Indirect (complete collection) Flashcards
What do the 6 dimensions help with?
Dimensions help you to cluster and understand the main direction of impact of the methods.
Process dimension includes which elements?
Preparation Phase:
SIPOC
Quick OPE Waterfall
During Project Phase: Process mapping Value stream analysis Process shadowing Activity Structure Analysis Idea Workshop User Story Map Weak-Point-Matrix Quality Feedback Loops
Performance Management dimension includes which elements?
During Project Phase: Maturity Check of SFM (e)SFM Introduction & Implementation Meeting Analysis Rigidity Analysis (Rigidity is the property of a structure that it does not bend or flex under an applied force)
Organization Structure & Skills dimension includes which elements?
Preparation Phase:
Management Diary
During Project Phase: Process House Skills Variation and Learning Curve Span of Control Service integration analysis Process interdependencies Analysis Skill-Matrix
Mindset & Leadership dimension includes which elements?
During Project Phase: Maturity Check for Mindset Focus Groups Coaching (Kairos/ Strengths Finder) Employee Survey Change Story Sounding Board Stakeholder Analysis
Customer dimension includes which elements?
Preparation Phase:
Customer satisfaction analysis
During Project Phase: Portfolio analysis Cooperation analysis Customer Interview Demand fluctuation PQMS Quality Interface Agreement Customer Journey Map Kano analysis
Digitalization dimension includes which elements?
During Project Phase:
Digital Maturity Check Identification pain points Process design Self-assessment starts discussion Integration of Waste Identification
What do you do to ensure holistic and sustainable optimization in an indirect TOS project?
- Focus the dimensions process & customer
- Firmly establish a CIP culture
- Avoid interface losses in the organizational structure
How many dimensions are there to cluster the main direction of the methods?
6
The key to choosing the right project approach is to understand what?
… the customer’s requirements
… the customer’s main challenges
What is the starting point to derive the right project approach?
Understanding the customer’s main challenges of the area
When do you use the Operational Excellence (OpEx) project approach?
Identified improvement levers are not sufficient (or not even known) to achieve target expectations
When do you use the Value Stream Optimization project approach?
Defined process chain needs to be redesigned as process output is not satisfying
When do you use the Organization Structure project approach?
Inefficient organization structure with double work, jumping responsibilities, redundancies, …
When do you use the Performance Culture project approach?
Inefficient/ in-transparent steering model, recurring problems with inefficient escalation
What is the target of the Operational Excellence (OpEx) approach?
Target:
Increase overall efficiency of a organizational unit by improving core processes
Core elements:
Analysis of core processes and internal interfaces
Optimize service portfolio and performance management
Cost structure optimization
Scope:
1 organizational unit with focus on core processes
What is the target of the Value Stream Optimization approach?
Target:
Increase process efficiency of a defined process chain.
Core elements:
Detailled Value Stream Mapping
Analysis of interfaces
Optimize process flow and process control
Scope:
1 process across all involved functions
What is the target of the Organization Structure approach?
Target:
Increase efficiency of a organizational unit by improving organizational structure
Core elements:
Analysis of operational structure
Process design and TAR definition
Design lean organization structure
Scope:
1 organizational unit with focus on organizational structure
What is the target of the Performance Culture approach?
Target:
Increase steering efficiency of a organizational unit by improving performance management routines
Core elements:
Analysis of SFM cascade
Optimize KPI and capacity management
Improve problem solving
Scope:
1 organizational unit with focus on steering
Project Approach and Project Duration can and should be adapted in consideration of what?
adapted in consideration of the complexity of the topic and the requirements of the project participants
Project Phases can be what?
Can be modularized (only analysis, analysis & design, complete scope)
What is the role of the Consultant?
Takeover of operational project management or coaching of an existing project team
What is strategy development in an indirect project?
A structured analysis covering a whole L1-area with standardized analysis methods to create an overview of weak spots and potential for improvement. We call this TOS Assessment
A Lean Management approach to establish and operationalize a vision/strategy. We call this Hoshin Kanri
Strategy Deployment is structured in what three ways?
Preparation
TOS Assessment
Hoshin Kanri
We use standardized approaches as what?
as guidelines on how to conduct our consulting activities and projects
“The processes in my area are unstable and not really efficient. Besides that, we have ineffective meetings. My goal is to increase our efficiency. But where should we start with that?” is an example of what?
Operational Excellence
“As the L1 I can say, in my area we know what activities we’re doing and we’re also quite efficient in it, but we’re missing a clear strategy for the upcoming 2-5 years to align our activities.” is an example of what?
