Fundamentals of the Simpler? Business System 11 0 - 2a... · Simpler® Simpler Business System®...
Transcript of Fundamentals of the Simpler? Business System 11 0 - 2a... · Simpler® Simpler Business System®...
®Simpler ®Simpler Simpler Business System® 11.0
© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
…Building Strategic Advantage through Enterprise Wide Improvement…
Tool
TechniqueBeliefs
SBS Tool Fundamentals of the Simpler® Business System
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© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
Tool
TechniqueBeliefs
Quality-checks-as-we-goBy the end of this module we will have covered…….The timeline of improvementThe Simpler philosophyThe mechanics & human dimensions of changeTypical results achievedPhases of transformationHow to get the resultsElimination of waste, unevenness, and overburdenValue, value adding and the value propositionThe principles of the simpler systemTrue north metricsHow SBS is deployed
StrategyValue stream(s) analysisRapid Improvement EventsSustainment
Good
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Tool
TechniqueBeliefs
SBS is a Business System based on a rich history of improvement methods
1955
Shigeo Shingo Begins working
with Toyota
1960 1969 1974 1980 1984 1987 1990
Shingo DevelopsMistake ProofingBased on Jidoka
Shingo DevelopsSingle Minute
Exchange of Dies
Toyota reveals to the worldIt’s Just In Time
Production System
Goldratt“The Goal”
Danaher BusinessSystem
MotorolaSix Sigma
Movement Begins
Koenigsaecker 1st U.S. Implementation
of TPS
1911 1920 1924 1926 1940 1949 1951
Frederick TaylorScientific Management
Ford – River RougeEconomies of Scale
Walter ShewhartBell Telephone Ops.
w/ Joe Juran &W. Edwards Deming
Ohno Starts Work on TPS
Joe Juran“Quality Control
Handbook”
Fokker Wolf inventsTakt Time concept
Deming lecturesPDCA in Japan
1902
Sakichi ToyodaLoom w/ Jidoka
Timeline of Business Improvement
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Tool
TechniqueBeliefs
Simpler® Business System Philosophy
Based on two simple concepts
Respect for People and Society
Respect for Customers
Respect for all people is a foundational value that guides the Simpler® Business System
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Tool
TechniqueBeliefs
The Mechanics of Improvement
It takes time to transform your organizations culture
Techniques
Tools
Beliefs
1-2 yrs
3-5 yrs
5+yrs
Principles
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Tool
TechniqueBeliefs
Human Dimension of Improvement
BELIEFS
VALUES
HABITS
ACTIONS
DECADES
YEARS
MONTHS
WEEKS
CULTURE is the sum of our collective behaviors
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Tool
TechniqueBeliefs
Results of Continuous ImprovementAutomobile Company Market
Capitalization
0
50
100
150
200ToyotaHondaDaimlerChryslerBMWNissanVolkswagenGMFord
60 Years of Continuous Improvement
15%/Yr Revenue Growth, 91%/Yr OI Improvement
0
100
200
300
400
2001 2002 2003 2004Size of MarketCompany RevenueCompany Operating Income
3 Years of the Simpler® Business System
2 Decades of Danaher Business System
Immediate results,Never-ending improvement
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Tool
TechniqueBeliefs
Phases of a Transformation
N/10 pace and 1–3% dedicated to Continuous Improvement
ChangingActions
Apply tools
Borrowing then
Developing Technique
Developing
New BeliefsForever Im
prove
Culture Change
Impr
ovem
ents
in H
D, Q
, C, D
Introduction Year 1-2
IntenseYear 3-5
Development Year 5 - 10
ChangingHabits
ChangingValues
Understanding &
EmbeddingPrinciples
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© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
Tool
TechniqueBeliefs
Quality-How are we doing?The timeline of improvementThe Simpler philosophyThe mechanics & human dimensions of changeTypical results achievedPhases of transformation
Good
Can we check off any of your questions too?
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Tool
TechniqueBeliefs
Seek Improvement through…..Continuously Reducing:
WasteOperationalProduct / Service design
UnevennessOverburden
Continuously Enhancing:Value PropositionPeople
Eliminating Waste is only part of the battle
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© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
Tool
TechniqueBeliefs
Operational Waste
Most Processes are NINE parts Waste to ONE part Added Value
In the eyes of the Customer everything an Enterprise does either ADDS VALUE or does not.
