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Process Improvement and Change Management, 29th October 2015

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Process Improvement and Change Management
Thursday 29th October 2015
APM Thames Valley branch and APM Enabling Change SIG
by Carl Halford and Elisabeth Goodman

Published in: Business
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Process Improvement and Change Management, 29th October 2015

  1. 1. Process  Improvement  and  Change   Management   Carl  Halford  &     Elisabeth  Goodman   Thames  Valley   Branch     29th  October  2015   The  Enabling  Change  SIG  
  2. 2. Our  theme  for  today  and  how  we  will   explore  it..   §  Organisational, cultural and other strategic change programmes are the ones that most often attract attention when talking about change. However, incremental process improvement can also significantly affect the way people work. §  Agenda for today 1.  Introduction to the Enabling Change SIG 2.  Process improvement methodologies in relation to change 3.  Case Study 4.  Discussion /concluding messages
  3. 3. Speaker  Profile:     Carl  Halford   •   21  yrs  IT,  Office  Solu3ons  and  Prin3ng   •   Now  Process  Improvement  leader,  coach,          mentor  and  trainer   •   Process  Improvement,  Lean,  Six  Sigma,          Change    and  Project  Management.               Process  Improvement  –  a  way  of  life   APM   Enabling  Change  SIG  –  suppor3ng  M&S  theme  
  4. 4. Speaker  Profile:     Elisabeth  Goodman   •   25  yrs  Pharma  R&D              (Informa3on  Management  plus..)   •   Now  trainer,  coach,  facilitator,          consultant  and  author   •   Crea3ng  excep3onal  managers  and  teams   •   Change  management,  lean  and  six  sigma,                    knowledge  management,  personality  tools  “porSolio”     Giving  people  the  resources  to  be  and  to  create   navigators  rather  than  vic;ms  of  change   APM   Enabling  Change  SIG  –  Internal  Collabora3on  (SIGs  &  branches)  
  5. 5. The  SIG’s  mission  is  to‘improve  the   change  capability  of  organisa3ons,   teams  and  individuals’                       Enabling Change SIG
  6. 6. Themes   PracOOoner  Groups   Events,  Membership  &   Communica3ons   Methods  &  Standards   Collabora3on  –  External   (OU,  UCISA,  ACMP)   Innova3on   (Research,  L&D,  SoWware)   Collabora3on  –  Internal   (SIG’s,  Branches)   Transport   Financial  Services   Public  Services   Change   Community  
  7. 7. A show of hands…. v  How many of you have led or are leading: v  change programmes v  process improvement activities
  8. 8. 1. Process improvement methodologies in relation to change (Carl Halford) Lean Six Sigma - A Process Improvement Toolset
  9. 9. Process improvement Is a structured and disciplined approach in which a series of actions are carried out by a process owner in order to identify, analyse and improve a business processes within an organisation in order to meet new goals and objectives. Having these actions follow a specific methodology or strategy increases the likelihood of successful results. What is Process Improvement 9 Some examples of Process Improvement Methodologies Ø  Six-Sigma (3.4 defects per million opportunities) Ø  Lean (Waste elimination / streamlining etc.) Ø  Lean Six Sigma (Blend of Six Sigma and Lean) Ø  Kaizen (“change for better”) Ø  Design for Six Sigma (DFSS / DMADV) Ø  Plan Do Check Act (PDCA) Methodology Ø  Total Quality Management (TQM) Ø  Control Charts Ø  Plus many others Lean Six Sigma (LSS) drives change in an organisation by inspiring people to look at their processes differently by focusing on data / data based decision making and waste awareness / elimination. However LSS itself is also change management tool that facilitates the changes that it requires, as well as those of other change initiatives in an organisation.
