GM现场实用管理工具.ppt

Tools,GoFast!Workshop Tools,StoryboardingPay-off matrixDot VotingIn-frame/out-of-frame FishboneCircles of influenceFist to Five/Thumbs upFifteen WordsFive WhysRAMMPOCOMMWIPIs/Is NotSIPOC,Storyboarding,Storyboarding Tool,Topic:Why is this system bureaucratic?,Payoff Matrix,Payoff Matrix,continued,Payoff Matrix Tool,Payoff,high,low,hard,easy,Ease of Change,Not Worth the Effort,Just Do It,Hard Work but Worth It,Quick Hits,Dot Voting,Dot Voting,continued,Dot Voting Tool,Gallery of Issues,Topic 1,Topic 2,In the Frame/Out of the Frame,In the Frame/Out of the Frame,continued,In the Frame/Out of the Frame Tool,Instructions:Have the leader and group list all potential aspects/components(e.g.,end results,timeframe,product lines,geographic,organizations/groups involved)of the initiative using post-it notesAs a total group,place each idea either in-the-frame,outside-the-frame,or on-the-frame(if uncertainty or disagreement exists)Discuss“on-the-frame”items in more detail to reach agreementReview the groups understanding of the scope with the appropriate leaders,Fishbone,Fishbone Tool,ProblemorIssue,PossibleCause,Possible Cause B,Technical,Human,Possible Cause,Possible Cause E,Possible Cause B,Possible Cause,Possible Cause E,Possible Cause E,Possible Cause,Topic:Why is the QA inspection error rate so high?,Circles of Control,Influence,Concern,Circles of Control,Influence,Concern,continued,Circles of Control,Influence,Concern Tool,Instructions:Explain the three rings of the model,explain most productive work falls into the inner two ringsAgree on what our group has control,influence,or just concernPost information on the chart in the appropriate areaDiscuss the“concern”and“influence”aspects,identify key stakeholders you should involve and plan how to increase your control or to exercise your influence,Control,Concern,Influence,Fist to Five&Thumbs Up,Fist to Five and Thumbs Up,continued,15 Words,15 Words,continued,15 Words Tool,Instructions:Have each group member or small group write in 15 words or less the definition of the project,issue or problem statement using either large post-it notes,a flip chart page,or an overhead transparencyReview each statement with the total groupAs a group,identify the key terms/themes where agreement exists;circle the key words or phrasesHighlight and clarify all unclear words by asking“What do you mean by this?”Draft a working statement using the key words from each person or group;after the statement has been crafted,test for consensus and agree on a statementIt is also permitted to agree on a working version that can be fine tuned or rewritten later,5 Why Problem Solving,Countermeasure,Direct Cause,Cause,Cause,Cause,Root,Cause,PoC,Problem Description,Problem Definition,Locate Point of,Cause,5 Why Problem Solving,continued,Issue:The QA inspection error rate too high,Why is the QA inspection error rate so high?Why are measurement procedures part of the problem?Why are inconsistent procedures used?Why are wrong tools used?Why are the correct tools unavailable?,Measurement proceduresEnvironment issuesWrong procedures usedNo operational definitionInconsistent proceduresWeak documentationWrong toolsCorrect tools unavailablePoor locationMisplacedBroken Long reorder time,Root Cause for group focus,For further information regarding Problem Solving,refer to the Problem Solving Operating Guideline(OG 27)on the GMS website at http:/,5 Why Problem Solving Tool,COMMWIP,COMMWIP,continued,To Learn More About COMMWIP:Reference the GMS Operating Guideline“Continuous Improvement”(OG 33.0),Waste of ProcessingDefinition:Doing something the customer does not perceive as adding value to the productExamples:Complex processing of product,overly complex purchasing process,requiring redundant approvals,performing unnecessary operation or repair,performing redundant activities,typing when handwritten is sufficient,unnecessary formatting,needless reporting to multiple parties,unnecessarily carbon copying information,Waste of InventoryDefinition:Too much of anything which may take up space,lead to obsolescence,impact safety,cause waste of motion or waste of material movementExamples:Purchasing excessive quantity of materials,supplies,equipment,holding onto equipment in anticipation of delay in new equipment,keeping excessive supplies at desk,Waste of WaitingDefinition:To remain in one place while doing something other than what is related to the task at handExamples:Waiting for people,information,meetings to start on time,decisions,signature(s)for approval,sitting through the whole meeting when only a portion is relevant,unnecessary participation in meetings,Waste of Material MovementDefinition:Unnecessary transporting,storing or rearranging of items,parts,equipment,peopleExamples:Creating temporary locations for items,parts,or information and not promptly removing them when final solution is created,Waste of MotionDefinition:Unnecessary work movements/steps which do not add value to the productExamples:Searching