1 / 55

Making AFSO21 Work in Your Laboratory

Making AFSO21 Work in Your Laboratory. TSgt Brent Whitby NCOIC, Quality Assurance 375 Medical Group, Scott AFB, IL. Ice Breaker. Let’s Draw a Pig . Agenda/Topics To Be Covered. AFSO21 Implementation Linking AFSO21 to Organizational Goals OODA Loop process of AFSO21. AFSO21 Implementation.

lance
Download Presentation

Making AFSO21 Work in Your Laboratory

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Making AFSO21 Work in Your Laboratory TSgt Brent Whitby NCOIC, Quality Assurance 375 Medical Group, Scott AFB, IL

  2. Ice Breaker • Let’s Draw a Pig

  3. Agenda/Topics To Be Covered • AFSO21 Implementation • Linking AFSO21 to Organizational Goals • OODA Loop process of AFSO21

  4. AFSO21 Implementation • Launched in 2005 • Obstacles to deployment • Quality Air Force Conundrum • Senior Leadership buy-in • AFSO21 vs. QAF • Value stream mapping vs. process mapping • Results

  5. Linking AFSO21 to Organizational Goals Assess outlook/future path Current state map Future state map Evaluate current organizational performance Review system change/improvement capacity

  6. Key AFSO21 Questions Which process needs the most attention Where can biggest cost savings occur How can quality be improved (to what degree?)

  7. Key Themes of AFSO21 • Customers are important • Speed, quality, low cost are linked • Variation/defects minimized • Time trap elimination • Data driven improvements • Teamwork

  8. Benefit/Effort Matrix Q1 - Immediate attention Q2 - Hardest decision Q3 - Sometimes beneficial Q4 - Avoid High 1 2 Benefit 3 4 Low Effort Low High

  9. Project Selection • Process elements • Stakeholder analysis • Customer data • Quality function deployment • Benchmarking

  10. Process Elements (SIPOC) • Supplier (provide inputs) • Input (services provided) • Process (value added steps) • Output (final product) • Customer (internal/external)

  11. Stakeholder Analysis • Control resistance (reduce or remove) • Provide alternatives • Remove pitfalls • Ensure buy-in • Perceived value drives feedback • Positive • Negative

  12. Customer Data • Use Service Delivery Assessment data (customers define quality/expectation) • Listen to external/internal customers • WoW Forms • Internal customer surveys • CQFA • Cost • Quality • Features • Availability

  13. Quality Function Deployment • Often referred as “Voice of Customer” • House of Quality • Customer needs • Design features/technical requirements • Customer priorities • Benchmarking (targeted values) • Inter-relationship between design features

  14. Benchmarking • Types • Process • Performance • Project • Strategic • Sequence • Determine current practices • ID best practices • Analyze best practices • Model best practices • Repeat

  15. BREAK

  16. OODA Loop • Originated by Col John Boyd (USAF) • Also known as Decision Cycle • Four Overlapping and Interacting Processes • Observe • Unfolding Circumstances and Information • Orient • Analysis and Synthesis • Decide • Act (and Test)

  17. Plan Do Check Act Problem Solving Process 1. Clarify The Problem Observe 2. Break Down The Problem/ Identify Performance Gaps 3. Set Improvement Target Orient 4. Determine Root Causes 5. Develop Countermeasures Decide 6. See Countermeasures Through 7. Confirm Results & Process Act 8.Standardize Successful Processes

  18. Elements of the 8 Step Problem Solving and A3 Approach Logical Thinking Process Objectivity Focus on Results and Processes Synthesis, distillation, and visualization Alignment Coherence & Consistency Systems Viewpoint

  19. Logical Thinking Process Strong emphasis on cause and effect Focuses organization to maximize resources by focusing on the “critical few” Minimizes wasted time by management by using a robust problem solving process

  20. Objectivity Process drives employees to think with quantitative data as opposed to emotion and opinions Fosters a collaborative process as opposed to a “silo mentality”

  21. Focus on Results and Processes Example: Insurance company is losing business due to 5 day turnaround on quotes. Possible Solutions: Hire more people to reduce time Incentivize employees to work harder Find the root cause for lengthy turnaround and implement permanent corrective action

  22. Synthesis, Distillation, and Visualization Minimizes “Death by PowerPoint” Forces brevity and clarity Only most vital points used for proper understanding Utilizes graphs, pictures, and sketches to promote understanding (visualization)

  23. Alignment 3D Communication Up and down the hierarchy Horizontally across the organization Back and forth in time Heavy emphasis on consensus decision making

