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Behavior-Based Performance Excellence. Fuller, Jones & Associates, Inc. “A Radically Simple Approach to Improving Performance”. Leading Enterprises …. Identify and Avoid Unnecessary Costs Maintain Superior Levels of Customer Satisfaction Optimize Organizational Performance.

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Behavior based performance excellence

Behavior-Based Performance Excellence

Fuller, Jones & Associates, Inc.

“A Radically Simple Approach to Improving Performance”

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Leading enterprises
Leading Enterprises …

  • Identify and Avoid Unnecessary Costs

  • Maintain Superior Levels of Customer Satisfaction

  • Optimize Organizational Performance

What Are the Barriers to Achieving the Above?

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


What are the barriers to success

Feedback Loop

What Are The Barriers To Success?

System Barriers

Business flows(inputs)

Performance indicators

(outputs)

Waste

Focus of Lean

People and process

Quality

Material

Cost

Variability

Focus of 6s

Inflexibility

Focus of Theory Of Constraints

Information

Time

Waste = High Cost

Variability = Low Customer Satisfaction

Inflexibility = Sub-optimization

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


The manifestation of barriers the iceberg analogy
The Manifestation of Barriers“The Iceberg Analogy”

  • Cost Of Poor Quality

  • “Above The Waterline”

  • ~5% of Operating Expense*

  • Examples:

  • Scrap

  • Rework

  • Downtime

  • Warranty

  • Cost Of Poor Quality

  • “Below The Waterline”

  • ~35% of Operating Expense*

  • Examples:

  • Incorrect Billing

  • Improper Tools

  • Lack of Training

  • Overtime

  • Unclear Requirements

  • Absenteeism / Tardiness

  • Lack of Process

  • Accidents

* Philip Crosby & Associates Estimate

Does Your Organization Understand the Hidden COST of Poor Quality?

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


What choices existed before bbpe
What Choices Existed Before BBPE?

Many Choices To Traditional Approaches, All Essentially The Same

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Drawbacks to the traditional approaches
Drawbacks to the Traditional Approaches

Why Can’t You…

  • Leverage existing people/practices

  • Have management lead and train their employees

  • Deploy in all areas at once, with focus on key problems

  • Use your existing infrastructure

  • Reduce problem solving cycles

  • Generate results beyond traditional expectations

  • Transform management and staff behaviors

Many Of The Drawbacks To 6s, Lean, etc Are Attributable To The Overemphasis Given To Sophisticated, Rarely Used Tools.

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Responding to industry s needs
Responding to Industry’s Needs

The Evolution of Performance Excellence (PE)

This Evolution From Contemporary Tools To Progressive Behavior Change Is Achieving Greater Results In Shorter Time In All Areas

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What is Behavior-Based Performance Excellence?

  • The BBPE methodology contains two key components:

    • Process Management: Changes leadership and management practice behaviors

    • Process Improvement: Changes problem solving behaviors

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


The behavior based performance excellence model
The Behavior-Based Performance Excellence Model

Document and

Benchmark

Process, Metrics

& Objectives

Identify Key Process

Leverage Points

Process Management

Activities

Process Improvement

Activities

Review Performance

And Identify

Opportunities

Behavior-Based

Process

Improvement

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Combining process creation and process improvement
Combining Process Creation and Process Improvement

Select

Existing

New

Design/Develop New Process/Product

Improve Existing Process/Product

Significantly

New Feature /

Process

Yes

No

Yes

More

Improvement

Needed?

No

Monitor

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Behavior based process creation
Behavior-Based Process Creation

Typically Requires Only Basic Tools Such As

  • Run Charts,

  • Pareto Charts,

  • 5-Why Analysis,

  • Basic Stat,

  • Simple DOE,

  • etc

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Behavior based process improvement
Behavior-Based Process Improvement

Typically Requires Only Basic Tools Such As

  • Run Charts,

  • Pareto Charts,

  • 5-Why Analysis,

  • Value Stream,

  • Risk Analysis,

  • etc

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Bbpe optimizes cost time effectiveness and development

Better

Better

Better

Better

BBPE Optimizes Cost, Time, Effectiveness and Development

Leadership / Organizational Development

Low

High

Behavior-Based

Performance

Excellence

Training

7-Step

PDCA

Short

(weeks)

Low

8D

Traditional

Green Belt

Six Sigma

Training

Cycle

Time

Training Cost

Traditional

Lean

Manufacturing

Training

TOC

Traditional

Black Belt

Six Sigma

Training

Business

Process

Reengineering

High

Long

(months)

