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ProKit Exam 3 > Indirect (complete collection) > Flashcards

Indirect (complete collection) Flashcards

1
Q

What do the 6 dimensions help with?

A

Di­men­sions help you to clus­ter and un­der­stand the main di­rec­tion of im­pact of the meth­ods.

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2
Q

Process dimension includes which elements?

A

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
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3
Q

Performance Management dimension includes which elements?

A 
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)
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4
Q

Organization Structure & Skills dimension includes which elements?

A

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
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5
Q

Mindset & Leadership dimension includes which elements?

A 
During Project Phase:
Maturity Check for Mindset
Focus Groups
Coaching (Kairos/ Strengths Finder)
Employee Survey
Change Story
Sounding Board
Stakeholder Analysis
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6
Q

Customer dimension includes which elements?

A

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
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7
Q

Digitalization dimension includes which elements?

A

During Project Phase:

Digital Maturity Check
Identification pain points
Process design
Self-assessment starts discussion
Integration of Waste Identification
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8
Q

What do you do to ensure holistic and sustainable optimization in an indirect TOS project?

A
  • Focus the dimensions process & customer
  • Firmly establish a CIP culture
  • Avoid interface losses in the organizational structure
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9
Q

How many dimensions are there to cluster the main direction of the methods?

A

6

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10
Q

The key to choos­ing the right project ap­proach is to un­der­stand what?

A

… the cus­tomer’s re­quire­ments

… the cus­tomer’s main chal­lenges

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11
Q

What is the start­ing point to de­rive the right project ap­proach?

A

Un­der­stand­ing the cus­tomer’s main chal­lenges of the area

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12
Q

When do you use the Op­er­a­tional Ex­cel­lence (OpEx) project approach?

A

Iden­ti­fied im­prove­ment levers are not suf­fi­cient (or not even known) to achieve tar­get ex­pec­ta­tions

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13
Q

When do you use the Val­ue Stream Op­ti­miza­tion project approach?

A

De­fined process chain needs to be re­designed as process out­put is not sat­is­fy­ing

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14
Q

When do you use the Or­ga­ni­za­tion Struc­ture project approach?

A

In­ef­fi­cient or­ga­ni­za­tion struc­ture with dou­ble work, jump­ing re­spon­si­bil­i­ties, re­dun­dan­cies, …

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15
Q

When do you use the Per­for­mance Cul­ture project approach?

A

In­ef­fi­cient/ in-trans­par­ent steer­ing mod­el, re­cur­ring prob­lems with in­ef­fi­cient es­ca­la­tion

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16
Q

What is the target of the Op­er­a­tional Ex­cel­lence (OpEx) approach?

A

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

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17
Q

What is the target of the Value Stream Optimization approach?

A

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

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18
Q

What is the target of the Organization Structure approach?

A

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

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19
Q

What is the target of the Performance Culture approach?

A

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

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20
Q

Pro­ject Ap­proach and Pro­ject Du­ra­tion can and should be adapt­ed in con­sid­er­a­tion of what?

A

adapt­ed in con­sid­er­a­tion of the com­plex­i­ty of the top­ic and the re­quire­ments of the project par­tic­i­pants

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21
Q

Pro­ject Phas­es can be what?

A

Can be mod­u­lar­ized (only analy­sis, analy­sis & de­sign, com­plete scope)

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22
Q

What is the role of the Con­sul­tant?

A

Takeover of op­er­a­tional project man­age­ment or coach­ing of an ex­ist­ing project team

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23
Q

What is strategy development in an indirect project?

A

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

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24
Q

Strat­e­gy De­ploy­ment is struc­tured in what three ways?

A

Preparation
TOS Assessment
Hoshin Kanri

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25
Q

We use stan­dard­ized ap­proach­es as what?

A

as guide­lines on how to con­duct our con­sult­ing ac­tiv­i­ties and projects

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26
Q

“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?

A

Operational Excellence

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27
Q

“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?

A

Hoshin Kanri

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28
Q

“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?

A

TOS Assessment

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29
Q

Which statements regarding the Operational Excellence project approach are true?

A
  • 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
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30
Q

Which statements regarding Strategy Deployment are true?

A
  • 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
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31
Q

Identified improvement levers are not sufficient to achieve target expectations. What is the need?

A

• Operational Excellence (OpEx)

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32
Q

Defined process chain needs to be redesigned as process output is not satisfying. What is the need?

A

• Value Stream Optimization

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33
Q

Inefficient organization structure with double work, jumping responsibilities, redundancies. What is the need?

A

• Organization Structure

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34
Q

Inefficient/ in-transparent steering model, recurring problems with inefficient escalation is what?

