Lean change agents

Report
Lean Service
Change Agent Briefing
Sheree Lacy
Richard Foxall
Paul Stokoe
Thursday 18
August 2011
Agenda for today’s call
• Lean Service
– What is Lean Service?
– Vision for Lean Service
• Lean Service Pilot
– High level execution plan and timeline for Lean Service pilot
– Pilot scope and key role map
• Change agent role
– Your role as a successful change agent
– What’s in it for you?
– The commitments needed
• Change agent training
–
–
–
–
Change agent pre-pilot training plan
Change agent bootcamp plan
Pre-work for change agents prior to the bootcamp
Training next steps
• Q&A
2
What is Lean Service?
• Lean Service is a different way of working with the customer at the heart of
everything we do. It means efficient processes where work flows smoothly
with no waiting, no queues, no waste or duplication. People are involved in
both managing and improving the processes they work on and the organisation
supports this.
• This is not a short term programme but a long term goal which requires that
everyone, everyday, thinks and acts differently. We find better ways to do
things using proven methods and simple tools whilst making Operate a better
place to work.
3
Lean Service vision
Making processes more efficient
Managing our performance
Our processes will be visible and accurate with
no waste or defects. Everything should flow
through the process so there’s no queuing or
waiting. We meet our customers expectations
because our processes are predictable and in
control.
We will be measuring ourselves against meeting our customer
commitments and the business costs involved. We make sure
our performance against expectation is visible to everyone and
as a team, we decide on how we can improve the way we
work.
Our customers will be at the heart of everything we do.
All processes will start and finish with the customer. And
everyone will understand how their contribution helps
us meet our customer expectations and make a profit.
Listening to our
customers
Having the right mindset
Everyone improves how things work
better by using problem-solving
methods and tools. Every manager
will spend time with their team to
understand how things work and
coach them in how to make things
better.
SOURCE: McKinsey
Organising our people and
developing their skills
We‘ll organise and develop our people so they
perform at their best.
4
Lean Execution: High Level Plan
w/c
1
Aug
8
Aug
Change
Agents
Selection
for Pilot
15
Aug
Free
Change
Agents
for Pilot
22
Aug
26/08
Induction
30
Aug
5
Sept
30/08
Induction
05-09
Pilot Lean
bootcamp
12
Sept
26
Sept
10
Oct
17
Oct
28
Nov
19
Dec
16
Jan
Wave 1
Rollout
(16wks)
Pilot
(16wks)
30
April
23
July
Benefit
Realisation
(12wks)
Base-lining
DILOs and assessments (non
pilot areas)
Finalise
Wave 1
Domains
Finalise
Wave 1
Rollout
Plan
Select & Free
Change Agents for
Wave 1
Wave 1
Lean Boot
Camp
(3wks)
Pilot
Rollout
5
What area have we chosen for the pilot?
