1. Continuous Improvement
Ronaldo Polancos

2. Review: CI Methodology
Assess
Analyze
Act
Step 1: Get Organized
Step 2: Talk with Your Customers
Step 3: Walk the Process
Step 4: Identify priority improvement areas
Step 5: Do root cause analysis
Step 6: Develop Solutions
Step 7: Finalize Improvement Plan
Step 8: Pilot Your Solution
Step 9: Roll Out your Solution
Step 10: Check Your Progress

3. Recall: Analyze - Steps
Do Root Cause Analysis
Develop Solutions
Finalize Improvement Plans
Use data and process information to help identify possible causes of the problem.
Develop practical and relevant solutions
Crafted an improvement plan in preparation for piloting.
Root Cause Analysis
Cause Validation Tools
Process Simplification
Visual Workplace Management/ 5S
Mistake Proofing
Idea Generation Techniques
Implementation Planning
Root Cause Analysis
Cause Validation Tools
Process Simplification
Visual Workplace Management/ 5S
Mistake Proofing
Idea Generation Techniques
Implementation Planning

4. STEP 7: FINALIZE IMPROVEMENT PLAN
Preparing to Pilot
STEP 7: FINALIZE IMPROVEMENT PLAN

5. What Is Implementation Planning?
Plan the work.
Plan the tasks and the subtasks.
Plan the time.
Plan the people and resources.

6. Implementation Steps Flowchart new procedures Revise job instructions.
Prepare data collection forms.
Provide training.
Test on a small scale first if at all possible.
Revise procedures based on the test.
Do full-scale implementation.
Monitor implementation.

7. Elements of the Implementation Plan
Potential Problems
Tasks & Timeline
Aug.
Sept.
Oct.
Nov.
Dec.
Jan.
Feb.
Step
How to
Check
PLAN
ACTUALS
Change made
Stakeholders
PERSON
or GROUP
Communication
& Participation
Finance
Sales IS
Pot.
Failure
Cause
Counter-
measures
Budget & Resources
Expenses
Staff time
xxxxx
00.00
Ted
5 hrs

8. Probability of Occurrence
Risk Management
Identify potential problems of your solutions
Determine the likelihood of their occurrence
Take steps to avoid or deal with the likely problems in order to have higher chance of success
Yellow light:
Proceed with
caution
Red light:
Address before
proceeding
Do not Proceed
proceed with
Reassess
project
Green light
Caution
Low Medium High
Probability of Occurrence
Impact on Project
The probability of a risk impacting a project range from “yellow light” to “red light.” It is the team’s responsibility to identify and assess risks prior to the implementation of a project. Failure to recognize and address a significant risk could jeopardize an entire project.
Risk Management includes:
Identifying Risks
Analyzing Risks
Planning Mitigative Measures
Communicating Risk Issues
Low Medium High
© 2002 Johnson & Johnson, All Rights Reserved

9. School System and Operational Risks
School Risk Questions:
Major Increase in Costs/Budget needs?
Evolving Student and Community Requirements?
Too long a time table for implementing school changes?
Critical Education System component?
Unclear Fundamental to School Strategy?
Readiness and Commitment of the School?

10. Project Planning Risks
Critical implementation date?
Informal Project Control Procedures?
Unrealistic implementation target dates?
Low commitment by team and stakeholders?
Resources not available for during implementation?

11. School and Stakeholder Risks
Unrealistic expectations by regional office, students, parents, teachers, administrators, etc
Significant physical and cultural changes needed by the school?
Resistance to change by the school and its stakeholders?
Extensive training and education of school stakeholders?
Other Questions:
Impacts both elementary and high school?
Inappropriate level of project support?
Need to do consultations with school stakeholders?
Unavailability school administrators, staff, and teachers?

12. School External Risk Poor supplier support?
Project critically dependent outside of School control?
Other projects can impact the school initiative?
Overlapping with other school projects?

13. STEP 1: RISK IDENTIFICATION
Description of Risk Event
Risk Event Trigger
Potential Impact if Risk Event Occurs 1
Describe how the design or process functions (or items) can fail. The question being asked here is “How could it fail” not “If it will fail”.
Provide reasons why the failure mode can or will occur.
Describe the consequences of each failure mode. It is extremely important to capture the experiences of the customer. Thus, we must put ourselves in the shoes of the customer and know these effects through their perspective.

