NG BB 54 Sustain the Gain

National GuardBlack Belt Training

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Module 54

Sustain the Gain

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CPI Roadmap – Control

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

TOOLS

•KPIs/Metrics

•Control Charts & SPC

•Standard Operating Procedures (SOP’s)

•Training Plan

•Communication Plan

• Implementation Plan

•Process Control / Response Plans

•Visual Process Control Tools

•Project Replication

•Project Commissioning

•Storyboards

•Team Feedback Session

ACTIVITIES• Implement Mistake Proofing

• Develop SOP’s, Training Plan, Process

Controls

• Implement Solution

• Establish Ongoing Process Measurements

• Identify Project Replication Opportunities

• Estimate Final Financial/Operational Benefits

• Transition Project to Process Owner

• Develop Audit/Response Plan

• Create Final Storyboard

• Complete Control Tollgate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

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3Project Closeout and Sustaining the Gains

Learning Objectives

Comprehend the concepts of:

Process Management

Project Transition

Project Commissioning

Translation Opportunities

The Sustain Gate Review

Project Closeout


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Process Management

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Maintaining Improvements

Lean Six Sigma and Design for Lean Six Sigma are the catalysts for identifying and implementing process and product improvements in your work place

Six Sigma Process Management is the management structure that will maintain the hard won gains

LeanSix Sigma

Improvement

Design/RedesignFor Lean

Six Sigma

LeanSix SigmaProcess

Management

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Executing Process Management

Identify process owner(s)

Develop initial process management charts

Set up regular, on-going review cycle

Determine criteria for process dashboards

Establish mechanism for ensuring performance to business goals

Update measures to meet customer requirements

Ensure process stability through “quick response”

Institutionalize

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Process Management Chart – Elements

Process Map

Deployment format is best

Show interfaces to other processes

Use annotation and reference notes

Monitoring

What‟s the measure (not every step)?

What‟s the requirement or standard?

How‟s the data gathered?

Response Plan

How do we take quick action?

What‟s our path for moving to DMAIC?

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Process Management Chart

A Process Management Chart is a comprehensive document used to communicate and manage a process

Three elements:

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Process Management Chart - Example

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Institutionalization

Promote the necessary cultural attitudes and beliefs

Change systems and structures to drive the new behaviors

Personnel, Management Information System (MIS), Training, etc.

Fundamental changes in daily behavior, attitude and practice that

make the change “permanent”

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Institutionalization (Cont.)

All hard work in a project means nothing if change has not taken place

Change takes place on three levels:

Political, Emotional, Practical

The price of change is paid for in one of two ways:

During the project with proper planning, securing buy-in from process owners up, improvements which have beneficial impact to bottom line

OR

After with “Not-Invented-Here” syndrome, confusion, and problems

Identify Stakeholders! These may not be your process owners

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Timeline For Project Close-Out

‘DMAI’ Phases

Transition to Process Owner (Commissioning

Meeting)

Transition Review Meeting

Final Result Review Meeting

Final Close-Out

Meeting (Team

members)

‘C’ontrol Phase

2 months after Commissioning

Meeting

6 months after Commissioning

Meeting

Process Management

8-Step Methodology


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Transition toProcess Owner

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Transition to Process Owners

A Control Plan “lives on” once a Belt moves onto a different project

It can include:

Final Charter

Analysis Summary

What was measured?

Root cause summary

Improvements Summary

Revised „To-Be‟ Process Map

Specific solutions, by root cause

Results of Pilot, if done

Resource Benefits Summary

Implementation Plan

Risk analysis

Process control plan

Training plan

Communication plan

Implementation work plan

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What’s In It for the Process Owner?

Part of the planning process (i.e., engaged with the team as the “process owner”)

Had a neutral party (BB) work as a resource in their organization for several months

Able to provide essential direction and process knowledge during project life

Improves their ability to manage the process since BB has moved on

For successful projects, this should make their process more efficient and improve morale of their department

Act as facilitator for Project Close-out to transition responsibilities

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Project Commissioning – Project Ownership

Project Commissioning is a transition process with timing and actions planned to ensure sustaining the improved process performance.

It begins with a Commissioning Meeting to establish timing, expectations and responsibilities.