  10. 10. Process Improvement Project Management Change management Can you deliver Process Improvement without Change and Project management? 10 Change Management and Project Management are essential to successful Process Improvement initiatives
  11. 11. 5 phases to project success applied to existing processes LSS DMAIC Methodology Define Measure Analyse Improve Control Set project goals and boundaries based on the needs of the business, the customer, and the process. Select and begin defining the project value stream Key is Voice of the customer (VOC) – 4 types of customers - •  External customers, •  Internal customers, •  Organisation •  Employees Build a factual understanding of existing conditions and establish a baseline capability level. Complete a current state value stream map to establish a process baseline for the value stream. Develop the theories of root causes, confirm the theories with data and identify the root cause (s) of the problem. Analyse the value stream to design a value stream with the shortest lead time, the highest quality and the lowest possible cost. Develop, implement and evaluate solutions targeted at the verified root cause. Design, implement and debug a cell with the shortest lead time, the highest quality and the lowest cost possible Ensure the new value stream meets / exceeds goals, that the problem stays solved, and that the methods can be further improved. 11
  12. 12. Process Improvement (DMAIC) / Change Management (ADKAR) Create Desire to Change amongst those affected DEFINE MEASURE ANALYSE IMPROVE CONTROL Build Awareness of the change Train Knowledge for the change Ensure Ability to change Reinforcement of the change 12
  13. 13. Change Management Activities / Deliverables under DMAIC framework Project management / Change management activities and deliverables DEFINE MEASURE ANALYSE IMPROVE CONTROL Ø  Assess change Ø  Determine impacted groups Ø  Evaluate group sponsors Ø  Define the change as part of the charter Ø  Assess sampling of impacted individuals Ø  Determine communications Ø  Design the communications feedback processes / tools Ø  Assess sampling of impacted individuals Ø  Determine impacted group Ø  Identify sources of resistance Ø  Assess sampling of impacted individuals Ø  Analyse communications Ø  Identify new roles, tasks, tools Ø  Assess behaviour change Ø  Identify implementation issuesCHANGE MANAGEMENT ACTIVITIES CHANGE MANAGEMENT DELIVERABLES Ø  Assessment results Ø  Change definition Ø  Change management strategy Ø  Risk management plan Ø  Communication plan Ø  Assessment results Ø  Sponsor plan Ø  Updated communications plan Ø  Assessment results Ø  Sponsor plan Ø  Updated communication plan Ø  Assessment results Ø  Training plan Ø  Training plan and tools Ø  Recognition and rewards programme Ø  Integrate into performance management system 13
  14. 14. Define Understand the customer Problem & Goal Statement and Estimated Business Benefits Define the business case Manage the Project Gain Project Approval Obtain sign off for Project Charter Project Plan & Stakeholder Analysis Define the Process SIPOC (Map current Process) Voice of the customer & Kano Analysis 14
  15. 15. KANO Model – Different Types Of Needs And Requirements Satisfaction + - Dissatisfaction Service Dysfunctional Service Fully Functional One- Dimensional Delighters Must Be Ø  Must Be or Must Haves” (Dis-satisfiers) - Requirement that can dissatisfy but cannot increase satisfaction Ø  More is Better, One-Dimensional (Satisfiers) - The more of these requirements that are met, the more one is satisfied Ø  Delighters - (Attractive Qualities) - If the requirement is absent it does not cause dissatisfaction, but It will delight clients if present Requirements Type - Definition Not all requirements have the same priority to all customers – you must determine what is really important to yours. The Kano model helps determine the priority of the customer needs. Todays delighter become tomorrows must be ! 15