Hoshin Kanri
“As the responsible L1 of Sales I want to foster Lean in my area and I want to do it in a structured way. But where should I start? And more importantly how well am I doing currently in my area?” is an example of needing what?
TOS Assessment
Which statements regarding the Operational Excellence project approach are true?
- The target is to increase the overall efficiency of a organizational unit by improving core processes
- The scope is one organizational unit with focus on its core processes
- Two core elements of the Operational Excellence project approach are the analysis of core processes and internal interfaces
Which statements regarding Strategy Deployment are true?
- A TOS Assessment is a structured analysis covering a whole L1-area with standardized analysis methods to create an overview of weak spots and potential for improvement
- Hoshin Kanri is a Lean Management approach to establish and operationalize a vision/strategy
Identified improvement levers are not sufficient to achieve target expectations. What is the need?
• Operational Excellence (OpEx)
Defined process chain needs to be redesigned as process output is not satisfying. What is the need?
• Value Stream Optimization
Inefficient organization structure with double work, jumping responsibilities, redundancies. What is the need?
• Organization Structure
Inefficient/ in-transparent steering model, recurring problems with inefficient escalation is what?
• Performance Culture
What is the TOS Assessment?
The TOS assessment is a structured analysis covering a whole L1-area with standardized analysis methods to create an overview of weak spots and potential for improvement
What is the target of the TOS Assessment?
Derive a concrete improvement road map for the area based on the identified weak spots, improvement potentials and the area’s strategy.
What is the analysis scope of the TOS Assessment?
The analysis consists of interviews with all managers L1-L3 and selected L4 (approx. 1h) and Process deep dives (process map workshops) for core processes selected by the L1/L2 in the start-workshop (10-15 processes / 4-8 h per process)
What are the results of the TOS Assessment?
- An overview of the overall Lean maturity of the area
- An overview of weak spots along the defined core processes
- A proposal for improvement options
Who are the participants in the TOS Assessment?
Managers L1/L2 Process-Specialists (L4/Staff) Senior Consultant Managers L1 - L4 Process-Specialists (L4/Staff) Consultant
In a TOS Assessment, Managers L1/L2s do what?
• Definition of Focus processes
• Deduction of strategic initiatives to
operationalize the strategy
• Definition of timeline for the roadmap
In a TOS Assessment, Process-Specialists (L4/Staff) do what?
- Participants of process deep dives
* Bring in their experience concerning flow and weak spots of the focus processes
In a TOS Assessment, Senior Consultants do what?
- Moderation of L1/L2-Workshops
* Conduction of Deep Dives and management interviews
In a TOS Assessment, Managers L1 - L4s do what?
• Participants of management interview
• Convey their perception of lean maturity
for the different categories
In a TOS Assessment, Process-Specialists (L4/Staff) do what?
- Consulting and supporting in the creation of the roadmap
- Supporting the strategic initiatives
**This role is optional and can be covered by a senior expert.
In a TOS Assessment, Consultant do what?
• Support with process deep dives and
management interviews
What are the phases in the TOS Assessment?
The TOS assessment includes a preparation phase, the actual assessment and a consulting phase to derive measures.
What is the preparation phase in a TOS Assessment?
Occurs 2-4 weeks before start; target group: L1 & L2
Define the baseline of the area in scope for the deduction of focus points and target alignment.
Process Overview
Create the process overview with a SIPOC tableau for each L2 area in scope. This is the base for the definition of focus processes.
What is the assessment phase in a TOS Assessment?
2-4 weeks (depending on # of focus process deep dives)
Lean Maturity Check is used to identify possible lean improvements besides concrete process optimization. The input for the evaluation is generated through management interviews.
Assessment results are presented in the result workshop and integrated into the roadmap.
What are the 5 strategic pillars that management interviews focus on?
- Strategic alignment
- Customer orientation
- Process efficiency and effectivity
- Performance management
- Staff development and lean leadership
What are the procedures of a management interview?
• define interview partners (L1 - L4):
o L1, all L2, for each department 2 x L3, 3 x L4
o optional: L2/L3 can be combined in 1 interview
- organize interview meetings
- consolidate and evaluate in the assessment team
What are process deep dives used for?
Process deep dives are used to identify improvement potential within selected processes:
• Identification and clustering of weak spots
• Documentation of improvement ideas from team
How is a deep dive workshop structured?
- Target setting
- Check existing documents
- Map process
- Discuss weak spots
- Summary / Conclusion
In the consulting phase of the TOS Assessment, the results are presented and integrated where?