…the Private Circuit L2C Process
Customer
PPC 20C Order
(eCo / CRF)
Order
Submission on
eCo
Order Submission on
COSMOSS
ABDB15
Openreach
Fibre Planning
Job
Control(CMC)
Initial planning
Review
Order Submission
BTO Howard
Ambrose
Denis
Rankin
Job Control
Simon
Warren
Job Control
Jay Patel
Job Control
Agree costs
and advise
customer
ADBD16
Final BTO
Planning
Openreach
Access
Delivery
Routing
Planning Phase
BTO Martin Hull
Martin
Geraghty
Job Control
Andy
Leaver
Planningv
Openreac
h Fit &
Test
Config
Routing Phase
BTO Simon White
Alex
McGhee
Planning
Bob Peck
Planning
Richard
Ware
Routing
Order
Complete
ABDB16
Customer Order
Handover
ABDB16
Order Completion
BTO Howard
Ambrose
Gillian
Calvert
Routing
Peter
Walter
Routing
6
Pilot Approach
As Is
Sep 12th 2011
Step 1
A0
Step 2
A0
Implementation
Dec 17th 2011
To Be
Repeat every week per process
(Process Owner plus managers
Executed by operational
involved in each process)
teams, coached & supported
by Change Agent(s)
Process Map(s) per
flow developed
Step 3
A0
Step 4
A0
Routing By Walking
About to capture what
is actually happening in Value Stream Map created
each process
Initial improvement ideas
captured, prioritised and
owners assigned
Gather process
performance
management approach
By Process /
Generic
Sponsor Reviews
(every 4 to 6 weeks)
Standard work
defined
Problems verified and
plan for improvement
created
Ideal State
Defined
Review Process
Performance
Identify & mobilise
new improvement
opportunities
New improvement opportunities
& progress of existing ones
1st Target Condition for
each Process by Lens
Review if 1st Target
Condition met, take
learning into setting
2nd Target Condition
New improvement
opportunities &
progress of existing ones
Improvement Log (per Process)
By Team
Performance
data
Gather
organisation and
management
performance
approach
Repeat every week (via
team meeting)
Lean Maturity &
Change Agent
withdrawal
assessment
1st Target Condition for
each Team by Lens
Executed by operational teams, coached &
supported by Change Agent(s)
Standard work
defined
Standard
procedures
documented
Review Team &
Process
Performance
Identify & mobilise
new improvement
opportunities
Review if 1st Target Condition
met, take learning into setting
7
2nd Target Condition
Lean change agents – the foundations of a
good change agent
Lean Change Agent
Confident and willing to learn
Passionate
Sensitive
to human aspects
Strong
problem solver
Trained and
some
experience
Knowledge-able
8
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Willing to make a contribution to improve the situation
Ambitious regarding his/her own career path
Displays confidence and courage; can defend own perspective and support it with data
Confident to challenge behaviour in sponsors and targets to impact the programme
Successful personal and organisational history
Comfortable with giving and receiving feedback
▪
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Aware of the human challenges in every improvement project
Behaves professionally
Inspires (senior) line employees to create their own action plans and achieve results independently
Is comfortable with working within a team environment
Belief in the project
Ability to translate the Sponsors frame of reference (FOR) when talking to the targets
Able to implement improvement ideas
Tailors communication to the audience and builds consensus through fact based discussions and common goals
Completer/finisher
Enthusiastic about applying Lean techniques in different environments
Success and credibility with key sponsors
Trust with key targets
Rigorous and clear in descriptions
Can independently structure, analyse and synthesise findings with minimum coaching
Pragmatic and action-oriented
Awareness of culture and subculture differences
Comfortable with some level of ambiguity
▪
Trained in Lean and/or Work-Out Plus with some experience in implementing process improvement projects
– not essential
Recognized as a leader and or coach in their area
▪
▪
▪
Knowledgeable about products and processes
Ability to recognise resistance and develop plans to manage this
Knowledge of the business unit and strategy
8
What’s In It For You as Change Agents?
Lead the
change
Help
build your
team
Learn
new skills
Work
with new
people
Raise
your
profile
Improve
what we do
for our
customers
Work in a
different
way
Fix
problems /
get to the
root cause
As we move through the pilot, we want to involve you in defining our
recognition approach for the change agent population
9
Your role as a successful change agent…
•
To lead, educate and support the implementation of each Lean Intervention:
– Lead: Defining the milestone dates (in conjunction with the Targets), putting in place the
controlling governance, encouraging and tracking progress and benefits of the Intervention
and individual improvement projects. Working with the sponsor network to ensure obstacles
are removed. Providing regular management updates. If necessary acting as the project
manager.
– Educate: Teach and coach the Targets the relevant tools and techniques. Often initially leading
by example and then ensuring the teams are able to perform the tasks for themselves.
Validating that they are correctly applying the relevant tools and techniques. Working with
Targets and Sponsors to sustain the changes and ensure continuous improvement.
