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Process Excellence Program
Program introduction
www.capability.cz 2Capability s.r.o. – member of ICG / Innotiimi
Program „Process Excellence“
Our company ICG-Capability developed program „Process Excellence“ to focus on change of the entire
organization in view of the processes. Program establishes process management and continuous improvement,
but also teach employees to systematically work with processes. Program is based on combination of the Lean
Six Sigma approach, change management and leadership skillset, when soft and hard skills are combined to
deliver long-term result.
Program is unique for its modularity and can be tailored based on organization needs (it is possible to realize as
the whole program or select a single module).
Why to implement this program focusing on processes?
Process Excellence program
27 % of the working time in
administration are perceived
as unproductive
Source: Fraunhofer, Lean Office 2010 Studie
Waste caused by uncoordinated
processes
Waste on the work place
Other reasons
73 % 27 %
15 %
Productive
activities
Waste
55 %
30 %
www.capability.cz 3Capability s.r.o. – member of ICG / Innotiimi
The potential in service areas
Lack of efficiency in service industry can mostly be attributed to any of the four following problem areas:
Lack of customer orientation: the further away from the customer, the fewer attention is paid to this
area‘s customer satisfaction level and efficiency. While external customers receive a lot of attention,
the requests from internal customers are treated with low priority and less consideration during busy
times.
Lack of transparency of processes: controlling systems are mainly finance, production, and sales
oriented. Efficiency and quality ratios and reports for indirect areas are the exception, particularly as
these values are hard to measure. Thereby, waste in these areas is hardly visible, and if it is, only with
a lot of effort. The result is that historically grown structures stay untouched for years or even decades
– they are considered only in times of crises.
Erratic workload: often, key skills are concentrated on only a few persons. This sometimes results in
enormous peaks and bottlenecks.
Lack of quality understanding : further inquiries, i. e. rework, is a daily occurrence for most tasks in
indirect areas. This would be unthinkable in production nowadays.
www.capability.cz 4Capability s.r.o. – member of ICG / Innotiimi
Improvements that show effects quickly
We experience in our projects, that potentials pay off very quickly when using our approach. After the
implementation all parties involved are proud of the results they achieved. Employees are fully involved
from the start and are challenged intensively. Changes are thus experienced as being positive and
successes using the new working methods whet the employees’ appetite.
Our project experience shows following benefits:
Efficiency improvement and cost optimization
Optimization of process quality and interfaces
Prevention of load peaks and dependencies on key people
Mobilization of employees and leaders
www.capability.cz 5Capability s.r.o. – member of ICG / Innotiimi
Sales people spend only approx. 30 % of their time on customer visits, the rest of the time they are busy with documentation tasks, processing of requests, offers etc.
Restructuring of tasks in office work and field service so that sales people are free from administrative tasks.
The 15 people who work in procurement can hardly cope with handling operative orders. There is no time left for strategic supplier development.
80 % of order handling is automated or partly automated. The released time thereby is used for strategic supplier development.
Leaders receive more than 80 different reports but do not feel sufficiently informed. Through this, an expenditure of time of approx. 4 person/years arises.
Extensive revision, simplification and reduction of reports. Thereby reduction of effort for report preparation by almost 75 %.
The key know-how is spread among only a few people, so that these employees gather 700 hours overtime per year.
Restructuring of the distribution of tasks, structured know-how transfer, team development.
Before After
Almost 20 % of working hours in indirect areas involve tasks for product development.
Development process is aligned to the strategy including clear decision points. Reduction of efforts in product development by approx. 50 %, less disruption through test-drives in production.
Typical situations and results
www.capability.cz 6Capability s.r.o. – member of ICG / Innotiimi
Our approach: Process Excellence program
PROGRAM MODULARITY PRINCIPLES
− Our complete program consists of 6 modules.
− We individually select modules which are necessary
for the client. We start from the audit organization,
which from that the company has already
established.
− We implement changes in the organization during 3-6
months.
− We combine „soft“ & „hard“ techniques and tools to
deliver long-term outcome. Only this combination will
provide the best desired result.
− We don’t only realize changes, but teach you to do
them. We transfer know-how of our consultants to
clients.
− The combination of projects (Kaizen workshops),
coaching, training and strategic project activities.
Audit of Organization
Process Workshop (KAIZEN)
Process Audit
Process Organization
Training &Coaching
Process Mapping
www.capability.cz 7Capability s.r.o. – member of ICG / Innotiimi
KPIs of Program success
SET UP KEY PERFORMANCE INDICATORS OF SUCCESS
Success indicator (KPI) How do we measure?
The financial benefits from process improvement projects exceed the
price of the program in ratio min. 3:1
Financial statement – projects
benefits calculation
There are min. 5 trained and certified project leaders with capability to
systematic process improvement
Certification, which validate
practical knowledge of
methodology
The employees actively support process improvement and they know its
importance
People survey
The process management system is established and implemented to
business as usual of company
Standards and their controls
are set up
Organization actively looking for new opportunities in the processes Identifying of the projects
pipeline for 6 months
www.capability.cz 8Capability s.r.o. – member of ICG / Innotiimi
Modules in the program
Audit of Organization
− Analysis of the current position
− Develop a plan for the Process Excellence Program
Process Mapping
− Create the Process Model
− Process mapping to process cards and process maps
Process Audit
− Identifying opportunities for improvement (process analysis, productivity analysis)
− Evaluation and prioritization of opportunities and project definition
Process Workshop - KAIZEN
− Preparation and realization of process improvement workshops
− Improvement proposals and implementation
Training & Coaching
− Training of owners, process experts and project leaders
− Coaching of project leaders
Process Organization
− Process management and change of organization to process-oriented way
3
5
6
4
1
2
1
Process Excellence Modular System
Audit of Organization
Process Workshop (KAIZEN)
Process Audit
Process Organization
Training &Coaching
Process Mapping
Audit of Organization
− Analysis of the current position
− Develop a plan for the Process Excellence Program
www.capability.cz 10Capability s.r.o. – member of ICG / Innotiimi
1 Audit of organization and Program plan
Audit
− Each program must be adapted to the needs and culture of the organization. We will audit the current
position of the organization, where we assess process maturity (level of the current process or improvement
management, evaluate how many processes are already documented and whether is realized regular
processes improvement or collection and evaluation of the process KPI).
