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Change Your Tools (to ‘Re-tool’ Your Enterprise)

Life Cycle. LCEA. Engineering Associates. Change Your Tools (to ‘Re-tool’ Your Enterprise). Tutorial for ASQ Section 0502 (Baltimore, MD). Presented by John Weisz, SSBB, CQE, CRE 10 November 2009. “Change can be good but is not always good….

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Change Your Tools (to ‘Re-tool’ Your Enterprise)

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  1. Life Cycle LCEA Engineering Associates Change Your Tools(to ‘Re-tool’ Your Enterprise) Tutorial for ASQ Section 0502 (Baltimore, MD) Presented by John Weisz, SSBB, CQE, CRE 10 November 2009 change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  2. “Change can be good but is not always good…. …tools are always good…..if you know how to use them” (the old gray philosopher) change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  3. Learning Plan • Introduce ‘change tools’ • FMEA -- Counter-Measures Matrix • Force Field Analysis -- Action Plan • Control mechanisms • How tools align with the “Growth Curve” • Applying the change tools to avoid risk during the “paradigm shift” • (And finally, at the end), a new tool! …stay tuned! change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  4. Failure Modes & Effects Analysis [FMEA] • Systematic technique for identifying all possible failure modes [& how to mitigate them] • Prioritizes through Risk Priority Number [RPN] • RPN = Severity X Occurrence X Detection change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  5. Countermeasures Matrix • Simple matrix used to prioritize actions • Tests each countermeasure in terms of… • effectiveness • feasibility [of implementation] • Must address validated failure mode; otherwise time & money are wasted change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  6. Sample CM Matrix 6 of 15 6 of 19

  7. Force Field Analysis • Used to identify potential roadblocks & problems associated with implementing a countermeasure • facilitates brainstorming and offsetting forces against implementation with forces for it. • Use this to help develop the action plan change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  8. Pitfalls in FFA & Overcoming Them change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  9. Action Plans • Why do we need them? • Much work is involved getting to this point; • at least 1/4 as much time could be devoted to assuring the corrective action is properly deployed • Action plans… • assure the countermeasures are effective • don’t introduce new variables that ‘cloud’ results • coordinate all elements to assure maximum benefit is derived. change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  10. Sample Action Plan change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  11. Putting it All Together Run charts, SPC,etc Action Plan FMEA FFA Failure modes PREPARE TO EXECUTE GAIN CONSENSUS MONITOR/CONTROL Plan for Change Disinterested /skeptical Anticipation /Expectation Disillusionment /Hostility Conviction • The only sure ways to verify all risk to your change plan are mitigated: • Start early & synch your management program to your change plan • Use the following tools: CM Matrix Risks REFINE ACTIONS

  12. Transactional Outcome Analysis [TOA] Really Understanding the Impact of Future Decisions change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  13. TOA: What is it? • A glorified cause & effect analysis tool? …add probabilities of each occurrence …add Value assessment …apply a weighting to account for new opportunities ‘down the road.’ Sort of ?! • Why is it important? • -Identifies the importance of today’s choices over a stream of future decisions • -Quantifies “opportunity cost” of delaying or avoiding a decision. • -Takes the FMEA & makes it multi-dimensional change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  14. Example:“Don’t Fire the Wrong Guy”

  15. TOA: Washington Crossing the Delaware To Morristown New York Hudson R. Basking Ridge Perth Amboy Brunswick Hillsborough GEN. WASHINGTON 2 Princeton Rocky Hill 4A Kingston Trenton 5 1 Bordentown Delaware R. 4B FERRY

  16. Major Elements of TOA • Outcome/decision map • Probability & Outcome Value tables • Strategic Impact tables • An ‘engine’ to calculate all outcomes & associated values

  17. TOA: Washington Crossing the Delaware

  18. Sample Outcomes • Only 19 possible paths through the TOA map [out of 100+ possible] are shown here. • Evaluate the best possible path or the best possible set of paths. • this technique identifies the need to see how to best get to the end game. • planning for the short term means forsaking opportunities down the road that may be more attractive as time reveals more facts and opportunities to act upon. Blue3 =D18*N18+S$18*Z32+AA$29*AI31+AJ$29*AQ24 change leadership tools_tutorial_ASQ_nov10 Meeting.ppt

  19. Questions? John Weisz SSBB, CQE, CRE 410-987-1287 change leadership tools_tutorial_ASQ_nov10 Meeting.ppt 19 of 19

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