Published on March 12, 2014
Doug Floyd email@example.com www.linkedin.com/in/dougvfloyd @DougVFloyd 312.502.3113 (cell)
Enterprise Project/Process Approach Theory of Constraints/Critical Chain Deming Workbench Key Measurements Lean Principles DMAIC & Project Planning FMEA Risk Mitigation Business Process Change Agent Best Practices & People Improvement Contact Information
Steps for Lean Thinking Across Organization Step 1: Clearly identified goals with holistic measurements Step 2: Deep understanding of system (prior to improvement process) Step 3: Create system stability to meet goals 95% of the time Step 4: Apply critical chain to portfolio (capacity management) 4 x 4 Strategic Planning Identify 4 fundamentals Identify 4 supporting priorities 4 day process Core problems of organization (day 1) Idea generation to address problems (day 2) Project creation to solve problems (day 3) Buffer time (day 4)
Critical Chain (Five Focusing Steps) Identify system constraints Overallocated resources Exploit system constraints Reduce number of projects Subordinate all else to constraints Prioritize projects Elevate constraints Improve productivity of critical resource Hire more critical resources Repeat steps as needed Ensure system predictability
Task Time Reduction Team Focus Break down all barriers Complete project on time Meet project scope Deliverables Smooth & error free delivery Entrance criteria Exit criteria Project Completion Measure entire team on success Focus on critical path delivery
Key Measurements (Triple Constraint) Project net goal units (business identification) Project cycle time (days) Number of projects completed Project budget overruns Project resource numbers
Lean in a Project Environment Specify value from the standpoint of the end customer Identify all steps in the value stream Make the value-creating steps flow toward the customer Let customers pull value from the next upstream activity Pursue perfection
DMAIC & Project Planning Define improvement activity goals Measure the existing system Analyze system to eliminate gaps Improve the system function Control the new system
FMEA Risk Resolution Brainstorm potential project risks and potential causes Rate potential risks Numeric values for low-high Prioritize risks and define mitigation actions Continuously update and review project Assess new probability of occurrence
Change Resistance Agree that there is a problem Agree on root problem & side effects Discover problem solutions Agree that solutions will overcome problem & side effects Rigorously document concerns Rigorously document obstacles Executive Objections Executives do not agree with problems Executives do not agree on solution Stakeholders do not believe solution will overcome problems Stakeholders see negative side effects from solution
Best Practices Actively manage lean program Appreciate that less is more Build in prevention Challenge existing processes Go to the ‘Gemba’ (where work is performed) Continuously improve processes Select the best tools Tell the whole story (storyboard) Understand the role of the Champion Align to corporate strategy
Doug Floyd Business technologist specializing in program execution and driving transformative growth through digital technology strategies. SlideShare Presentations: www.slideshare.net/dougvfloyd Digital Leadership Digital Money & Payment Internet of Things Next Gen Agile 3.0 Next Gen Lean 3.0 Next Gen PMO 3.0 Doug Floyd firstname.lastname@example.org www.linkedin.com/in/dougvfloyd @DougVFloyd 312.502.3113 (cell)
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