− During the preparation of the plan will take into account the company's strategy and the expected goals of
the program.
− We are using data analysis, interview with management and understanding the culture of the organization.
Outputs
− Strategy and vision of the Process Excellence Program
− Selection from Process Excellence program modules
− Set program objectives (financial, customer, strategic, cultural)
− Stakeholder analysis, Communication plan, Change management plan
− The plan of required resources and nomination of candidates for the role of project leaders (process leaders)
− Project Plan
1
www.capability.cz 11Capability s.r.o. – member of ICG / Innotiimi
1 Audit of organization and tools
How to realize?
− Audit takes 1-3 days and collect information in particular by:
Individual meetings or workshop with the management of the company.
Individual meetings with representatives of the Department of Quality, Process Management and Lean
Six Sigma (BPI)
Data or process KPI analysis
Revision of process documentation (process maps, process model)
Used tool and techniques:
1
An
aly
se
Process Model and
documentation
Stakeholder
analysis
BenchmarkingInterviews and
questionnaires
Organization
analysis
OPERA
ABC – All Brains
Connected
Resource analysis
Workshops with
employees
A B C D E
www.capability.cz 12Capability s.r.o. – member of ICG / Innotiimi
1 Program Plan - example
WE PREPARE PROGRAM PLAN…
Team Management
Kick-Off
Discussion with key people
Inputs: Goals, Strategy, Customer requirements
Workshop: Create
Program plan
Data analysis
Project realization under ICG Capability consultant guidance with active participation of employees.
Presentation to Management or Steering committee
Training of Project leaders
Management training
Training of employees
Training of Project leaders
Program development
Coaching of leaders
Project
Project
Project
Coaching of leaders
Tra
inin
g
&C
oa
ch
ing
Pro
jec
ts a
nd
Pro
gra
m
Ma
na
ge
me
nt
Cu
ltu
ral
an
d
Ch
an
ge
Ma
na
ge
me
nt
Project
Project
Program strategy and plan
Training of employees
Create program
management
Project
Communication workshops
Communication workshops
Process audit and
workshopOverview of processes
Presentation to Management or Steering committee
Presentation to Management or Steering committee
Project benefits
calculations
2
Process Excellence Modular System
Audit of Organization
Process Workshop (KAIZEN)
Process Audit
Process Organization
Training &Coaching
Process Mapping
Process Mapping
− Create the Process Model
− Process mapping to process cards and process maps
www.capability.cz 14Capability s.r.o. – member of ICG / Innotiimi
2 Process Mapping
Process mapping
− For any work with processes, it is important to have an overview of the processes. The joint workshops with
the client create a structured overview of all processes, the Process Model. Model is always distributed to
several levels of detail.
− Process models can be developed in the process of Cards (SIPOC) or detailed level showing individual
activities (Process Maps). Process maps are drawed in a standardized form and we also add information
about customer requirements and process metrics.
− Process mapping is usually realized on a sample of processes. Furthermore, we will train process
specialists in the company, who continues in our way of work.
Why process mapping?
− Process maps help in process improvement.
− We can set the SLA and KPI on process activities.
− Maps help to train a new operator, worker on the process.
− Process maps are used as a communication tool between the teams.
− If mapped, faster then resolves disputed issues.
www.capability.cz 15Capability s.r.o. – member of ICG / Innotiimi
2
− Overview of key processes in the enterprise displayed in a structured form.
− Process Models is mapped in two to three levels of detail. Each process in the model must be decomposed.
− Process Model gives us an insight about all key processes in the company and helps us manage the
process (setting of process management, search for opportunities in the process)
Process Model – Level 1 Level 2 Level 3
− To the Process Model are linked process card (SIPOC) and process maps, or procedures (SOP).
Financial processes
Processing of AP
Processing of payroll
Processing of AR
Closing of General Ledger
Manage Travel expenses
Create Process Model
Proces 1 Proces 2 Proces 3 Proces 4 HR
Finance
IT
Strategie
Processing of AR
Process invoices with a PO
Process invoices without a PO
Invoice blocking and resolution
Manual payment run
Process Model - List of all
processes in the form of a table
on one A3
www.capability.cz 16Capability s.r.o. – member of ICG / Innotiimi
2 Create a process card - SIPOC
PROCESS DESCRIPTION
− We select processes from the Process Model which are within the scope and begin with more detailed
mapping. For technical documentation at this level, our consultants use SIPOC tool.
− Processes description is realized at the top of the level „Hi-level“ (SIPOC tool).
− SIPOC - a tool that shows the basic steps in the process (P), suppliers (S), inputs (I), outputs (O) and for
whom the process is performed - their clients (C).
− Typically, we select with the client pilot set (aprox. 10-20) of processes which are then mapped. This range
allows us to demonstrate the methodology and transfer know-how to the client.
S I P O C
Dodavatelé Vstupy Proces Výstupy Zákazníci
HR katalog školeníVyhledání aktuálních
školeníobjednávka Dodavatel školení
Finance Přístup do aplikací Zadat do aplikace
"školení"Evidence o školení HR
Schválení školení Info na
zaměstnanceZaměstnanec
Vystavení objednávky
Informování
účastníkaTraining order process
HR
Finance
Training
catalogue
Access to
applications
Order
HR
Employee
Supplier of
training
Info to
employees
Training
evidence
Suppliers Inputs Process Outputs Customers
Search for
training
Insert to training
application
Training approval
Create order
Inform attendees
about training
www.capability.cz 17Capability s.r.o. – member of ICG / Innotiimi
2
− Create detailed process maps for selected processes (using standardized characters).
Process: Platební proces – AS IS Process
1 x kvartálně Každý týden, běžné období – Kontrola a platba nájmu a služeb
Sp
ecia
lista
pla
teb
Da
tab
áze
AP
k
on
tro
laA
Pzá
ka
zn
ík
ANO
přidat „platební
řádek“ na
každou kartu
Požadované
nájemné
Vyhledat nájmy
(dle splatnosti) v
daném týdnu
Projít všechny
„Karty“, zda
bude platba
Vyhledat fa a
zkontrolovat
KONEC
Všechny nájmy v
měsíci zaplaceny
Je platba v
daném měsíci
?