Definition of Non-Value AddedAnything that consumes time or resources but does not add value
Definition of Value AddingAny activity that directly contributes to satisfying the needs of a customer.
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Tool
TechniqueBeliefs
Unevenness
Needs and demands have natural variation which we often make worse
Encourage over-consumptionSales/Volume Based DiscountsDelayingEconomies of ScaleNo StandardizationHandoffsLack of Skills & Training
2nd order improvements result from reducing variation
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© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
Tool
TechniqueBeliefs
OverburdenOverburden occurs when the human element of a work process is not:
SafeStress freeEngaging at some level
Causes of Overburden are many but typically stem from:
Too much wastePoor ergonomicsToo much to do and not enough time to do it
Tolerating Overburden demonstrates a lack of respect for people
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Tool
TechniqueBeliefs
Principles of the Simpler®Business System
The Customer defines value
Deliver Value to Customers on Demand
Standardize and Solve to improve
Transformational Learning requires deep personal experience
Mutual Respect and Shared Responsibility enable higher performance
Basic ideals derived from decades of experience
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Tool
TechniqueBeliefs
Deliver Value to Customers on Demand without waste
Flowing 1-by-1 at “Takt Time”Zero Defects is achievableCustomer Pull triggers actionIncreasing Velocity motivates improvement
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Tool
TechniqueBeliefs
Standardize and Solve to Improve
Standard Work, the current best known wayRoot cause problem solving vs. firefightingDeming Cycle of Plan, Do, Check, ActConstant improvement is sustainment
PA
DC
STD WORK
Performance
Time
PA
DC
PA
DC
STD WORK
Performance
Time
POLICYUNTRAINED
LACK OF MOTIVATION
LOW STAFFING
APPROVALS
WORK FLOWINSTRUCTIONS
NO DUE DATESNO FOLLOWUP
SCHEDULE
COMMUNICATIONSUPPLIER
LATE POOR COORDINATION
POLICYUNTRAINED
LACK OF MOTIVATION
LOW STAFFING
APPROVALS
WORK FLOWINSTRUCTIONS
NO DUE DATESNO FOLLOWUP
SCHEDULE
COMMUNICATIONSUPPLIER
LATE POOR COORDINATION
WRONG FUEL IN CAR
UNTRAINED
LACK OF MOTIVATION
LOW STAFFING
APPROVALS
WORK FLOWINSTRUCTIONS
NO DUE DATESNO FOLLOWUP
SCHEDULE
COMMUNICATIONSUPPLIER
LATE POOR COORDINATION
17 ®Simpler ®Simpler Simpler Business System® 11.0
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Tool
TechniqueBeliefs
Transformational Learning
Rapid Improvement EventsA highly effective way to practice change.
How many will we have to do to be expert at change?
Postponed perfection is the enemy of improvement
Required deep personal experience.
Learn by doing.How many golf books did Tiger Woods read to get that good?
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Tool
TechniqueBeliefs
Mutual Respect & Shared Responsibility
Enables Higher Performance Leaders and associates working togetherLeaders coach and model behaviorCommitment through involvement
Employ the whole person
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Tool
TechniqueBeliefs
Simple MeasurementsThe “True North” Metrics
Focus equally on all four
Human DevelopmentImproved capability at all levels
QualityZero Defects
Timeliness
Cost
1 by 1, in sequence, on demand
100% Value Added
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© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
Tool
TechniqueBeliefs
Quality-How are we doing? Good
Can we check off any more of your questions ?
How to get the resultsElimination of waste, unevenness, and overburdenValue, value adding and the value propositionThe principles of the simper systemTrue north metrics
21 ®Simpler ®Simpler Simpler Business System® 11.0
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Tool
TechniqueBeliefs
Strategic Planning and Development
What are the aims and vision?
What is the 10, 20, 30 year vision?
S.W.O.T Analysis
What are the Strategic targets to be deployed to achieve True North?
