performance acceleration management: a way to change …...performance acceleration management: a...
TRANSCRIPT
Performance Acceleration
Management:
A Way to Change Your Culture
By
Dr. H. James Harrington
May 1, 2013
Typical Comment
"Every year we improve. I have data that
proves this. Continuous improvement is a way
of life in our company. Then why, oh why, do
we continue to lose market share even though
we are using the latest improvement
methodologies and installing software like
CRM?"
"Many organizations
are improving but they
are not winning the
race."
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Time
Quality
Quality Improvement and Customer Expectations
© 2007, Harrington Institute, Inc.
Confusion Reigns Supreme
• Philip B. Crosby’s 14 Steps
• Dr. W. Edwards Deming’s 14 Points, or new and
different 14 Points of “Profound Knowledge”
• Dr. Armand V. Feigenbaum’s 10 Benchmarks for
Quality Success
• Dr. Joseph M. Juran’s Step-By-Steps
Improvement
• Dr. Kaoru Ishikawa’s Six Categories for
Transformation
Lean Methodology
• Today Lean is a very popular methodology.
• It focuses on the elimination of all wastes.
• You can't argue that waste is bad.
• My great-grandfather used to say,
“Waste not, need not.”
© 2007, Harrington Institute, Inc.
A Streamlined Car
"If you change the way
the outside world views
the organization, it is
just a temporary fix. It
becomes permanent
when you change the
way the organization
views itself (its
culture)."
• "If you don't change
behaviors/habits, the
organization’s culture hasn't
changed. If you don't change
culture, you won't have
long-term performance
improvement."
© 2007, Harrington Institute, Inc.
Typical Question
• "Why does my organization need to develop
a performance improvement plan to
improve? I know a lot of problems that we
can start working on right now.”
• Answer –. Our research shows that more
than 1,300 different improvement tools
exist today that will provide a positive
impact upon an organization’s environment.
© 2007, Harrington Institute, Inc.
© 2007, Harrington Institute, Inc.
Process Improvement 8 ATE's
• Eliminate
• Informate
• Automate
• Coordinate
• Innovate
• Replicate
• Cultivate
• Regulate
The Three Parts to
Performance Acceleration
Management I. Define how the organization needs to
change.
II. Define what the organization needs to do
and when to do it to change.
III. Managing the organization’s change
process.
Part I. Defining How The
Organization Needs To Change.
To Change the Organization's Culture
You Need to Define and Change the
Things (Key Business Drivers) that
Dictate the Organization’s Performance.
Business Drivers
or
Controllable Factors
The Organization Culture
New Improvement Program Impact
The Next Improvement Program
Impact
The Total Impact
Typical Business Drivers
• Leadership and Support
• Customer Partnerships
• Business Processes
• Training
• Knowledge Management
• Measurements
• Supplier Partnerships
Part I. Defining How The
Organization Needs To Change.
• Activity 1 – Assessment (as/is statement)
• Activity 2 – Vision Statements (Should -
be vision)
Part I Activity 1 – Assessment of Present State
• As-is/Should-be
• Business Drivers’ Maturity Grid
• Historical Change Analysis
• Past Performance Initiatives’ Analysis
• Develop an organizational present
cultural model
Part I Activity 2 - Vision Statements
• Preliminary Vision Statements
• Stakeholders’ Reviews
• Final Vision Statements
Part I
Define What Will Change
Part I
Define What Will Change
Get a clear view of
your Vision or what
you want the Future
State to look like.
Get a clear view of
your Vision or what
you want the Future
State to look like.
28
Typical Vision Statement for
Operating Processes
Major processes are documented, understood,
followed, easy-to-use, prevent errors and are designed
to be adaptable to our stakeholders’ changing needs.
Staff uses them because they believe they are more
effective and efficient than the other options.
Technology is effectively used to handle routine,
repetitiveness, time-consuming activities, and remove
bureaucracy from the process.
Part II. Defining What The
Organization Needs To Do and
When To Do It To Change.
Part II Defining How to Change
Part II Defining How to Change
Start with an Organizational
Assessment to determine the
most critical change areas to
focus on first.
Start with an Organizational
Assessment to determine the
most critical change areas to
focus on first.
31
Part II. Defining What The
Organization Needs To Do To
Change.
Activity 3. Set Performance Goals.
Activity 4. Define Desired Behaviors.
Activity 5. Develop Individual Improvement Plans.
Activity 6A. Combine the Individual Plans.
Activity 6B. Design the Change Management Plan.
Part II Activity 3. Setting Performance Goals
• Return on Investment
• Customer Satisfaction
• Response Time
• Value-added per Employee
• Error-free Performance
• Dollars Saved
Measurement YEAR
0 1 2 3 4 5
1. Customer satisfaction 60% 65% 75% 80% 85% 95%
2. Return on investment from TIM 1:1 4:1 15:1 30:1 40:1
3. Return-on-investment 2:1 5:1 10:1
4. Defect rate improvement 2X 10X 100X
5. Value added/employee in $1000 45 50 65 70 75 80
6. New product cycle time in months 53 53 30 15
Typical Performance Improvement Goals
Part II Activity 4. Define Desired Behaviors.