Vytisknout
všechny
zákaznické
karty s platbou
NE - Jdi na další
kartu
Vygenerovat
Platby v násl
kvartálu
Poslat fakturu
Zpracování
faktury AP
Zkontrolovat
splatnost dle
tabulky
Někdy splatnost je
nutné opravit
Transport do
OF
Připojím scan (tabulka nebo
faktura)
naskenovat
karty pro
následující
měsíc
Uvolním
platbuke dni
splatnosti
Transport do
OF
Způsob platby
nájmu a služebfakturou
smlouvou
Tabulka slouží
jako faktura
Zaznamenat
číslo platby na
kartu klienta
Je fa v
databázi?
ANO - Platba jako přes smlouvu - vše v databázi Contracts
NE - jako ostatní fa na vyjímku
Platby přes
smlouvu
xls tabulka xls tabulka
Contracts
Vygenerovat
dávku
„nanečisto“ a
zkontrolovat
Vyhledám a
zaplatím
Zkontrolovat
všechny
„Karty“, zda
proběhly platby
xls tabulka
Vše OK, ale zbývají nájmy na zaplacení v měsíci
system
Všechny
platby
proběhly ?
NE
Vš
e O
K a
pla
tby
v m
ěs
íci již n
ezb
ýv
ají
xls tabulka
Payment process
(invoices)
Create detailed process map
www.capability.cz 18Capability s.r.o. – member of ICG / Innotiimi
2 Process Model – output form
− Process Models and individual processes are mapped in the form that is the most acceptable to the
customer. We typically offer the output in the combination of:
− Excel - Process Model with detailed information and filtering options, search function.
− PowerPoint - the final set of outputs (Visio is used in case of detailed process map).
Sample of Process Model in Excel:
Unit Coding Process Domain Process Name Process Description Frequency
AR 1.1 Credit Management 1.1.1 Change Customer Credit Limit Change of customer credit limit with authorities approval. Daily
AR 1.2 Orders 1.2.1 Manage blocked ordersCustomer order amount or credit limit were exceeded and is
needed to evaluate order in SSC (release or reject).Daily
AR 1.3 Collection 1.3.1 Dunning by lettersIdentification of overdue payments and active dunning
approach by letters (reminders).Monthly
AR 1.3 Collection 1.3.2 Dunning by email / phonedentification of overdue payments and active dunning
approach by telephone or emails.Adhoc
AR 1.3 Collection 1.3.3 Lawyer and Colections AgencyCompletion of documents and information and sending
them to a lawyer or collection agency.Yearly
AR 1.3 Collection 1.3.4 Blocking CustomersBlocking of customers before / after dunning of overdue
payments.Adhoc
AR 1.3 Collection 1.3.4 Customer InsolvencyBlocking of customers in bankruptcy and sign-off to
insolvency process.Quarterly
AR 1.3 Collection 1.3.4 Write-off bad debt management Write-off of uncollectable bad debts (e.g. Insolvency). Yearly
AR 1.4 Payments 1.4.1 Bank Statement PostingCheck payments on bank account and enter into the system
and match to customer invoice.Daily
AR 1.4 Payments 1.4.2 Payment MatchingProcessing of unmatched payment during the bank
statement posting process.Adhoc
AR 1.5 Claims 1.5.1 Dispute ManagementResolution of complaints or claims requested by customer
for overdue payments.Monthly
3
Process Excellence Modular System
Audit of Organization
Process Workshop (KAIZEN)
Process Audit
Process Organization
Training &Coaching
Process Mapping
− Identifying opportunities for improvement
− Evaluation and prioritization of opportunities, project definition
Process Audit
www.capability.cz 20Capability s.r.o. – member of ICG / Innotiimi
3 Process Audit
Process audit
− For the selected processes (from the Process Model), we perform diagnostics to identify waste, poor quality
and therefore more potential for improvement. These areas, respectively opportunities are prioritized and the
list of projects that is then created to achieve increase of the quality provided to customers, reduce costs and
speed up the whole process.
− Audit is performed mostly in terms of process flow (flow) or in terms of productivity and effectiveness of
people:
1. Process analysis / VSM
2. Process KPI analysis
3. Analysis of people productivity
4. Analysis of customer demand (variability of inputs)
5. Analysis of workplace layout
Outputs
− Created a list of projects, respectively opportunities for optimization.
− Overview of all key processes in the organization and their structure.
− Analysis of the current process performance.
− Transferred know-how, how to carry out regular process audits.
www.capability.cz 21Capability s.r.o. – member of ICG / Innotiimi
3 Process Audit techniques
Technique Principle Output How realized
Process Analysis –Value
analysis
Identification of non-value added
activities (waste) that can be removed.
Identification of non-value activities in
the process map.Workshop
Value Stream Map (VSM)Displaying of the total process flow,
material flow and waste in one process
map.
Identification of the longest time and
process waste.Workshop
Process KPI analysisAnalysis of aprox. 8-12 KPIs about the
process which are displayed in radar
chart.
Quantification of potential and
definitions, by which we want to
influence certain KPI.
Reporting, interviews
Analysis of people
productivity
Snapshot of a day for individual
employees to determine their working
time at each individual operation.
Graph showing breakdown of a typical
day of employee in terms of activities.
Source for standardization of work .
Reporting, daily work
snapshot
Analysis of customer
demandAnalysis of variability of demand in time. Capacity plans in time. Reporting
Analysis of workplace
layoutDisplaying of the physical product flow
Spaghetti diagram displaying physical
flow.
Spaghetti diagram –
drawing
www.capability.cz 22Capability s.r.o. – member of ICG / Innotiimi
3
Process: Platební proces – AS IS Process
1 x kvartálně Každý týden, běžné období – Kontrola a platba nájmu a služeb
Sp
ecia
lista
pla
teb
Da
tab
áze
AP
k
on
tro
laA
Pzá
ka
zn
ík
ANO
přidat „platební
řádek“ na
každou kartu
Požadované
nájemné
Vyhledat nájmy
(dle splatnosti) v
daném týdnu
Projít všechny
„Karty“, zda
bude platba
Vyhledat fa a
zkontrolovat
KONEC
Všechny nájmy v
měsíci zaplaceny
Je platba v
daném měsíci
?
