delivery excellence - approach
DESCRIPTION
How to acheive Delivery Excellence using LEO approachTRANSCRIPT
Delivery Excellence
L E O – An approach
18-Sept-2012
2
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
3
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?
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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.
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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
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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
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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
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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.
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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
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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
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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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
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.
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.
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.
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
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.
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
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
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
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
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.
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
Ecosystem
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Solutions Group Management
Delivery Excellence Core Group
Change Agents from Each Group
Focus Groups
Customer Internal/External
TDHR
BP
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Appendix
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
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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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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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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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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Q&AThank You