for misplaced items or remotely located items,holding duplicate meetings,creating non-value added steps in a process,excessive use of email and voicemail(i.e.,number,length,distribution),excessive reviews,duplicate jobs,Waste of OverproductionDefinition:Information too soon or too fast in a process;may cause other forms of wasteExamples:Unnecessary reports,too many copies,redundant work performed by different functions,preparing paper copies of documents before final version,Waste of CorrectionDefinition:Doing something over which requires additional motion,processing,inventory and/or waitingExamples:Reworking something due to error or requirement changes,reprinting informal documents to get perfect“look”,starting tasks without knowing end goal,reworking a presentation/report/memo over and over again,Category of Waste/Definition/Example,UnReasonableness(Muri):Pushing a machine or people beyond their capabilities or what is considered reasonable;overburden,Correction:Rework,work done because of errors in the previous process,Overproduction:Making more than is necessary or making things faster than is necessary,working ahead;the worst form of waste since it causes all other types of waste,Motion:Unnecessary people motions,travel,walking,searching,Material Movement:Unnecessary handoffs,transfers,filing,distances of material&information,Waiting:People waiting for machines,information or people.Information waiting on people or machines,Inventory:Information or material waiting in queue,Processing:Redundant or unnecessary mental or physical work;work that is giving the customer more than he/she is willing to pay for,UnLevelness(Mura):A flow of information or product processes that are not regular or constant causing many of the other types of waste;the lack of consistency in schedules,products,and info.,Waste in a Business Environment 7 Types of Waste and 2 Main Contributors,TYPES OFWASTE,I,C,O,M,W,P,M,Correction,OverProduction,Motion,MaterialMovement,Waiting,Inventory,Processing,Waste Identification Checklist,7 forms of waste1.Correction 2.Over-production 3.Motion 4.Material Movement 5.Waiting 6.Inventory 7.Processing,Is/Is Not,Is/Is Not,continued,Is/Is Not Tool,IS,IS NOT,Instructions:Identify with the leader and the group all the things they consider in/out of scopeReview the ideas and identify points of disagreementEstablish consensus on what is in and out of scope and review this with the project owner to confirm,SIPOC,SIPOC,continued,Instructions:Set up the SIPOC to include the five categories of Suppliers,Inputs,Process Steps,Outputs,and Customers of the current processIdentify the customer(s)of the processIdentify the outputs/products the customer expectsList the high-level steps from left to right(5-10 steps are optimal)Ensure everyone agrees on the starting point and stopping point of the process-This will help bound what is in/out of scope of the groups workIdentify suppliers and inputs to the process.Document the SIPOC for later use.Use the output from this exercise as a basis for project planning(stakeholder analysis,communications plan,etc.).,SUPPLIERS,PROCESS STEPS,CUSTOMERS,OUTPUTS,INPUTS,STOP,START,SIPIC Tool,SIPOC Example,Process Commercial#1,How a Gallery Works,Simple tool that a GoFast!Coach can use to quickly demonstrate what participants will be doing in a workshop A picture is worth is 1000 wordsIf you can illustrate to participants the work they are expected to accomplish,they will be more apt and more able to“take the pen”and begin workingUseful tool to refresh coaches on their roles and responsibilities during a GoFast!workshop Remember,you own the process!Make sure you know it and can teach itIt is recommended that a coach develop a good process commercial they can explain,create flip charts and post it notes to do so,and then practice,practice,practiceToday we are going to demonstrate two types of process commercialsWorkshop commercial,highlighting steps such as Gallery of Issues and Breakout Groups Tool commercial,highlighting SIPOC(supplier,input,process,output,customer),which can be used at a workshop or during scoping,What is a Process Commercial?,Problem Statement:My family has been transferred so we need to sell our home quickly or we wont have enough money to purchase our new home,Objective(Workshop Goal):Identify and eliminate any barriers that might prevent us from selling our home in the next 90 days,Gallery of Issues Question:What could prevent us from selling our home in the next 90 days?,Workshop Problem,Coaching Tips:Walk the group through the introduction of the workshop problem statement,goal of the workshop,and gallery of issues questionKey Highlights:Problem statement includes the impact if the problem is not resolvedWorkshop goal focuses on elimination and incorporates a timelineGallery of issues questions encourages participants to identify barriers related to the issue,Process Commercial:example typical workshop,Process Commercial:Example(contd),Dont Have a Realtor