14. Categorize the risk according to its consequence
STEP 2: RISK ASSESSMENT
Step 2: Risk Assessment
Likelihood ( )
Severity ( )
Risk Score ( )
Risk Category
Assess how often a failure mode or its cause happens. Rated on a scale of 1 to 10, where 10 means that failure is certain to occur and 1 means extremely remote.
Assess the severity based on how bad the effects of the failure mode are. A rating of 10 means that an effect is so severe, it threatens the safety of the customer.
Risk Score = Severity x Likelihood Highest Risk Score warrants first consideration for analysis.
Categorize the risk according to its consequence

15. RISK CATEGORY RISK SCORE 20-25 (Red) – Catastrophic
10-19 (Orange) - High
4-9 (Yellow ) - Moderate
1-3 (Green) - Low
Impact 5 3 1 Hi Lo 1 Lo 3 5 Hi 5 3 1 15 9 25
Probability

16. STEP 3: RESPONSE STRATEGY
Preventive Action
Corrective Action
Provide actions to eliminate the trigger of the risk. The strategy should lower the impact of the risk by reducing the likelihood of occurrence, reducing the consequence, or both
Provide actions to be done if the risk happened

17. STAGE 3: ACT

18. What is the Act Stage?
The Act stage focuses on testing the agreed ideas through a pilot.
The results of the test are compared to the previous results.
Change management plans are created in preparation for the deployment of the verified solution to the entire school.

19. Act Test your solution Roll out your solution Check your progress
Facilitator Guide:
Discuss the elements of forming a CI team
Highlight the identification of the needs of the customers
Emphasize that the process to be mapped is the AS-IS process (AS-IS not always equal to what is documented)
Discuss the importance of Data in identifying the priority area
Testing
Cost-Benefit Analysis
Change Management
Communication Plan
Standardization and Documentation
Training
Tracking, Monitoring, Reviews, and Follow-ups
Project Closure

20. STEP 8: Pilot your solution
Test your solution and assess results
STEP 8: Pilot your solution

21. Why Test Solutions? Improve the solution Understand risks
Validate expected results
Smooth implementation
Facilitate buy-in
Identify previously unknown performance problems

22. When to Test Solution?
You need to confirm the expected results and practicality of the solution.
You want to reduce the risk of failure.
The scope of the change is large, and reversing the change would be difficult.
Implementing the change will be costly.
Changes would have far-reaching, unforeseen consequences.

23. Steps of a Test Program
1. Select steering committees 2. Brief participants 3. Plan testing 4. Inform stakeholders
5. Train employees
6. Conduct testing
Evaluate results
Increase scope

24. Some Critical Issues in Planning a Test of Solution
Where to test? What school area or grade level?
How do we ensure that the full range of process conditions is tested?
What needs to be measured? When? Where?
How to minimize disruptive impacts on the school schedule or student learnings while ensuring the validity of the testing?
How to evaluate the results of the test?

25. Evaluate the Test Results
Compare results: Future and Current State.
Recalculate histogram, Pareto, line chart.
Analyze causal relationships and process conditions.

26. Cost-Benefit Analysis
Comparing the total expected cost of each option against the total expected benefits, to see whether the benefits outweigh the costs, and by how much.
Steps:
Measure the benefits.
Identify all costs components.
Compare and assess with the stakeholders.

27. Cost Consideration Non-recurring Recurring
Cost involve in setting up for the purpose of deploying the solution
Examples:
Implementation Costs
Training Costs
Facility Costs
Meeting Costs
Recurring
Costs that is repeatedly incurred.
Examples:
Material/Supplies Costs
Maintenance Costs

28. STEP 9: Roll out your solution
Plan and implement Change Management
STEP 9: Roll out your solution

29. The People Side There are three elements of the people side:
Communication: the exchange of information both from you to others and from others to you.
Participation: involving the teachers in the planning and execution of a change so they can develop shared ownership and commitment.
Education: providing teachers with what they will need to know before they successfully implement the desired changes.
Too often we spend all our time on the “technical” side of a change—what has to happen by when, etc.
We ignore the people side of the change—how to help those who will have to change their ways of doing things in order to realize the new change.
There are three elements of the people side:
Communication: the exchange of information both from you to others and from others to you.
Participation: involving people in the planning and execution of a change so they can develop shared ownership and commitment.
Education: providing people with what they will need to know before they successfully implement the desired changes.