– Support: Provide structure, challenge and assistance to help the Targets overcome the day to
day problems encountered with implementing Operate 2014, until they are no longer reliant
on the Change Agent. Surfacing and managing resistance effectively throughout the
implementation. If necessary showing them the art of the possible.
10
Change Agent Commitments needed
• Time and Logistics
– This is a full time role between now and the end of December
– Between now and the 12th September - Training / DILOs and assessments
– There will be requirements for travel and occasional overnight stays, if you have
restrictions, let us know so we can work with you to accommodate where possible
• Your questions and answers so far:
https://office.bt.com/sites/leanfoundation/SitePages/FAQs.aspx
• Next Steps
– Martin Murtagh [email protected] will brief you on your role in completing
the DILO and assessment activities next week
– Mark Vickerage [email protected] will send out our view of your availability
between now and 23 December 2011 – please confirm it’s accurate and highlight
any restrictions you may have regarding logistics
• Any questions/problems, please email [email protected] and someone will
call you back to discuss…
11
Change Agents Pre-Pilot Training Plan
• Change Agent Induction (for all change agents)
–
–
–
–
Introduction to Lean service, pilot approach, roles and responsibilities
Wednesday 31 August 2011
Leavesden
Introduction to Lean service, pilot approach, roles and responsibilities
• Change Agent Facilitation Training (for operational change agents only)
– Training to build your skills and capability in facilitation
– Friday 26 August 2011
– Birmingham
• Change Agent Boot Camp (for all change agents)
– Lean tools training in advance of pilot commencement
– Monday 5 – Friday 9 September 2011
– Adastral Park (new location being sourced)
• Lean Service Pilot Kick-Off Event (for all change agents)
– Pilot start
– Monday 12 – Wednesday 14 September 2011
– Location tba
12
Change Agent Boot Camp 5 Day Agenda
Day 1
Day 2
5 September 2011
6 September 2011
•Introduction
•Mark Whitley
•What Is Lean?
•Lean Behaviours
•What is a
Change agent?
-The role of the
•The Importance
of Process
Mapping
Change Agent 1
•AIM
-Concepts & Tools
•Who is our
Customer?
-VOC, SIPOC
•BI Methods
Brown Paper Exercise
•IDEF Mapping to
Level 1
•IDEF Mapping to
Level 2
•Identifying
Waste
Four Types of
Waste
RWBA
Day 3
Day 4
Day 5
7 September 2011
8 September 2011
9 September 2011
•Understanding
Data
•Data Collection
•Understanding
Variation
•SPC
•Lean Principles
•Standard Work
•Performance
Boards
•Performance
Review
•Project
Managing
•Measures
•Problem Solving
•A3 Exercise
•Priority Matrix
•Governance
•One Minute
Manager
Basic Understanding
•Coaching for
Performance
•Role of the
Change Agent 2
Next Steps
- PDCA, A3, DMAIC
13
Recommended pre-work for Change Agents
• If you’re new to Lean we would like you to complete some pre-work
• This can be found on SharePoint –
https://office.bt.com/sites/leanfoundation/SitePages/New%20to%20Lean.aspx
• It includes:
–
–
–
–
–
–
BT Operate Strategy
What is Lean?
Change Implementation
Coaching
Project Management
Presentation Skills
• Most subjects will be covered in more detail on the “Boot Camp”, however,
you’ll find a head start very useful!
14
Training - What we need from you
• We’ll send you an invitation to the Induction and Change Agent bootcamp +
info about the pre-work required – please respond to all of the actions by
return
•
Confirm attendance for bootcamp and training activities
• Complete your change agent skills assessment by 26 August 2011
• Send in any further questions to our email inbox: [email protected]
• Check the change agent Q&A on the sharepoint site for Lean Service:
https://office.bt.com/sites/leanfoundation/SitePages/FAQs.aspx
15
Questions and Answers
[email protected]

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