Vytisknout
všechny
zákaznické
karty s platbou
NE - Jdi na další
kartu
Vygenerovat
Platby v násl
kvartálu
Poslat fakturu
Zpracování
faktury AP
Zkontrolovat
splatnost dle
tabulky
Někdy splatnost je
nutné opravit
Transport do
OF
Připojím scan (tabulka nebo
faktura)
naskenovat
karty pro
následující
měsíc
Uvolním
platbuke dni
splatnosti
Transport do
OF
Způsob platby
nájmu a služebfakturou
smlouvou
Tabulka slouží
jako faktura
Zaznamenat
číslo platby na
kartu klienta
Je fa v
databázi?
ANO - Platba jako přes smlouvu - vše v databázi Contracts
NE - jako ostatní fa na vyjímku
Platby přes
smlouvu
xls tabulka xls tabulka
Contracts
Vygenerovat
dávku
„nanečisto“ a
zkontrolovat
Vyhledám a
zaplatím
Zkontrolovat
všechny
„Karty“, zda
proběhly platby
xls tabulka
Vše OK, ale zbývají nájmy na zaplacení v měsíci
system
Všechny
platby
proběhly ?
NE
Vš
e O
K a
pla
tby
v m
ěs
íci již n
ezb
ýv
ají
xls tabulka
Process analysis – Looking for opportunities…
− We draw ideas and opportunities for improvement to the map and immediately solve (Kaizen workshop).
− Highlight "NVA - Non Value Added" - the possibility to eliminate or shorten.
2 payment
ways
Expensive
printing
Check of 700
cards =
difficult
Double check,
not at the end
of the process
Check of 700
cards = difficult
Doesn’t serve
as invoice
Manual
error
NVA
NVA
NVA
NVA
NVA
NVA
NVA
NVA NVA
NVA
NVA
NVA
Payment process
(invoices)
www.capability.cz 23Capability s.r.o. – member of ICG / Innotiimi
3
22
Prijmout
Cycle Time 15 min
Kontrola
Cycle Time 25 min
Zpracovani
Cycle Time 6 min
Platba
Cycle Time 15 min
130 9
SSC
Operators 1
zákazník
Operators 1
faktura
Operators 1
plán
Operators 1
Tisk
Cycle Time 2 min
kontrola
Cycle Time 6 min
Zauctovani
Cycle Time 11 min9
faktura
Operators 1info
Operators 1
15 min 25 min 6 min 11 min 6 min 2 min 15 min
Total Cycle Time = 1,3333 hr
Total VA Cycle Time = 1,3333 hr
Total NVA Cycle Time =
Lead Time = 2,1264 days
WIP Time = 1,7826 days
Total Distance =
2,75 hr 9,0278 hr 99 min 2,25 hr
80 pieces per day
(Takt Time 6 minutes)
Customer Demand
VSM – Looking for opportunities…
VALUE STREAM MAP
− VSM helps to show the total lead time of the process, including inefficient waiting. It also shows backlogs
(WIP) and places where to focus.
− Helping tool for capacity planning.
Backlogs before „Control“
are causing prolongations
of 9 hours.
www.capability.cz 24Capability s.r.o. – member of ICG / Innotiimi
3 KPI analysis- Looking for opportunities…
Collect process data, such as:
− For selected processes we can collect process data (KPI) and visualize them. This analysis can be used to
compare the performance and cost of processes and then help to choose the appropriate process to
process improvement.
− We combine data collection in Operational, Financial, Strategic and KPI relating to people areas.
KPI analysis samples:
− Examples of collected information:
o Frequency of process being done (weekly, monthly).
o Customer requirements for process step, KPI, SLA.
o Number of complaints
o Costs of the process
o Get information about capacity
o Get information on the status of completion
o Time of process and activities
o Quality (scrap, reworks, errors…)
Documentation
Capacity
Work in process
Measureability
Time
Quality
Complexity
Costs
Claims
www.capability.cz 25Capability s.r.o. – member of ICG / Innotiimi
3
470
169
56
30
84
131
0
100
200
300
400
500
kapacitatýmu
Kontrola Zadávání Tisk Připrava OpravyPreparation Corrections
People productivity – Looking for opportunities…
- We look on the wasting from the perspective of productivity of people (monitor activities of individual employees).
- We execute a snapshot of the working day. Then build a minute list, measure and let the people on the minute
list highlight the time when they start work and when it ends.
- The output is a snapshot of the working day and identified waste.
Sample of detailed work load / day Number of work vs. individual employees
5,0I
6,0H
8,3G
8,5F
9,5E
D 12,1
C
B
A
15,9
15,1
19,6
If all employees reach 15, it
will increase team
productivity by 40 %.
Almost 50 % is according to
plan, but the activity doesn’t
bring added value.
Team
capacity
Check Inserting Print
www.capability.cz 26Capability s.r.o. – member of ICG / Innotiimi
3 Analysis of customer demand
− Variability in inputs can result in wastage. We are trying to determine the yearly, weekly and daily fluctuation
of client demand and to estimate the corresponding variation in capacity.
Sample of results:
Roční průběh
Týdenní průběh
• The biggest demand is in January and February, we will require doubled capacity.
• In the summer months it is possible to reduce the number of employees to almost zero (potential savings).
• On Mondays and Fridays must be involved the flexible workforce.
2 000
200 150
1 200
900 800
1 000 1 000950900
1 500
950
L Ú B D K Č Č S Z Ř L P
100
50
30
120
30
Po Út St Čt Pá
Weekly running
Yearly running
www.capability.cz 27Capability s.r.o. – member of ICG / Innotiimi
3 Analysis of workplace layout
− The goal of analysis is to show and to identify opportunities in the field of transport and excessive movement
and consequently organize a workplace in an effort to secure the flow of work and minimum wastage.
− We use the „Spaghetti diagram“ for visualization of motion.
Ensure on the workplace:
Minimal movements
Smaller inventory between individual steps
Visual overview of the workplace
More flexibility of operators
START
KONECEND
START
www.capability.cz 28Capability s.r.o. – member of ICG / Innotiimi
3 Evaluation of opportunities
Why do we evaluate opportunities?
− The goal of the module is to compare identified opportunities among themselves and select the most
appropriate ones.
− The actual process opportunity (process waste) doesn’t mean a success in improvement. By using of the
evaluation questionnaires we are comparing processes and their parameters
Selection criteria – questionnaire :
1. Time aspect of the project - can be the project completed within a reasonable short period of time?
2. Investments – do we expect a need of high financial expenditures or capital investment?
3. Problem definition - is the process error well defined? Do you have defined a process problem?
4. Data availability – is data available? If not, is data easily achievable?
5. Financial benefits - relevant cost-revenue analysis should show the value of the project, potential which is
expressed in terms of money.
