Control Plans Control Kaizen Facilitation

Objectives Discuss the purpose of Control Planning Present the Control Plan Introduce common pitfalls encountered in Control Plans

Transition Through A-I-C In Analyze, you try to identify the root causes In Improve, you implement changes to fix the root causes In Control, you identify how to ensure those fixes stay in place and how to know if they vary from expected outcomes Control is really about maintaining the gains from the project!

Why Control Plans? Left to themselves processes tend to degenerate and go back to the “old ways” Project Goal “Control”

What Are Some Reasons For This? Accountability “Churn”- people leaving, people moving, business growth, business contraction etc. No documentation / institutional memory/ communication Reward system that favors heroes over planners No systemic methodologies to capture lessons learned, process knowledge, better practices, etc. “Not Invented Here” syndrome Others?

Need For Control Plans Control Plans are about sustainability exist to ensure the process maintains the gains seen from the project provide predictive information, such that adjustments can be made before the output deviates from the plan ensure improvements stay in place All too often this is where the fun ceases, the real work starts, and people start bailing out

Control Plan Elements In preparing a control plan, concentrate on: What needs to be monitored? Who is going to be keeping the process functioning properly? How are they going to monitor? Where will the monitoring be conducted? Where should the plan reside? What will be done if the monitoring detects a condition outside of the Customer’s specifications?

Control Plans and Mapping Different types of process mapping for different purposes: In Define, a simple form of process mapping, typically SIPOC, is used to identify key inputs and outputs In Measure, more complex forms of process mapping are used to better understand the process and identify Inputs In Control, detailed process mapping will be used to record and document the improved process. Deployment flow charts clearly show the sequence of events, handoffs, and the job functions of the people performing the tasks

Deployment Flowchart – Example Call Center Rep New Account Dept Order Fulfillment Accounting Answer Phone Obtain Customer Info Determine Customer Needs Determine Avail/Lead Time Select Expedite or Normal Customer Account? Pre Approval Complete Credit Application Complete New Account Receive Order Prioritize Order Reorder Select Order Pack Notify Accounting Ship Instock Create Bill Invoice Customer Receive Payment Post Actions and responsibilities are clear!

Improvement Hierarchy / Control / Interactions Why a hierarchy? So you don’t have to “fix” this again! Full Automation Most Desired No Manual Intervention Impossible to Fail Eliminate Activity Certification and Audits Notification Fail-Proof The process is changed to be less dependent upon variation caused by people Simplification Training Awareness Behavior typically reverts back Least Desired

Reaction Plan 1/2 Be pragmatic! Actions should be the responsibility of people closest to the process Secure process owner’s approval Document in detail, and identify the person responsible for, reacting to unacceptable variation Incorporate procedures by reference in the control plan Build control plans from the updated Risk Assessments

Reaction Plan 2/2 Some reactions are better than others! PREVENT Root cause identified and permanently corrected CORRECT Root cause is identified and corrected temporarily COMPENSATE Making adjustments – without identifying root cause BETTER Compensating actions are usually less successful. Preventative actions will last longer.

Weekly Dashboards - Example Weekly dashboards were used to report Data Accuracy and report weekly Performance summaries

Process Documentation 1/2 General purpose: Ensure compliance with relevant standards and procedures A means for implementing a company’s objectives and policies General rules: Compliance is easy to check Employees can: Understand them Understand their individual responsibilities Respond to all situations that might arise Are practical and economical

Process Documentation 2/2 Process Map or Flow Chart Consider at what level to map - High, Detailed What type of map will you use? Traditional Process Map, Swim Lane, VSM Procedures / Instructions / Planning Documents Develop a sequence of steps and other instructions Who, What, Where … Be specific, clear, realistic Highlight potential pitfalls to performance Note any common exceptions Note how to obtain or find the document

Tips in Documenting Your Improvements Use your team and / or affected individuals Test the procedure exactly as it is documented Be complete, but concise Do not assume prior knowledge Place the procedure where it is readily available Outline a method for updating procedures for continuous improvement Date your new procedures Remove all obsolete procedures!

Checking Procedures 1/2 Directly By Observation Are people actually doing what the procedure says? Are all the steps being followed? Are people referring to the procedure? By asking those using the procedure “Is each step in the procedure clear?” “Are you having difficulty in following the procedure?” “Could we improve the procedure and still get results?”

Checking Procedures 2/2 Indirectly By Observation When was the last time the instruction was revised? Is the Control Chart being used as a signal for investigation?

Common Pitfalls Not involving affected employees in creating the new procedure Not testing the procedure Omitting information - results needed or how to do a step Lowering the importance of procedures - either by not having them or by management ignoring need Putting procedures on the shelf - not tracking actual use, regular maintenance and configuration control Not destroying all obsolete procedures

Review Discuss the purpose of Control Plans Introduce common pitfalls encountered in Control Plans Don’t expect to control everything Measure what is important to ensure sustainability!