Last week I had the opportunity to lead a WebKaizen Event to solve a problem around the length of time to take contractors from signed agreement to the point where they are fully prepared and productive. The process was lengthy because of the varied and disconnected events required to go from a Statement of Work requesting a contractor, through the request for logins, software access, network access, laptop configuration, building access cards, etc, to the point where the contractor could be productive. The disparate events were not tracked, and so it was difficult to create a value stream map.
To overcome this we walked through the process and added general values to the arrow for each lead time and to each process step. The values added were in terms of minutes, hours, and days. Although we were not able to be extremely accurate in the calculations, we were able to identify the areas of focus where a majority of the opportunities for improvement could be found. Based upon these focus areas the team was able to find solutions that eliminated 2 weeks from the process.
I'd never done a value stream without a time and motion study, but it worked!
Kate
www.webkaizen.com
Friday, February 25, 2011
Sunday, December 19, 2010
Prioritizing Solutions with the Cascading Impact Analysis
Overview
The Cascading Impact Analysis is a tool used to prioritize solutions when problem solving. The idea combines prioritization methods of Six Sigma with the Triple Constraints of PMP. The first matrix, the Impact Constraint Matrix assesses the total impact of the possible solution against the primary constraint, resulting in several high priority solutions in the upper right hand quadrant. If the number in this quadrant exceeds 5 solutions, then the team moves to the next matrix, the Dual Constraint Matrix.
Constraints
In the Project Management Book of Knowledge there are three key constraints known as the Triple Constraints. They are time, cost and scope. A constraint is something that Must occur. So perhaps the solution Must be delivered by a certain date, or within a certain budget, or meet specific criteria. Determining which factor is the most important constraint is essential in prioritizing. First look at the triple constraints and determine if one of these is the most important factor. If not, identify the primary constraint. Perhaps it Must be small, quiet, glass or fast, at any cost over any period of time. Maybe it Must be delivered by the next exhibition. List your three most important constraints and move to the next section.
Determining Impact
Impact is derived from the effectiveness of the solution * the population that it will effect. Let's use resolved files as an example. Let's say that the average number of files resolved per day has declined from 100 to 75, and the objective is to get the number back up to 100, then the opportunities to be improved equal 25 per day. If a solution will be 90% effective on half the files, and have no effect on the other half, then the solution has an impact of 45%. That's 90% effectiveness * 50% of the opportunities.
Impact = Effectiveness % * Opportunity %
Impact / Constraint Matrix
Take your first solution, and assess how impactful it is compared to other solutions. Then assess the solution against the primary constraint to determine how well it meets that constraint. Plot the solution on diagram at the intersection of the Impact and Primary Constraint effectiveness. Continue for each solution until they are all plotted on the matrix.
Dual Constraint Matrix
If there are more than 5 solutions in the upper-right hand quadrant, cascade to the Dual Constraint matrix. This is when each of the solutions from the upper-right hand quadrant are re-evaluated based upon the secondary and tertiary constraints. The solutions closest to the upper right-hand quadrant are the solutions that best meet all three constraints. Implement the top 5 solutions. Save a list of the remaining solutions for future improvements.
Saturday, October 30, 2010
DMAIC
I use DMAIC for both improving existing processes and for creating new processes. I've found that there has not yet been a process that is truly brand new in the services and development businesses. There is another method that is often used for a brand new process, DMADV, but I just change the M in DMAIC to creating measures instead of reviewing existing metrics, and use DMAIC. This is because it is important to note what is changing between what teams are currently doing, and the new process. DMAIC supports this well. So, here are the quick and dirty steps to conduct a DMAIC process creation or improvement.
D - Define
Capture the process as it is working now. Do this using a SIPOC and an As-Is Process Diagram. Make a list, a gap analysis, of where things are not working in the process. Set some objectives around what it is you want to accomplish. I find that a project charter is really helpful too.
M - Measure
Look at the existing measurements and determine where there are failures, defects and faults. If you don't currently have metrics, this is a great time to define what questions you want to answer with your measures, where those metrics reside, what the acceptable limits are for those metrics, and the rhythm around pulling and reviewing them. Include performance expectations. These are called control limits. They are ranges that you set to show the acceptable boundaries for metrics.
A - Analyze
Now you'll want to see why the problems found in D and measured in M exist. Conduct a causal analysis, using the Focused Affinity Matrix. Conduct Root Cause Analysis using the 5 Whys. Find solutions for the causes, and document how your process Should-Be. Finally, create another gap analysis showing how things will change from the As-Is state to the new Should-Be state.
I - Improve
If you have a PMP background, treat the gap analysis as the requirements for beginning the project. If you do not have a PMP, then follow these steps.
Plan the Work
1) Make a list of all of the activities needed to change from the old process to the new process,.
2) Create a list of all of the tools, people and other processes that will be impacted by your new process.
3) List all of the activities needed to ensure a smooth transition with all affected tools, people, and other processes.
