MANAGING BY DESIGN Diagrams from Section E This set of slides contains the diagrams contained in Section E of the book ‘Managing by Design’. Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of ‘Managing by Design’, and you are clear on the points you wish to make with them.

Meeting Causality Inefficient meetings Go over old ground again overruns results in new actions Need for another meeting New loads on the diary Problem not fully resolved issue arises Desision to hold Little time to communicate Incomplete preparation Difficult to make time to do tasks Failure to complete Concern over vital items slipping Schedule vital actions as meetings Chase fully think things through Use meeting to complete Hold meetings to prepare for design the Extend remit of length of membership of meeting People lose conc- entration Actions are not clear Poor doc- umentation

Investing management time: Where does it go? Ensuring that other people do things properly Doing things properly yourself Going over the road to collect your P45 Dealing with aftermath of things not done properly Customer satisfied Customer pacified …or not Customer dissatisfied

Process Management Meeting Map Have all planned actions been completed ? Review overall process performance vs. forecast (mark up unexpected gaps) Are all processes clearly in control? Indicate where these explain shortfall in overall performance? Are all performance deficiencies covered? Identify owners (teams, people or processes) to take remaining gaps forward to resolve them Are there quality issues indicated above? Raise issue of the quality of process management or of completing actions Ensure actions have owners and delivery dates. Review and close the meeting. Yes No

Profile Collect data Root cause Options Balance Launch Evaluate Problem Diagram Measure Collect data Profile Root cause Options Balance Launch Evaluate Maintain

1 2 Opening & Closing Convergence Conclusion POSSIBLE Divergence Root cause POSSIBLE Divergence Exploration Problem CAUSES 1 2

Roof Explanation A B C D E PROCESSES ROOF X

BLANK SYNERGY CONFLICT MIXED The Roof - Symbols There is no real need to interfere. There could be synergy in working together to achieve this. There should be consultation on the implications. There should clearly be some communication. STRONG *as defined against targets/measures If efforts to improve process A’s performance* are unlikely to influence process B’s, and vice versa. If efforts to improve process A’s performance* are likely to contribute to an improvement in process B’s, and vice versa. If efforts to improve process A’s performance* are likely to prove detrimental to process B’s, and vice versa. If efforts to improve process A’s performance* are likely to contribute to an improvement in process B’s, but the reverse is true the other way round. Symbols used in completing the roof BLANK Process A Process B ?

The Roof Options to consider for communication Formal meeting between teams (duration and frequency) Formal meeting between owners (duration and frequency) Formal meeting between selected team members (duration and frequency) Written communication (type and frequency) Informal discussions Part of another meeting None required

THE ROOF – Discussion Process 1 2 3 9 4 8 7 6 5 1 2 … n-1 n-2 n-3 n

THE ROOF – Discussion Proforma # Process Communication method (if any) Freq. Ensuring operational capability of business Portfolio management /stage gate process Provision of R&D support services Maintaining compliance Develop communities of practice Delivery of endorsed development projects Delivery of endorsed research programme Idea creation and evaluation Provision of clinical research 1 3 4 5 6 7 8 2 9

Example QFD Diagram: Cylek (UK) Address new market areas Provide excellent customer service Build leadership in platform technology Reduce production and delivery lead times Maximise asset utilisation (incl. IPR) Reduce unit production costs Build effective supplier partnerships Business from new markets Customer retention Innov. copied by compet'n Production cycle Asset utilisation Cost of goods sold Supplier led business Measure > 34% > 85% > 5 p.a. < 6 days > 55% < 70% > £80m Target 3 5 4 2 Wt. Customer support and order management Develop new business distributing product Producing and Maintaining the supply line Developing products and processes Providing an effective environment Providing and growing people Stewarding assets and resources 93 53 165 150 135 112 99 Ranking 122 38

Q4 Example

Quadrant Charts Quadrant chart Trend Analysis Actions Performance