Sheree LacyRichard Foxall

Paul StokoeThursday 18 August 2011

Lean ServiceChange Agent Briefing

• Lean Service– What is Lean Service?– Vision for Lean Service

• Lean Service Pilot– High level execution plan and timeline for Lean Service pilot– Pilot scope and key role map

• Change agent role– Your role as a successful change agent– What’s in it for you? – The commitments needed

• Change agent training– Change agent pre-pilot training plan– Change agent bootcamp plan– Pre-work for change agents prior to the bootcamp– Training next steps

• Q&A2

Agenda for today’s call

• Lean Service is a different way of working with the customer at the heart of everything we do. It means efficient processes where work flows smoothly with no waiting, no queues, no waste or duplication. People are involved in both managing and improving the processes they work on and the organisation supports this.

• This is not a short term programme but a long term goal which requires that everyone, everyday, thinks and acts differently. We find better ways to do things using proven methods and simple tools whilst making Operate a better place to work.

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What is Lean Service?

Lean Service vision

SOURCE: McKinsey

Having the right mindset Organising our people and developing their skills

Managing our performanceMaking processes more efficientOur processes will be visible and accurate with no waste or defects. Everything should flow through the process so there’s no queuing or waiting. We meet our customers expectations because our processes are predictable and in control.

We‘ll organise and develop our people so they perform at their best.

Listening to our customers

Everyone improves how things work better by using problem-solving methods and tools. Every manager will spend time with their team to understand how things work and coach them in how to make things better.

We will be measuring ourselves against meeting our customer commitments and the business costs involved. We make sure our performance against expectation is visible to everyone and as a team, we decide on how we can improve the way we work.

Our customers will be at the heart of everything we do. All processes will start and finish with the customer. And everyone will understand how their contribution helps us meet our customer expectations and make a profit.

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Lean Execution: High Level Plan

w/c 1 Aug

8 Aug

15Aug

22 Aug

30 Aug

5 Sept

12 Sept

26 Sept

10 Oct

17 Oct

28 Nov

19 Dec

16 Jan

30 April

23 July

Benefit Realisation

(12wks)

Wave 1 Rollout(16wks)

Pilot(16wks)

05-09Pilot Lean bootcamp

Free Change Agents for Pilot

Change Agents

Selection for Pilot

Wave 1 Lean Boot

Camp(3wks)

Select & Free Change Agents for

Wave 1

Finalise Wave 1 Rollout

Plan

Finalise Wave 1

Domains

Pilot

Rollout

30/08Induction

26/08Induction

Base-liningDILOs and assessments (non

pilot areas)

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What area have we chosen for the pilot?…the Private Circuit L2C Process

Order Submission on COSMOSSABDB15

Final BTO Planning

Initial planning Review

Customer OrderHandoverABDB16

Order CompleteABDB16

Order Submission on eCo

Job Control(CMC)

PPC 20C Order(eCo / CRF)

Order Submission BTO Howard Ambrose

Cust

omer

Openreach Fibre Planning

Routing

Openreach Access Delivery

Openreach Fit & Test

Config

Planning Phase BTO Martin Hull

Routing Phase BTO Simon White

Order Completion BTO Howard Ambrose

Agree costs and advise customerADBD16

Richard WareRouting

Andy LeaverPlanningv

Denis RankinJob Control

Jay PatelJob Control

Martin GeraghtyJob Control

Simon WarrenJob Control

Alex McGheePlanning

Bob PeckPlanning

Peter WalterRouting

Gillian CalvertRouting

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Pilot ApproachAs Is

To Be

Implementation

A0

Step 1

A0

Step 2

A0

Step 3

A0

Step 4

Process Map(s) per flow developed

Initial improvement ideas captured, prioritised and

owners assignedProblems verified and plan for improvement

created

Routing By Walking About to capture what is actually happening in

each process

By Team

By Process / Generic

Gather organisation and

management performance

approach

Gather process performance

management approach

1st Target Condition for each Process by Lens

1st Target Condition for each Team by Lens

Review Team & Process

Performance

Identify & mobilise new improvement

opportunities

Repeat every week per process

(Process Owner plus managers involved in each process)

Identify & mobilise new improvement

opportunities

Repeat every week (via team meeting)

Review ProcessPerformance

Improvement Log (per Process)

Performance data

New improvement opportunities &

progress of existing ones

New improvement opportunities & progress of existing ones

Review if 1st Target Condition met, take learning into setting 2nd Target Condition

Review if 1st Target Condition met, take learning into setting

2nd Target Condition

Executed by operational teams, coached & supported

by Change Agent(s)

Executed by operational teams, coached & supported by Change Agent(s)

Standard work defined

Standard work defined

Standard procedures

documented

Value Stream Map created

Lean Maturity & Change Agent

withdrawal assessment

Sponsor Reviews (every 4 to 6 weeks)

Ideal State Defined

Sep 12th 2011 Dec 17th 2011

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Lean Change Agent

▪ Willing to make a contribution to improve the situation▪ Ambitious regarding his/her own career path▪ Displays confidence and courage; can defend own perspective and support it with data▪ Confident to challenge behaviour in sponsors and targets to impact the programme▪ Successful personal and organisational history▪ Comfortable with giving and receiving feedback

Confident and willing to learn

▪ Able to implement improvement ideas▪ Tailors communication to the audience and builds consensus through fact based discussions and common goals▪ Completer/finisher▪ Enthusiastic about applying Lean techniques in different environments▪ Success and credibility with key sponsors▪ Trust with key targets