A

• Performance Culture

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35
Q

What is the TOS As­sess­ment?

A

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

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36
Q

What is the target of the TOS Assessment?

A

De­rive a con­crete im­prove­ment road map for the area based on the iden­ti­fied weak spots, im­prove­ment po­ten­tials and the area’s strat­e­gy.

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37
Q

What is the analysis scope of the TOS Assessment?

A

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)

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38
Q

What are the results of the TOS Assessment?

A
  • 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
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39
Q

Who are the participants in the TOS Assessment?

A 
Managers L1/L2
Process-Specialists (L4/Staff)
Senior Consultant
Managers L1 - L4
Process-Specialists (L4/Staff)
Consultant
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40
Q

In a TOS Assessment, Managers L1/L2s do what?

A

• Definition of Focus processes
• Deduction of strategic initiatives to
operationalize the strategy
• Definition of timeline for the roadmap

41
Q

In a TOS Assessment, Process-Specialists (L4/Staff) do what?

A
  • Participants of process deep dives

* Bring in their experience concerning flow and weak spots of the focus processes

42
Q

In a TOS Assessment, Senior Consultants do what?

A
  • Moderation of L1/L2-Workshops

* Conduction of Deep Dives and management interviews

43
Q

In a TOS Assessment, Managers L1 - L4s do what?

A

• Participants of management interview
• Convey their perception of lean maturity
for the different categories

44
Q

In a TOS Assessment, Process-Specialists (L4/Staff) do what?

A
  • 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.

45
Q

In a TOS Assessment, Consultant do what?

A

• Support with process deep dives and

management interviews

46
Q

What are the phases in the TOS Assessment?

A

The TOS as­sess­ment in­cludes a prepa­ra­tion phase, the ac­tu­al as­sess­ment and a con­sult­ing phase to de­rive mea­sures.

47
Q

What is the preparation phase in a TOS Assessment?

A

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.

48
Q

What is the assessment phase in a TOS Assessment?

A

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.

49
Q

What are the 5 strategic pillars that management interviews focus on?

A
  1. Strategic alignment
  2. Customer orientation
  3. Process efficiency and effectivity
  4. Performance management
  5. Staff development and lean leadership
50
Q

What are the procedures of a management interview?

A

• 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
51
Q

What are process deep dives used for?

A

Process deep dives are used to identify improvement potential within selected processes:
• Identification and clustering of weak spots
• Documentation of improvement ideas from team

52
Q

How is a deep dive workshop structured?

A
  1. Target setting
  2. Check existing documents
  3. Map process
  4. Discuss weak spots
  5. Summary / Conclusion
53
Q

In the consulting phase of the TOS Assessment, the results are presented and integrated where?

A

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
54
Q

In the consulting phase of the TOS Assessment, what is a roadmap workshop?

A

Roadmap Workshop
• Derive target picture and roadmap for improvement
activities
• Basis: existing strategy documents and assessment
results

  • target group: L1/ L2
  • duration: 4h
55
Q

In case of the full approach (TOS Assessment & Hoshin Kanri) the result and roadmap workshops will be part of what?

A

the Hoshin Kanri Strategy Workshop

56
Q

What is the output of the assessment phase of a TOS assessment?

A

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
57
Q

Which method or output belongs to which phase of a TOS Assessment?

A

Preparation
• Baseline
• Process Overview

Assessment Phase
• Lean Maturity Check
• Deep Dives per focus process

Consulting
• Roadmap
• Result presentation naming strength, weaknesses and recommended actions

58
Q

How does the result of the TOS Assessment look like?

A
  • 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.
59
Q

What are the 5 strategic pillars Lean Maturity Check?

A
  • Strategic alignment
  • Customer orientation
  • Process efficiency and effectivity
  • Performance management
  • Staff development and lean leadership
60
Q

What does Hoshin Kan­ri mean?

A

Hoshin Kan­ri is the Lean Man­age­ment ap­proach to es­tab­lish and op­er­a­tional­ize a vi­sion or strat­e­gy.

Align and steer the implementation

61
Q

Hoshin=?

A

Compass needle, policy

Ho = Step, Direction
Shin = Pointer
62
Q

Kanri = ?

A

Implementation, management

Kan = Alignment
Ri = Importance
63
Q

What is the Hoshin Kanri approach?

A

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
64
Q

What are the benefits of the Hoshin Kanri process?

A

• 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
65
Q

What is the North Star in Hoshin Kanri?

A
  • Vision & Mission
  • “Why?”

The North Star describes the vision of how the organization should look like in 5 to 10 years
(horizon > 5 years).

66
Q

What are the aspects of the North Star targets in Hoshin Kanri?

A

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.

