Enterprise Strategic Analysis for Transformation (ESAT) Overview. Massachusetts Institute of Technology October 2008

Transcription

1 Enterprise Strategic Analysis for (ESAT) Overview Massachusetts Institute of Technology October 2008

2 Why ESAT? The ESAT methodology is an integrated, analytical framework for diagnosing and improving overall enterprise performance Emphasis of ESAT: Understanding the enterprise value streams Value flow between key stakeholders and the enterprise, and Interactions both within and across the enterprise Allows the identification of enterprise wastes and opportunities Qualitative and quantitative data points the way for creating: A future state vision An actionable transformation plan and Governance structure to Drive enterprise transformation Massachusetts Institute of Technology October

3 Enterprise Strategic Analysis for What distinguishes ESAT from other approaches to transformation? A focus on the total enterprise Emphasis on enterprise-wide processes, rather than individual functions, programs or tasks Emphasis on value flows between the enterprise and its stakeholders ESAT built upon well-tested, well-understood methods Massachusetts Institute of Technology October

4 Enterprise Strategic Analysis and (ESAT) Strategic Objectives ESAT Enterprise Analysis Enterprise Identification Future State Vision Actionable Massachusetts Institute of Technology Presenter MM/ DD/YY- 4

5 High Low Relationship with Corp. Cost of Ownership Relative Importance to Stakeholder Product(s) & Service(s) Product / Service Quality Cycle Time High Impact 1 2 Enterprise Strategic Analysis for Enterprise Commitment ESAT Team Current Enterprise Goals Define the Enterprise Team Charter Enterprise Description: Boundaries, Stakeholders, Processes Collect Data Prioritized Stakeholder Values LESAT Scores Enterprise Resource Allocation Processes Data Current Metric Values Leadership Processes Material Value Stream - ÒShop FloorÓ Life Cycle Processes Information Value Stream - ÒOffice FloorÓ Enabling Processes Current Performance Construct Current State Perspectives Stakeholder Value Analysis Current State Process Map Process Interactions Identify Enterprise Opportunities Alignment of Goals, Values, Processes, Metrics List of Wastes List of Opportunities Describe Future State Vision 3-5-yr Goal Focus Areas Waypoint Goals Leadership Project A Project C 9-block Initial ning Template Project Name Integrated People Project B Project K Strategic Estimated Event Date(s): Project Portfolios JDI X X Kaizen Processes Project E Project J Recommended Process Owner: Project Detailed Difficulty Recommended Team Leaders & Information Event Description: Describe the task in sufficient Members: Project D Project H detail. (one or two sentences) Descriptions Flow Governance Model Recommended Customers Project F Project G Estimated Implementation Costs: Revised System Reason for Event: Describe the problem the team None Metrics is addressing and answers the Òwhy nowó Suppliers Project I question. Estimated Savings: of Metrics Create Create Actionable Resources Create Deployment Communication s Project Descriptions Required s by Project Project Benefits 2008 Massachusetts Institute of Technology Presenter MM/ DD/YY- 5

6 High Low Relationship with Corp. Cost of Ownership Relative Importance to Stakeholder Product(s) & Service(s) Product / Service Quality Cycle Time High Impact Enterprise Strategic Analysis for Pre-ning Workshop 2 3 Enterprise Commitment ESAT Team Current Enterprise Goals 1 Define the Enterprise Workshop 1 4 Team Charter Enterprise Description: Boundaries, Stakeholders, Processes Collect Data 2 Collect Data 5 Prioritized Stakeholder Values LESAT Scores Enterprise Resource Allocation Processes Data Current Metric Values Leadership Processes Material Value Stream - ÒShop FloorÓ Life Cycle Processes Information Value Stream - ÒOffice FloorÓ Enabling Processes Current Performance Construct Current State Perspectives Stakeholder Value Analysis Current State Process Map Process Interactions Identify Enterprise Opportunities Alignment of Goals, Values, Processes, Metrics List of Wastes List of Opportunities Describe Future State Vision 3-5-yr Goal Focus Areas Waypoint Goals 6 Workshop Leadership People Processes Information Flow Customers Suppliers Project A Project B Project E Project D Project C Project I Project J Project H Project F Project K Project G Create s Strategic Governance Model Revised System of Metrics Communication X JDI Kaizen Project Event Description: Describe the task in sufficient detail. (one or two sentences) Reason for Event: Describe the problem the team is addressing and answers the Òwhy nowó question. 9-block Initial ning Template Project Name X Difficulty Estimated Event Date(s): Recommended Process Owner: Recommended Team Leaders & Members: Estimated Implementation Costs: None Estimated Savings: Create Actionable Project Descriptions Project Portfolios Detailed Descriptions Recommended Metrics Resources Required by Project Project Benefits Create Deployment s Integrated

7 Goals and Expected Outcomes Create a vision of a lean enterprise three to five years in the future which optimizes enterprise value creation & delivery Provide enterprise executives with a balanced decision aid to: Identify barriers to the creation/delivery of value to each stakeholder Specify a vision of their future lean enterprise Determine significant gaps between current and future states Prioritize opportunities for eliminating waste and increasing value delivery for the maximum benefit of the total enterprise Massachusetts Institute of Technology Presenter MM/ DD/YY- 7

8 Benefits of ESAT Focuses at total enterprise level Provides a cohesive method for diagnosing an enterprise in order to expose sources of waste and to identify barriers to value delivery Gives consideration to the needs/values of all stakeholders Focuses on enterprise-wide processes Identifies process interfaces, disconnects and delays Establishes an enterprise vision for the future Identifies improvement opportunities that will benefit the entire enterprise Massachusetts Institute of Technology Presenter MM/ DD/YY- 8

9 ESAT Generic Event Timeline Event Step 0 Prep Workshop #1 Data Gathering Workshop #2 Project Refinement Workshop #3 Duration 1 day About 1 week, organization specific 2 days 3-4 weeks 1 week At least one week 3-5 days Approximate Total Duration 2 to 2 ½ months Note: Times shown are average times and may be adjusted for each enterprise context Massachusetts Institute of Technology Presenter MM/ DD/YY- 9

10 Typical Resources Required From organization doing ESAT event: Enterprise leader as champion or sponsor Team lead & members are enterprise leader s direct reports Enterprise process owners on an ad hoc basis as needed to provide information Provided by LAI for assistance with event: Leader, with background in lean and ESAT method Additional facilitators to assist with the methodology Time to complete the ESAT methodology - minimum of 2 to 2 ½ months of execution time Massachusetts Institute of Technology Presenter MM/ DD/YY- 10

11 Summary The ESAT methodology provides: Enterprise Perspective Enables a clear definition of the enterprise as a whole Fosters enterprise thinking and system-wide improvement Stakeholder Centricity Process focuses on maximizing value delivery to all key enterprise stakeholders Emphasizes enterprise effectiveness over efficiency Data Driven Qualitative data through stakeholder interviews Quantitative data from performance against key processes and strategic goals Massachusetts Institute of Technology Presenter MM/ DD/YY- 11