6. Team availability - can I assemble the project team?
7. Impact on customers and their requirements - will customers be influenced by a project?
4
Process Excellence Modular System
Audit of Organization
Process Workshop (KAIZEN)
Process Audit
Process Organization
Training &Coaching
Process Mapping
Process workshops - KAIZEN
Preparation and realization of workshops
Improvement proposals and implementation
www.capability.cz 30Capability s.r.o. – member of ICG / Innotiimi
4 Process workshops - KAIZEN
Kaizen workshop
− We will improve selected processes using small sub-projects, so-called Kaizen workshops.
− They usually take 1-5 days depending on the extent of the problem and process.
− The output of the KAIZEN workshop is a solution of the process problem in the form of an implementation
plan.
− The participants of process workshops use simple tools, which help to find a solution quickly.
Typical approach
− We use a standardized procedure based on Lean principles during the workshops.
− For more complex projects, we use the DMAIC methodology (Lean Six Sigma - extent of 14 weeks)
Define the
problem and
set a goal
Analyze the
problem
Generate a
solutionImplement the
solution
Evaluate
the solution
1-5 DAYS
www.capability.cz 31Capability s.r.o. – člen skupiny ICG / Innotiimi
4
Speed
Minimum
Maximum
Productivity
and costs
3515
60
30
50
20
Reduction in staff costs
• More investments in new products and
higher profitability
Improvement in quality
• Higher level of client satisfaction
• Limited checking
• Higher level of employees’ satisfaction
• Better risk management
Reduction in processing time
• Higher market share
• Increased influx of clients (less “drop-
outs”)
Quality
of
service
What does the Kaizen workshop yield?
www.capability.cz 32Capability s.r.o. – member of ICG / Innotiimi
4 Why to use process workshops?
The benefits of KAIZEN workshops for customers
− Reduction of costs / higher productivity
− Focus on customer satisfaction
− Higher quality of delivered products or services
− Faster delivery times and flexibility
− Employee satisfaction
The benefits of KAIZEN workshops for the company
− They are aimed at rapid implementation. Results are visible immediately.
− It systematically improves process KPI, reduces costs and improves quality.
− Focusing on one particular area that is immediately resolved
− They involve people at all levels. They support team solutions.
− It promotes a new way of thinking. It builds the awareness of wasting.
− It helps to create process changes in corporate culture.
www.capability.cz 33Capability s.r.o. – member of ICG / Innotiimi
4 Typical tools of the Kaizen workshop
What...Tool When to use ...
Fishbone +
5x Why
• Cause and effect analysis
• Disintegration of the problem using
a fishbone diagram
• Looking for root causes - i.e. sources of defects and
wasting. We want to ensure all the possible causes to
be considered, e.g. identification of the cause of
recurrent defects
Machine Methods
ManMaterial
CAUSE AND EFFECT DIAGRAM(ISHIKAWA DIAGRAM)
EFFECT
%
IMPACT EFFORT
• Choosing solution proposals in
terms of time and benefits
• In deciding which solution will have the greatest
financial benefits and how difficult it will be to
implement it
HISTOGRAMS
• Activities following a number of
occurrences of a specific problem
• To measure the occurrence for each day (summary)
• Group creative designing of
improvement proposals
• Looking for as much solutions to the root causes as
possible
25
50
75
100
FREQ.
ISSUES IN ORDER
PARETO DIAGRAM
• Identification of the biggest problem • To focus on the problems by the rule 80/20
UCL
LCL
CONTROL CHART
• Variability of the process towards its
possibilities
• To identify the risks of defect development in the
process
A
SCATTER DIAGRAM
• Correlation analysis • To analyze the correlation between the two
parameters in order to establish the root cause
Impact &
Effort matrix
Histogram
Brainstorming
Pareto
Control chart
Scatter plot
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4 Process workshops - teamwork
− It is our firm belief that the combination of workshop work and
individual processing of outputs brings more efficient results.
Moreover, the methodological know-how of how to manage and
improve processes remains in the client company. Selected
representatives can then improve processes without the help of
consultants.
− Our consultants are also professional facilitators.
− The first series of workshops is done by our consultants. The
second series is only coached by them.
5
Process Excellence Modular System
Audit of Organization
Process Workshop (KAIZEN)
Process Audit
Process Organization
Training &Coaching
Process Mapping
Trainings and coaching
Trainings of owners, process experts and project leaders
Coaching of project leaders
www.capability.cz 36Capability s.r.o. – member of ICG / Innotiimi
5 Trainings and coaching
Training goals and characteristics:
− To train project leaders in process improvement methodology.
− To train the management in the field of management of the Process Excellence program, identification of
opportunities and also suitable project leaders.
− To train employees in the field of change management so that they can actively promote process
improvement and remove obstacles or reduce change resistance.
Coaching goals and characteristics:
− We move on to coaching of project leaders after the training and in the course of project work. This will
ensure the transfer of know-how in the organization. Review of all projects is done usually once a month (90-
240 min./project)
− Checking the project status and the compliance with the project plan.
− Drawing up an action plan for the next period.
− Preparing for the workshop (detailed agenda, selection of tools, work with participants).
− Assistance with data analysis (data analysis, statistical tool selection).
− "On-the job" training (increasing knowledge, explanation of the topic using a real project).
www.capability.cz 37Capability s.r.o. – member of ICG / Innotiimi
5 Training - how are we different?
OUR APPROACH
− Process improvement and management are one of our main consulting activities (we have experience and
background).
− We combine trainings, audits, benchmarks and coaching.
− We adjust the methodology individually for each client.
− Ensuring international Lean Six Sigma certification (European or American).
− Combination of LEAN, Six Sigma and change management approaches.
− Training quality guaranteed
− More than 90 trainings in the past 24 months.
− Partner of Minitab and Quality Companion
− Partner of ASQ
− Trainings in 9 languages (16 consultants)
www.capability.cz 38Capability s.r.o. – member of ICG / Innotiimi
5 Lean Six Sigma Yellow Belt Training
“Ideal entry to the world of process improvement and quality
improvement of processes, products and services with the help of Lean
and Six Sigma methodology. The training presents a basic set of tools
and techniques to solve (not only) process problems with the aim of
doing things more simply, to a higher standard and always to the
customer’s satisfaction”
1 day of training
Up to 13 participants
After the training, you will receive a certificate of completion.
