Tools for Implementation

Excellent improvement suggestions must be implemented Difficult task Consists of several subtasks: Sorting and prioritizing among the improvement proposals Organizing the implementation Developing an implementation plan Creating acceptance for the required changes and a favorable climate for the implementation Carrying out the implementation itself

Tools for implementation A∆T analysis Tree diagram Process decision program Force field analysis

Sorting improvement proposals Criteria for sorting proposals The investment needs for introducing a new method or process The training needs Time limitations, in the form of: Deadlines for the project Organizational restrictions with regard to the time available for performing the implementation task The people motivation level

How the implementation should be organized By the original improvement team: the same team that has carried out the project so far also undertakes the implementation of improvements By a specific implementation team: a new team is formed consisting of the necessary and suitable persons to assume the responsibility for the implementation In the line of organization: functionally responsible persons assume responsibility for implementing changes by using the resources of the ordinary organization

A∆T Analysis Relate closely to both idealizing and value added analysis Main purpose: set ambitious targets for the improvement work Assumption  always possible to find two durations, accumulated costs, total number of defects or other accumulated performance measures for a given process: “A”  Actual “T”  Theoretical Theoretical value closely related to the ideal process in idealizing If considering only time or cost, theoretical value can often be found simply by subtracting Organizational Value Activities and Non Value Adding Activities

Using A and T The “A” and “T” can be used in two ways: To calculate ratio between A and T value: ∆ = A/T Express the improvement potential in eliminating all unnecessary activities and performing the process as efficiently as possible The higher the ratio, the higher the potential For setting improvement target Based on the T value Could be set at T value or somewhat below to take into account any practical limitation

Improvement Targets should be… Ambitious enough to require some effort to be reached Realistic so as not to deter Operative, to be easy to comprehend

Tree Diagram Easy to use tool, suitable for breaking down larger tasks into activities of manageable size Can be combined with more complicated calculation methods for the project, e.g. PERT or CPM

Approach to create Tree Diagram Generate a list of activities that must be performed to implement the improvement proposals Write down each activity in the form of a verb followed by a noun Arrange activities in logical subgroups that must be performed in sequence Arrange the subgroups to an overall sequence to illustrate the entire plan in the tree diagram Order from left to right

Process Decision Program Chart (PDPC) Planning tool for making detailed implementation plans that included all possible negative events and problems that could occur along the way Predicting problems before they occur makes it Possible to address such problems Enables training in problem solving Most often used when: A large and complex task is to be carried out for the first time Costs associated with failure are exceedingly high Finishing by the deadline is critical

Approach for using PDPC Generate a tree diagram for the implementation task or use one that has already been designed For each element at the lowest level of the tree diagram, ask “What potential problems could occur during this activity?” or “What could go wrong here?” Add problem considered significant to the diagram as “what if” element below the lowest level of activities For each “what if” element, brainstorm possible countermeasure Place all countermeasure in the diagram below the “what if” elements and link them to the potential problem Evaluate each countermeasure with regard to ease of implementation, practicality, effectiveness etc Difficult ineffective  X Effective  O

Important part in implementation phase is to create acceptance for the suggested changes General advice for creating the desired acceptance of the improvement is to communicate with everyone affected and anyone that might represent an obstacle to an effective implementation These are typically: Top management Everyone involved in the process to be changed Everyone delivering input into the process or receiving output from it Other persons who can impact the implementation and its progress

Force Field Analysis Tool that can contribute to creating an overview of the situation and possible actions to improve it Based on the assumption that any situation is a result of forces for and against the current state that are in equilibrium

Procedure for Using Force Field Analysis Define clearly the change desired Brainstorm all possible forces in the organization that could be expected to work for or against the change Assess the strength of each of the forces and place it in a force field diagram The length of each arrow in the diagram expresses the strength of the force it represents For each force, but especially the stronger ones, consider actions that could increase the forces for the change and reduce those against it

Advice for Effective Implementation Involve everyone responsible for results from the process that is being improved Try to elicit involvement and inspiration from those involved in the project Follow a clearly communicated plan Keep the effected persons informed about progress and achieved results Emphasize the importance of patience – changes do not happen overnight!