lean hr: applying process excellence to your practice
Post on 18-Feb-2017
188 Views
Preview:
TRANSCRIPT
Lean HRDwane Lay
VP of Customer Experience
Dovetail Software
25.5%
Tier Zero
Tier One
Tier Two
COEs
LEAN
essmployeesreeeded
Value AddedParametersResumes
Interviews
Non-Value AddedWaiting
ApprovalsForms
T I M W OOD U ?TRANSPORTATIONINVENTORYMOVEMENTWAITING
OVERPRODUCTIONOVERPROCESSINGDEFECTSUNDERUSED PEOPLE
W OOD U
LEAN
Business As Usual
Project Work
Business As Usual
Project Work
Bottom Up!
Bottom Up!
Top Down!
Name Influence
Involvement
Mom Critical
Withhold love
Dad Critical
Withhold golf
Boss Significant
Withhold job
Otto Moderate
Scar for life
My New Tattoo!
Business Strategy
HR Strategy
Bottom Up!
Top Down!
OutsideIn!
30
32
35
A series of activities that transform a set of inputs into a specific set of outputs. Everything we do is a process.
PROCESS
Y = f x( )
Yfx
Output: Goods, Services, Products
Function: The steps that transform the Inputs
Inputs: Equipment, Process, People, Environment, Materials, Management
Y to X Tree - Applying LSS Principles to HR
Apply LSS Principles
LSS Metrics
LSS Deployment Sessions
LSS ROI
LSS Belt Certifications
Y X – Level 1 X – Level 2
LSS Champion Certification
Number of BB/GB Projects Completed
Project Tracking Mechanism
Y to X Tree - Revenue Growth +15%
Revenue Growth +15%
Service Personnel
Sales Personnel
Retention of top talent
Sales training for new/existing team
Y X – Level 1 X – Level 2
Finance Personnel
Revised comp plan to emphasize revenueExit plan for bottom 10%
Fishbone ConstructionIdentify the problem to be solved
Top Talent Leaves
Fishbone ConstructionDefine the categories (bones) of the causes
People
Material
Process
Environment
Equipment
Management
Top Talent Leaves
Fishbone ConstructionConstruct potential cause detail
Compensation
Training
CultureProduct
Stay Interview
Tools
StrategyLeaders
TeamProjects Recognit
ion
TechTerritory Turnove
r
Peers
Job Market
People
Material
Process
Environment
Equipment
Management
Top Talent Leaves
Fishbone ConstructionPrioritize causes for investigation
People
Material
Process
Environment
Equipment
Management
Top Talent Leaves
Compensation
Training
CultureProduct
Stay Interview
Tools
StrategyLeaders
TeamProjects Recognit
ion
TechTerritory Turnove
r
Peers
Job Market
Well there’s your problem.
$90.00
$80.00
$70.00
$60.00
$50.00
$40.00
$30.00
$20.00
$10.00
Heatin
g Hou
se Food
Prepar
ation
Telev
ision
sWate
r Hea
terJa
cuzz
i Lig
hts
Beer C
ave
Food
Storag
eJu
icer
Electri
c Ave
nue
Electri
c Eels
Monste
r Rea
nimati
on
Electri
c Too
thbru
sh
Electri
c Raz
orAll O
thers
Y = f(X1, X2, X3…)
Chart of Electricity Consuming Devices
Impact Category
Definition
Net Hard Savings
Total estimated hard savings less investment to implement.
Number of Task Owners
Total number of people performing the job function within the impacted area.
Impact Scope Area of project impact, usually geographic.
Strategic Impact
How closely related is the project to business goals?
Effort Category
Definition
Project Expense (T&E)
Expected spend on travel to bring the project team together to execute the project. Does not include implementation costs.
Time Expected time to execute project and begin realizing savings.
Functions Involved
Number of functions that are responsible to execute the project and capture the savings.
Systems Impact/Change
Impact the project implementation will have on any of the HR systems or applications.
ROOKIE
JOURNEYMAN
VETERAN
EXPERT
The DMAIC Model
D - Define: Identify the problem/ opportunity for improvement - Define Y
M- Measure: Can we measure Y effectively? Create the baseline and goal.
A - Analyze: Identify the key factors (X’s) affecting Y
I - Improve: Identify, evaluate, and select the best solution(s) to improve Y
C - Control: Execute the plan to improve Y, sustain and leverage gains
Control Performance
Improve Performance
Analyze Opportunities
Measure Performance
Define Opportunities
Dwane Laydlay@dovetailsoftware.com
LeanHRBlog.comTwitter: @DwaneLay
www.facebook.com/dtlayhwww.linkedin.com/in/
dwanelay
top related