transformationmodule 130 jan-16
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(1105687-U)MODULE 1 WORKSHOP29-Jan-16
What we will cover(
Pass out completed index cards & read your new card out loud & then try to guess who wrote it.
The person that was guessed will say "yes" or "no" depending on if it was their card or not.
Who wrote the note card can briefly explain their story
Only gets one guess. Everyone can reveal which card was theirs.Pass out an index card & dont do anything with them until given instructions.
Write down an interesting thing they have done. Dont share your answers with anyone.
Examples: "I ate bugs before", "I once drank a gallon of milk", "I lived in seven different states". Something that not everyone would already know about them.
Pass your index card to me.Whodunit allows participants to learn interesting facts about each other
This is a simple get to know you game in which Participants guess what facts correspond to what Participants in the class.
It may be helpful to present instructions visually on the board with both written instructions as well as picture cues to accommodate different levels of reading & ability to follow multistep directions.
Facilitator may want to write examples on the board & emphasize that the examples should not be copied. Facilitator can ask comprehension questions after explaining the directions to both assess Participant abilities & make sure that the game will run smoothly.
If there is only a few Participants who havent been guessed, this can be a good opportunity to encourage critical thinking & the ability to inference. Participants can try & problem solve who could be attributed to each fact.2
Icebreaker
15 minutesEndIndividual Exercise (15 mins)
There are 4 flipcharts around the room
1. What are you leaving behind to be here today?
2. What do you want to take away from today?
3. What are you offering to the group today?
4. How would we like to work together today? Visit each in turn & add your comments
A different way of establishing Ground rules!
Its a really good exercise to enable learners to not only get focused on the days training but also to get everyone moving from the start & meeting each other as they do so.
This icebreaker helps you, the trainer, to identify the motivation of the learners.
Flipchart 1. What are you leaving behind to be here today? Can help individuals park their outside concerns.
Flipchart 2. What do you want to take away from today? Helps you, the trainer, establish a group consensus about what the focus of your training will be (e.g. how much time/emphasis to give each topic).
Flipchart 3. What are you offering to the group today? Helps to establish the idea that the training day will be one of sharing ideas & experience.
Flipchart 4. How would we like to work together today? Helps the learners to establish ground rules.3
Ground rule gamesListen to others
Dont put other people down
Respect Confidentiality & Trust
Show Respect
Dont Interrupt others
Try to accept others viewsClassroom Procedures and General Information
The Bathrooms are where
The Break Refreshments include:
The Room for Lunch is whereLunch menuA vegetarian option is offered
Cell phones on off
Please dont email or text during course
4Try to accept others views.or at least understand them!ExampleAfter introductions, ask participants to lay down some ground rules that will prevent the occurrence of problems they have experienced in the past.
Course Designer should: add notes here regarding anything pertinent like all participants should have signed NDA etc.
If the course is presented in a distance learning environment then information pertinent to the environment should be presented on this slide. For instance, if there are urls to supporting materials or if there is VPN information for accessing test/lab exercise platforms then that should be delineated here. Additionally, if there are special security concerns relevant to s distantance learning environment then those would be discussed here
You may be tempted to skip developing this part of the course. However, it is very important that students be free of as many distractions as possible when they are engaged in the true instructional portion of a course. Consider that participating in training is far from the daily routine of most students. They may have traveled some distance to participate and are in a different building, at a different company, among different people and maybe in a a different country or time zone. Once instruction begins students need to be free from concerns about when they will eat, contact their business associates or family and even whether they are in the right training. When these issues are addressed at the beginning of instruction students are far more likely to give the pertinent training material their full attention.
At the end of this workshop participants will be able to
Prepare feedback that leads to learning that supports individuals and groups in adopting more successful transformation
Gather Data & Develop Current State
Develop Future State & Action Plan
Execute to Plan
AlignParticipate in the 3-day event as Subject Matter Expert (SME) (full-time); be the change agent for implementing Action Items (part-time)
Representative staff as SME from each area that touches the process
Staff who are well respected within their areaGroup of less than 15 is idealValue Stream Process Steps
5Define Team, Scope ( Start End Process), Key Metrics and Main Process Step
Identify project Sponsor/ChampionIdentify task force and cross functional teamIdentify the scope business area/process (Start & End)Identify key Performance Metrics to be measured-analyzed
Tools:Team CharterSIPOC/Top- Down Charting/Swim lane Flow Chart
Change vs TransformationChange is doing things differently.Transformation is a new way of being.A shift in behaviourA shift in values
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You can change without transforming, but you cannot transform without [email protected]
Exercise (5 mins)1. Think about a situation where you facilitated change. What needs did you help people fulfil.
