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Continuous Improvement

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Presentation on theme: "Continuous Improvement"— Presentation transcript:

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


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