Critical Inputs for Building the Infrastructure for Operational Excellence. Andrea Church-Kreisa Dawn Lowe Ellen Milnes

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1 Critical Inputs for Building the Infrastructure for Operational Excellence Andrea Church-Kreisa Dawn Lowe Ellen Milnes

2 Introductions Andrea Church-Kreisa opxsolutions.com Dawn Lowe opxsolutions.com Ellen Milnes MoreSteam 2

3 Infrastructure for Success 3

4 The Quest for Operational Excellence 4

5 62% met original goals/business intent. 53% were completed within original budget. 49% were completed on time Pulse of the Profession Project Management Institute 5

6 Organizations waste $122 million for every $1 billion invested due to poor project performance Pulse of the Profession Project Management Institute 6

7 On average, only three in five projects have engaged executive sponsors Pulse of the Profession Project Management Institute 7

8 Natural Forces of Change 8

9 Change Transformation: Alignment 9

10 Foundational Infrastructure Strategic alignment Executive sponsorship Workflow & support 10

11 Working on problems that will help to achieve strategic objectives 11

12 12

13 Balanced Scorecard 13 Source: Balanced Scorecard Institute

14 Y=f(x)

15 Strategy > Tactical Action Plan

16 Scorecard Tracking

17 Hoshin Kanri (Strategy Deployment)

18 A Systems Approach

19 The Hoshin Hierarchy Corporate Hoshin Business Unit Hoshin Team/Individual Problem Solving The Hoshin Kanri process integrates planning and actions at all levels of the organization

20 Catchball

21 BOS (Business Operating System)

22 Leading from the top 23

23 Management by fly-by is not leading change.

24 Differences Between Managing & Leading Manager Leader Controls and maintains Organizes and directs Focuses on efficiency Inspires and develops Aligns and influences Focuses on effectiveness 25

25 Executive Engagement

26 Workflow and team support 27

27 A little help is always appreciated.

28 Workflow

29 Coaching Coaching is unlocking a person s potential to maximize their own performance. It is helping them to learn rather than teaching them. 30 Coaching for Performance by John Whitmore

30 Coaching: Be Clear Which Hat You re Wearing Coaching Performance Counseling Mentoring

32 The Problems to Solve: 1. Consistency of approach 2. Tailored for the situation 3. Scalable 4. Visible activity 5. Accountability

33 #1: Assessing Coaching Needs (The What) Build a standard assessment model which will determine the standard work for the coach.

34 Project Success Model Success = ƒ ( Belt Capability, Project Difficulty, Organizational Support )

35 Team Leader (Belt) Risk 10 Questions 1 Does belt have a technical background (e.g. science, math, or engineering degree) 2 Does belt have prior process improvement experience? 3 Did belt perform well in training (e.g. complete course with good scores)? 4 Does belt exhibit strong critical thinking skills? 5 Does belt take an organized approach to managing work tasks? 6 Does belt have team leadership experience? 7 Did belt volunteer for this assignment? 8 Does belt exhibit perseverance to overcome obstacles? 9 Does belt have a high confidence level? 10 Does belt have strong interpersonal and persuasion skills? Copyright 2015 MoreSteam.com

36 Project Risk 10 Questions 1 Is the project scope appropriate (not too broad)? 2 Is the process in question limited to 2 or fewer functional areas? 3 Are relevant and reliable data available? 4 Is technical process knowledge readily accessible (e.g. team member)? 5 Can process changes be made without regulatory review or constraint? 6 Is the process owner supportive of the project? 7 Is the Champion/Sponsor actively engaged? 8 Does the belt's manager support the project work requirements? 9 Are the stakeholders aligned (no conflicts)? 10 Is the organizational climate free of political intrigue? Copyright 2015 MoreSteam.com

38 #2: Consistent Coaching Style (The How) Establish a standard model which will provide a foundation of standard work and approach for the coach.

39 GROW * STEP 1: G = Goal Start by clarifying the goal(s) of the conversation. STEP 2: R = Reality Next, help the person being coached to articulate the current situation. STEP 3: O = Options Help develop options for the person STEP 4: W = Way Forward Finally, focus on identifying a specific action (or two) as a next step, keeping accountability for taking action with the employee being coached. *John Whitmore: Coaching for Performance

40 More Effective Questions Open Questions Avoid yes or no answers Descriptive not Defensive Gradually Increasing Detail

41 Reflective Discussion 1. How effective is your organization s coaching model? 2. How do you determine the amount and frequency of coaching needed? 3. How do coaches know what they re doing well and what they need to improve upon? 42

42 Infrastructure Enables Employee Engagement Strategic alignment Executive sponsorship Workflow & support 43

43 Engagement Defines Culture 44

44 Example Engagement Model From the Shop Floor to C-Suite: Operational Excellence at Jabil, July 2015 MoreSteam webcast 45

45 Thank you. Andrea Church Kreisa Dawn Lowe Ellen Milnes

EXECUTIVEVIEW360 ExecutiveView360 Profile for: Sally Sample Envisia Learning Feb Envisia Learning, Inc.

EXECUTIVEVIEW360 ExecutiveView360 Profile for: Sally Sample Envisia Learning Feb 13 2015 2015 Envisia Learning, Inc. Summary Feedback Report Introduction This Feedback Report provides you information about