2. Think about a situation where you facilitated transformation. What needs did you help people fulfil?
3. Find a partner and discuss the differences between change needs and transformation needs.7
What are Values?
A shorthand way of describing our individual and collective motivations and what is important to us. Values are the energetic drivers of our aspirations and intentions8
Transformation is about a shift in [email protected]
Positive or Potentially Limiting?Values can be positive or potentially limiting.
Positive Values: Trust, creativity, passion, honesty, integrity, clarity
Potentially Limiting Values: Bureaucracy, power, blame, greed, hierarchy, status-seekingOur values are a reflection of our needs. (What ever we need we value.)
We have two sets of needs:
The needs of the stage of psychological development we are currently operating from.
The needs of the stages of psychological development we have passed through where we still have unmet needs.Where do our Values come from?9
A personal journeyEvery person is on an evolutionary journey of psychological developmentSurvivingConformingDifferentiatingIndividuatingSelf-actualizing Integrating Serving 10
PRIMARY MOTIVATIONTHE NEEDS OF THE STAGE OF PSYCYHOLOGICAL DEVELOPMENT YOU ARE AT.
SECONDARY MOTIVATIONTHE UNMET NEEDS OF THE STAGES OF PSYCYHOLOGICAL DEVELOPMENT YOU HAVE PASSED THROUGH
The needs you have failed to master.
11Identify Key Themes Driving the StrategyBuild the Strategic LinkagesDetermine KPIs and TargetsSelect Priority InitiativesPlan for ImplementingDefine Strategic Destination
Who Is Responsible?
Assesscultural values
Baselineresults and start dialogue
Componentsto prioritize values
Detailingbehaviours
Evaluateculture development plan
Focuson changes and programmesWhere we are Where we want to be How we will do itHow are we doingBuilding a transformation scorecard (process overview)
11STAGE 1: COMMITMENTBegin with your Transformation what things are critical to future success?
Focus on customers what values will we add to our customers
Define the processes how will we deliver these services to our customers
Build the organisation what capabilities must we put in place
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FOLLOW THE LEADER
Objective Useful during a session on body language or communication skills, where you want to highlight how people communicate.
InstructionsOne person is asked to leave the room. While they are gone the rest of the group identify a leader. This leader must perform a subtle action that everyone has to follow i.e.. rubbing their nose, licking their lips, scratching their ear, winking, crossing legs etc..Ask the person to return to the room & explain that they must identify the leader of the group. The leader should alter the action every few minutes with everyone following suit. In review, discuss what was noticed & how we interpret & spot body language in [email protected]
Where we want to be13
Stages of Psychological Development
IndividuatingStageMotivationYOUNG ADULT25-39 Years Old
Releasing your fears!
Satisfying need for freedom and autonomy.
Self-actualisingStageMotivationADULTHOOD40-49 Years Old
Becoming who you are!
Satisfying need to find meaning and purpose.
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IntegratingStageMotivation
MATURE ADULT50-59 Years Old
Aligning with others!
Satisfying need to make a difference in the world.
ServingStageMotivation
SENIOR60+ Years Old
Finding fulfilment!
Satisfying your need to serve the greater good.15
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All things being normal, the level of consciousness we operate from will correspond to the stage of psychological development we have reached. [email protected]
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1. What is your primary motivation at work?2. What is your primary motivation outside work?3. Are you able to get your motivations met at your current place of work?4. Discuss with a partner. 18
LEADERSHIP VALUES ASSESSMENT Feedback [email protected]
3 mantras of organisational performanceCultural Capital is the new frontier of competitive advantage.MantrasImplicationsThe Culture of an organisations is a reflection of leadership consciousnessMeasurement matters. If you can measure it, you can manage it.Who you are and what your organisation stands for is vitally important.Organizational transformation begins with the personal transformation of the leaders You can make the evolution of consciousness, consciousFocus on Vision, Mission and ValuesBegins with Leading SelfMeasure and Map the Values19
Values AlignmentPerformanceWhy a values-driven culture?Because values-driven cultures are the most successful on the planet.20
Because they care about the needs of their employees, and they also care about the needs of ALL their stakeholders
Suppliers
Community21
Why are values-driven cultures the most [email protected]
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WHATS IN MY POCKET?
Objective: To emphasise the value of open vs. closed questions.