The A3 makes tangible the Strategic intent
Serving the DoD / MoD in 2006 & 2007, Version 10, 03/03/06 Simpler Confidential
2. Reflections on Previous Performance:
1. Previous Results / Targets:
Strengths:1. Excellent results and past performance => rapid growth, created “pull”2. We put lean on the map in DoD / MoD3. We have the greatest experiential knowledge (multiple years of experience)4. Established a few key Sr Officer relationships5. Some good site level leadership relationships6. We have good examples of our work in MRO, limited results in Strategic
and Operational7. Keep fresh with extensive hands on DoD / MoD, Commercial, Healthcare,
Non-traditional work experience8. Strong brand recognition9. Low Sensei turnover10. SBS Enterprise Transformation model 11. Sensei transfer of knowledge not “thump report” consultants12. Sensei have done well adapting SBS to specific client situations13. Strong margins will allow investment14. Strong in tactical areas in MoD / DoD15. Strong win rate16. Strong affiliations with institutions and key leaders17. MoD contracts direct, more smaller contracts makes us easier to work with18. In MoD we are the supplier of choice19. MoD is platform focused (end to end)
Weaknesses:a. Simpler infrastructure is limiting & hard on our membersb. Limited understanding of how governments work nor the military
culturec. We lack relationships at Sr Military levels (Sub & MajCom)d. Simpler has not demonstrated our “Strategic” ability, often don’t get
past toolse. Product offering & capabilities are tactical / insufficientf. No Processes to collect & leverage our results across Simplerg. A majority of our growth is reactive and RFP drivenh. No physical presence near client decision makers or client locationsi. We are forced to work through primes, reducing our margin and
impacting customers’ value equationj. A majority of our work is M.R. & O. and makes us look tacticalk. We have created few “incurably committed” leadersl. Unstructured growth with little strategym. We don’t understand who sees the bottom line and therefore we may
be missing major stakeholdersn. We have few members with “secret” clearanceo. Our Sensei could go stale with only DoD / MoD experiencep. Not all personalities and personal traits work in these environmentsq. We do not have sector marketing and SBS materialr. We lack any forecasting abilitys. Inconsistent in application of SBS by Senseit. Inf lexible, rigid, one size fits all SBS modelu. No process to release and deploy new material / informationv. We only sell “Lean” solutions, not TBS (SBS and TBS are not aligned)w. We lack a structured Sensei Development processx. Some clients perceive we have high ratesy. Minimal growth driven from Sensei level, VP / Director driving growthz. Lack a process to continuously develop and sharpen our Sensei skills
Threats:I. Contractualization of military support will leave us out in the cold, MoD
specific now, DoD in the futureII. Enterprise Transformation is not an important revenue stream to our
Primes Business ModelIII. TGG and others have successfully developed Sr Level relationships
and marketing their services / capabilitiesIV. DoD / MoD moves on to the “next thing”V. No one Company is gong to get all of the US Military workVI. Frequently not influencing SOW’sVII. Protecting IP is difficult in this sectorVIII. Competitors hiring our Sensei and our clientsIX. Making a mistake could cost us a lot of businessX. Government contract and compliance auditXI. Transformation funding competes with overall fundingXII. Leadership changes, loss of sponsorsXIII. High level DoD / MoD attention is developing high level attention at the
major consulting companiesXIV. “pay as you go” model is hard because there is no way to apply lean
savings to additional transformation support
Opportunities:A. UK, USArmy and AF Secretary directives to implement CPI / LeanB. Significant areas for growth in DoD / MoDC. Budget cuts driving interest in transformational workD. Align with retired military and SES individuals that are influential and
respected to build relationships with active Sr Level Officers and SES’sE. Prime opportunities emergingF. The opportunity exist to fully apply the SBS model (End to end Enterprise
Transformation)G. Leverage our work across DoD / MoD: use MoD RNavy results in US, use
US Strategic results in UK……..H. Targeted presence at key strategic events for marketing and relationship
solidificationI. Extend our services into the Defense Industry Supply ChainJ. Extend service into other country’s military servicesK. Extend into adjacent sectors (city services)
15 MaCom’swe are in 3 (AMC, TRDOC, SMDC)
Only in Crane NSWC, USMC G3
8 MajCom’swe are in 1 (AFMC)
