delivery excellence - approach

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Delivery Excellence L E O – An approach

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How to acheive Delivery Excellence using LEO approach

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Page 1: Delivery excellence  - Approach

Delivery Excellence

L E O – An approach

18-Sept-2012

Page 2: Delivery excellence  - Approach

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Agenda

• Problem• What is done to improve ?

IceCream Maker Re-Cap

• Correlation • Importance of Delivery Excellence• How to achieve Delivery Excellence

What are corner stones for Delivery Excellence.

• Steps to implement sustainable change model.

Building a Sustainable Change Model

Problem and Solution

•What is LEO?•What does LEO Achieve• LISTEN•ENRICH•OPTIMIZE

LEO

Key Take Away

Suggested Approach

Questions

Page 3: Delivery excellence  - Approach

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ICE CREAM MAKER Story Re-cap

Context - Issue with improving sales of the company(Dairy Cream)

Problems ??

Quality • Measure of quality . Is it what customers want?• Is a process or culture?

Work – Do they love working in the enterprise?Voice – Do employees have a voice in what the company does.

Excellence – What does it mean to the employees?

Page 4: Delivery excellence  - Approach

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What needs to be improved on.

• Understand that quality is defined by the customer.

• Excellence is not a task but a passion to help the ones who help you.

• As a first step in embracing quality, the company should take care of its employees first – it’s internal customers

• The better a company treats its employees, the better they treat its customers. This is the foundation of quality

• Once a company has established a motivated and engaged workforce, the next step is to focus on the how it works.

Listens to his employees.• Talks to his management and

get the funding which shows his belief.

Gets the employees Buy in for the new process to be implemented.• Motivates them in every way

as a leader.

Establishes Focus groups with defined timelines and results to be measured and acted upon.• Reaches a stage where he

feels confident with what they have done.

Rolls out a reward based performance system to ensure ideas do not stop coming through.

How Pete Implements it.

All through he is a very good listener.

Believes that it’s the right approach.

Is passionate about what he believes

First and foremost he asked for help.

Page 5: Delivery excellence  - Approach

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Corner stones of Delivery Excellence

Line of sight(Customer and their customer(s) needs)

Quality (only and primary driving

force behind every delivery)

Passion Continual Improvement

Delivery Excellence

Page 6: Delivery excellence  - Approach

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Correlation

• Understanding Customer Needs both internal and external

• And their Customer Needs

Line of Sight

• Unless employees are passionate about their work quality will not be part of their culture

• Make employees feel important and how important their contribution is towards delivery.

Passion • Is Defined by the customer• Should be part of the DNA

Quality

• Productive Paranoia• Assessment and corrective

measurements• Continuous Engagement

Continual Improvement

Page 7: Delivery excellence  - Approach

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Importance of Delivery Excellence

• Microsoft• Nokia• RIM

(Blackberry)

• Apple• Google• Samsung• Honda

Traditional Approach

• Not asking what the customer wants but delivering what they felt the customer wanted.

Were leaders in Smartphone segment

•Complacency•Taking position for granted.

Lost significant market share due to

Delivery Excellence

•Listen - Delivered on what the customer wants.•Enrich-(Customer needs) Great user Experience

•Continuous improvement.

Current leaders in their segments.

•Built into their DNA•Known for quality products•Continuously evolving

Quality

Page 8: Delivery excellence  - Approach

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How to achieve Delivery Excellence

Built on People Power plus Process power.

Build a sustainable change ModelGet their buy in.

Look at the source of the problems. Learn to Listen.

Collect data and Analyze.Fix the root cause.

Create a culture of Excellence.

Where quality and excellence are rewarded all time continuously.A platform for ideas to be voiced out.

Involving your employee

EmpowerMake them feel responsible and accountableReward and recognize .

Make quality of everything you do.

Page 9: Delivery excellence  - Approach

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Current State

Target StateSustainable Change

CULTUREPeople Power

PROCESSProcess Power

Experiences

new EXPERIENCESchange BELIEFS Beliefs

new BELIEFSdrive ACTIONS Actions

multiple ACTIONSproduce RESULTS Results

positive RESULTScreate new

EXPERIENCES

Building a sustainable change model

Page 10: Delivery excellence  - Approach

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Understand•Understand the resistance to cultural change.