InstructionsThe team are allowed ten closed questions to guess what is in the trainers pocket (choose an unusual object here if you can). It is very unusual that they will work it out.Next, they play the game again & have to guess a different item using ten open questions. The only rule is that they cannot ask, What is the item? They will usually guess this in less than four tries. This is a short exercise. However, it really emphasises the value of open questions in drawing out information.
Components to prioritise values23
24Assesscultural values
An example for a Business Transformation Analysis
Where did it all go wrong?
SWOT Assessment Using the Malcolm Baldrige Model24
Making the connection to the Baldrige CriteriaMalcolm BaldrigeTransformation ScorecardLeadershipLearning & Growth PerspectiveHuman Resource CapitalBusiness ResultsProcess ManagementStrategic PlanningStrategy MapLearning & Growth PerspectiveInternal Process PerspectiveCustomer FocusStakeholder / Customer PerspectiveMeasurements and Targets
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25Automated System Overview TransformationTransformation is the Organisations Strategic Management System for creating the Strategically Focused Organisation (SFO).
The Strategic Management System Module within Transformation: Cascades scorecards down by folders Includes a web based training component Analytical tools include unit trends, service costing comparisons, strategy map gap analysis, alignment point scoring, and executive dashboard views sent to PDAs.
Transformation Scorecard Module has the following features:- Project / Initiative Tracking with milestones - Automated Email Data Collection- Automated Report Distribution- Linking Capability to Corporate Databases (such as SES, G-PAC, and Shared Service Docking Databases)
I have multiple individual identityrelationships, e.g.I participate in multiple groupidentities, e.g.These identities may be intermediated, e.g.For some purposes, my role is an important part of my identity, e.g.CS TransformFamilyCompany directorTax inspectorDoctorI do my mothersonline tax returnMy accountant does my tax returnEmployerHospitalBankTax authority26Raising customer satisfaction scores and lowering costs per customer interaction
RBS is committed to giving their customers what they want - the ability to bank online, on the move, 24/7 across all their key brands - Nat West, RBS, Ulster Bank and Isle of Man Bank. LivePerson's authenticated web chat has helped RBS achieve this, whist raising customer satisfaction scores and lowering costs per customer interaction. Watch this video case study to see how they did it.26
A conformant transformation program:Clearly identifies and quantifies the impacts and outcomes it aims to achieveEnsures clear line of sight between every investment and activity in the programme, the immediate outputs these produce, and the final targeted outcomesA conformant transformation program:
Establishes clear quantified baselines for the current performance of target outputs and outcomesSets measurable success criteriaTracks progress against planned delivery trajectories for each of the targeted outputs and outcomesA conformant transformation program:
Establishes clear accountability and governance structures to manage benefit delivery.
Benefit mappingBenefit trackingBenefit deliveryBenefit mappingBenefit trackingBenefit delivery27
AwarenessUnderstandingBuy-inActionStakeholder Mapping
Collaborative Stakeholder Engagement Model
Outcome28
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29Complete the Project Name, Project Manager Name, and Project Description fields
30Stakeholder analysis log
Start with a values [email protected]
Highly EngagedEmployees bring passion, purpose and discretionary energy to their work. They are emotionally attached and committed to the organisation and want to do the right thing.
EngagedEmployees are willing to go the extra mile to support the company in achieving its goals and objectives as long as they can also satisfy their own goals and objectives.
Becoming DisengagedEmployees are becoming frustrated, anxious and fearful about not being able to satisfy their needs.
DisengagedEmployees do what they have to do to get through the day, but are unwilling to put in any extra effort to meet deadlines or support their colleagues in difficult times.
Highly DisengagedEmployees are unhappy at their work and act out their unhappiness by actively undermining the company, and denigrating those who want to succeed.
5 levels of employee engagement31
Highly engaged employees identify with the company. They care passionately about the future of the company.They bring passion and purpose to their work. They are willing to invest their discretionary effort to make the company a success. They want the company to do the right thing. They want to feel pride in the way the company behaves. [email protected]
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PLAYING WITH MY EMOTIONS
Objective: A great game to help participants develop empathy skills & identify emotions in others.InstructionsPlace several sheets of paper with different emotions written on them in a bowl e.g.. Happy, Sad, Angry, Indifferent, Scared etc.. Two participants each pick out a piece of paper & then have to act out a scene relevant to their job role in the emotion they picked.The other participants must identify which emotion is being used by each & once identified the scene can [email protected]
Value Stream Improvement & Process Improvement33
Where we want to [email protected]
A value stream starts from a suppliers supplier and ends at the customers customer
Value Stream
PROCESS APROCESS BPROCESS COutgoing Finished ProductIncoming Raw MaterialsCustomer34
The value stream map is the series of activities that an organization performs such as order placement, design, production, shipment, and delivery of the product or service to the customer.