Understand the importance of process improvement in every organization.
Use problem solving tools in a right way.
Learn approaches of process improvement of Lean and Six Sigma.
Acquire DMAIC methodology (a method how to manage projects).
Define the opportunity (wasting) in everyday work.
Training goals:
You will
learn to:
Organization:
Combination of methodological interpretation and team exercises in which
participants try out 4 quality tools.
Training
methodology:
www.capability.cz 39Capability s.r.o. – member of ICG / Innotiimi
5 Lean Six Sigma Green Belt Training
“The training provides trainees with integral knowledge of Lean and Six
Sigma methodology for process improvement. Trainees are able to
indicate good opportunities for quality improvement of outputs and
reduction in waste after completing this course. They can subsequently
manage medium to large process-improvement projects..”
6 days of training (3+3 days)
Up to 14 participants
The training is completed with a preparation for certification and granting Lean
Six Sigma Green Belt diploma
Manage a medium process project using Lean Six Sigma methodology (DMAIC).
Define the project scope and be able to map processes.
Measure process capability.
Analyze a process using data, graphic and process analysis.
Design process improvement and implement it.
Training goals:
You will
learn to:
Organization:
The training presents all phases of the DMAIC cycle (a structured approach for
managing projects in 5 stages) focusing on the practical application of key tools
from each stage. Simulation game, case studies and practical exercises
guarantee understanding of individual tools and their subsequent application.
Training
methodology:
www.capability.cz 40Capability s.r.o. – member of ICG / Innotiimi
5 Lean Six Sigma Green Belt - agenda
Choose a
suitable
project
Assemble
a project teamPlan
the project
Analyze
stakeholders
Define the
project scope
Collect the
voice of the
customer
Set CTQ and
the project
goal
Identify project
risks
Determine
project
benefits
Draw up a
Project
Charter
DEFINE
Map the
process
Generate root
causes
Reduce the
root causes
Plan data
collection
(sample)
Create VSM,
reveal
wasting
Verify the
measuring
system
Collect data
about the
process
Calculate
capability
Identify quick
wins
Problem
?
Wasting,
time
Variability
defects
MEASURE
We make a process analysis
We make a statistical analysis
Hypothesis
testingCorrelation
Regression
analysis
Time analysis Value analysisProcess flow
analysis
Analysis of
productivity of
people and
equipment
Workplace
analysis
We make a
graphical
analysis
Problem
?
ANALYZE
Wasting
Variability
defects
Look for
solutions
Prioritize the
solutions
Plan DOE
(Design of
Experiments)
Perform an
improvement
pilot and revise
the risks
Implement
changes into
the process
Ensure the
adoption of
the change
Streamline the
process
Problem
?
Wasting,
time
Variability
defects
IMPROVE
CONTROL
Set process
KPI
Plan process
control
Confirm
improvements
(control charts)
Deliver it to
the owner
Celebrate
success
D M A I C
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5 Project coaching
“Coaching which will develop the knowledge of process leaders
individually using real practical tasks (of a selected project) and also
implementation of the entire program. Coaching is always designed as
an individual meeting of a ICG Capability consultant and a project leader
(usually 120-140 minutes).”
Checking project status and the compliance with the project plan.
Monitoring of the entire project.
Drawing up an action plan for the next period.
Preparing for the workshop (detailed agenda, selection of tools, work with
participants).
Active participation in the workshop (co-realization).
Assistance with process or data analysis.
"On-the job" training (increasing knowledge, explanation of the topic using a real
project).
Coaching
goals:
Content:
Coaching on projects (e.g. for project leaders, Green Belts) and assitance with
data analysis, workshop agenda preparation, explanation of tools in a practical
way, project plan scope and timeline compliance etc.
Coaching
methodology:
6
Process Excellence Modular System
Audit of Organization
Process Workshop (KAIZEN)
Process Audit
Process Organization
Training &Coaching
Process Mapping
Process organization
− Building an organization supporting process improvement
− Developing a process management model
www.capability.cz 43Capability s.r.o. – member of ICG / Innotiimi
6 Process infrastructure and management (BPM)
Purpose of the change
− To change the corporate culture in order to perceive processes as a management tool.
− To change the perception and attitude of people to processes.
− To optimize processes in the long term - choose best opportunities.
− To develop a tool for long-term process management for management and operators.
− To keep the track of processes, process steps and all process KPI.
Outputs
− BPI Strategy - Implementation of process improvement (Lean Six Sigma) to the organization.
− Process management model (BPMM).
www.capability.cz 44Capability s.r.o. – member of ICG / Innotiimi
6 Building an organization supporting process
improvement
Long-term results are determined by building a process-oriented
organization. We are talking about BPI infrastructure.
1. Management of programs and
processes
3. Selection of processes
and prioritization
2. Selection of people &
motivation
4. Regular trainings
DELIVERY OF THE ACTIVITY
6. Calculation
of benefits
5. Support
(coaching & mentoring)
7. Sharing
experience
and communication
of results
www.capability.cz 45Capability s.r.o. – member of ICG / Innotiimi
6 Risks related to building of a process
organization− When realizing a project, individual projects may be stopped or attenuated. There is a risk that the
implementation of process management fails.
RISKS DescriptionHow to eliminate the
risk?
Low involvement of TOP
management
Process improvement is not
a part of the strategy, personal goalsTrainings, Setting KPIs
Team capacity for process
improvementPart-time working, which causes delay Motivational and training plan
Improperly selected projectProjects cannot be completed
within allotted time (too wide in scope)
Execute process audits.
Devote your time to
choosing.
Low participation and support of
team members
Team members are too busy
to work on the project
Obtain permission from
managers
Unrealistic financial benefitsFinancial benefits are miscalculated, no
tangible impacts
Involve finances from the
beginning of the project
www.capability.cz 46Capability s.r.o. – member of ICG / Innotiimi
COMPREHENSIVE APPROACH
We interconnect project work, methodology training with
soft skills aimed at working with people.
INVOLVING PEOPLE
Our work is based on the participation of people. In
projects, we use team workshops in which we engage
participants in order to take the responsibility for change
JOINT WORK
We implement projects and solutions together with clients.
This approach ensures easier adoption of the proposed
changes and helps to transfer the knowledge and
methodology to the client organization.
