1、Introduction and Validate Business Opportunity Objective To enable teams to identify and/or validate their improvement project,illustrate their business processes,define customer requirements,and prepare themselves to be an effective project teams 1.1Validate Business Opportunity 1.2 Document and An
2、alyze the Processes1.3 Define Customer Requirements1.4 Build Effective Teams Version Nov 2002Page 21.1 Validate Business Opportunities Identify the opportunities where improvement can have a significant impact on customers and the business objectives Create team charter that defines and scopes the s
3、pecific improvement objectives and goals for the the team 1.2 Document and Analyze Processes Identify and map the key elements of the team process Develop detailed top-down and functional deployment process maps Conduct qualitative review of the process and identify and implement quick-hit opportuni
4、ties for improvement Version Nov 2002Page 31.3 Define Customer RequirementsIdentify process customer requirements and develop plans to both validate and translate the Voice of the Customer Identity the Critical Customer Requirements associated with the team process 1.4 Build Effective Teams Understa
5、nd the role of effective teams in process improvementLearn and apply team evaluation tools to identify opportunities to improve team effectiveness Version Nov 2002Page 43.0 Analyze Opportunity2.0 Measure Performance4.0 Improve Performance5.0 Control Performance1.0 Define opportunities1.1 Validate Bu
6、siness Opportunity1.2 Document and Analyze Processes1.3 Define Customer Requirements1.4 Build Effective TeamsInputsStrategic Priorities(BPA)Core Process Selections(BPA)Improvement Expectations(BPA)Improvement Project Team Sponsors,Leader and Members(BPA)ObjectiveTo enable teams identify and/or valid
7、ate their improvement project,illustrate their business processes,define customer requirements,and prepare themselves to be an effective project team.Version Nov 2002Page 5Objective To validate and/or identify an improvement project that is critical and aligned to the business strategy.Key Topics Bu
8、siness OpportunitiesTeam Charter Team Charter-Business Case-Opportunity Statement-Goal Statement-Project Scope-Project Plan Action Plan1.1ValidateBusinessOpportunity 1.2 Document and Analyze Processes 1.4Build EffectiveTeams 1.3 Define Customer Requirement Version Nov 2002Page 6The concept of“puttin
9、g the customer first”is based on the fundamental assumption that most things done to increase customer satisfaction will have a favorable downstream affect on the business.Key Elements of Business Opportunity Development External Customer “End User”OpportunityCustomerBusinessi New or Improved i Sati
10、sfied Customer i Competitive Advantagei Product/Servicei Loyalty i Growth New Product/Servicei Referralsi Cost/Benefiti Profiti Market Sharei Customer RetentionInternal Customer “Process Partner”OpportunityCustomerBusiness i Improved Well beingi Loyaltyi Capacityi Improved Product/Servicei Customer
11、Satisfiedi Costi Advocatei Efficiencyi Effectiveness Version Nov 2002Page 7How a Reduction in errors in Loan Applications Affects Customers and the Business Discussion Points on Value Creation Growth Competitive Advantage Loyalty Value Creation greatest here Reduced Costs Opportunity Customer Impact
12、s Business Impacti Error Reduction in i Reduce Time to Process i Reduced Transaction Cost Loan Application Loan Applications i Increased Capacity i Improve Customer Satisfaction i Reduced Transaction Errors i Reduced Number of Bad Loans i Reduced Employee Satisfaction Version Nov 2002Page 8Elements
13、of a team charter:Business Case:Purpose Opportunity Statement:Business Impact Goal Statement:Success Criteria Project Scope:Boundaries Project Plan:Activities Team Selection:Who and WhatBusiness Case Opportunity Statementi Why should we do i Whatpainare we this?experiencing?i What is wrong?Goal Stat
14、ement Project Scope i What are our i What authority do weimprovement objectives have?and targets?i What processes are we addressing?i What is not within scope?Project Plan Team Selection i How are we going to i Who are the team members?get this done?i When are we going i What responsibilitiesto comp
15、lete the work?will they have?Version Nov 2002Page 9Business Case Development The business case describes the benefit for undertaking a project.The business case addresses the following questions:What is the focus for the project team?Where should the team s work begin and end?What impacts will this
16、project have on other business units and employees?What benefits will be derived from this project?Has the value of the benefits been quantified?Version Nov 2002Page 10Purpose The opportunity statement describes the“why”of undertaking the improvement initiative.The problem statement should address t
17、he following questions:What is wrong or not working?When and where do the problems occur?How extensive is the problem?What is the impact“pain”on our customers?What is the impact“pain”on our employees?Does it make strategic sense to address this problem?Version Nov 2002Page 11Purpose The goal stateme