Result Workshop
• presentation of TOS Assessment results
• clustering and deduction of areas for improvement
and integrated into the roadmap workshop
- target group: L1/ L2
- duration: 4h
In the consulting phase of the TOS Assessment, what is a roadmap workshop?
Roadmap Workshop
• Derive target picture and roadmap for improvement
activities
• Basis: existing strategy documents and assessment
results
- target group: L1/ L2
- duration: 4h
In case of the full approach (TOS Assessment & Hoshin Kanri) the result and roadmap workshops will be part of what?
the Hoshin Kanri Strategy Workshop
What is the output of the assessment phase of a TOS assessment?
Identify improvement potentials
- overview of weak spots/ core messages identified together with line experts
- KPIs: number of identified weak spots clustered by cost, quality and lead time
- priority evaluation: Cost & Benefit - Importance & Urgency
- proposal for action as input for roadmap workshop
Which method or output belongs to which phase of a TOS Assessment?
Preparation
• Baseline
• Process Overview
Assessment Phase
• Lean Maturity Check
• Deep Dives per focus process
Consulting
• Roadmap
• Result presentation naming strength, weaknesses and recommended actions
How does the result of the TOS Assessment look like?
- You create a roadmap with the area to tackle the identified problems in a structured way and aligned with the existing strategy of the area.
- You name weak spots of defined core processes and propose improvements.
- You present the overall maturity level per strategic cluster, including the identified strength, weaknesses and recommended fields of action.
What are the 5 strategic pillars Lean Maturity Check?
- Strategic alignment
- Customer orientation
- Process efficiency and effectivity
- Performance management
- Staff development and lean leadership
What does Hoshin Kanri mean?
Hoshin Kanri is the Lean Management approach to establish and operationalize a vision or strategy.
Align and steer the implementation
Hoshin=?
Compass needle, policy
Ho = Step, Direction Shin = Pointer
Kanri = ?
Implementation, management
Kan = Alignment Ri = Importance
What is the Hoshin Kanri approach?
The Hoshin Kanri approach guides through the strategy process from idea stage to execution.
Includes 4 core elements: North Star BlueSky A3 Strategy Sheet Roadmap
What are the benefits of the Hoshin Kanri process?
• Ensures overall target achievement
• Ensures consistent & systematic target derivation from the strategy to steerable A3s:
o „Fit“ between long- & short-term targets
o „Fit“ between targets and activities/projects
- Involvement of various management levels (vertical) & functions (horizontal) ensures feasibility and approval
- Ensures consistent planning and efficient steering
- Simplifies communication
What is the North Star in Hoshin Kanri?
- Vision & Mission
- “Why?”
The North Star describes the vision of how the organization should look like in 5 to 10 years
(horizon > 5 years).
What are the aspects of the North Star targets in Hoshin Kanri?
The North Star targets …
• … should be described as challenging but still
realistic.
• … are meaningful, motivating and communicable.
• … are described with a key word and an explaining
sentence each.
What are the process and tools used for the North Star in Hoshin Kanri?
Process
• Design: 1 day brainstorming workshop
• Level: Business Unit
• Participants: Top Management
Inputs/Tools • Market development • Product innovations • Profit requirements • Organisations structure • Clear picture on current situation (e.g. via TOS assessment or SWOTAnalysis)
The BlueSky categories are directly taken from where?
from the North Star categories
A3 Strategy Sheet overview used in SFM meeting is used for what?
used to steer status & review dates
Each BlueSky element is detailed in an A3 Strategy Sheet to what?
operationalize the BlueSky targets
The (Hoshin Kanri) roadmap gives an overview about what?
all the different activities of the A3 Strategy Sheet including their key information & timeline
What is the BlueSky in Hoshin Kanri?
- Strategy
- “How?”
The BlueSky describes the strategic goals within the North Star categories (horizon < 2 years). The goals are defined in simple sentences with concrete KPIs & responsibilities.
- defines the target direction of a business unit and of its departments.
- ensures a total understanding of the North Star
- develops detailed targets to accomplish the North Star
- defines explicit responsibilities for each target/action.
What are the process and tools used for the BlueSky in Hoshin Kanri?
Process
• Design: 2 days brainstorming workshop
• Level: OU/FU
• Participants: Executive Management
Inputs/Tools • North Star • Process analysis • Existing targets • List of running projects • Strategic documents
What is the A3 Strategy Sheet in Hoshin Kanri?
- Implementation
- “What?”
The A3 strategy sheet is a derivation of levers, detailed
activities, KPIs, timeline & responsibilities.
What is the Roadmap in Hoshin Kanri?
- TOS Ressource Planning
- “Who?”