1 of 19 Airstaff Org’s0 of 15 SecAF Org’s0 of 14 Field Op Agencies
3 of 11 Field Op Agencies• Great results, some 1-page documentation, no standard formats• Work through multiple Primes in US and direct in the UK • % Revenue that is Transformational in nature:
• USAF = 78%• USArmy = 97%• USN = 100%• RAF = 90%• RNavy = 90%• UKArmy = 0%
• Business Development load is carried by VP’s & Directors, proposal writing by COO / MD and VP’s• Minimal investment in targeted sector marketing• 10x growth in US Revenue ’01 – ‘05 = $1.3MM - $13 MM• 23x growth in UK Revenue ’02 - ’05 = $0.25MM – $6.9 MM• Our growth has been reactive not targeted
• Primarily fueled by word of mouth and a few key relationships (gates)• Significant presence in conferences and forums
• 4 types of work: MoD DoD• Strategic = Policy / I.P.T 18% 4%• Operational = Front Line 36% 6%• Support / M.R. & O. = Depth 45% 90%• Defense Industry Supply Chain 1% 0%
• We don’t think about this business as Value Chains• Competition has forced us to discount our current rates (DoD)
Types of Contracts
11%
35%54%
IDIQ
Firm FixedPriceCost Plus
Proposal Outcom es
29%
71%Losses
Wins
Data = 31 proposals
M i n i s te rs
C h ie f o f d e f e n c e
s ta f f
V i ce C h ie f o f
d e fe n c e s t a f f
C i n C F l e e t C in C A ir C in C L a n d L o g is t i c s D L O P r o c u r e m e n t D P A D e f e n c e C o m m s
S t r a t e g i c / H Q / P o l i c y l e v e l
D e p t h / S u p p o r t / T a c t i c a l e . g . M R O
F o r w a r d / F r o n t - li n e / O p e r a t io n a l
M i n i s te rs
C h ie f o f d e f e n c e
s ta f f
V i ce C h ie f o f
d e fe n c e s t a f f
C i n C F l e e t C in C A ir C in C L a n d L o g is t i c s D L O P r o c u r e m e n t D P A D e f e n c e C o m m s
S t r a t e g i c / H Q / P o l i c y l e v e lM i n i s te rs
C h ie f o f d e f e n c e
s ta f f
V i ce C h ie f o f
d e fe n c e s t a f f
C i n C F l e e t C in C A ir C in C L a n d L o g is t i c s D L O P r o c u r e m e n t D P A D e f e n c e C o m m s
S t r a t e g i c / H Q / P o l i c y l e v e l
D e p t h / S u p p o r t / T a c t i c a l e . g . M R O
F o r w a r d / F r o n t - li n e / O p e r a t io n a l
5. Follow Up / Measures: • 2006 PD goals - DoD = $13.2MM, MoD = $7.8MM• Quarterly Review of progress and results• Schedule adherence to Action Plan
3. Analysis / Justification for Future Activities:
4. Action Plan and Milestones:
Simpler is unprepared for Global opportunity from DoD/
MoDin 2006 & 2007
Relationships Manpower Measurement / Standards
Environment Method Materials
V, VIII, XII
XI, XIV
I, II
IV
VI
I
III, XII, c, k
j, t, v
f, uX
l
b, h, n
s
y
e
m
c
r
VII
a
x
o, w, z, IX
g
Simpler is unprepared for Global opportunity from DoD/
MoDin 2006 & 2007
Relationships Manpower Measurement / Standards
Environment Method Materials
V, VIII, XII
XI, XIV
I, II
IV
VI
I
III, XII, c, k
j, t, v
f, uX
l
b, h, n
s
y
e
m
c
r
VII
a
x
o, w, z, IX
g
People• s - Link the need for an effective SBS deployment method and sensei alignment tool to Ed’s A3. • b, n, h – Create Key Point sheet detailing dress code and actions defining “Sector Norm’s” – Ron Orr volunteered. • b, n, h – Modify recruiting process in US capturing UK military criteria – C Cooper. • y – RIE for onboarding and shadowing to include the development of specific Learning Objectives to develop situational awareness for identifying additional sales opportunities. • o, w, z, IX – Create Value Stream based org., linked to Ed’s Organization A3. • o, w, z, IX - Broaden Sensei with experience outside of Mili tary, will need a compensation change for VP’s. • I, II, r, x, VI, l, - Invest in an enabling infrastructure for BD and Contracting, hire a Contracts Manager and resource Proposal writing • Xi, XIV, VI, l – Provide permanent perspective of how to work in Government and support DoD/MoD strategies, recommend a Military / High Level SES for BOD membership.Products / Services• s – RIE, writing cell for Dod/Mod Specific skin once SBS core complete. • e, j, t, v, c – Improve SBS to reflect Transformation including all principles, focus on transformation vs tools, modify “pay as you go” to selling transformations– linked to Ed’s A3.• I – In sector specific SBS, include material, methods, logic so that we influence Military Commercial contracts to include CPI as part of the dealPlace / Value Chain• V, XIII, VIII – Begin Baby A3’s for each Service / Agency, target 50% improvement in penetration by year end•III, III, k, c, m - Get expert help (Ron Orr and Prime Retired “Stars”) help to get introduced to the 3 and 4 star levels. • XIII, III, k, c, m - RIE to create standard work and format for relationship maps, then create maps.Price:• Work with US primes to revise their GSA/MOBIS rates to reflect our costs. Become prime.