ADAPTED TO THE SITUATION
Each organization is different and requires a different
model. We always adjust our program to the culture,
situation and needs of the company.
What is the program based on?
3 pillars of Process Excellence program
Our consultans for the project
Introduction
www.capability.cz 48Capability s.r.o. – member of ICG / Innotiimi
Business Process Improvement projects
Lean Six Sigma deployment
Certified trainings (Black Belt, Green Belt, Innovation)
Process Audits
Innovation strategy and workshops
Change Management workouts
Process Design - DFSS
Panasonic, ČEZ, Memco, Continental, Telefonica O2, Vodafone, Panasonic, Home Credit, GE
Money, VUB Bank, Slovenská armáda, Accenture, RWE, CSOB, KB, Continental,
Mondelez,Atalian, OKIN …
Milan Gazdík, [email protected]
«We teach our clients look for the right way with use of smart
optimization and innovation»
Your
consultant for:
Projects:
Professional experience
2005 MBA, DePaul University - Charles H. Kellstadt Graduate School of Business(USA Chicago)
2000 – 2006 Global Blue - Business Development Manager / Marketing Manager
2006 – 2008 Vodafone - Black Belt / Six Sigma Consultant
2008 – 2009 Home Credit International - Group Process Improvement Manager
2009 – present ICG – Capability – Partner, Member of ICG Group Extended Board
www.capability.cz 49Capability s.r.o. – member of ICG / Innotiimi
Business Process Improvement projects
Lean Six Sigma deployment
Certified trainings (Black Belt, Green Belt, Innovation)
BPM – Business Process management
Innovation strategy
TRIZ projects and trainings
Lean manufacturing, KAIZEN
Panasonic, Magna, Assa Abloy, Doosan, Dongwon, ZF Automotive, Bombardier, Vodafone,
GE Money, VÚB Banka, Armáda Slovenské republiky, Accenture, Deloitte, UniCredit bank,
ČSOB, KB, Continental
Over 100 trainings and coachings in Czech Republic and Slovakia.
Libor Čadek, 1977
«Great consultancy is about the right blend of tools and approach. We
blend flexibility, diligence and empathy in building long lasting
relationships with clients.»
Your
consultant for:
Projects:
Professional experience
2003 Master degree in system engineering and information science at the Faculty of Economics and Administration at the University of Pardubice
2003–2005 Accenture / Process managment consultant, SOX application
2005–2007 Vodafone Czech Republic / PMO consultant
2007–2010 Vodafone Czech Republic / Black Belt / Six Sigma Consultant
2009–present ICG – Capability – Partner
www.capability.cz 50Capability s.r.o. – member of ICG / Innotiimi
- Business Process Improvement projects
Process audits and scorings
Operational Excellence programmes
Process models for companies
Coaching
Lean Six Sigma implementations
Change Management
Vodafone, SSC Bodycote, GE Money, T-Mobile, Atalian CZ
Václav Jiránek, 1980
«Process management with simplicity and brain. We prefer team work
during process mapping or improvement instead of individual analysis.»
Your
consultant for:
Projects:
Professional experience:
2011 Master of Science, University of Economics, Praha
2000–2007 Teleflex Medical – Quality Assurance Manager
2007–2009 T-Mobile – Lean Six Sigma Project Manager
2010–2013 Vodafone - Six Sigma Black Belt / Quality Manager
2013–now ICG – Capability – Consultant
ICG-Capability
Company Introduction
www.capability.cz 52Capability s.r.o. – member of ICG / Innotiimi
Innotiimi
IntegratedConsultingGroup
130consultants
12countries
30years of experience
ICG Capability s.r.o.
ICG-Capability
Capability s.r.o. is a member of ICG-Innotiimi Group
www.capability.cz 53Capability s.r.o. – member of ICG / Innotiimi
ICG-Capability
We are a consulting company operating in 12 European countries with more than 30 years of experience. We
focus on process improvement using methodology of Lean Six Sigma, business innovations and change
management. We deliver particular projects, trainings and combined programs to our clients in both service and
manufacturing organizations. We understand our contribution as the delivery of concrete results and the transfer
of our knowledge to the client's side.
7 VALUES ICG – CAPABILITY
1. The customer is always our top priority. We build long-term relationship based on trust.
2. We deliver more than the customer expects.
3. We are committed to results. We are rewarded for the supplied value.
4. We fully adapt to specific needs and requirements of the client.
5. Positive feedback from the customer is the main indicator of success for us.
6. Whatever we do, we want to do it as the best one in our field.
7. We do, what we enjoy, and we want you to enjoy it as well.
www.capability.cz 54Capability s.r.o. – member of ICG / Innotiimi
Green / Black / Yellow Belt
Lean Professional
Design For Six Sigma
Champions Training
Our complete portfolio of services
Innovation Process
Strategy of Innovation
TRIZ
Creative Problem Solving
Change Management
Project Management
Tra
inin
gs
Processes
Process Improvement Projects
Process Audit
KAIZEN Workshops
Coaching of project leaders
Lean Management
Data Analysis
Innovation
Product Innovation
Service Innovation
Strategy of Innovation
Marketing Innovation
Innovation Workshops
Change
Change communication
Workshops Facilitation
Cultural Change
Project Management
Co
nsu
ltan
cy
www.capability.cz 55Capability s.r.o. – member of ICG / Innotiimi
Our consultations focus on 5 key areas
Controlling
Process Excellence
Innovations
Strategy
Personal, Team
and Leadership
Development
www.capability.cz 56Capability s.r.o. – member of ICG / Innotiimi
Remove obstacles
Develop an attractive future
Lead to sustainable success
Our Consultancy group
We are experienced professionals who work in partnership with people to create solutions.
Our
goal
www.capability.cz 57Capability s.r.o. – member of ICG / Innotiimi
Why ICG?
Integration of lean skillset with change management competence
We believe in diversity in our team (Lean & Change management
specialist in one ICG team)
Involve team and teamwork, results are based on cooperation
Respecting the company culture
Lean Leadership
Sustaining energy after the project work - we handle resistance
www.capability.cz 58Capability s.r.o. – member of ICG / Innotiimi
IntegratedConnect professional and psycho-social competences
Integrated management model
Consulting, training and coaching
InvolvedDialogue processes, which turn those affected into involved
Develop people and teams
In workshops, large groups and conversations
Co-CreativeDesign cooperative change work
On equal terms – with clear own opinion
Give impulses and change perspectives
Impact drivenLead to fast results and sustainable learning
Profound concepts and implementation – „hands-on“
Full commitment for the task
Our style of work
References
Our Experience with Process Management
www.capability.cz 60Capability s.r.o. – member of ICG / Innotiimi
Selection from our references…
Process Audit and process standardization - create the Process Model of all organization.