  16. 16. Team activity – 10 minutes and 5 minute feedback Breaking into groups, nominate one spokes person per group. We would like you to briefly execute a KANO analysis for using a Dry Cleaner called Spic and Span As a team, Identify three… Ø  Must Haves (Dis-satisfiers) - Requirement that can dissatisfy but cannot increase satisfaction Ø  More is Better - One-Dimensional (Satisfiers) - The more of these requirements that are met, the more one is satisfied Ø  Delighters - If the requirement is absent it does not cause dissatisfaction, but It will delight clients if present 16
  17. 17. KANO – ‘Spic & Span’ Drycleaners MUST HAVE’S §  MORE IS BETTER §  DELIGHTERS §  What would Satisfy, Please and Delight the Customer? Where are we, Where do we want to be? Analysis of what would delight the Customer… 17
  18. 18. KANO – Spic & Span Drycleaners MUST HAVE’S §  No marks / stains left on clothes §  Clothes returned on hangers & in plastic §  Correct clothes returned MORE IS BETTER §  Price §  Quick Turnaround Offered §  Convenient Location §  Extended opening hours DELIGHTERS §  Free Collection & Delivery §  Same day cleaning as standard §  Loyalty programme – free / discounted cleaning after a set number of visits What would Satisfy, Please and Delight the Customer? Where are we, Where do we want to be? Analysis of what would delight the Customer… 18
  19. 19. The Change Space Process Improvement, specifically Lean Six Sigma is a catalyst for “Change” in three areas … Team (Influence) Organisation (Accept) Personal (Control) Personal Ø  Moving Through Uncertainty Ø  Overcoming Doubt Ø  Teaming Ø  Applying New Methods and Tools Ø  Accepting Accountability Organisation Ø  Organisational Resistance Ø  Culture of Intuition Ø  Organisational Stress Ø  Layer of Mud Team Ø  Providing Direction Ø  Advocating LSS Ø  Offering Encouragement Ø  Building Team Equity 19
  20. 20. Change Agent Methods To address the three areas of change, Change Agents frequently leverage … Ø  Proven approaches / methodologies / tools - successfully deliver the project and transition from the old way of working to new Ø  Team Building – structuring project teams to leverage individual strength areas to accomplish the objectives of the process improvement project Ø  Style Assessment – a technique for understanding individual approaches to change Ø  Knowledge and understanding – methods for managing emotions in ourselves and others during the process of change and transition Team (Influence) Organisation (Accept) Personal (Control) 20
  21. 21. Questions
  22. 22. 2. A case study (Elisabeth Goodman) As you listen… think about: a)  What were the critical success factors? b)  What were the challenges?
  23. 23. Case  Study       Developing  an    OperaOonal  Excellence  Programme  for  a  CRO  -­‐  1   The context 1. 70 staff – 2 locations: Lab and Offices (France) 2. Several coincident changes: 1.  Building and transitioning to a new laboratory facility 2.  Responding to new GLP requirements 3.  Accreditation of the Animal Laboratories 4.  Developing a new HR performance culture. 3. Hierarchical organisational structure
  24. 24. Case  Study       Developing  an     OperaOonal  Excellence  Programme  for  a  CRO  -­‐  2   Activities carried out over 18 months 1.  Project management guidance, coaching and support for Lab Transfer 2.  Assisted with design and analysis of ‘Voice of the Customer’ survey 3.  Developed / facilitated Lean and Six Sigma ‘operational-excellence’ workshops with representatives from all areas of the business 4.  Coached sub-teams to implement improvements 5.  Worked with external consultant to explore how on-going ‘operational excellence’ could be incorporated in the HR performance process 6.  Took sub-set of staff through advanced training to attain Green Belt accreditation in Lean and Six Sigma. 7.  Guided the team in how to embed ‘operational excellence’ as a way of working.