The roadmap gives an overview about all the different activities of the A3-sheet including their key information & timeline.
What are the process and tools used for the A3 Strategy Sheet in Hoshin Kanri?
Process
• Design: 2 days workshop
• Level: shop/ department
• Participants: Operational Management
Inputs/Tools • BlueSky • Process analysis • Quality analysis • A3 Strategy template
What are the process and tools used for the Roadmap in Hoshin Kanri?
Process
• Design: 1 day workshop
• Level: OU/FU
• Participants: CI Connect, TOS-offices, OU/FU, representatives
Inputs/Tools • BlueSky • A3 Strategy Sheets • Quarterly list • CI Connect product list
What should you keep in mind when prioritizing BlueSky targets?
- Don’t list too many BlueSky targets
* Prioritize your targets!
What does the follow-up look like during the Roadmap Phase of Hoshin Kanri?
• Weekly presentation of the status of one A3
o duration: 15min
o L2/L3 regular communication
o Information about task 2 weeks prior
• Discussion of every A3 Strategy Sheet e very 3-4 months
o duration: 1 day (10min/each)
o L2/L3
• Steering via A3 steering too
Please bring the 4 core elements of a Hoshin Kanri in the right order, starting with the element answering the WHY.
- North Start
- Blue Sky
- A3 Strategy Sheet
- Roadmap
What are the benefits of a Hoshin Kanri?
- Involvement of various management levels to ensures feasibility and commitment in the area for its strategy.
- The Hoshin Kanri process breaks down the vision and the strategy to steerable activities/projects that are put on a road map.
Please match the in inputs to the Hoshin Kanri elements.
North Star • Product innovations • Market development • Profit requirements • Organization structure • TOS Assessment
Blue Sky • North Star • Existing targets • List of running projects • Strategic documents
What is an A3 strategy sheet?
- The A3 Srategy Sheet documents the initial situation and target state on one page.
- For each Blue Sky you derive activities and KPIs including responsibilities and a timeline and document those on one A3 Strategy Sheet.
- The A3 Srategy Sheet operationalizes the BlueSky elements.
Why do we need Operational Excellence?
“Unstable and insufficient processes, ineffective meetings or unused potentials in Performance Management are challenging my daily business. I want to increase our efficiency but don’t know where to start!”
Remember the six dimensions? What are they?
- Process
- Performance Management
- Customer
- Mindset and Leadership
- Organization Structure & Skills
- Digitalization
Why do we need a special Operational Excellence project approach?
- In order to find the right improvement levers for the needs of the customer, the Operational Excellence project approach considers to look at all dimensions.
- Our customer may have unstable and insufficient processes, ineffective meetings or unused potentials in Performance Management and hence wants to increase his/her efficiency but does not know where to start. Here the general Operational Excellence project approach makes sense.
The Operational Excellence consulting approach offers what?
modular concept based on agile or classic project execution
What is the scope of the Operational Excellence approach?
- Generally one organizational unit
- Holistic overview of the business unit
- Focus on processes and identification of main improvement levers
When the targets of the project are clear and approved by the sponsor, we choose our approach based on what?
the requirements documented in the project charter
What is the process of the classical approach?
- Preparation
- Pre-analysis
- Analysis
- Design
- Implementation
What is the process of the agile approach?
- Preparation
- Pre-Analysis
- Sprints (analysis, design, implementation)
Whether the classic or the agile approach is chosen, processes are challenged from what different perspectives?
- Self-perception
- Customer perception
- Controlling view
- Consultant view
What is self-perception?
Known weaknesses are collected in process overview and process oriented idea workshops with members of the organizational unit in scope
What is customer perception?
Customer-relevant weaknesses are identified by customer interviews and interface analyses for internal
interfaces
What is the controlling view?
Analysis of additional improvement levers based on analyzing the cost structure
What is the consultant view?
Identification of additional improvement levers with detailed analysis workshops during implementation phase
Deep dive analyses to identify additional improvement levers will only be conducted when?
if known levers are not sufficient to reach the given project targets
Please put the different phases of a classic indirect project in the right order.
- Preparation
- Pre-Analysis
- Analyze
- Design
- Implementation
Which statements for the Operational Excellence project approach are true - which are false?
True
• The focus is on processes and identification of main improvement levers
• Operational Excellence focus on one organizational unit
• The agile approach considers the desirables of the analysis, design and implementation phase in each sprint
• Choosing the agile approach a Scrum Master in part of the consultant team
False
• With choosing the agile approach no extra role need to be considered
• The agile approach only works in areas where a basis lean knowledge is established