Feb Mar Apr May Jun ……..S im pl er
St ruc ture Decis i on
D oD / M o D A3 S tabili zed
D oD / M oD Stra tegy D ev elop ed
Cre ate & S ta nd ard iz e F low s to m a nag e m ater ials ac r os s S im p ler
E sta blis h V S B as ed O rg an iz at ion
Bu ild S eg m en t S pecif ic A 3’s
B uild , M ana ge , Im prov e S eg m ent Sp ec if ic St ra tegie s
Crea te M ateri als an d P opu late Datab as e
Cr eate Se ctor Sp ec ific Sk in s for Do D / M oD
Hir e Ap pro pri ate res o urc es: Co ntrac ts , P rop osa l W ritin g, C ont ra c t M a nag em ent . B eco m e Pri m e
Feb Mar Apr May Jun ……..S im pl er
St ruc ture Decis i on
D oD / M o D A3 S tabili zed
D oD / M oD Stra tegy D ev elop ed
Cre ate & S ta nd ard iz e F low s to m a nag e m ater ials ac r os s S im p ler
E sta blis h V S B as ed O rg an iz at ion
Bu ild S eg m en t S pecif ic A 3’s
B uild , M ana ge , Im prov e S eg m ent Sp ec if ic St ra tegie s
Crea te M ateri als an d P opu late Datab as e
Cr eate Se ctor Sp ec ific Sk in s for Do D / M oD
Hir e Ap pro pri ate res o urc es: Co ntrac ts , P rop osa l W ritin g, C ont ra c t M a nag em ent . B eco m e Pri m e
Feb Mar Apr May Jun ……..S im pl er
St ruc ture Decis i on
D oD / M o D A3 S tabili zed
D oD / M oD Stra tegy D ev elop ed
Cre ate & S ta nd ard iz e F low s to m a nag e m ater ials ac r os s S im p ler
E sta blis h V S B as ed O rg an iz at ion
Bu ild S eg m en t S pecif ic A 3’s
B uild , M ana ge , Im prov e S eg m ent Sp ec if ic St ra tegie s
Crea te M ateri als an d P opu late Datab as e
Cr eate Se ctor Sp ec ific Sk in s for Do D / M oD
Hir e Ap pro pri ate res o urc es: Co ntrac ts , P rop osa l W ritin g, C ont ra c t M a nag em ent . B eco m e Pri m e
Action Plan Summary:7 RIE’s1 Project7 Doit’s3 Linkages to other A3’s
Critical Countermeasures Summary:Promotion• u & f – Establish standard process and standard work for knowledge sharing and leveraging results globally. Create a standard visual 1-pager format.• y - Develop good case studies for End to End, specific event results, transformation results. • I, II, r, x, VI, l, - Complete Prime contracting strategy• I, II, r, x, VI, l, - Develop MoD/DoD Business Development Strategy and Service Specific Business Development plans via “Baby A3’s. These should include a decision logic chart to determine best contracting approach for specific situations. • IX – Develop Standard Work for Managing Sr Officer / SES command transition to help embed CPI in MoD/DoD culture• VI - Develop BD capabilities specific to each Service / agency – linked to Baby A3’s by Service / agency• III, III, k, c, m - Get expert help (Ron Orr and Prime Retired “Stars”) help to get introduced to the 3 and 4 star levels.• VI Develop key relationships in all Services / Agencies and develop BD capabilities specific to each Service / agency – linked to Baby A3’s by Service / agency.• Create unique website for Simpler DoD / MoD / Government. Sponsor Shingo Public Sector conference
Critical Elements Action Plan Completion Target Status1. Source Contracts Manager – J Smith Initiate Feb 13, In position May 1 Deployed MH2. Create 1 pager visual format – C Cooper Feb 28 ??3. Insure SBS A3 has Leadership Training, Enterprise Focus vs Tools – J Smith Now Deployed EC4. Insure SBS A3 has effective Deployment Process for SBS – J Smith Now Deployed EC5. PT Approval of Global DoD/MoD A3, commission baby A3’s by Service / Agency – J Smith Feb 28 Comp. Feb 106. PT / Exec Team Agreement to VS Based Org, with DoD/MoD VS President – J Smith Feb 28 No7. Writing Cell for Managing Sr Leadership Turnover – L Alves Mar 3 Sch 3/278. RIE to establish Std Work for Relationship Maps & create first