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Policy Deployment 90 Day Plan

Principle Document

This document was compiled by Mark Radley of GENEO Consulting Limited

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Policy Deployment 90 Day Plan

Policy Deployment and 90 Days 3 ......................................................................

Goal   3  ...........................................................................................................................................................................

Purpose   3  ...................................................................................................................................................................

Bene0its   3  ....................................................................................................................................................................

Purpose of 90 Plans 4 .........................................................................................

Purpose   4  ...................................................................................................................................................................

Lean Leadership in 90 Day Plans 4 ....................................................................

90 Day - Process 5 ..............................................................................................

Three  Aspects  to  90  Day  Plans   5  ......................................................................................................................

Aspect  1  –  Planning  the  Plan   5  .........................................................................................................................

Aspect  2    -­‐  Execute  the  Plan     8  ..........................................................................................................................

Aspect  3  –  Formulate  the  Plan   11  ...................................................................................................................

Review  Cycle  and  Responsibilities   12  .............................................................................................................

Contact Us 14......................................................................................................

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Policy Deployment and 90 Days

Goal

Every employee aligned to the vision and implementing the plan to achieve it

Purpose

The purpose of Policy Deployment is to align the organisation to its mission

and goals using transparent methods of communication and planning.

Benefits

• Aligned organisation, one vision, shared goals

• Improvement is aligned to the overall strategy

• Everyone engaged in the process of achieving the goals

• Align the goals and objectives of the company from Level 5 to Level 1

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Purpose of 90 Plans

Purpose

The purpose of the 90 Day Plan is to convert the five, two and one year plans

for the company into an actionable, 90 Day drumbeat to meet the plan and

the overall vision. It is designed to:

• Provide clarity of purpose for the teams at each level to generate

effective plans of action in the 90 Day plan

• Escalate difficulties with execution of the plan

• Provide transparency of the impact of the plan in the performance

section of the Information Centre

• Drive velocity in the planning and execution of improvements

• Provide ‘status at a glance’ from Level 5 to Level 1 on progress of the

plan

Lean Leadership in 90 Day Plans

The role of leaders is to ensure the following:

• Manage the cascade of objectives and the feedback loop of ideas

and concerns to meet the objectives

• Ensure the entire workforce has the opportunity to feed into the 90 Day

plan

• Build an executable plan

• Drive accountability of actions in the teams

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90 Day - Process

Three Aspects to 90 Day Plans

The 90 Day Planning process is a continuum of three activities:

• Planning the 90 Day Plan

• Formulating the 90 Day Plan

• Executing the 90 Day Plan

Aspect 1 – Planning the Plan

Purpose

The purpose of Planning the Plan is to develop capability in building

meaningful, plans that meet the SMART criteria (Specific, Measurable,

Achievable, Relevant and Time-bound)

Benefits

Teams learn to plan effectively

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At least 14 working days prior to the completion of the execution phase of a

90 Day Plan, Level 2s, 3s and 4s should draft the next 90 Day Plan ready for

execution. The plan should include:

•Any requirements from the 2 year plan

•Value Stream Mapping activities – Future State ideas

•Long term 3Cs that require actioning

•PPS activities identified

• CI Strips that require resource and support

Activities

The following guidelines apply to adding activities to a 90 Day Plan:

Sections

Section / Sub Section / Task - A section on the 90 Day Plan is allocated to a

project to be undertaken and is broken into further sub-projects where

applicable. Individual tasks related to the section or sub section are listed.

Responsible - all tasks have a person responsible for the delivery

Impact – the impact of the project can be related to a KPI in the Value Stream

or Department as agreed during the formulation process.

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PDCA Methodology – all tasks follow the Plan Do Check Act methodology.

No tasks with timelines longer than 2 weeks. Review points for measuring

progress used.

Risks and Comments – Risks or additional comments are added on the right

hand side of the 90 Day plan.

Resource – Resource required to complete the activities is captured on the

bottom section of the plan

Granularity

The level of granularity on the 90 Day will vary based on the Level in the

organisation.

