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Profound Change. Sustainable results.
Maturity AssessmentOperational Excellence
Agenda
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1:001:302:002:302:45 3:304:004:30
Welcome & Framing
Ideal Behaviors exercise
Business Case
Break
Current Condition
Target Condition
Action Plan
Summary
Welcome & Safety Briefing
Introductions
Name
Organization/Role
Expectations for workshop
Safety during our time together
Logistics
Working together effectively
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Implementation Hypothesis
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Objectives
Why
Understand an Operational Excellence Maturity Model
What
Describe stages of maturity
How
Apply the self-assessment tools
Define gaps
Write action items for next steps
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The Shingo Model
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Profound Change. Sustainable results.
IDEAL BEHAVIORSWHAT DO WE DO AND WHAT DOES THAT SAY?
Why Use a Maturity Model?
Identify key behaviors necessary for each level of maturity
Utilize a standardized self-assessment tool as a framework for adjustment on the journey of Operational Excellence
Create alignment between improvement models (e.g., Baldrige Award for Performance Excellence, The Shingo Prize for Operational Excellence)
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Assessment Area – What’s Important?
Who is your customer?
What does your customer need from you?
How do you know you are meeting their needs?
How do you know when there is problem in meeting those needs?
Is there a need that you currently cannot meet?
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Profound Change. Sustainable results.
A3 – BUSINESS CASEWHAT IS IMPORTANT TO YOUR CUSTOMERS?
Stages of Maturity
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BEFORE PROCESS IMPROVEMENT
TIME
PER
FORMANCE
INITIAL PROCESS IMPROVEMENT
SUST
AIN
AN
D IM
PR
OV
E
STA
BIL
IZE
Stages of Maturity
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TIME
PER
FORMANCE
TIME
PER
FORMANCE
SUST
AIN
AN
D IM
PR
OV
E
STA
BIL
IZE
SUST
AIN
AN
D IM
PR
OV
E
STA
BIL
IZE
TIME
PER
FORMANCE
SUST
AIN
AN
D IM
PR
OV
E
STA
BIL
IZE
TIME
PER
FORMANCE
SUST
AIN
AN
D IM
PR
OV
E
STA
BIL
IZE
TIME
PER
FORMANCE
SUST
AIN
AN
D IM
PR
OV
E
STA
BIL
IZE
SUST
AIN
AN
D IM
PR
OV
E
STA
BIL
IZE
TIME
PER
FORMANCE
SYSTEMIC SPREAD
Shingo Dimensions
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Full Maturity Assessment
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Focus on Continuous Improvement
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Principles
Flow & Pull
Assure Quality at the Source
Focus on Process
Embrace Scientific Thinking
Seek Perfection
Focus on Continuous Improvement
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Area Assessment
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Actions/Behaviors
Associates
Managers
Executives
Artifacts
Posted
In use (unposted)
Analysis – Continuous Improvement
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What do our customers need?
What do we need to change to meet those needs?
If we changed, what is the impact?
How would we know?
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A3 – CURRENT CONDITION ANALYSIS
WHAT DOES THE ASSESSMENT TELL US
ABOUT CURRENT CONDITION?
Ideal State
For all processes
1 x 1
On time, the first time, every time and for every customer
Improvement is part of work, identified and completed as close to the point of cause as possible
Theoretical limit
Seeking perfection, seeking to perfect
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Target Condition
What do your customers need?
Reflect to business case
Don’t let best get in the way of better
Understand barriers to Ideal
Time
Resource availability
Regulatory
Others
‘Own the waste’ in pursuit of perfection
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Profound Change. Sustainable results.
A3 – TARGET CONDITION
WHAT CAN WE DO BETTER, RIGHT NOW,
IN SERVICE OF OUR CUSTOMERS?
Make a Plan
Stakeholders
Communication
Champions
Owners
Customer engagement
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Action Items
Validate Current ConditionGo & see
Share what you learnedStakeholder analysis
Communication plan
Confirm action plan with ownersWho, what, by when and with what expected outcome?
Get busy!Check your experiment
Adjust as needed
Call us and let us know how it’s going!
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Profound Change. Sustainable results.
A3 – ACTION PLANWHAT WE WILL DO NEXT IN SERVICE OF ALL OF OUR STAKEHOLDERS
Summary
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StabilizeAssessment of actions and artifacts finds the organization’s focus is on tools and results
Systemic SpreadAssessment of actions and artifacts finds the organization’s focus is on expansion of
the systemic and sustained improvements to the entirety of the organization
Sustain & ImproveAssessment of actions and artifacts finds the organization’s focus is on achievement of results through systemization of tools and sustaining improvements
Review Objectives
Why
Understand an Operational Excellence Maturity Model
What
Describe stages of maturity
How
Apply the self-assessment tools
Define gaps
Write action items for next steps
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All Teach, All Learn
What did you learn?
Any surprises or aha moments?
What will you do differently when you return to work?
What impact could the changes have on your processes? Your customers?
What support do you have, or will you need, to implement the changes?
What risks are there to changing? To NOT changing?
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Continuous Improvement
+ / ∆
Survey
Contact information
Meghan Scanlon 908-872-6702
Shana Padgett 952-200-7804
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