Service Maps – L Alves Mar 3 Sch 3/279. Complete and document Contracting Strategy, include decision logic chart – J Smith Mar 1 Sch 3/1010. Create DoD/Mod Cultural Norm’s Key Points sheet – R Orr Mar 1511. Develop Key Points to define method of reaching Sr Leaders – R Orr Mar 1512. Add DoD/MoD Criteria to Sensei Personal Development Document – C Cooper Mar 2713. Gain BOD agreement to add a DoD/MoD Experienced Executive to BOD – J Smith Mar 2814. Create BD Strategy for Global DoD/MoD, source BD Support – VS Owner April15. Writing Cell to create DoD/MoD SBS 11 Skin – VS Owner May
Metrics to track:• Sustainable Revenue growth• % Revenue that is transformational• Proposal outcomes, and Contract type• Penetration Map Improvement (50% Improvement)
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Tool
TechniqueBeliefs
Strategy Deployment
Chaos Vision
Momentum Execution
Turning top level goals into local actions
Create a visionBuild momentum for changeExecute strategy at all levelsMonthly management and Corrective ActionForward looking
It’s about FOCUS
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Tool
TechniqueBeliefs
EVENTTOPIC
May Jun Jul Aug Sep Oct
Do-
Its P
roje
cts
E
vent
s
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
PROJECT
PROJECT
PROJECT
PROJECT PROJECT
PROJECT
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
EVENTTOPIC
May Jun Jul Aug Sep Oct
Do-
Its P
roje
cts
E
vent
s
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
EVENTTOPIC
PROJECT
PROJECT
PROJECT
PROJECT PROJECT
PROJECT
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
ACTION ITEM
Deliverables
Agree on the Key Performance Measures
Three Value Stream Maps
Baseline current performance against Key Performance Measures
Rapid Improvement Plan
conducted with leadership team
Value Stream AnalysisAp
proa
ch fo
r Suc
cess
Value Stream Analysis avoids drive by Kaizen
24 ®Simpler ®Simpler Simpler Business System® 11.0
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Tool
TechniqueBeliefs
RI Events are the engine of Change3 weeks before – Steering Committee reviews plans2 weeks before – Select teams and collect data1 week before – Finalize data, review goals
Day 1 – Training, study current conditionsDay 2 – Apply tools and make big changesDay 3 – Train stakeholders and run the new processDay 4 -Standard workDay 5 - Presentation
1st week after – leadership audit, root cause problem solving2nd week after – measure, measure, measure3rd week after – daily management and sustain
Rapid Improvement Events are the Vehicle of Change
Information
Support Direction
Involvement &Encouragement
Denial
Blame
Shock
Problem Solving
Renewal
Exploring new ways
Anger
Confusion
TIME
MO
RA
LE Open
Past Future
Hidden
Elizabeth Kubler Ross
25 ®Simpler ®Simpler Simpler Business System® 11.0
© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
Tool
TechniqueBeliefs
Sustaining the TransformationVisual Management - Information Centers
Provide a structure for managing and solving problems
Institutionalises an improvement culture
Practical Problem Solving Problem Solving when the real “root” cause is not known
5 Whys spoken with data!
A3A communication tool and method for process improvement
Conveys a team’s logic such that others can contribute
Information Centers provide essential focus to support Sustainment
26 ®Simpler ®Simpler Simpler Business System® 11.0
© Simpler Consulting, Inc 1996-2006 ALL RIGHTS RESERVEDFOR USE OF SIMPLER MEMBERS ONLY
Tool
TechniqueBeliefs
Summary
The organization wants to adopt SBS principlesLeadership is committedThere is an investment in:
TimePeopleResources
Our mutual goal is to develop your business system
Let’s Do It !