dpmg conference june 2017 dalhousie process improvement · june 2017 dalhousie process improvement...

DPMG Conference June 2017

Dalhousie Process Improvement Building capacity ˗ Improving process ˗ Creating momentum

ProcessImprovementInitiative

Developandmanageaprocessimprovementstrategy

TrainProjectLeaderstoimproveprocesses

ProjectLeaderswill leadcollaborativeLeanprocessimprovementprojects

Improvedprocesses;customerandemployeesatisfaction

Whatwillweachieve?

SP5.7ImproveProcess

LeadershipSkills

PersonalDevelopment

WhatCustomersWant

Quality

SpeedCost

BusinessProcessesareSetsofDirections

Head west on Oakland Rd

Take Oxford St and Connaught Ave to Memorial Dr

Turn right at the 1st cross street onto Beaufort Ave

Continue onto Oxford St

Turn left onto Jubilee Rd

Turn right onto Connaught Ave

Connaught Ave turns left and becomes Windsor

Turn right onto Lady Hammond Rd

Continue straight to stay on Lady Hammond Rd

Continue on Memorial Dr. Take Leeds St to Bright

3VersionsofaProcess

Onlythepeoplethatperformtheworkknowthereality!

• •

QualityacrossaProcess

Step 3 Yield =

90%

Step 4Yield =

90%

Step 5Yield =

90%

Step 2 Yield =

95%

•

Step 1 Yield =

95%

Deliver to Customer

Manager A: “Our quality is 95%!”

Manager B: “Our quality is 90%!”

66%

95 90 81 73 66 ?

Ifyouputgoodpeopleinabadprocess,eventuallytheprocesswins,everytime.

W.EdwardsDeming

SymptomsofaBrokenProcess1. Customers(internalorexternal)areunhappy2. Somethingsjusttaketoolong3. Thingsdon’tgetdonerightthefirsttime(rework,

scrap)4. Wethrowpeopleattheproblem,butitdoesn’t

improve• OrMoney• OrReorganizations

5. Employeesarefrustratedwhileworking6. Processesspanseveralunits,andthereisfinger-

pointingandblame

SymptomsofaBrokenProcess

7. Noonemanagesthetotalprocess8. Processesaren’tmeasuredorcontrolled9. Worksitsinqueues,waiting10. Dataredundancyiscommon11. Toomanyreviewsandsign-offs12. Complexity,exceptions,andspecialcasesare

common13. Establishedproceduresarecircumventedtoexpedite

work14. Managersspendagreatdealoftime“firefighting”

DMAICMethodology

Define

Measure

AnalyzeImprove

Control

ProjectRoles

ProcessOwner(accountable,authority fordecisions)

ProjectSponsor (oversees, facilitates)

ProjectLeads

ProjectTeam

ProcessImprovementTeam

VoiceoftheCustomer

IdentifyProcess

AdviseonFeasibility

IdentifyProcessandProjectLeadwithUnit

leadership

Agreement toProceed

4-5hours

June30

TrainSponsorsandLeads

DeliverSponsorTraining

Sponsor

Sponsor preparedtosupport &facilitateproject1/2day

DeliverProjectLeadTrainingProjectLeads

3days(1st of2)

ProjectLeadpreparedtoscope&plantheprojectJuly11-13

July11

ScopetheProject

Review&ApproveCharters

PrepareCharter,planandchooseprojectteam

ApprovedChartersandhigh levelprojectplans(including projectteam)

2weeks

VoiceoftheCustomer

July26

TraintheProjectLeads

DeliverProjectLeadTraining

ProjectLeadsParticipate

ProjectLeadpreparedtoplan&leadtheproject

3days(2nd of2)

August8-10

PlantheProject

Review&ApprovePlanReview&ApprovePlan

ProjectPlans(agreedgoals, stakeholderconsultation, schedule,

datarequirements)

1week

VoiceoftheCustomer

August18

TraintheProjectTeam

DeliverProjectTeamTraining

ProjectTeamsParticipate

ProjectTeamisprepared fortheproject

1 day

August11&16

DMAIC(PIActivities)

ProvideSupportMonitorProgress

Followsthemethodology adaptingtotheenvironment

ProcessImprovements

8weeks

VoiceoftheCustomer

ImplementProcessImprovements

Continues tomonitorandassistwithissue

resolutionProjectLeadhandsofftoProjectSponsor

ImplementationPlan

Asperagreedschedule

ReportProgress

Support issueresolution,reviewprogress

Measureandreviewprogress, resolveissues,communicateresults

BiweeklyProgressReport

1hour

Biweekly

EvaluateProject

EvaluateeachprojectandinitiativeEvaluateproject

AssessmentofProjectsandInitiativeIdentifyImprovements

Discussfuture

½day

ProjectLeaderSelectionCriteriaü Improvement-focusedü Respectedwithindepartmentü Strongpeopleandcommunicationskillsü Solidanalyticalskillsü Well-organizedü Likelytogetthingsdoneontimeü Likelytogetthingsdonewithoutalienatingothersü Potentialtosuccessfullyleadcollaborativegroupmeetingsü Abletochallengethestatusquoinarespectfulmannerü Stayspositiveinthefaceofchallenges

ProposedTimeline• Process&ProjectLeadselection– June30th• Training:SponsorJuly11andProjectLeadJuly11-13• CharterJuly26th• Training:ProjectLeadAugust8-10&TeamAugust11&16• PlanAugust18• DMAICprojectactivities:September/October• Implementation:November/December• Evaluation- December2017• January2018– 2nd round?

NextSteps1. Askyourselfifyouareinterested2. Askyourselfifyoumeetthecriteria3. Checkyouravailabilityandcapacity4. TellyourAVP(orme)ifyouareinterested

margaret.sterns@dal.ca