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Aspect 2 - Execute the Plan

Purpose

The purpose of Execute the Plan is to commit resources to the

implementation of the 90 Day Plan in a way to make it measurable,

transparent and informative for the team and organisation.

Benefits

• Measurable plan for all to see

• Transparent and easy to communicate with all

• Common approach for the organisation

The 90 Day Plan (held in the Information Centre) is measured at the

appropriate frequency depending on the criticality or cadence of the work

involved.

Review

The review process varies depending on the level of detail. The principle is

for managers and GMs to gain a status of progress and any required support

on a weekly basis.

Detail Plans held by superintendents may require a daily review, however,

when a 2 week horizon reaches Level 1, it is necessary to review on a shift

basis.

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Adjustment

The 90 Day Plan, once set, is then locked for the duration of the 90 Days.

The intent is to track changes visually in order to learn from the planning

process. The Status line (see below) will help to track adjustment.

Status

A status line is drawn on the 90 Day Plan to show progress.

Sign Off

Any person held responsible for an action on the 90 Day Plan must sign for

acceptance of the plan.

As the 90 Day rolls up to L5, all plans will undergo the catch-ball process.

By Shift Daily Weekly

Level 1 0

Level 2 0 0

Level 3 0

Level 4 0

Level 5 0

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Escalation

The following table covers the escalation of back-spikes

End Review

The purpose of the End Review is to:

• Determine the impact of the 90 Day Plan on the 2 Year Plan and build

a recovery in the next 90 Days if required

• Review ability of the team to resolve issues and effectiveness of

implementation

• Review planning capability – back-spikes and forward-spikes

Escalation on 3C

Level 1 2 Days

Level 2 2 Days

Level 3 2 Weeks

Level 4 2 Weeks

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Aspect 3 – Formulate the Plan

Purpose

The purpose of Formulate the Plan is to provide a framework for the team to

evaluate ideas and issues, incorporate requirements to form a 90 Day Plan in

the most efficient and effective manner.

Benefits

• Create plans in a time effective manner

• Capture issues and ideas for evaluation – nothing lost

• Common approach across the organisation for formulating 90 Day

Plans

Stage 1

• Collate ideas and long-term 3Cs over the course of the 90 Day Plan

that is in execution. These can be generated from:

o VSM activities underway

o Info Centre generated concerns

o Ideas generated and captured on CI Strips

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• 2 Year Plan requirements that have reached point of execution

• Long term 3Cs that require longer countermeasures and inputs from

other departments

Stage 2

Evaluate the impact of each item on the pillars of Safety, Quality, Delivery,

Cost and People. Which KPI will be impacted by the initiative?

Stage 3

Flush the item through the Boston Matrix to gauge ‘rough cut’ cost / benefit

Stage 4

Once the item is considered to be valid, allocate it to a person responsible

and commit it to a Detailed Plan

Stage 5

Roll the item up from the Detailed Plan to the 90 Day plan in PDCA form

Review Cycle and Responsibilities

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To avoid rushing the two aspects of Formulating of the Plan and the Planning

the teams should follow the structure outlined above.

These are sessions that follow assigned Information Centre Level 3 meetings

where the key people are together. The meeting is no longer than 20 minutes

and is designed to provide status of progress.

As the ideas and issues reach the Boston Matrix stage, Finance can support

to help evaluate the financial impact and benefits.

• Operation’s role: identify the opportunities and implement

• Finance: role: provide the cost benefit

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Contact Us

This document was written by Mark Radley with the support of Chris Jones, Roger Bent,

Gary Sermon, Mike Slinger, Andrew Hemingway and Tim King.

For further details on how GENEO can support your organisation with Lean transformation,

please contact us on:

sales@geneo.co.uk

www.geneo.co.uk

Mark Radley - Director markradley@geneo.co.uk

m:+44(0)7753600158

Tim King - Director timking@geneo.co.uk

m: +44(0)7810820414

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