30. Benefits of People-Side Planning
Increased understanding  decreased confusion
Increased commitment  decreased resistance
Increased capability  decreased fear of failure

31. Commitment Signing
Photograph and place in Facebook, commitment wall inside the school
Pictures signed commitments of the other teachers in the school must be placed in the commitment wall

32. Five Influence Strategies
Reward and Punishment
Assertive Persuasion
Participation and Trust
Negotiation
Creating a common vision
Reward and Punishment - If you have authority over the stakeholder, or a powerful sponsor, you may be able simply to tell the stakeholder to support your efforts.
Assertive Persuasion - If you have a compelling case, you may be able to convince the stakeholder to support your project. Participation and Trust - If you involve the stakeholder in designing or implementing the change, they will be more likely to support it.
Negotiation - If you have or can do something of value for the stakeholder, you can offer it in exchange for their agreement to support, or at least not oppose, your project.
Creating a common vision - If you appeal to the stakeholder’s ideals or higher values, they may sacrifice their personal or parochial interests for the greater good.

33. Developing Standard Practices and Procedures

34. Core Principle
Nothing happens on a reliable, sustained basis unless we build a system to cause it to happen on a reliable, sustained basis.
Standardization is what allows high quality to happen on a reliable, sustained basis.

35. Standardization
Making sure that important elements of a process are performed consistently in the best possible way
Changes are made only when data shows that a new alternative is better
Documentation is key
Making sure documentation is up to date and used encourages ongoing use of standardized methods
Discussion
What images come to mind when you think of process standardization?

36. Benefits of Standardization
Increased reliability
Reduced costs
Improved employee performance
Increased safety
Processes that remain in control
Continuous improvement
Flexible practices that allow for quick response to customer needs

37. Training

38. Training
When you have completed the documentation, you need to make sure that everyone using a common process is trained in the new methods.
Even experienced employees need to be trained in the new methods.

39. Planning for Training
Don’t try to develop a single training session to teach people everything they may ever need to know about the job.
Focus on the most critical aspects of the job.
When you make changes to a process, explain the reasons behind the changes; people resist change for change’s sake.
Combine up-front training with performance support.
Don’t expect everyone to learn everything at once; provide job aids.
Remember that most learning will occur on the job.

40. Monitor and perform improvements on the implemented solution
Check your progress

41. What You Need to Check Results Methods
Gather data on the same measures identified in Assess Stage
Use the same data collection procedures
Methods
Document what steps are actually followed during implementation

42. Active Follow-up, Correction, and Support
“The undervalued, mystery force in achieving a successful change or transformation.”
Inputs
Daily meeting*
Output –
Results (units,
quality, safety)
Process measures
Problems (delays,
waste, downtime,
scrap)
Action items
Follow-up

43. Levels of Fix System Process Output LEVEL 1: FIX THE OUTPUT
How to
Produce it
Process
Inputs
Measurements
Machines
Methods
People
Environment
Policies
Fix
Product
Store
Customer
Output
LEVEL 1: FIX THE OUTPUT
LEVEL 2: FIX THE PROCESS
LEVEL 3: FIX THE SYSTEM
What to
Produce

44. Displaying Before & After Data}
Improvement
Target
Remaining Gap
Good
Step 4 changes
implemented A1 A2 A3 A4
Add more data to an existing run chart or control chart.
Prepare new Pareto charts for those you created in Measure. Make scale and dimensions the same so you can more accurately judge degree of improvement.
Draw new frequency plots on the same scale as the original plots.

45. Importance of Closure
Recognize the considerable time and effort that went into the initiative.
Capture the learnings from the initiative:
About the problem or process being studied.
About the improvement process itself and hand over responsibilities for standardization and monitoring to the appropriate people.

46. Final Note on Project Closure
Improvement must be continuous, but individual initiatives and project teams come to an end.
Learn when it’s time to say goodbye.
Develop managerial systems to capture learning and enable the organization to address system issues.
Documentation and recognition are two critical aspects of project team closure.
Celebrate!

47. Review: CI Methodology
Assess
Analyze
Act
Step 1: Get Organized
Step 2: Talk with Your Customers
Step 3: Walk the Process
Step 4: Identify priority improvement areas
Step 5: Do root cause analysis
Step 6: Develop Solutions
Step 7: Finalize Improvement Plan
Step 8: Pilot Your Solution
Step 9: Roll Out your Solution
Step 10: Check Your Progress