Two Views of Ops Excellence
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Transcript of Two Views of Ops Excellence
1
Two Views of Ops Excellence
Lean Maturity Model & Ops Excellence Support (What are we trying to achieve)
Operations Cycle & Ops Excellence Support (Focusing beyond task execution)
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Lean Maturity Model & Ops Excellence Tools
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Lean “Maturity Model” and Management Focus
Consistency in Execution
Monitoring Performance
Continuous Improvement
Pursuit of Excellence
Mat
urity
Lev
el
• Define and document processes and procedures (including controls) • Ensure accountability exists for proper execution and results • Set team up for success (training & scheduling) • Promote / reward timely issue escalation
• Understand what performance measures are required to meet customer needs / expectation
• Measure success against process milestones and deliverables
• Understand process strengths and weaknesses
• Believe that you can and must continually improve process execution
• Encourage initiative, idea generation and implementation at all levels
• Reward skills / actions that prevent issues from happening • Move from managing to coaching
• Look for ways to do better in everything you do • Master operations tools and concepts • Employ a systemic view to problem solving and
improvement
Acc
eler
ator
s S
tand
ardi
zatio
n &
Bes
t Pra
ctic
es
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By taking a building block approach to the maturity levels, managers can get the most out of Ops Excellence tools
Level 1: Consistency & Accountability
Level 2: Monitoring
Performance
Level 3: Continuous
Improvement
Level 4: Pursuit of Excellence
Procedure Documentation)
Controls Definition
Huddles / Whiteboards
Lean Training
Scheduling Tools
Process Capability Matrix
Operational Metrics & Dashboards
Incident Management
Capacity Planning
Kaizen Events
Idea Management
Straight through Processing
Process Modeling
Scenario Planning
Primary Focus
Enhance
This is not to say you need to wait until you achieve a “higher” maturity level to use specific tools, however you will greatly benefit by having a solid foundation in place.
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By focusing first on the basics – procedures and process controls - you can quickly expand your operational insight and effectiveness
Manager review tasks incorporated in procedure
Provides
• Control Environment • Foundation for accountability
Enab
les
Enab
les
Review Job Aids/ Checklists
• Guide for new managers • Reminder of
enhancements / changes • Focus on standardization • Evidence of completion Pr
ovid
es
Review Capture
Prov
ides
• Metrics (1st Pass Accuracy) • Improvement Opportunities • Manager / Employee
Engagement • Staff Training Needs • Staff Assessment
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Operations Cycle & Ops Excellence Support
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Operations Lifecycle
Communicate
Plan
As a manager, what percentage of your time is focused in each of these areas?
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Procedures
Ops Execution: Ensuring high quality products are delivered in a timely and efficient manner.
Communicate
Plan
Control Definition
Task Timeliness Review Capture
Daily Dashboards
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
Team 1
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
4
3
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
Team 1
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
4
3
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Reflect: Assessing how we did and determining what we can do better the next time
Communicate
Plan
Metrics & Reporting
Idea Management
Incident Management
Lean Workstreams Straight through Processing
FMEA Process: Server Patching Prepared by: John LeanSub-process: Schedule Work Failure Modes & Effects Analysis Date: Sep 10, 2008
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
# Process Task Potential Failure Mode Potential Failure Effect Seve
rity
Possible Failure Cause Occ
urre
nce
Current Controls Det
ectio
n
RPN Recommended Action
1 Prepares / opens PACE ticket Release Engineer enters info incorrectly
Rework required on PACE ticket leading to delays
3 Inexperienced user 7 QA process 5 105
2 ID’s servers and approvals Identiifies incorrect approvals Rework required on PACE ticket leading to delays
3 Outdated approvals list in system
3 Manual process provides notification of change in approval personnel
7 63
3 Prepares / opens PACE ticket Release Engineer enters info incorrectly
Rework required on PACE ticket leading to delays
3 Poor training 4 Training material review / validation
4 48
4 Submits ticket Release Engineer fails to properly close out of Submit screen
Unable to process next PACE ticket
5 System will not allow for multiple screens open
5 None; system will automatically stop you from proceeeding
1 25
5 Prepares / opens PACE ticket PACE system down (unplanned)
Build-up of PACE ticket backlog leading to major delays
7 Application failure 3 Automated monitoring 1 21
6 Submits ticket Release Engineer fails to properly close out of Submit screen
No PACE ticket entered into system and request not processed
4 Screen layout confusing 1 User testing of all screens 4 16
789101112131415
RPN Distribution
0
50
100
150
200
250
300
350
Risks ordered from highest to lowest
RPN
20% of the adverse eventscontain 48% of the total risk
20% of failure modes contain 48% of the total risk
Grand Total
2
79
339
164 202 54L (1-3) M (4-6) H (7-10) 345 (83%)
71 (17%)4 (1%)
420 Total
Severity vs. Frequency of Occurrence
Seve
rity
H (7-10) 2
L (1-3) 106
0 0
M (4-6) 56 19 4
183 50
Frequency
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Plan: Ensuring we wisely use our most valuable resource – our people.
Communicate
Plan
Scheduling Scheduling
Capacity Planning
Process Capabilities Matrix
Process Modeling
Scenario Planning
0
500
1000
1500
2000
2500
Jan-11 Feb - 11 Mar - 11 Apr - 11 May - 11 Jun - 11 July - 11 Aug -2010 Sep - 2010 Oct - 2010 Nov - 2010 Dec - 2010
Monthly N-MFPCentralized Tasks (Illustrative)PRO/SAI Monthly Reports Quarterly Reports Annuals & Semi Annual Reports
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Communication: Keeping the teams on the same page and providing a forum to reflect and plan
Communicate
Plan
Huddles & Huddle Boards Huddle Evaluations
Communications Strategy
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Training: Providing the framework and building blocks for ops excellence concepts
Communicate
Plan
• Mindsets & Behaviors • Lean Awareness • Capacity Planning • Customer Service • Operations Discipline • Project Management • Critical Thinking
Training & Mentoring