specific action Target/CTQ To reduce the average waiting time for tellers at the Bank from 20 minutes to 10 minutes, by end of Q4/2006. Completion date

  25. Project Goal: Example • Problem: • Historically, when new equipment is installed, problems encountered during the commissioning stage typically result in • The amount of downtime exceeding expected standards, and • The percentage of rejects exceeds expected standards Goal (Equipment) By the end of Q1/06, determine the factors that contribute to the missed performance targets. This analysis will lead to a second phase that will implement a solution or solutions that will reduce downtime and rejects to expected standards. It is expected that by Q4/06 the commissioning of all new equipment will reflect expected standards.

  26. “SMART” Goals Specific • Focused on one area. To fix, change, initiate, implement something specific. Measurable • Progress can be measured. You know when you’ve achieved it. Attainable • Goals are realistic, yet challenging. Results Oriented • Describes a specific outcome or result. Timed • Goals have a definite time line. Deadlines and milestones are clear.

  27. Scoping the Project Goal of Scoping: • To create a set of realistic expectations around what the project team will be looking at or considering in their work. Scoping may cover: • The deliverable (what problem will we solve) or • The hypothesis or root cause analysis • What elements, processes, people will we be looking at.

  28. Scoping the Project: In vs. Out In ScopeOut of Scope Elements, processes, people, Elements, people, processes, activities, functions, targets activities, functions, targets that will be part of the project that will NOT be part of the team’s mandate to consider project team’s mandate to consider Uncertain Elements, etc. that we need to clarify with Champion.

  29. Scoping the Project: Example In ScopeOut of Scope Upgrades to process “A” Redesign complete process Order processing Changing Hardware Materials acquisition Compensation New tools, approaches (incl. Reporting relationships software upgrades) Investment up to $5000 Organizational restructuring Toronto office as first focus Changing workflow through (immediate scope) the plant No new headcount

  30. SIPOC for Scoping S I P O C Suppliers Inputs Process Outputs Customers Helps to identify scope & “stakeholders” SIPOC ‘defines’ the process - what it needs and what it produces. It is a high level, structured methodology for thinking about the process and who / what might be impacted. What is “In” & “Out” of Scope. This methodology can help to identify who the “Stakeholders” may be.

  31. SIPOC Template Excel Based Template

  32. Application of SIPOC • Start by understanding the process, inputs, customers (SIPOC) • Follow up by plugging in the SIPOC elements into the In/Out Template S I P O C Suppliers Inputs Process Outputs Customers IN SCOPE OUT OF SCOPE

  33. SIPOC vs Process Map SIPOC “defines” the process – what it needs and what it produces. A Process Map shows what the process looks like. These maps are often constructed in levels of increasing detail.

  34. Project Scoping Exercise A review of Plant X’s variance reports revealed that the plant has incurred YTD Packaging yield losses of over $600K and negative labour variances in excess of $200K on its Retail Slicing lines. Production feels that Marketing is being totally unrealistic in their expectations and that the standards are way off! The BOMs were forced upon the Plant in order to get the business and, according to the Production Manager, they have never been able to hit them. Over the last 2 months, Customers have also been complaining about the quality of Plant X’s bacon. When Sales was out visiting Customer Y last week on the issue of Pricing (the increased cost of bellies has prompted sales to try for a price increase) Customer Y complained about how fatty and bland looking the bacon has been. They have also complained about the Company’s poor Fill Rates (94%) and are threatening to pull their business. What is the “project’s scope” (see Map)?

  35. Bacon Process Map Bacon Slicing

  36. VOCs to CTQs

  37. Foundation of Six Sigma Six Sigma is Customer Driven! EXTREMELY IMPORTANT TO HAVE A CLEAR VOC & CTQs! CTQs Voice of the Customer Critical to Quality Characteristics Process Capability Qualitative What can we do? Measurable, Quantifiable – Product Specs

  38. VOC – Voice of the Customer The qualitative or quantitative expression of the things that drive customer satisfaction, where a customer is: • Internal or external to the organization • Is a person or a machine • Could be a retailer, distributor or consumer In a retail setting, VOCs are those things that drive intent to purchase or repurchase.

  39. VOC – Voice of the Customer VOC responses will answer: • What are the customers’ expectations? • What do customers want/need from my process? • How are/do customers use my product/service? • How will customers measure my performance?

  40. VOC – Voice of the Customer Watch outs: • Never assume what the customer wants. • Listen carefully to what the customer is telling you, without distorting what they are saying • VOCs change over time. • VOCs are all equally important but all cannot be economically met.

  41. Being customer driven CTQs Voice of the Customer Critical to Quality Characteristics Process Capability

  42. Critical To Quality What is a CTQ? • CTQs are the bridge between our process output and customer satisfaction • Quantifies VOC • Identifies what is critical for customer Watch Outs: • Converting VOCs to CTQs is difficult – customer may not always know what they want • Ensure the measure is a true reflection of what the customer wants/needs

  43. CTQ Four parts of a CTQ: Standard Scale CTQ Data Characteristic Distinguishing attribute, trait, property, or quality Relative basis for measuring a characteristic The need – performance requirement Performance data – actual process output (Y) Characteristic Scale Standard Data

  44. Meetings, Bloody Meetings

  45. Meetings Kick – Off MeetingReview the project charter with the Team. Revise scope and problem statement if necessary.Ensure that everyone: - is a willing participant - is committed to the methodology - understands their Role & Responsibility - understands the purpose of the projectBE WARNED!! Your first few meetings maybe “venting” sessions for the employees. That is fine, let them get it out!! Don’t take it personally. In order to get these “pent-up” things out of the way, you may want to have a “brainstorming” session on things that might be “wrong”, keep it within the scope of the project. Ideas can be “Parking Lotted” for future discussion.

  46. Rules of Brainstorming ABS 75 KT1 Four PTM Brainstorming is a tool used to generate ideas. It can also help to get the Team engaged. Your roll is to be a Facilitator. You can ask “leading” questions to get the conversation going. Do not dominate with your ideas or allow others to dominateRule #1: Rule #2:No evaluation of ideas Go for quantityNotesCan build on others ideasClarifying or paraphrasing is fine but be careful not to change the meaning too muchGroup similar ideas into categories (affinity)

  47. Process Mapping

  48. DON’T do a Process Map in Isolation The KEY is to understand what ACTUALLY happens = waste – elimination of steps, non-value added, etc DEVELOP THRU A GROUP SETTING OF THOSE THAT DO THE JOB! Process Map “As-Is” Step 1 Step 3 Step 4 Step 2 Process Step Process Map… any shape will do! Decision Connector

  49. Versions of a Process What you think it is What it actually is Hidden Factory What it should be

  50. High Level Process Map Pickle Injection (“Pump”) Receive Bellies Comb & Hang Cook & Smoke Brine Chill Massage Belly Tempering (Cooler) Belly Cooler Belly Press Packaging Belly Slice

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