  25. 25. Case  Study       Developing  an     OperaOonal  Excellence  Programme  for  a  CRO  -­‐  3   Outcomes 1.  Lab Transfer completed on schedule 2.  Voice of the Customer survey had a 60% response rate and significantly enhanced the quality of interactions with clients. 3.  More than 20 improvement opportunities were identified and implemented, involving staff across all scientific and business areas 4.  New competencies for on-going ‘operational excellence’ incorporated in HR performance process 5.  4 staff completed Green Belt accreditation 6.  Responsibilities and a framework for on-going ‘operational excellence’ incorporated in the organisation’s management programme
  26. 26. Case  Study       Developing  an     OperaOonal  Excellence  Programme  for  a  CRO  -­‐  4   Factors contributing to success 1.  Single point of contact plus regular access to CEO 2.  Development (and implementation) of change plan 3.  Use of reps in each department 4.  Focus on tangible and ‘important’ improvements 5.  Context of end-to-end process 6.  Engagement with external customers 7.  Regular communication with all staff – with visible information in common area Challenges 1.  Full engagement of executive team 2.  Embedding of ‘operational excellence’ framework
  27. 27. 3. Discussion / concluding messages
  28. 28. §  Each  other   §  Events   §  Micro-­‐site     §  Newsle[er   §  Spark  Collabora3on     §  Contact  us!   cghalford@googlemail.com   elisabeth@riverrhee.com   Resources available to help you take this further
  29. 29. Appendix
  30. 30. Phase I Discovery Define   Phase II Requirements Define   Phase III Validation Measure/Analyse Improve/Control   Phase IV Implementation Planning Improve/Control   Phase V Implementation Improve/Control   Phase VI Post Implementation Control   > VOC -statement of work > Pareto diagrams > Fishbone diagram > FMEA > Process flow > Control plan > Scope definition, objectives > Assumptions > Risk process > Project deliverable checklist   > Requirements writing > Criteria for project completion > Communication plan > Responsibility assignment matrix > Risk process > Change management > Lessons learned > Weekly team meeting   > Cost estimating > Work breakdown structure – Cost budget – Schedule > Gauge R&R > Pareto analysis > FMEA > DOE > Risk process > Change management > Earned value analysis > Lessons learned > Weekly team meeting   > Recommend solutions > Recommend controls of solutions > Design recommended solution > Design controls > Risk process > Change management > Earned value analysis > Lessons learned > Weekly team meeting   > Implement process improvements > Project process monitoring with countermeasures and controls > Purchase capital > Test solution > Risk process > Change management > Earned value analysis > Lessons learned > Weekly team meeting   > Measure for completion of objectives > Repeat at 3 months then again at 6 months > Controls review > Close project > Project book archive > Risk process > Change management > Lessons learned > Weekly team meeting   Senior management approval to continue the project   Stakeholder approval to continue the project   Project Sponsor approval to continue the project   Stakeholder approval to continue the project   Project Sponsor approval to continue the project   Project success or failure   Integration of Project Management, Six Sigma and Change Management within the Project Life Cycle Change Management and Project Management are essential to successful Process Improvement initiatives 30
  31. 31. Measure KPI’s – May exist or may need to be developed Obtain sign off for project charter Example tools include histograms and time series plots to identify trends over time You need to know your data is accurate using Measurement System Analysis – Tools vary dependent on the type of your data. Will you use all data or just a sample, if sampled how big will your sample be. How often will you collect your data. Is your Data Discrete or Continuous? Collect Process Data Develop Process Measures Understand Process Behaviour Baseline process Capability & Potential Check the Data Quality 31
  32. 32. Analyse How does the process actually work – Detailed process mapping is key. Also tools such as Pareto Charts and FMEA Use correlation & Regression Use of multiple tools depending on Data type (Potential Root Causes), Fishbone diagram & 5 Whys Develop Theories & Ideas Analyse the Process Verify Root Causes Analyse the data 32
  33. 33. Improve Brainstorming, benchmarking A Pilot study provides useful information before full implementation. Measure using your previously identified KPI’s Using FMEA to understand impact and risk Group your ideas and identify best solutions Select the Best Solution Generate Solutions Pilot & Implement Assess the risks 33
  34. 34. Control Use a control plan, only key KPI should now be tracked Complete project report Use Control Charts Have the solutions become standardised process? Document & Standardise Solution Implement ongoing measurement Close the project Quantity the Improvement 34

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