The three main components of a value stream include:
Flow of materials from receipt of supplier materials to delivery of finished goods and services to the customer. Examples include: a) raw materials shipped weekly from a supplier to the organization; b) movement of materials from raw material storage to production process through to a finished goods warehouse; and c) shipping of the finished goods to overseas customers via customs. The transportation of raw materials into finished goods or inputs into outputs. Examples include: a) production steps like cutting, shaping, forging, welding, polishing and assembly.The flow of information required to support the flow of material and transformation of goods and services. Examples include: a) purchase order to supplier, internal work order, shipping notice. 34
Getting StartedDocument a products production path from incoming raw materials to outgoing finished product.
Draw a visual representation of every process in the material & information flows.
Then draw a future state map of how the production path can be optimized to eliminate the greatest amount of waste.Using the Value Stream Mapping ToolsProduct FamilyCurrent State DrawingFuture State DrawingPlan and ImplementationUnderstanding how production currently operates. This is the foundation for the future state.Designing a LEAN flow.35
Value stream mapping applies lean thinking as follows:Produce the value stream map using appropriate symbols and icons.Analyze all inventory notes with a focus on inventory reduction. Inventory increase costs examples include: a) storage space (utilities expenses); b) quality may deteriorate by rust or spoilage; c) design changes may be delayed as parts work there way through inventory; d) money invested on inventory could be spent more productively elsewhere.Analyze the value stream for unneeded steps. Try to eliminate all non-value-added processes.Determine how flow is driven. Production processes should be developed based on a PULL system. Extend the value stream to suppliers suppliers and the customers customers.
Mapping Steps: Start with understanding the product familyDraw the current state map Determine what the process should look like in an ideal state Plan the conversion and implement35
Focus on One Product FamilyProcess Steps & EquipmentABCDEFProductsXXXXXXXYXXXXXXZXXXXXXXXXXXXXXXXXX
Determine Product Families via: Similar downstream assembly steps and equipment.Process Steps & EquipmentABCDEFGProductsXXXXXYXXXXZXXXX1XXX2XXX
Determine Product Families via: Similar downstream assembly steps and equipment36
Product families are defined as:A group of products that are related by common functionality.A set of items considered as a related group in forecasting, capacity planning or other functions.A Product Family is a subset of the Product Line which have certain attributes in common. A group of products having common classification criteria. Members normally have many common parts and assemblies.
Product family engineering is a relatively new approach to the creation of new products. It focuses on the process of engineering new products in such a way that it is possible to reuse product components and apply variability with decreased costs and time. Product family engineering is all about reusing components and structures as much as possible.
Several studies have proven that using a product family engineering approach for product development can have several benefits (Carnegie Mellon (SEI), 2003). Here is a list of some of them: Higher productivity Higher quality Faster time-to-market Lower labor needs36
37Each value stream needs a value stream managerFor product ownership assign responsibility for the future state mapping and implementing LEAN value streams to line managers with the capability to make change happen across functional and departmental boundaries.
Process 1
Process 2
Process 3The Value Stream ManagerKAIZENCustomer
Who is the value stream manager? Who does the value stream manager report to? 37
38Types of Value StreamsMultiple FacilitiesSingle Facility (door to door)Process LevelBegin HereAcross Organizations
Basic value stream starts with the door-to-door model.