to List the House With,The Problem Isneed to Get the House on the Market,Need to Market Home,Windows Need to Be Washed Throughout the Entire House,Carpeting in Hallway and Bedroom Is Dirty,The Problem Is.The Light in the Family Room Does Not Work,Great Room Is Too Dark,Lamp Is Out in the Great Room,Gallery of Issues,Coaching Tips:Demonstrate how a Gallery of Issues is used to generate barriers/issues to solving the problem at handKey Highlights:Pre-write the brainstorming ideas on sticky notes Demonstrate how participants read each idea as they put them on the boardOnce all of the sticky notes are on the board,start grouping them into broader categoriesAsk the group if they all agree with the categories using the“thumbs up/down”tool,The Problem Is.The Light in the Family Room Does Not Work,Great Room Is Too Dark,Lamp Is Out in the Great Room,Interior Issues,Breakout Group#1 Post It Note Issues to address,Potentially 3 different problems for this Breakout Group to solve.,Coaching Tips:Once all of the issues are grouped into broader categories,breakout groups naturally form.Take the“Interior Issues”sticky notes to demonstrate what happens in a breakout sessionKey Highlights:Prioritize the sub categories and tackle them one at a timeWalk through one example from start to finish,Process Commercial:Example(contd),Breakout Group#1 Develop Problem Statement#1,Problem Statement:Light is broken,Problem Statement Revised:Light in great room is broken so the room is dark,Interior Issue,The Problem Is.The Light in the Family Room Does Not Work,Great Room Is Too Dark,Lamp Is Out in the Great Room,Coaching Tips:Give examples of how to improve problem statements to make them more powerfulKey Highlights:Problem statements are frequently seen as a“stand-alone”statement,so it is important to make it clear enough that people that did not attend the workshop,can understand what topic workshop addressed,Process Commercial:Example(contd),Light in Great Room is Broken So the Room is Dark,Switch Is Bad,Fuse Is Blown,Bulb Cracked,Allowing Air Intrusion,Bulb Is Burnt Out,Filament Is Broken,Breakout Group#1 Determine Root Cause for Problem#1,Why?,Why?,When using“5 Whys?”ask the followingWhat are all of the potential root causes?Document all potential root causesAre any of the root causes more likely than another?Drill down by asking“why”on the most likely root causes Do you think this is the root cause?Does it matter any more?Should we ask why again?,Why?,Coaching Tips:Getting to the root cause of an issue is a critical step in understanding how to solve it.Use your GoFast!tool box to help workshop participants drill down to the root causeKey highlights:When using the 5 whys tool,make sure that you have the correct“why”before drilling down too far,Process Commercial:Example(contd),Potential Solutions:,Buy a New Lamp,Install a Skylight,Light Candles,Install a Skylight,Light Candles,Breakout Group#1 Generate Potential Solutions for Problem#1,Replace the Bulb,Replace the Bulb,Coaching Tips:Once the group thinks it has identified the root cause of the issue,brainstorm potential solutions.The 2x2 Payoff Matrix is a good tool to help prioritize the issuesKey highlights:Work on the issues that fall under the“GoFast!quadrant”first.Then move on to the tougher issues if time permits,Buy a New Lamp,Process Commercial:Example(contd),Recommendation Form,Breakout Group#1 Recommendation Action Steps for Problem#1,Coaching Tips:After the group has created a solid problem statement,identified the root cause,and generated/prioritized potential solutions,they put together an action plan to implement.Using the recommendation form,the group must decide who is responsible for each action and a date when it will be completed.Also,the group must designate a driver,roadblock buster and a person to be in charge of monitoring and follow-up.Key highlights:Remind the group that a“good”recommendation form is comprehensive and identifies a viable solution to the issue,Light in great room is broken so the room is dark,Bulb is burnt out,Replace bulb in light in great room and testIf test fails,check the switch,Brightening the great room will enhancing the appeal of the house,Process Commercial:Example(contd),Process Commercial#2,How a Gallery Works,Problem Statement:The Detroit Lions must play in a Super Bowl within the next 3 years*or the team will be eliminated.,Objective(Workshop Goal):Identify and eliminate any barriers that might prevent the Detroit Lions from playing in a Super Bowl within the next 3 years*.(*For sample purposes only GoFast addresses issues that can be resolved within 90 days.),Gallery of Issues Question:What prevents the Detroit Lions from playing in the Super Bowl?,Workshop Problem,Coaching Tips:Walk the group through the introduction of the workshop problem statement,goal of the workshop,and gallery of issues questionKey Highlights:Problem statement includes the impact if the problem is not resolvedWorkshop goal focuses on elimination and inco