•Also, ongoing cultural analysis must be done to measure sustained culture change.•Voice of the Customer (VOC) analysis for employees

•Counter-measures to change resistance identified and implemented

•Ongoing VOC analysis to insure cultural changes are positively affecting the entire organization

Teach•Teach all employees the quality methodology and tools – based on the VOC analysis — so that everyone (all the people, all the time) plays a role in the change process and fully understands. This lays the foundation for cultural change by teaching the principles and behavior changes necessary for rapid process improvement.

Apply•The quality Methodology•By doing this, they will be creating new ‘Experiences’ and ‘Beliefs’ that will be communicated throughout the organization to change ‘Beliefs’ and ‘Experiences’ of other employees – first hand accounts of changes that have been made.

•Completion of projects to generate results

•Communication that strengthen ‘Experiences’ and ‘Beliefs’

Communicate•Keeping all employees informed by telling them what is expected of them regarding organizational change process and the progress status helps to ensure commitment and is critical to the success of the change

• It also will continue to provide new ‘Experiences’ which will change ‘Beliefs’. In order to achieve a quality mindset for the entire organization, all employees must be headed in the same direction, especially since a lot of these changes will be incremental, so communication will need to be almost continuous.

•Communication plan•Expectation•Status update

Revise•Make revisions where necessary to management practices to make sure they are aligned with the desired culture

Steps to implement a sustainable change model

Page 11: Delivery excellence  - Approach

Problem and solution…

LEO

How to bring in a sense of

excellence.

How to make employees feel passionate ,resp

onsible and accountable?

How to build quality into our

DNA?

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Page 12: Delivery excellence  - Approach

LEO – What is LEO?

Listen• Listening to your

customers• Internal and External

Enrich• Enriching the products

and Services your offer

Optimize• Continual Improvement• Optimizing• Process• Customer Experience

Page 13: Delivery excellence  - Approach

LEO – What does LEO Achieve?LEO doesn’t play the

blame game

Listen to your co-workers.

Focus on what we do not results.

Keeps matters simple and doesn’t disrupt

Operations

Inclusive rather than exclusive

Objective is to move towards Perfection

Focuses on • Basic Needs of a customers.• Performance• Excitement.

Page 14: Delivery excellence  - Approach

ListenListen to the Team ask them?

Listen to your customers or clients.

Listen well.

Understand that quality is defined by the customer.

Find out • What they want?• What they need?

Focus on customer’s real needs which are basic . They do not even ask for that.

Page 15: Delivery excellence  - Approach

Enrich

Involve everyone.

Ask for new ideas and innovators.

Think how you can improve you product or service everyday.

Strong Desire to change on how we do things

Willingness to think out side the box.

An urge to improve everything we do constantly.

Page 16: Delivery excellence  - Approach

Optimize

Recognize the price of Failure

Do it right the first time.

Put yourself into a future frame work

Developing a sense of productive paranoia

Instill a sense of perfection in every one on the team and a passion for perfection every minute of the day

Page 17: Delivery excellence  - Approach

Key Take AwayIs Quality Really the driving force behind our delivery•Everyone is responsible for quality.•Quality is cheaper in the long run than “good enough”.

Focus on what customers and their customers want.

Focus on great quality ,service and teamwork.

Turn what you do every day into something you love to do.•Actions that are rewarded are the things that get done.

Better you treat your employees the better they treat your customers i.e. foundation of quality.•Create an environment that rewards creativity.

Page 18: Delivery excellence  - Approach

Suggested Approach of LEO – 3 A’s

ACUTE

AUGMENT

APPROACHING

Listen

Gather and Analyze Data

“Map” the process.

How to enhance

Customer Needs.

Enrich

Focus on the problem Fix the cause.

Focus on Creating Value

Discuss the Concept(s)

that meet the customer(s)

needs

Optimize

Identify ,Evaluate and

Implement solutions.

Test and Implement

“Future State”

Provide stable designs that

meet customer needs.

LEO

LISTEN

ENRICHOPTIMIZE

•Problems that always seem urgent or raging (i.e., re-work, errors, defects, omissions, “hardy perennials,” etc.)

•These are problems for which a permanent solution must be found and fixes implemented as quickly and efficiently as possible.

ACUTE

•Excessive time to deliver value to the customer. (i.e., continuous flow vs. batching, value-added vs. non-value added work, loop-backs, etc.). When things don’t go smoothly in the delivery of a service, the mistakes and delays that typically occur always cause money and customers to be lost.

•We look to identify and eliminate overlap and redundancies and smooth out the work flow.

AUGMENT

• Designs of products and services that result in high life-cycle costs. (i.e., design-test-redesign loops, field failures, reliability, etc.). This group of challenges concerns the future of any organization.