Powerful forces are reshaping the banking industry. Customer expectations, technological capabilities, regulatory requirements, demographics and economics are together creating an imperative to change. Banks need to get ahead of these challenges and retool to win in the next era. Banks must not only execute on today's imperatives, but also radically innovate and transform themselves for the future.38
Value stream processStep 1 - Prepare
Gather Preparatory InformationDocument the Case for ChangeDefine the Scope (start and end of process)Identify the RequirementsReview/establish Measurements
Set Logistics for EventParticipantsLocationMaterialsMeals/RefreshmentsEtc.Step 2 - Gather Data (Develop Current State)
Observe and gather dataWalk the value stream - see the actual work placeFollow and make notes about item and information flowGather data for each step in the flowTrigger/doneactual lead timeoutputActual cycle timeon time deliverystaffingDefect ratebatch sizesovertimeQualityvariationswork in process
Map the flow of items
Map the flow of information
Add data and issues39
39Prepare: Case For Change, Items & Demand, Scope, Value, Key requirements, Measurements, Ideal State
Gather DataObserve and gather dataMap the flow of itemsMap the flow of informationAdd data and Highlights
Create the Vision & PlansGo back to the garageChoose natural groupsDevelop the ideal state mapDevelop the future state map (12 months)Develop action plans & tracking
ExecuteCommunicate Current & future VSMs, Action plan, Measurements vs. TargetsExecute your action planBe involvedAlign Conduct alignment reviews quarterly
40Determine KPIs & TargetsStep 3 Future State & Action Plans
Discuss the ideal state
Develop the future state map
Develop action plans & cadence trackingBuild draft time line for implementation
Communication & training as required
Action Plan Template
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Step 4 Execute to Plan
Implement improvementsConduct Workshops, events, projects, bursts per implementation plan
Achieve value stream objectives
Create an environment of continuous improvementStep 5 AlignConduct Value Stream Alignment MeetingPeriodic basis (based on action plan schedule)
AgendaReview event implementations & resultsReview impact to value stream metrics (individual events and overall)Review next quarter eventsReview changes in business environmentCommunicate resultsUpdate value stream as requiredUpdate implementation plan as requiredAddress resistance and sustainment issues41
41Additional Tips for SuccessCapture as you go:IssuesAcronyms / terminologyParking Lot issuesAction itemsEstablish a time each day for Leadership to visit the workshopStatus updateAsk questionsBarrier bustingCapture at the end of each day:Lessons LearnedAgenda for next dayChampion summarization for Leadership at end of each day (email):Team accomplishments for the dayAgenda for next day
Value stream mapping examines:
The people, material, and information flow in a value stream.
The material and information flows in a value stream.
The detailed operation steps within cells.
The steps that people take in designing and producing a product.
Value stream mapping examines:
The people, material, and information flow in a value stream.
The material and information flows in a value stream.
The detailed operation steps within cells.
The steps that people take in designing and producing a product.
2. A product family matrix:
Creates a listing of all your products and the steps that are taken to produce them.
Determines which products are most important to your customers.
Identifies and groups products into families based on whether they pass through similar steps in your downstream processes.
Divides the mapping teams up into groups with individual mapping assignments.
2. A product family matrix:
Creates a listing of all your products and the steps that are taken to produce them.
Determines which products are most important to your customers.
Identifies and groups products into families based on whether they pass through similar steps in your downstream processes.
Divides the mapping teams up into groups with individual mapping assignments.
Multiple choice questions 4. The starting point for developing a value stream map for a product family is:
Corporate wide.
Door-to-door in an individual facility.
Across multiple facilities.
At the process level.
4. The starting point for developing a value stream map for a product family is:
Corporate wide.
Door-to-door in an individual facility.
Across multiple facilities.
At the process level.
3. A value stream manager:
Is a staff person vested with the authority to make change in the value stream.
Is a lead hand with the responsibility for understanding a product familys value stream and improving it.
Is responsible for the day-to-day operation of the processes in the value stream plant.
Is a line person reporting to the senior person on site, with the lead responsibility for understanding a product familys value stream and improving it.
3. A value stream manager:
Is a staff person vested with the authority to make change in the value stream.
Is a lead hand with the responsibility for understanding a product familys value stream and improving it.
Is responsible for the day-to-day operation of the processes in the value stream plant.
Is a line person reporting to the senior person on site, with the lead responsibility for understanding a product familys value stream and improving it.
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ClosinggamesEach participant is handed pieces of paper
Each paper has the name of other participants
Each participant has to write I am glad I met XXX because.
The pieces of paper are distributed to the appropriate people & read when they get home43
43As time goes by, we tend to forget what we have learnt. Things that are most easily remembered at those things at the beginning or at the end. That is why closing games are so important..they make the session more memorable.
Closing games also tend to be of a positive note which in turn leaves the participant departing with a feel good factor. In this particular example, every participant leaves with positive feedback.
3 things you have learnt today
2 things you are not sure about
1 way you can link what you have done today to your work place44Wrap upWrite Down
WHAT IS THE BEST IDEA YOU GAINED TODAY THAT YOU WILL TAKE ACTION ON IN THE NEXT 30 DAYS?
What I have learnt
What I will [email protected]
Learn Unlearn Relearn Evaluation45Please rate the following aspects of the course excellent good not good poor
Organisation & domestics
Content
Notes
Presentation
Overall enjoyment
Other topics of interest
Course Date Name
Use human bar charts?
Lay out 5 chairsInform participants which is 1 and which is 5 (1 meaning bad, 5 good)Ask a question Participants have to stand behind the appropriate chairRepeat with more questions
Can be problems re: confidentiality, but they do give you a good gist about things. Always give the option of not participating.Participants must be fed back the results [email protected]