Problem Solving Effectiveness

Low

High

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Bbpe is highly effective
BBPE Is Highly Effective

  • Works Across the Enterprise

  • Employees, Managers, Leaders all follow the same methodology

  • BBPE permanently changes behavior and the way staff do their jobs each day

  • Eliminates process waste and reduces variability

  • Solves problems for the “last” time

  • Identifies and develops future leaders

BBPE Is Based On An Integration Of Best Practices From Leading Process Excellence Methods

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Bbpe enables more rapid leadership and organizational development
BBPE Enables More Rapid Leadership and Organizational Development

BBPE Supports Organizational Transformation and Leadership Development:

Skills And Traits Of Successful Leaders Include:

  • Open minded, willing and able to change

  • Data driven, process oriented

  • Customer focused

  • Must be able to teach, then learn, then teach and be an effective coach

  • Consistently models winning behaviors

  • Facilitates top-down and bottom-up change across the organization

  • Identifies and develops the next generation of leaders

  • Compliments other leadership development programs

  • Leaders serve as the problem solving experts capable of leading and training their own team

  • Problem solving behaviors demonstrated as part of their normal work activity

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Fj a experience deploying performance excellence
FJ&A Experience Deploying Performance Excellence Development

Many leading Fortune 100 and 500 Companies including:

Lexar Media Lockheed Martin

Cisco Systems Seagate Technology

Extreme Networks Solectron Corporation

GMAC Mortgage SonyBMG, USA

Ingram Micro Logistics Arvato Services, Inc.

Lawrence Livermore Lab PeopleSoft

Sony Pictures Intuit

Cholestech SonyBMG, International

High Tech, Software, Medical, Finance, Defense, Entertainment, Manufacturing

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Bbpe success stories achieving results in 6 8 wks by regular staff as part of their normal work
BBPE Success Stories – Achieving Results in 6-8 Wks , by Regular Staff as Part of Their Normal Work

  • Improved Customer Fulfillment to 99.7% from 89%

    • Conventional Wisdom: Most orders arriving were incomplete

    • FJ&A approach showed missing information not an issue; equipment and timeliness of information were the major obstacles

  • Reduced Cycle Time Avg, Variability & WIP 50%

    • Conventional Wisdom: Testing equipment was a bottleneck, needed to purchase more equipment and hire more people

    • FJ&A approach showed test equipment idle ~50% of the time; upstream product grouping and synchronization were the primary issues

  • Reduced Complaint Mean Time To Resolution (MTTR) by 50%

    • Conventional Wisdom: People not working hard enough or competent

    • FJ&A approach showed no clear operational definitions for prioritizing, navigating and escalating issues

  • Business Goal Returns Rate of < 12% from 19%

    • Conventional Wisdom: Industry is too unpredictable to manage shipments

    • FJ&A approach showed initial shipment sell-off highly variable but initial ship eventually consumed, and reshipments recreated exposure and very predictable

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Thank You! Regular Staff as Part of Their Normal Work

FULLER, JONES & ASSOCIATES, INC.

www.fullerjonesassociates.com

4000 Pimlico Drive, Suite 114

Pleasanton, CA 94588

Tel: 866-479-4979

Fax: 925-931-0136

Dr. Howard T. Fuller Andrew M. Jones, MBA

[email protected]@fullerjonesassociates.com

Direct: 925-413-2255 Direct: 925-922-1225

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


Background
Background Regular Staff as Part of Their Normal Work

Dr. Howard T. Fuller:

  • Corporate VP of Quality & Reliability – SanDisk

  • Corporate VP of Quality & Functional Excellence – Solectron Corporation

  • Corporate Director of Design For Six Sigma – Seagate Technology

  • Manager, Process Improvement – LifeScan, a Johnson & Johnson Co.

  • Adjunct Professor at San Jose State University ISE

  • Ph.D. in Quality Engineering, M.S. in Math/Statistics

  • Published over 25 papers in leading journals

    Andrew M. Jones, MBA:

  • Director, Process Excellence - Intuit

  • Director, Performance Improvement Office – GMAC Mortgage

  • Sr. Manager, Business Process Development Group - Cisco

  • Consultant, Reengineering & Change Management Office – Sony Pictures

  • Sr. Examiner, Baldrige National Quality Program

  • Six Sigma Program Manager, Master Black Belt

  • MBA, International Business

Confidential – Do Not Distribute - Property of FULLER, JONES & ASSOCIATES, INC.


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