EMPOWERED EMPLOYEES
• Wild ideas are encouraged and discussed.
• Unsolicited recommendations and suggestions are often turned in.
• Business information is readily available to all employees.
• Management defines results expected, not how to get them.
• Decisions are made at lower levels.
• Less second-guessing.
Part II Activity 5. Develop Individual
Improvement Plans.
• One for each vision statement.
• Problems today.
• Roadblocks to move to future state.
• Select the right tools from the 1300+
toolbox.
There is a difference between planning
and problem solving.
Part II Activity 6A. Combine the Individual Plans.
Considerations:
• Availability of resources
• Other activities going on within the
affected areas
• Holidays and vacation periods
• Seasonal and/or new product workload fluctuations
• Interdependencies
• Organized labor interventions
• Change management timing
Total Improvement Management
Combined 3-Year Improvement Plan
Activity
#
3-Year 90-Day Plan 4/19
Develop Plans for Individual Divisions
Business Process
BPI
Management Support/Leadership
Team Training
DIT
MBWA
Employee Opinion Survey
Strategic Direction
Performance Planning and Appraisal
Suggestion System
Supplier Partnerships
Partnership
Supplier Standards
Skill Upgrade
Cost vs. Price
Proprietary Specifications
A M J J A S O N D J F M 2 3 4 1 2 3 4 Person
Responsible2 0 0 2
= Action
= Ongoing Activity
P
0.2
BP
1.0
ML
1.0
2.0
5.1
5.2
3.0
4.0
6.0
SP
1.0
2.0
3.0
4.0
6.0
H.I. - EIT
EIT
EIT / Bob C.
EIT / Tom A.
EIT / Task Team
Dept. Mgrs.
Division President
H.I.
Sam K.
Joe B.
Task Team
H.I. – Dave F.
H.I. – Doug J.
Bob S.
Jack J.
Division President
2 0 0 3 2 0 0 4
Cycle 1
Cycle 2
Cycle 3
Cycle 4
A C T I V I T Y
Activity 6B. Design the Change
Management Plan
“Some 50% to 70% of reengineering
attempts fail to deliver the intended
dramatic results.”
Hammer & Champy
Reengineering the Corporation
Research confirms that as much as 60% of
change initiatives and other projects fail as a
direct result of a fundamental inability to
manage their social implications.
GartnerGroup
45
Enterprises contemplating organizational
transformation should first acquire formal
change management competencies and
develop the organizational discipline to
perform cultural due diligence.
GartnerGroup
46
First-Order
Magnitude
Tasks Affected
Second-Order
Magnitude
People Affected
Third-Order
Magnitude
Structure/Culture
Affected
Culture Technology
Structure
People
Technology
Tasks
Culture Technology
Structure
People
Technology
Tasks
Culture Technology
Structure
People
Technology
Tasks
+ +
The Magnitude of IT Driven Change
Source: O’Hara, Watson & Kavan
Cultural Model
PEOPLE
PROCESS TECHNOLOGY
People, Process, Technology
“More than any other
contributing factor, many
projects fail because
executives don’t take the
time to develop and
implement a Change
Management Plan.”
Dr. H. James Harrington
“More than any other
contributing factor, many
projects fail because
executives don’t take the
time to develop and
implement a Change
Management Plan.”
Dr. H. James Harrington
49
Cultural MANAGEMENT TOOLS Cultural management includes over 50 unique
tools. Some of them are:
1. Cultural Assessment
2. Landscape Surveys
3. Change Agent Evaluation
4. Change History Survey
5. Change Resistance Scale
6. Overload Index
7. Predicting the Impact of Change
8. Role Map Application Tool
9. When to Apply Implementation Architecture
The Three Part III Managing
the Organization’s Change
Process.
ORGANIZATIONAL ALIGNMENT
Strategy
Rewards
System
Processes
Networks
People
Capabilities
Structure
Typical Organizations that Have
Used PAM Methodology
• Lambda Novatronics Inc.
• Martin Marietta Manned Space Systems
• Matrixx Consumer Division
• US Air Force Systems Division
• LTV Missiles and Electronics Group
• State of Arizona Department of Transportation
• Eastern Space and Missile Center
• Earle M. Jorgensen Company
• Allied Supply Company
• Lambda Electronics Incorporated
• Accurate Inc.
Every day in Africa a gazelle wakes up knowing that
he must be the fastest gazelle in the group
or he will be eaten by a lion.
Every day in Africa a lion wakes up knowing
that he must be the fastest lion in the pride
or he will starve.
Every day in Africa a gazelle wakes up knowing that
he must be the fastest gazelle in the group
or he will be eaten by a lion.
Every day in Africa a lion wakes up knowing
that he must be the fastest lion in the pride
or he will starve.
It doesn’t matter if you are a lion or gazelle.
When you wake up, you better be running!!!
Thanks for your attention.
Do you have any questions?
©Copyright 2009 All Rights Reserved ©Copyright 2009 All Rights Reserved
Six Sigma Executive Overview Six Sigma Executive Overview What is Six Sigma? What is Six Sigma?
Harrington Institute, Inc. Harrington Institute, Inc.
Have a quality day
with a high degree
of reliability.