18、nt defines the objective of the project,and is specific,measurable,attainable,relevant and time bound.The goal statement addresses:What is the improvement teams success be measured?How will the improvement teams success be measured?What specific parameters will be measured?What are the tangible,”har
19、d”results deliverables(e.g.,reduce cost,cycle time,etc.)?What are the intangible,”soft”deliverables/results?What is the timetable for delivery of results?What are the values your project team will use to make it happen?Version Nov 2002Page 12Purpose The project scope defines the boundaries of the bu
20、siness opportunity.Project Scope What are the boundaries,the starting and ending steps of a process,of the initiative?What parts of the business are included?What parts of the business are not included?What,if any thing,is outside the teams boundaries?Version Nov 2002Page 13Purpose Select your team
21、members and assign responsibilities.Team Selection Who is accountable to whom and for what?Who is the project sponsor?What are his/her responsibilities to the team?How will the project teams coordinate their efforts?Who is the team leader?What are the team leaders responsibilities?Who is on the team
22、?How often and how does the team report?What type of team members are needed?At what stage will they be needed?Version Nov 2002Page 14 Business CaseOur current delivery time average is 72 hours for Product X.Customers are requiring delivery in 48 hours.Our competitors are meeting the 48-hour require
23、ment.As a result,we are losing 1.5%of our customer base per month for the last 10 months($75,000/month),new sales are down 10%for the same 10 months($60,000).By decreasing our delivery time we anticipate the loss of the current customer base to drop below 0.3%(savings=$60,000/month)and new sales wil
24、l increase 18%above their original base($108,000).Opportunity StatementWe currently have an average deliver orderscycle of 72 hours.Our customers require it within 48 hours.Our process is currently operating at a 2.1 sigma level.Goal StatementReduce cycle time from call by customer to receipt by cus
25、tomer to 48 hours by fourth quarter.Reduce number of defects 10 fold;from 20,000by the end of the year.Increase process sigma to 3.5 Project ScopeOrder processing Core Process Start:Call entered into systemStop:product in customers hands Involve all department Core process relatedEnabling process re
26、lated Project Plan Team Selection Albert Anderson Sponsor Barry Bechtel Master Black BeltCarrie Carlson Black Belt Denise Davidson Dispatch Supervisor Eric Edwards Senior Dispatcher Frank Fischer Administrative Mgr Gwen Givens Truck Loader Hillary Hinson Truck Loader ActivityTimeWK1WK2WK3WK4WK5Form
27、TeamFinalize CharterGather DataAnalyse DataSelect SolutionMeet ManagementDevelop Plan to implementClosure&RecognitionVersion Nov 2002Page 15Once you complete a draft of you team charter,you should evaluate the charter to ensure its effectiveness.A methodology for evaluation is called“SMART.”This acr
28、onym is a checklist to ensure that the charter is effective and thorough.-SMART-S pecific-Does it address a real business problem?Measurable-Are we able to measure the problem,establish a baseline,and set targets for improvement A ttainable-Is the goal achievable?Is the project completion date reali
29、stic?R elevant-Does it relate to a business objective?T ime Bound-Have we set a date for completion?Version Nov 2002Page 16Purpose The project plan identifies the activities necessary to solve the problem and develop the schedule for completion.Milestones What are the key activities(High level 5-7st
30、eps)that must be taken to complete the initiative?What are the key milestones in the project plan(e.g,team kickoffs,major step completion dates,presentation dates,etc.)?Resource requirements What resources(people,materials,space,dollars,etc.)will be needed to complete the initiative?Version Nov 2002
31、Page 17In Section 1.1,weIdentified the opportunities where improvement can have a significant impact on customers and the business objectives;Created a team charter that defines&scopes the specific improvement objectives and goals for the team.In Section 1.2 Document and Analyze Processes,we will le
32、arn how to Identify and map the key elements of the team process;Develop detailed top down and functional deployment process maps;Conduct a qualitative review of the process,and identify and implement quick win opportunities for improvement.Team Charter Action Plan1.1ValidateBusinessOpportunity 1.2
33、Document and Analyze Processes 1.4Build EffectiveTeams 1.3 Define Customer Requirement Version Nov 2002Page 18Document&Analyze ProcessesObjective To understand the importance of defining a business in process terms and create top-down charts and functional deployment process maps for the teams targe