67
Q

What are the process and tools used for the North Star in Hoshin Kanri?

A

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)
68
Q

The BlueSky categories are directly taken from where?

A

from the North Star categories

69
Q

A3 Strategy Sheet overview used in SFM meeting is used for what?

A

used to steer status & review dates

70
Q

Each BlueSky element is detailed in an A3 Strategy Sheet to what?

A

operationalize the BlueSky targets

71
Q

The (Hoshin Kanri) roadmap gives an overview about what?

A

all the different activities of the A3 Strategy Sheet including their key information & timeline

72
Q

What is the BlueSky in Hoshin Kanri?

A
  • 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.
73
Q

What are the process and tools used for the BlueSky in Hoshin Kanri?

A

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
74
Q

What is the A3 Strategy Sheet in Hoshin Kanri?

A
  • Implementation
  • “What?”

The A3 strategy sheet is a derivation of levers, detailed
activities, KPIs, timeline & responsibilities.

75
Q

What is the Roadmap in Hoshin Kanri?

A
  • TOS Ressource Planning
  • “Who?”

The roadmap gives an overview about all the different activities of the A3-sheet including their key information & timeline.

76
Q

What are the process and tools used for the A3 Strategy Sheet in Hoshin Kanri?

A

Process
• Design: 2 days workshop
• Level: shop/ department
• Participants: Operational Management

Inputs/Tools
• BlueSky
• Process analysis
• Quality analysis
• A3 Strategy template
77
Q

What are the process and tools used for the Roadmap in Hoshin Kanri?

A

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
78
Q

What should you keep in mind when prioritizing BlueSky targets?

A
  • Don’t list too many BlueSky targets

* Prioritize your targets!

79
Q

What does the follow-up look like during the Roadmap Phase of Hoshin Kanri?

A

• 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

80
Q

Please bring the 4 core elements of a Hoshin Kanri in the right order, starting with the element answering the WHY.

A
  1. North Start
  2. Blue Sky
  3. A3 Strategy Sheet
  4. Roadmap
81
Q

What are the benefits of a Hoshin Kanri?

A
  • 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.
82
Q

Please match the in inputs to the Hoshin Kanri elements.

A 
North Star
• Product innovations
• Market development
• Profit requirements
• Organization structure
• TOS Assessment
Blue Sky
• North Star
• Existing targets
• List of running projects
• Strategic documents
83
Q

What is an A3 strategy sheet?

A
  • 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.
84
Q

Why do we need Op­er­a­tional Ex­cel­lence?

A

“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!”

85
Q

Remember the six dimensions? What are they?

A
  • Process
  • Performance Management
  • Customer
  • Mindset and Leadership
  • Organization Structure & Skills
  • Digitalization
86
Q

Why do we need a special Operational Excellence project approach?

A
  • 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.
87
Q

The Op­er­a­tional Ex­cel­lence con­sult­ing ap­proach of­fers what?

A

mod­u­lar con­cept based on ag­ile or clas­sic project ex­e­cu­tion

88
Q

What is the scope of the Op­er­a­tional Ex­cel­lence approach?

A
  • Generally one organizational unit
  • Holistic overview of the business unit
  • Focus on processes and identification of main improvement levers
89
Q

When the targets of the project are clear and approved by the sponsor, we choose our approach based on what?

A

the requirements documented in the project charter

90
Q

What is the process of the classical approach?

A
  • Preparation
  • Pre-analysis
  • Analysis
  • Design
  • Implementation
91
Q

What is the process of the agile approach?

A
  • Preparation
  • Pre-Analysis
  • Sprints (analysis, design, implementation)
92
Q

Whether the classic or the agile approach is chosen, processes are challenged from what different perspectives?

A
  • Self-perception
  • Customer perception
  • Controlling view
  • Consultant view
93
Q

What is self-perception?

A

Known weaknesses are collected in process overview and process oriented idea workshops with members of the organizational unit in scope

94
Q

What is customer perception?

A

Customer-relevant weaknesses are identified by customer interviews and interface analyses for internal
interfaces

95
Q

What is the controlling view?

A

Analysis of additional improvement levers based on analyzing the cost structure

96
Q

What is the consultant view?

A

Identification of additional improvement levers with detailed analysis workshops during implementation phase

97
Q

Deep dive analyses to identify additional improvement levers will only be conducted when?

A

if known levers are not sufficient to reach the given project targets

98
Q

Please put the different phases of a classic indirect project in the right order.

A
  1. Preparation
  2. Pre-Analysis
  3. Analyze
  4. Design
  5. Implementation
99
Q

Which statements for the Operational Excellence project approach are true - which are false?

A

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

ProKit Exam 3 (6 decks)

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