  24. Coherence & Consistency Avoids: Tackling problems that are not important to organizational goals Solutions that do not address root cause(s) Incomplete implementation plans Omission of follow up plans and standard work

  25. Systems Viewpoint The impact of the proposed solution must not adversely impact other parts of the organization (i.e. transferring a problem from one department to another) The good of the whole organization takes clear precedence over the individual departments

  26. SA&D • SWOT • Voice of Customer • VSM • Go & See • Brainstorming • Pareto • Affinity • Fishbone • Control Charts • 6S & Visual Mgt • Standard Work • Cell Design / Variation Reduction • Error Proofing • Quick Changeover • TPM • RIE • KPIs/Metrics • Performance Mgt • SA&D • Standard Work Audit • KPI/Metrics • Performance Gap Analysis • Bottleneck Analysis • A3 • Action Plans • Timelines • Financial Reporting Template • Ideal State • Future State Mapping • B-SMART • Checkpoints / Standardization Tbl • Report Out Theme Story • Broad Implementation • CPI Mgt Tool 27

  27. Observe Phase OODA • Clarify the Problem • Strategic Alignment and Deployment • Voice of Customer • Value Stream Mapping • Go & See • Break Down the Problem and Identify Performance Gaps • Key Process Indicators / Metrics • SWOT • Performance Gap Analysis • Bottleneck Analysis

  28. Step 1 – Clarify the Problem OODA • Strategic Alignment & Deployment (SA&D) • Ensuring that activities are linked to the key strategies and directives of the organization • Strengths, Weaknesses, Opportunities & Threats (SWOT) Analysis • Assessing the organization from a SWOT perspective to identify areas of need • Needs to be rolled into SA&D at appropriate levels • Voice of Customer (VOC) • Understanding who the customer is and what they need from the process or problem area • Value Stream Mapping (VSM) • Overview of Process to determine areas of needed focus • Go & See • Determine issues by actually walking the process or problem area (Gemba or Genchi Genbutsu)

  29. Step 1 – Key Questions OODA • Does this problem, when solved, help meet needs identified by the organization? • Is it linked to the SA&D of organization? • Does it help satisfy customer needs (VOC)? • Does this problem, when solved, address key issues identified during SWOT analysis? • Has this problem been identified and directed by a Value Stream Map at the appropriate level? • What does the “Future State” need? • What resources have been identified to address this issue? • What opportunities were identified or observed by the process or problem area “walk”? • Will addressing or improving these issues deliver results that relate to #1 or #2? • Will addressing or improving this problem deliver the desired future state from #3?16

  30. Step 2 – Break Down Problem & I.D. Performance Gaps OODA • Gather and Review Key Process Indicators and Metrics • Problem Solving and Process Improvement begin with Data • Understanding what data is necessary and what the data means is critical to true “root cause” problem solving • Performance Gap Analysis • Once data has been gathered, analyzing the gap between the current state and the desired state directs efforts • Bottleneck Analysis • Bottlenecks are inhibitors to the flow of the process • Understanding bottlenecks (TOC) is critical to flow

  31. Step 2 – Key Questions OODA • Does the problem require more analysis or does leadership have enough information to execute a solution? • Is this simply a leadership directive? • If more data is needed, how do we measure performance now? • What are the Key Performance Indicators (KPI)? • What is the performance gap? • Does other “non-existent” data need to be gathered? • What does the data indicate are the potential root causes? • Does the data review indicate a bottleneck or constraint?

  32. Step 3 - Set Improvement Target OODA • Ideal State Map • Brainstorming “Could-Be” without constraints • Future State Mapping • “Vision” of Future for Process • B - SMART Action Plan • Balanced • Specific • Measurable • Action Oriented • Results Oriented • Time-based

  33. Step 3 - Set Improvement Target OODA • Target characteristics • Must be measurable, concrete, challenging and achievable • Statement of a Target • Do what: (examples include “decrease ____?”, “increase ____?”, eliminate ____?, reduce ____?) • By how much: (measured in the same terms as the standard) • By when: (specific date) • Must be output oriented • Things to be achieved, not things to do

  34. Step 3 – Key Questions OODA • Is the Improvement Target measurable? • Is it Concrete? • Is it Challenging? • Is the Target “Output Oriented”? • What is the desired output? • Should be “things to achieve” • Should avoid “things to do” • Will be addressed by Action Plans in “Develop Countermeasure” • The desired target should: • Do What? • By How Much? • By When? • If it is a Process Problem, what is the future state? • How will it be realized?