34、t process.Key TopicsViewing a Business as ProcessesCore and Enabling ProcessesElements of ProcessesProcess Mapping Techniques Qualitative Analysis Process MapsQuick-Win Opportunities1.1ValidateBusinessOpportunity 1.2 Document and Analyze Processes 1.4Build EffectiveTeams 1.3 Define Customer Requirem
35、ent Version Nov 2002Page 20Core processesCore processes are defined as a series of activities which cross functional boundaries and create the end product or service that is delivered to our external Customers.Core processes Common to most BusinessesManufacture ProductMarket and SellTake OrdersDeliv
36、er Product/ServiceMaintain CustomerVersion Nov 2002Page 21Enabling processes are a series of tasks and activities that are internal to our business but contribute to the performance of our core processes.The customers of enabling processes,therefore,are the business processes.enabling Processes Comm
37、on to many businessesAdministrationlegalCompensation Information technologyHiringTraining&DevelopmentVersion Nov 2002Page 22Suppliers:Inputs:ProcessOutputs:Customers:Elements Common to All ProcessesStart Boundary_ End Boundary_Version Nov 2002Page 23Two process mapping and analysis techniques are pr
38、esented in this section:top-down charting and functional deployment process maps.Top-Down Charting SubprocessesProcess_Version Nov 2002Page 24Functional Deployment MappingDefine Subprocesses(more detailed thanTop-down)CoreProcesses._._._._Log-in OrderPrioritize Order NReview forSpecifications Materi
39、als YExplosion ScheduleFabrication NInspection YDistribution Responsible Clerk Supervisor Material SchedulerSteps ManagementVersion Nov 2002Page 25A top-down process map creates a simple picture of a process,using tow levels of detail.The first level captures the major steps in the process,while the
40、 second level lists the subprocesses that fall under each major step Features Do not require special symbols or toolsDo not show delays,decision points,and feedback loops Are followed by a more detailed charting techniqueHow to Create a Top-Down Process Map1.Agree on the start point and end point fo
41、r the process map.2.Identify four to eight major steps or phases to describe the process from beginning to end.List those steps horizontally across a flip chart page.3.Break each major step into three to seven substeps.List the substeps under the corresponding major step.4.Review the map,and make co
42、rrections as ncessary.Rearrange steps,combine substeps,or revise the descriptions of major steps or substeps so they accurately describe the process.5.Agree on a presentation formant for the process map.Version Nov 2002Page 26Complete a Top Down Chart and Functional deployment Process Map for one of
43、 the following:1)Going to eat in a Restaurant 2)Washing Clothes 3)Buying a CarVersion Nov 2002Page 27like the top-down process map,a functional deployment process map displays the steps depicted in a process in sequential order.The functional deployment process map also illustrates where each step i
44、s performed and who is involved.Features Symbols,such as those shown below,are used to illustrate the process flow,decision points,and activities performed.Functional deployment process maps generally take considerable time to prepare,but they are extremely useful in understanding a process prior to
45、 attempting improvements.They require input from people familiar with each area of the process.Version Nov 2002Page 28Start&End PointsIdentify the boundaries of the process.Activity What is being done.Indicates necessary andunnecessary activities performed in the process.No YesDecision Illustrates d
46、ecision points and where loops occur in the process.Also used to accept,reject,approve,etc.ArrowRepresents a process path/flow.Input or Output Shows important inputs or outputs without describing in detail.Process ConnectorsConnect flow to another page or process.A#Activity Number Shows the activity
47、 in the sequence performed.D#Decision NumberShows the decision points in the sequence performedNote:Yes-arrows stem from the bottom of the diamond,symbolizing the quickest way to customer satisfaction.Version Nov 2002Page 29Keep it simple.Use as few words as possible to label columns and describe wo
48、rk steps.If work flows into and out of the process:Create a separate column and label it“outside,”or create columns where the headings reflect where the flow goes(department head,engineering,etc.).Include the individuals involved in a process on the process mapping team.These are the employees who a
49、re most familiar with a process and who will have to live with any future process changes.A common view of the process rarely exists at the outset.Individual team members who possess a detailed knowledge about a unique part of the process do not always consider how each part relates to the big pictu
50、re.Version Nov 2002Page 30 DepartmentSubprocessesSales OfficeOrder DeptCredit/CollectInven.Cont.trafficShpg/RecMig./QCPurchasingBillingAccts/RecEntry Order A4 A13 A1 A3 A5 A11 D3 A2 A19 A6 A12 A14 A7 A10 A15 A20 A9 A16 D1 D2 A17 A8 A18 A21 A22Approve CreditProcurementManufacturingRequestRoutingShipp