4) Create an educational or training plan telling different roles how they participate in this new process, what stays the same, and what changes.
5) Create a communication plan to raise awareness at all levels of participation. Up to execs, across to peers in the organization, and down through affected teams.
6) Create a metrics and measures plan listing all of the activities needed to get reports created at the right time, to the right people, answering the right questions. Include activities as to what to do when a metric is trending "out-of-control", to create a new process improvement initiative.
Work the Plan
1) Create a schedule of activities, date them and assign them
2) Complete the activities
C -Control
The process is now implemented and the reports are running on their scheduled basis. The metrics have been handed over to the process owner. The process owner (with your help) should be monitoring the control limits to make certain that if a metric is trending outside of these boundaries, that action is taken.
DMAIC in a nutshell!
If you have questions, please comment and I'll answer. There is so much more to say on each of these topics that it was hard to summarize, so don't worry if there are gaps, I can help.
Kate Cornell www.webkaizen.com
D - Define
Capture the process as it is working now. Do this using a SIPOC and an As-Is Process Diagram. Make a list, a gap analysis, of where things are not working in the process. Set some objectives around what it is you want to accomplish. I find that a project charter is really helpful too.
M - Measure
Look at the existing measurements and determine where there are failures, defects and faults. If you don't currently have metrics, this is a great time to define what questions you want to answer with your measures, where those metrics reside, what the acceptable limits are for those metrics, and the rhythm around pulling and reviewing them. Include performance expectations. These are called control limits. They are ranges that you set to show the acceptable boundaries for metrics.
A - Analyze
Now you'll want to see why the problems found in D and measured in M exist. Conduct a causal analysis, using the Focused Affinity Matrix. Conduct Root Cause Analysis using the 5 Whys. Find solutions for the causes, and document how your process Should-Be. Finally, create another gap analysis showing how things will change from the As-Is state to the new Should-Be state.
I - Improve
If you have a PMP background, treat the gap analysis as the requirements for beginning the project. If you do not have a PMP, then follow these steps.
Plan the Work
1) Make a list of all of the activities needed to change from the old process to the new process,.
2) Create a list of all of the tools, people and other processes that will be impacted by your new process.
3) List all of the activities needed to ensure a smooth transition with all affected tools, people, and other processes.
4) Create an educational or training plan telling different roles how they participate in this new process, what stays the same, and what changes.
5) Create a communication plan to raise awareness at all levels of participation. Up to execs, across to peers in the organization, and down through affected teams.
6) Create a metrics and measures plan listing all of the activities needed to get reports created at the right time, to the right people, answering the right questions. Include activities as to what to do when a metric is trending "out-of-control", to create a new process improvement initiative.
Work the Plan
1) Create a schedule of activities, date them and assign them
2) Complete the activities
C -Control
The process is now implemented and the reports are running on their scheduled basis. The metrics have been handed over to the process owner. The process owner (with your help) should be monitoring the control limits to make certain that if a metric is trending outside of these boundaries, that action is taken.
DMAIC in a nutshell!
If you have questions, please comment and I'll answer. There is so much more to say on each of these topics that it was hard to summarize, so don't worry if there are gaps, I can help.
Kate Cornell www.webkaizen.com
Thursday, October 21, 2010
Focused Affinity Matrix
So what is this thing? The Focused Affinity Matrix is a tool to figure out where in the process the problems are happening, and then find the causes in each of these areas.
To begin, we'll start off with Areas of Focus. An Area of Focus is another name for the biggest area of problems in the process. Identification of Areas of Focus is done by reviewing the process, and determining where in the process there are the most opportunties for solutions to the problem. We name these areas of the process Focus Areas, and fill out the top of the matrix with each Area of Focus.
Next we select a list of pre-defined Affinities from the millions of Affinity Diagrams done over the last century or so. We choose 5 or 6 Affinity Groups, and populate the left side of the matrix.
Finally, at each intersection of the matrix, we ask how the aligned affinity causes the problems in the aligned area of focus.
At the end of this part of the exercise, we have a list of causal factors so that Root Cause Analysis can be completed.
To begin, we'll start off with Areas of Focus. An Area of Focus is another name for the biggest area of problems in the process. Identification of Areas of Focus is done by reviewing the process, and determining where in the process there are the most opportunties for solutions to the problem. We name these areas of the process Focus Areas, and fill out the top of the matrix with each Area of Focus.
Next we select a list of pre-defined Affinities from the millions of Affinity Diagrams done over the last century or so. We choose 5 or 6 Affinity Groups, and populate the left side of the matrix.
Finally, at each intersection of the matrix, we ask how the aligned affinity causes the problems in the aligned area of focus.
At the end of this part of the exercise, we have a list of causal factors so that Root Cause Analysis can be completed.
Thanks for reading, hope it was helpful. If you need more information, contact me at webkaizenevents@gmail.com.
Kate Cornell www.webkaizen.com
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