Mapping of more than 300 processes in Shared Services Centre, Prague, searching for
opportunities and improvements.
Create the Process Model in HR are and set up all process flows, roles and
responsibilities.
Design of the Process Model for newly established company.
Workshops to perform a quick audit process and improve processes in mortgages. Trained
30 people on a comprehensive methodology of process management and optimization.
More than 100 employees trained for process mapping methodology and following
optimization by Six Sigma Green and Black Belts.
More than 100 employees trained for process mapping methodology and following
optimization by Six Sigma Green and Black Belts.
Supporting Lean Operational Excellence with focus on Russia branch, project deliveries
and Lean program implementation.
www.capability.cz 61Capability s.r.o. – member of ICG / Innotiimi
Selection from our references…
Lean Management and Change Management
Lean Management, process optimization at several locations
Support of the management, corporate development, redirection/organization of the production basis chemicals worldwide
Organizational development, Lean implementation, Six Sigma qualification and reorganization at several locations
New organization of business units in Europe incl. designs of business processes
Change Management with a focus on lean processes
Organizational development and change support for the transformation of Supply Chain organization, Six Sigma Black Belt-
trainings and leadership development programs in the EMEA-region
Increase of efficiency and Lean Management at several locations
Reorganization, Lean Management and continuous improvement
Lean Management and employee trainings
Support of the management, Lean Administration
www.capability.cz 62Capability s.r.o. – member of ICG / Innotiimi
Selection from our references…
Support of the project-team to improve processes (Lean, Six Sigma and Change Management method)
Merger of several locations, benchmarking in IT-outsourcing-projects, coaching, support of virtual teams
Organizational development of production and market units
Lean Management and change processes for developing innovation-fitness for European locations
Optimization and organization of processes within the SAP-migration, Change Management-/Change Agent-trainings, team
development in the area of production, Change Management during the integration of business processes
Comprehensive efficiency-benchmark between two different factories
Company development (strategy, organization, leadership), teamwork in production, innovation management
Redirection and implementation in process-oriented organization service unit
Turnaround at a production location, change processes with the management, workshops
Support of the management and AVOR in developing a process-model
New organization of the BU oncology
Organization and support of the project management office restructuring and team development in R&D
www.capability.cz 63Capability s.r.o. – člen skupiny ICG / Innotiimi
References
Production IndustriesPanasonic | ZF Electronics | FAB | Continental | Okin | Wikov | ZVVZ Machinery | Bombardier | Třinecké železárny | Sejong Czech | AB
InBev | Dongwon | Letoplast | JMA | Magna | Assa Abloy | Škoda Power | Etimex | CTS | Fritzmeier | Bühler Motor | Magna Cartech|
Hügli Food | Memco | Kamýk Daunen | Ferring | Grupo Antolin | Nemak Czech Republic | mdexx Magnetronic Devices | Bonatrans |
Siemens | Linak Slovakia | Hobra-Školník | Bosch | Philips | AVL | Bayer Material Science | Andritz | Nokia | Thyssen Krupp | Magna
Steyr | Lenzing | Sappi | Evonik | BMW | Mayr Melnhof AG | Fresenius | Pepsi | Wacker Neuson | Novartis | Zwack | Knorr-Bremse |
Velux | Videoton | Coca-Cola | Geberit | TMD Friction | Head | Petrom OMV | Dacia Renault | Scandia | Michelin Romania | Dorma |
Momentive | RÜTGERS | Schaeffler INA | Mann+Hummel | Tridonic | SMA Solar Technology
Stated-Owned CompaniesPost.at | ÖBB | Lesy Rakouska | Rakouská národní banka | Linz AG | Maďarská Pošta| Holding Graz | Magistrát města Mnichov |
Feibra | Letiště Graz | Úřad federálních plateb | ÖBB-Postbus | Energy Styria | Linz Akh | Tarom | Rumunská pošta | Cncaf Minvest |
Nemocnice Köln
Retail and Services InsdustriesČSOB | VÚB Slovakia | KB | Home Credit Bank | Česká Pojišťovna | GE Money | ČD Telematika | T-Mobile | VGB Group AB | Česká
spořitelna | Citibank | ING | Kooperativa | Telekom Austria | Orange | Raiffeisen | ASA | Vodafone | Kleine Zeitung | Saubermacher |
Erste Group | Immorent | Metro Group | E.ON | Vienna Airport | Prisma Credit Insurance | Praktiker | Neuroth | Conwert | Budapest
Bank/GE | Verbund | Allianz | Styrian Bank and Saving Bank | Upper Austria News | UniCredit Bank Austria | DB Schenker | Address
Real Estate | Suntours | Klöckner | Zurich Group | Service Innovation Group | E-Plus
Public Administration and Non-Profit OrganizationsFederální úřad kancléře | WKO | Městská rada Graz | Zemská vláda Dolního Rakouska, Salzburgu, Štýrska, Horního Rakouska,
Vorarlbergu | Odborový svaz soukromých zaměstnanců | Komora práce Salzburg, Dolní Rakousko| Divadlo Graz | Holding státních
divadel| Rakouské federální Ministerstvo sociálního zabezpečení, financí, zdravotnictví, vnitřního obchodu, zemědělství, životního
prostředí, vzdělávání/vědy a kultury | Rumunské Ministerstvo financí | Obchodní Univerzita ve Vídni | Univerzita Klagenfurt | Revizní
soud | Asociace zdravotnictví Štýrsko | Město Linz | Německá akademie technických věd | Fraunhofer | SES Senior Expert Service
www.capability.cz 64Capability s.r.o. – member of ICG / Innotiimi
Contact
ICG - Capability
Capability s.r.o.
Křižíkova 35, Praha 8,180 00
T +420-775 012 859
www.capability.cz
www.capability.cz 65Capability s.r.o. – member of ICG / Innotiimi
Titel der Präsentation, Integrated Consulting
Group, 03.04.2011, v1.065 www.capability.cz