It continues with a Transition Review Meeting, usually two months after the Commissioning Meeting, to review resource benefits and status of mainstream process improvements implementation

It then culminates with a Final Results Meeting, usually six months after the Commissioning Meeting, to review resource benefits and improved process health

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Project Commissioning – Red Carpet Event

Project Commissioning is the most critical action in the Control Phase

It is the formal transfer of improvement leadership from the Belt to the Process Owner (sometimes this is accomplished immediately before or after the Pilot)

A Belt‟s project leadership concludes with the Commissioning Meeting

The focus of the meeting is the Process Owner assuming responsibility for carrying out any remaining implementation steps and sustaining the gains made by the team‟s improvement efforts

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Participants in the Commissioning Meeting

The following should be present at the meeting:

Process Owner

The Belt

Project Sponsor

Deployment Director (if available)

Master Black Belt (if available)

Additional attendees (e.g. team members) are at the discretion of the Belt and/or the Process owner

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Commissioning Meeting Content

The meeting must include a review for agreement on the following:

Fulfillment of the Project Charter

Activation of the Control Plan

Summary of Recommended Improvements

Include acceptance of improvements by sponsor/process owner and their implementation status

Any improvements accepted but not yet implemented should be assigned an implementation date and owner

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Issue Resolution

Remember that during the Improve Phase, the Project Sponsor and Process Owner reviewed all proposed improvements

Issues were identified for resolution

If any issues still exist following the Commissioning Meeting, the Belt, Project Sponsor, Process Owner, and Deployment Director will meet to resolve them

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Transition Review Meeting - Example

Purpose

Review two month status of benefits and status of implementation

Agenda

Review benefits realized against forecasted estimates

Progress of implementation and adherence to the Control Plan under the leadership of the Process Owner will also be reviewed

Timing

Scheduled by the Project Sponsor two months following the Commissioning Meeting

Attendees

Resource Representatives, Master Black Belt, Project Sponsor, Process Owner and the Belt

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Final Results Meeting - Example

Purpose

Review six month status of benefits and review process health in meeting scheduled by the Project Sponsor six months after Commissioning Meeting

Agenda

Review benefits realized against forecasted estimates

Process Owner will address any implementation issues and report on process health

Attendees

Resource Representatives, Deployment Director/Master Black Belt, Project Sponsor, Process Owner and the Belt

Reporting

The Master Black Belt or Deployment Director will communicate the meeting minutes to the appropriate executives for their information

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Tollgate Checklist – Sustain

Process Performance – Has the Process improvement been sustained?

Are the KPIVs and KPOVs under control and capable?

Is the Control plan still in place and controlling?

Business Performance – have the results been achieved?

What impact has been achieved?

Is the impact "in control"?

Has any other organizational metric deteriorated since the KPOVs improved?

What is the demonstrated resource impact of the project as agreed to by the Resource Manager?

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Tollgate Checklist – Sustain (Cont.)

Project Close Out – Can we close out and certify the project?

Have all loose ends from the project been addressed?

Does the local Process Owner agree that the project met all its objectives identified in the Define Phase?

Are there any changes in the process which affect the original, desired outcome? If so, what are these?

If other factors are affecting the process, does the process owner agree that on a like-basis, the final goals of the project were achieved?

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Tollgate Checklist – Sustain (Cont.)

Project Close Out – Can we close out and certify the project? (Cont.)

Has an appropriate reward recommendation been submitted?

What new Best Practices were identified during the Project?

How have the new Best Practices been documented and communicated?

Has the final technical report been submitted?


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Replication Opportunities

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Replication Opportunities

Identify key learnings and data from this project that may be useful in other areas, or for other projects

Data about upstream process (Input) measures

Data on problem areas outside your team‟s scope, but important to the organization

Reduction of waste and non-value added activities

Better utilization of resources

Benchmarking information

User requirements

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Replication Opportunities (Cont.)

Use information from pilots:

Best practices

Lessons learned

Cost reduction

Revenue enhancement

Cultural influences

Documentation of “new” process

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Pick One of These Three Projects...

Brainstorm ideas on how to replicate aspects of this project to other parts of your organization. Does not have to be in the same organization. Think benchmarking!!

Your project delivered $150,000 of savings by reducing the number of unsuccessful delivery attempts by identifying their needs and preferred delivery mode

Your project reduced $100,000 in software spending by standardizing acquisition processes

Your project reduced rework by establishing owners accountable to maintain and update data

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Project Replication Template

Replication Project/Best Practice Candidate: This completed project is being submitted as a candidate

for replication. This project has achieved benefits and contains the appropriate level of documentation to enable another practitioner in another DoD organization to replicate part or all of the project with a minimal amount of effort vs. benefit, which will provide an additional return on investment to DoD.