Passionate

▪ Aware of the human challenges in every improvement project▪ Behaves professionally▪ Inspires (senior) line employees to create their own action plans and achieve results independently▪ Is comfortable with working within a team environment ▪ Belief in the project▪ Ability to translate the Sponsors frame of reference (FOR) when talking to the targets

Sensitiveto human aspects

▪ Rigorous and clear in descriptions▪ Can independently structure, analyse and synthesise findings with minimum coaching▪ Pragmatic and action-oriented▪ Awareness of culture and subculture differences▪ Comfortable with some level of ambiguity

Strong problem solver

▪ Trained in Lean and/or Work-Out Plus with some experience in implementing process improvement projects – not essential

▪ Recognized as a leader and or coach in their area Trained and some experience

▪ Knowledgeable about products and processes▪ Ability to recognise resistance and develop plans to manage this▪ Knowledge of the business unit and strategyKnowledge-able

Lean change agents – the foundations of a good change agent

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What’s In It For You as Change Agents?

Help build your team

Fix problems / get to the root cause

Raise your

profile

Learn new skills

Work with new

people

Lead the change

Work in a different

way

Improve what we do

for our customers

As we move through the pilot, we want to involve you in defining our recognition approach for the change agent population

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• To lead, educate and support the implementation of each Lean Intervention:

– Lead: Defining the milestone dates (in conjunction with the Targets), putting in place the controlling governance, encouraging and tracking progress and benefits of the Intervention and individual improvement projects. Working with the sponsor network to ensure obstacles are removed. Providing regular management updates. If necessary acting as the project manager.

– Educate: Teach and coach the Targets the relevant tools and techniques. Often initially leading by example and then ensuring the teams are able to perform the tasks for themselves. Validating that they are correctly applying the relevant tools and techniques. Working with Targets and Sponsors to sustain the changes and ensure continuous improvement.

– Support: Provide structure, challenge and assistance to help the Targets overcome the day to day problems encountered with implementing Operate 2014, until they are no longer reliant on the Change Agent. Surfacing and managing resistance effectively throughout the implementation. If necessary showing them the art of the possible.

Your role as a successful change agent…

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• Time and Logistics – This is a full time role between now and the end of December– Between now and the 12th September - Training / DILOs and assessments– There will be requirements for travel and occasional overnight stays, if you have

restrictions, let us know so we can work with you to accommodate where possible• Your questions and answers so far: https://

office.bt.com/sites/leanfoundation/SitePages/FAQs.aspx

• Next Steps– Martin Murtagh martin.murtagh@bt.com will brief you on your role in completing

the DILO and assessment activities next week– Mark Vickerage mark.vickerage@bt.com will send out our view of your availability

between now and 23 December 2011 – please confirm it’s accurate and highlight any restrictions you may have regarding logistics

• Any questions/problems, please email lean.service@bt.com and someone will call you back to discuss…

Change Agent Commitments needed

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• Change Agent Induction (for all change agents)– Introduction to Lean service, pilot approach, roles and responsibilities– Wednesday 31 August 2011– Leavesden– Introduction to Lean service, pilot approach, roles and responsibilities

• Change Agent Facilitation Training (for operational change agents only)– Training to build your skills and capability in facilitation– Friday 26 August 2011– Birmingham

• Change Agent Boot Camp (for all change agents)– Lean tools training in advance of pilot commencement– Monday 5 – Friday 9 September 2011– Adastral Park (new location being sourced)

• Lean Service Pilot Kick-Off Event (for all change agents)– Pilot start– Monday 12 – Wednesday 14 September 2011– Location tba

Change Agents Pre-Pilot Training Plan

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Change Agent Boot Camp 5 Day Agenda

Day 15 September 2011

• Introduction• Mark Whitley• What Is Lean?• Lean

Behaviours• What is a

Change agent? -The role of the Change Agent 1• AIM -Concepts & Tools• Who is our

Customer? -VOC, SIPOC• BI Methods - PDCA, A3, DMAIC

Day 26 September 2011

• The Importance of Process Mapping

Brown Paper Exercise

• IDEF Mapping to Level 1

• IDEF Mapping to Level 2

• Identifying Waste

Four Types of Waste RWBA

Day 37 September 2011

• Understanding Data

• Data Collection

• Understanding Variation

• SPC• Lean

Principles• Standard Work• Performance

Boards• Performance

Review• Project

Managing

Day 48 September 2011

• Measures• Problem

Solving• A3 Exercise• Priority Matrix• Governance

Day 59 September 2011

• One Minute Manager

Basic Understanding

• Coaching for Performance

• Role of the Change Agent 2

Next StepsDRAFT

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• If you’re new to Lean we would like you to complete some pre-work

• This can be found on SharePoint – https://office.bt.com/sites/leanfoundation/SitePages/New%20to%20Lean.aspx

• It includes:– BT Operate Strategy– What is Lean?– Change Implementation– Coaching– Project Management– Presentation Skills

• Most subjects will be covered in more detail on the “Boot Camp”, however, you’ll find a head start very useful!

Recommended pre-work for Change Agents

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• We’ll send you an invitation to the Induction and Change Agent bootcamp +

info about the pre-work required – please respond to all of the actions by

return

• Confirm attendance for bootcamp and training activities

• Complete your change agent skills assessment by 26 August 2011

• Send in any further questions to our email inbox: lean.service@bt.com

• Check the change agent Q&A on the sharepoint site for Lean Service: https://

office.bt.com/sites/leanfoundation/SitePages/FAQs.aspx

Training - What we need from you

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Questions and Answers

lean.service@bt.com