•We ensure that the development process for these future products and services are of the highest quality at the lowest cost and meet or exceed customer needs, always!

APPROACHING

Page 19: Delivery excellence  - Approach

Next stepsAssess Current state•Surveys•Focus Group Meetings•Gather analyze data.•Prioritize the areas to focus on.•Acute, Augment ,Approaching.

Future state definition•Where do we want to be•Parameters to be measured•Assessment criteria to be put in place

Socialize the approach•Work on a program with L&D•Train the trainer program•Roll out.

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LEO Index Current state Future state

Quality

Voice

Ownership (Accountability)

Empowerment

Assess Current State Define Future State

Page 20: Delivery excellence  - Approach

Next steps contd…..Listen Enrich Optimize

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Listen & Enrich

Immediate

CASE Tools

QualityCode audit tools

Metrics Driven Dashboard

Skill Index

Short/Medium

Focus Groups Sessions

Quality -Identify Issues/ Prioritize them

Be responsive to opinions expressed . Communicate

Voice -

Sense of engagement

Short/Medium

Ownership – Assign owners to develop a culture of ownership

Ownership -

Assess them every week.

Medium/Long Term

Empower the teams – With specific Action Items and Goals

Empowerment

Track them to closure

Quality

Voice

Ownership

4-6 weeks 3-6 months 6-9 months

Page 21: Delivery excellence  - Approach

Long Term

Optimize

Fine tune process

Optimize quality goals

Optimize Metrics

Work on Enhancing

the customer experience.

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Listen Enrich Optimize

Next steps contd…..

Optimizing

Innovation

Product

Process

Member

Page 22: Delivery excellence  - Approach

Outputs after each phase

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•Quality Measurement•Consistency Process•Skill assessment

Immediate

•Voice•Ownership.

Short - Medium Term

•Empowerment•Accountability Matrix

Medium - Long Term

• Code audit tools.• Consistent – status dashboards (metrics

driven).• Delivery (Dev/Support) process consistency.• Skill Index.

• Open communication• Clear understanding of expectations.• Sense of ownership.

• Accountability of work assigned• Quality goals delivery.• Accountability /Empowerment Index.

Page 23: Delivery excellence  - Approach

Framework used for implementation in each phase

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Mem

ber

Enga

gem

ent

Current State

Future state

LEO Index

Voice

Empowerment

Ownership (Accountability/Responsibility)

Quality

Value-add

Mem

ber

Invo

lvem

ent

Mem

ber

Ow

ners

hip

Perf

orm

ance

Ba

sed

Fram

ewor

k

Pre-Assessment

Focus Group Sessions

Post Assessment

Management oversight

Page 24: Delivery excellence  - Approach

Ecosystem

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Solutions Group Management

Delivery Excellence Core Group

Change Agents from Each Group

Focus Groups

Customer Internal/External

TDHR

BP

Page 25: Delivery excellence  - Approach

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Appendix

Page 26: Delivery excellence  - Approach

Mapping of 4 phases to Delivery Excellence

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Member Engagement

• Voice ?• Listen?

Member Involvement

• Ownership?

Member Ownership

• Quality?

Performance Based framework

• Excellence

Future State

Page 27: Delivery excellence  - Approach

Phase 1 Listen & Voice ?

Listen phase Pre-assessment•Constitute the core group .

Members from different programs who would be the change agents or enablers.

• Focus group Sessions. Every week.

•Post-assessment

Align phase•Problems /Issues identified•Align it with the future state

goal•Come up with timelines

What does ownership mean?

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Page 28: Delivery excellence  - Approach

Phase 2 – Ownership?

What does ownership mean?•Get answers to the below

questions? •Am I empowered•Am I responsible?•Am I held Accountable?

What help is provided?•Tools•Process• Forums

What do I achieve? - Quality

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Page 29: Delivery excellence  - Approach

Phase 3 – Quality?

What does quality mean?•Pre-assessment• Is it a process?•Do I believe quality is important?

How do you measure?•Tools•Process•Feedback mechanism

What do I achieve?•Excellence

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Page 30: Delivery excellence  - Approach

Phase 4 - Excellence

Excellence•Recognizing price of failure

•Do things right the first time.

•Ownership •Sense of quality

How do you measure?•Onshore satisfaction•Client satisfaction•Member Satisfaction

What do I achieve?•Future state.

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Page 31: Delivery excellence  - Approach

Q&AThank You