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Name the 6 P's
- 1. Process
- 2. People
- 3. Partnering
- 4. Purpose
- 5. Problem Solving
- 6. Performance
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What are the steps to the Feedback Model?
Observe, Explain, Pause, Suggest
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What is 5 S?
Sort, Straighten, Shine, Standardize(system), Sustain
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Name the 5 Phases
Prepare, Diagnose, Design, Implement, Sustain
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What are the 4 C's?
- Customer
- Capability
- Capacity
- Culture
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What is ECRSS?
Eliminate, Combine, Rearrange, Simplify, Standardize
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What are the 8 Wastes?
Motion, Transportation, Waiting, Intelect, Over-procesing, Over-production, Inventory, Re-work(defects).
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What does PDCA stand for?
Plan, Do, Check, Act
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What are the 7 steps to RCPS?
- 1. Identify 6. Implementing
- 2. Defining 7. Validating
- 3. Analysing
- 4. Solving
- 5. Evaluating
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What are the 4 tools used in the Influence Model?
- !. Fostering Understanding & Conviction
- 2. Reinforce with formal mechanisms(System & Structure)
- 3. Developing Talensts & Skills
- 4. Role Modelling
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Name the 5 Lenses
- 1.Customer
- 2. Organization & Skills
- 3. Process Efficiency
- 4. Mindsets & Behaviours
- 5. Performance Management
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What is LEAN?
RBS Lean is the way we make sure everything we do is better for our Customers... and us
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Where did Lean Start?
Henry Ford, 1913. He called it "Flow Production(standard work + Conveyance). Only problem was lack of Variety.
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Toyota's Lean History...
1950's -way behind U.S. car manufacturing. Took 9 times as long to make a car, could not pay employees. Forced to be innovative & focus on Customer. 1970- 9th largest in the world. 2009- #1.
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Lean Implementstion in Finance were not successful because...
1.Visibilty(harder to see the work) & 2.Variabilty(can only Min. so much, so need to manage) of Processes. 3. Tried to pick and choose Lean tools(it only works as a complete process).
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Timeline for Lean...
- 1913 - Henry Ford - "Flow Production"
- 1950 - Toyota - Coudn't pay the bills
- 1980 Manufacturing Suppliers
- 1990 - Other Manuf Sectors. & Raw Mat's.
- 2000 - Banks, Ins, Hospitals, Retail , Airlines
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Why do 70% of transformations fail?
- Employee Resistance (27%)
- Senior Management Behaviour not supporting change (23%)
- Insufficent Resources/Budget (10%)
- Other Obstacles (10%)
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(6 P's) Describe the Behaviour & Action behind "Process"...
- B. Role Model Standards(Use KPI's)
- A. more than 10% of time on the floor. Regularly participate in front line CI sesions.
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(6 P's) Describe the Behaviour & Action behind "Problem Solving"...
- B. Go & See. Spend a few hr/wk w/ frontline staff to understand Prob's only you can solve.
- A. Engage Employee's in P.S. ensure P.S. is Fact Based and Root Cause oriented.
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(6 P's) Describe the Behaviour & Action behind "Performance"...
- B. Engage in Constructive, Demanding Perf. Dialogues to show commitment to reaching Improvement targets.
- A. Ask about frontline perf. of transformation areas. Ensure Root Cause of Perf gaps are uncovered.
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(6 P's) Describe the Behaviour & Action behind "Partnering"...
- B. Make sure Leadership team is alligned around new way of working.
- A. Ensure teams are staffed accross different areas. Develop HR rotation programs across all areas.
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(6 P's) Describe the Behaviour & Action behind " Purpose"...
- B. Spread the Gospel. Keep repeating why we need to change in an emotionally engaging way.
- A. Write a Compelling Change Story. Regularly tell and reiterate my change story.
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(6 P's) Describe the Behaviour & Action behind "People"...
- B. Actively Demenstrate that you want to make your frontline successful. (solve not punish, coach not tell)
- A. Structured Feedback Sessions w/ Dir Reports. Regular Coaching Sessions w/ Team Members.
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10 key Design Elements of a Lean Transformation:
- 1 Performance Board (6 RCPS System
- 2 Production Meeting (7Visible Centre
- 3 SOP's (8 P.C.'s
- 4 Visual Mngmnt (9Engmnt/Capability
- 5 DILO (10 Team Room
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8 questions we should ask through the prgression of the Lean Project...
What do Cust's want? What do our cust's want? Where dop we stand(competitors)? Where do we bring value(process/area)? Complaints/what cust's want to see different? Current Cust eperiance delivered? OP Perf. figures impact CSAT? Validate benefits of project from Cust perspective?
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6 areas we can find data to understand Customer point of view...
Complaints, Operational Cust Research, Staff Climate, Operational Insight, Customer Expectations.
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6 Steps to create a VSM...
- 1.Determine Customer Requirements
- 2.Draw Process Steps
- 3.Gather Process data
- 4.Gather Inventory Data
- 5.Estblsh how ea process prioritizeswork
- 6. Calculate System Summary Metrics
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# Key Methods for gathering Data...
Shadowing, Sampling, Self-Recording
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Span of Control Analysis Contributing Factors...
Process Stability, Process Risk, Operator Density, Complexity of Task, Work Content to remember, Front Line Operating Role
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Line Manager Span Analysis contributing factors..
Process Stability, Capability of Subordinates, Process Criticality. Need to cover for absence(or subordinates)
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Future state Design should cover 5 elements:
Focus, Execution, Skills, Improvement, Leadership
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Change Story 5 steps:
- Establish the facts
- Build the core story
- Tailor to purpose
- Road Test
- Tell the story
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Effective TIP review 4 elements
Layout, Content, People, Timing
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10 influencing techniques...
Stating, Logical Persuasion, Legitimize, Appealing to friendship, Socializing, Exchanging, Consulting, Appealing to values, Modelling, Building alliances
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Pyramid storytelling elements
- Governing thought
- Key Points
- Supporting Points.
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3 steps to creating quantitave charts...
- Analyze data & determine a message
- Identify Comparison(Component, Time series, Correlation)
- Choose chart type
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Core Design elements for Boards...
- Past Performance(TO kpiS')
- Intraday Performance
- Future section(forecast, Schedule)
- Simple Problem Solving
- P.C.'s
- People Section(skills matrix, training plan, barometer, r&r
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You can help ensure communication of the right message by Applying...
- Words 7%
- Tone 38%
- Body Language 55%
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