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SCI & GRNA FAST-START Results 03/26/2008

SCI & GRNA FAST-START Results 03/26/2008. Meeting Summary. HOW DO RAPID ACTION PROJECTS WORK?. Mid – June (pending schedule accommodations). 4. Report & Recognition Meeting. Wrap-Up Meetings. 3. Planned for 1 st week in June. Action Meetings. 2. Schedule to start 03/28/2008.

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SCI & GRNA FAST-START Results 03/26/2008

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  1. SCI & GRNA FAST-START Results 03/26/2008 Meeting Summary

  2. HOW DO RAPID ACTION PROJECTS WORK? • Mid – June (pending schedule accommodations) 4. Report & Recognition Meeting Wrap-Up Meetings 3. • Planned for 1st week in June Action Meetings 2. • Schedule to start 03/28/2008 Fast-Start Meeting 1. • 03/26/2008

  3. "How can we join up the SCI and GRNA objectives in order to benefit the customers of both groups and use the skills and talents of each team to get the greatest returns from each migration and/or project?" Team Charter

  4. Motivate I see the need /plan. Excited to use skill sets. Good to see joining up. Eliminate redundancies. Get to learn about SCI. Adding skills around PM. Experience w/ 6 Sigma. Easy implementation with smaller team. Add structure to SCI as exists in GRNA. Learn skills that add customer benefits. Concerns Very aggressive timeline. How to roll to all GRNA. Will I get to know if well enough to apply? GRNA -> SCI Balance. More work for the weary. (BU) Another "thing" to manage. Different set of customers for the two groups Review of the Charter

  5. Develop detailed procedures that would be clear for everyone to follow. Utilize each others documentation during day-to day activities to build initial steps for both functions. Align SCI team members to partner with a GPOM. SCI Team to provide key indicators / checklist of items GRNA could look for during discussions thru migration. Compile a list of each teams customers. Agree on a "pilot" project or migration to test new processes. Compile a list of ideas / initiatives from both groups to see what can be addressed or leveraged from each other. FOOTHILLS Big gain likely and significant action possible within 60 days or less

  6. SCI to participate in ops model walkthroughs. Discuss more SCI on team Nuss & GRNA team calls. FLATLANDS Significant action possible within 60 days or less but only small gain likely

  7. SCI can identify GR projects for migrations Have SCI attend / be a part of feasibility process Bring in GRNA team @ analyze phase of SCI Project Allow SCI to build process flows for opportunities ID'ed by BU's Learn more about SCI's processes and identify. Which Business units could benefit from them. GRNA can identify projects / functions needing efficiencies. Get a better understanding of each others role - join calls and shadow each other. MOUNTAINS Big gain likely but little action possible within 60 days or less

  8. Be flexible change direction as needed. GRNA team member to evaluate project plan for current SCI Project. Attend meetings w/ GRNA & Business partners at inception. GULLIES Small gain likely and little action possible within60 days or less

  9. Develop analysis sheet to outline opportunities for Business Areas. Introduce other team to own teams business partners. Work with Sr. Management to use migration opp as part of project selection process for SCI initiatives. Begin reviews of Business Areas use SCI successes in a presentation to "sell services“. Be involved w/ GRNA in AOP & then see if those areas have improvement opp. Present 1 face to the customer base. GRNA + SCI = SGR&CINA PUSH-UP Ideas we have the capability but NOT the authority to put into action.

  10. Keep in mind current initiatives within each group (i.e.: eliminate or reduce documentation). PULL-IN Ideas we have the authority but NOT all of the capability to put into action.

  11. Reconsider "cost initiatives" as primary goal for SCI as this will mean more opp for process improvement vs. cost saves. 6 sigma training. survey Business partners to determine areas of need. PUSH-UP/ PULL-IN Ideas we have NEITHER the capability nor the authority to put into action.

  12. KEY TOOL: “TOP 10” ACTION IDEA INVENTORY Idea Sorter Idea Prioritizer “Top 10” MOUNTAINS FOOTHILLS PUSH-UP PUSH-UP/PULL-IN Action Ideas Champion XXXXXX XXXXXX ACT-NOW PULL-IN GULLIES FLATLANDS Use the Idea Sorter and Idea Prioritizer to develop a consensus list of ideas with the BEST POTENTIAL for achieving our team’s mission starting with ACT-NOW FOOTHILL ideas.

  13. USING DMAIC THINKING TO DEVELOPACTION PLANS Define • What’s the idea and why do it? • How are we performing today and will this idea make a real difference ? Measure • How will this idea eliminate errors, increase speed and/or add value? Analyze

  14. USING DMAIC THINKING TO DEVELOPACTION PLANS (cont’d) Innovate, Improve and Implement • What is the best way to make this idea happen? Control • How can we ensure this idea will stick?

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