Required documentation & benefits before submitting as a replication candidate:

Project Charter

High level Process Map or SIPOC

FMEA or Fishbone Diagram

Implementation Plan

Control Plan and Training Plan

Demonstrated Quality, Cost, or Speed improvements (i.e., SQL, ROI/Savings, PLT, PCE….)

This project may have replication potential within these DoD organizations:

Organization 1

Organization 2

…

Recommended


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Project Closeout

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Lessons Learned

Every improvement effort offers a lesson

It is what we do with these lessons that matters

For successful projects, we want to document our efforts and conclusions to repeat the success

If not successful, we want to document what went wrong to prevent repeating the same mistakes

The availability of this type of information can greatly accelerate future efforts

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Final Project Analysis

Primary purpose is to identify what aspects of the project went well, what went poorly, and what needs improvement

The end of a project offers a window of opportunity to learn from the many things that went right and wrong over a project‟s duration

Unfortunately, many firms they do not take full advantage of this opportunity

Research indicates that post-project review activities play an instrumental role in feeding forward learning and improving overall project performance

Secondary purpose is to provide closure to a project

Source: Harvard Business School “Learning from Projects: Note on Conducting a Postmortem Analysis”, Sept 1999

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The Project Close-Out Meeting

Takes place after the project is complete

Most projects never quite finish, but most projects do have a point when the majority of participants feel like they are “done” – don‟t wait too long

Length: 1-8 hours

Who Should Attend?

Everyone who was involved in the project

If inviting everyone makes the group too large, consider having mini-meetings with people who worked on specific parts of the project. Representatives from each of these meetings can then attend the final close-out meeting

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Project Close-Out Meeting (Cont.)

Assign a Facilitator

A neutral person – ideally someone who was not involved in the project and has no reason to be involved in the discussion

This person will be in charge of the process to make sure:

People stay on topic

No one is personally attacked (keep comments constructive)

The agenda items are covered

Everyone is equally involved in the discussion

Time is watched closely

Assign a Recorder to capture all discussion on flipcharts

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Final Project Close-Out Meeting Prep

Prepare an Agenda with Time Limits

Agenda items

Reconstruction of the timeline for the project, the team members, and percentage of their time contributed to the project, project metrics

Listing which aspects of the project went poorly

Suggesting what should be done differently for future projects

Listing what went well

Brainstorming recommendations for future projects

Distribute Pre-Work at Least One Week Prior to the Meeting

Agenda with instructions to prepare for each agenda item (e.g., tasks and duration, what went poorly, what went well)

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Final Project Meeting

This information can likely be generated ahead of time and posted for review

Project Timeline

Tasks and responsible team members

Percentage of time required to complete tasks

Project metrics

Output represents good project closure information

Discuss what went right and what could have been done better

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Project Close-Out Meeting – Next Steps

Document the meeting

Include all the information recorded during the meeting

Before publishing the document, give everyone involved a chance to review and propose changes

Publish and distribute the document

This can be also used to transition to Process Owners

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Keys to a Successful Project Close-Out

Be Inclusive

Include all disciplines, participants, and stakeholders

Be Self-Critical

Participants should check their egos at the door. The postmortem will find “flaws” with processes and team members who executed (or failed to execute) aspects of the project

Be Professional

Discussions should cover a broad range of team issues and dynamics, including process and service issues. However, it should not under any circumstances become personal.

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Keys to a Successful Project Close-Out

Be Factual Documentation and data should be included in both the discussions and

in the final report. Future projects will find it valuable to learn from project metrics and other project management data. The postmortem provides a good process for gathering that information and including it in the report.

Be Brief Suggestions and commentary in the final report should be brief and

agreed to by broad consensus. Although dozens or more issues will surface during the postmortem process, the next project will benefit more from a small number of very specific suggestions.

Find Incentive for Team to complete lessons learned/final meeting close-out as this is a critical part of CPI learning

Celebrate!

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Future Projects Template

Based on the outcome of this project, the following is a list of “possible areas of concern” and will result in LSS Projects.

PQDR Process

QAR Surveillance Process

QAR Training Process

MRB Corrective Action Process

NDT Process

- Example -

Optional Deliverable

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Takeaways

Now you should be able to

Explain Process Management

Describe how to Transition to Process Owner(s)

Describe what is involved in Project Commissioning

Describe what Translation Opportunities are

Describe the Sustain Gate Review

Explain what is meant by Project Closeout

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What other comments or questions

do you have?

NG BB 54 Sustain the Gain

Education

Transcript of NG BB 54 Sustain the Gain