  35. Step 4 – Determine Root Cause OODA • Root Cause Characteristics • The root cause is the most likely source of the discrepancy or greatest possible improvement target • The root cause can be dealt with directly and a countermeasure can be planned to address it • If root cause is addressed, it will address the performance gap • The root cause must be verified by “go and see” Determining the Root Cause is easier with Data

  36. Step 4 – Determine Root Cause • Tools for Step 4 • 5 Whys • Brainstorming • Pareto Analysis • Affinity Diagrams • Fishbone Diagrams (also called Cause & Effect) • Control Charts • Additional Data Gathering Tools • Check Sheets, Chonbo Charts, Scatter Diagrams OODA

  37. Step 4 – Key Questions OODA • What root cause analysis tools are necessary? • Why are these tools necessary? • What benefit will be gained by using them? • Who will need to be involved in the root cause analysis? • 10 heads are better than one • Remember “cultural” issues related to problem • What is (are) the root cause(s) according to the tools? • How will the root cause be addressed? • Will addressing these address the performance gap? • Can the problem be turned on or off by addressing the root cause? • Does the root cause make sense if the problem solving 5 Whys are worked in reverse? • Working in reverse, say “therefore” between each of the “whys”

  38. Step 5 – Develop Countermeasure • Decide Stage – Develop Countermeasures • A3 Problem Solving and Reporting Format • Common Structure and Concise Reporting • Action Plans • SMART Action Items • Timelines & Project Management • Managing complex Problem Solving in a project fashion • FM Tool • Understanding the impact of the improvements OODA

  39. Step 5 – Key Actions • Develop potential countermeasures • Tools and philosophies from Lean, TOC, 6 Sigma and BPR as appropriate • Select the most practical and effective countermeasures • Build consensus with others by involving all stakeholders appropriately • Communicate, communicate, communicate • Create clear and detailed action plan • SMART Actions • Reference Facilitation Techniques as appropriate OODA

  40. Step 6 – See Countermeasures Through • Process Improvement Philosophies • Lean, TOC, 6 Sigma, BPR • Lean and Process Improvement Tools • 6-S & Visual Management • Standard Work • Cell Design • Variation Reduction • Error Proofing • Quick Changeover • Total Productive Maintenance (TPM) • Rapid Improvement Events (RIE) OODA

  41. Step 6 – Key Questions • Which philosophy best prescribes tools that address root cause(s)? • Which tools best address root cause(s)? • Which method for implementation fits the tool and improvement need? • Rapid Improvement Event? • Improvement Project? • Point Improvement or “Just Do It”? • If RIE or Project, create “Charter” and communicate • What training or education is needed? By Whom? OODA

  42. Step 7 – Key Questions • How are we performing relative to the Observe phase (Steps 1 & 2)? • How are we performing relative to Step 3? • How are we performing relative to FM Tool projections? • If we are not meeting targets, do we need to return to OODA Step #4? • Most problem solving “breakdowns” occur relative to improper root cause identification OODA

  43. Step 8 – Standardize Successful Processes • Checkpoints and Standardization Tables • Report-out Storyboards • Board Implementation • Capture Results in Powersteering • Sharing of Results • Communication of Best Practices • Restart OODA Loop OODA

  44. Step 8 – Key Questions • What is needed to Standardize Improvements? • Tech Order changes? • Air Force Instruction changes? • Official Instruction changes? • How should improvements and lessons learned be communicated? • Powersteering • Key meetings? • Were other opportunities or problems identified by the Problem Solving Process? • Restart OODA Loop OODA

  45. Step 8 – Standardize Successful Processes • Checkpoints and Standardization Tables • Report-out Storyboards • Board Implementation • Capture Results in Powersteering • Sharing of Results • Communication of Best Practices • Restart OODA Loop OODA

  46. Step 8 – Key Questions • What is needed to Standardize Improvements? • Tech Order changes? • Air Force Instruction changes? • Official Instruction changes? • How should improvements and lessons learned be communicated? • Powersteering • Key meetings? • Were other opportunities or problems identified by the Problem Solving Process? • Restart OODA Loop OODA

  47. Clarify the Problem Problem Solving Process & Related Toolsets • SA&D • SWOT • Voice of Customer • Value Stream Mapping • Go & See

  48. Break Down the Problem/Identify Performance Gaps • KPI/Metrics • Performance Gap Analysis • Bottleneck Analysis

  49. Set Improvement Target • Ideal State • Future State Mapping • B-SMART

More Related