1. FI - 28 June 2005 1 FI - Focus Improvement system Step 0 Team Charter Step 1 Mapping the current process Step 2 Identify defects Step 2 5 Why Analysis Step 2 Agreeing the action plan Step 3 Mapping the desired Process Step 4 Action completion Step 5 Identify training needs Step 5 Mapping the finished process

2. FI - 28 June 20052 What is this?  What is an FI?  What can it do?  What can it offer me?

3. FI - 28 June 20053 FI – In the spotlight What is an FI?What is an FI?  A FI is a systematic way of looking at a work process. What can it do?What can it do?  A FI gives a structured method of making improvements to a current work process. What can it offer me?What can it offer me?  A FI can offer cost reductions, more efficient work processes, waste elimination and healthier results.

4. FI - 28 June 20054 How does it work?  The FI system is a series of steps, methodically placed to form a logical path to Process Improvement success.  Each step will define a critical part of the FI system, and is completed in order.  Each step has tools to guide you in the facilitation of the system.  A weekly meeting is set up to discuss and review the progress of the FI.  Below is a representation of how all the steps fit together in the system. Step 0 Team Charter Step 1 Mapping the current process Step 2 Identify defects Step 2 5 Why Analysis Step 2 Agreeing the action plan Step 3 Mapping the desired Process Step 4 Action completion Step 5 Identify training needs Step 5 Mapping the finished process

5. FI - 28 June 20055 The importance of a weekly meeting.  A weekly meeting should be set up between the agreed FI team at a time that everybody can achieve.  The importance of the meeting is such that it will keep the momentum of the FI going.  The weekly meeting will be the forum for discussion, review, and goal settings for each step.

6. FI - 28 June 20056 What tools are available?  A FI system check step is used to track the progress of each step as it is worked and finally completed.  Step 0 – A Team Charter is included which allows you to build the structure of the FI team, set the expectations, guidelines, agree on success criteria and which external resources you need to complete the task.  Step 2 – Includes 3 tools to help you to identify and categorise the defects in the current system. How to drill down to the root cause of the defect. What action plan is required and who will own it for each defect.

7. FI - 28 June 20057 How does each step work?  Each step is a unique part of the FI system.  Each step channels the team to focus on a specific area of the process to be improved.  The steps are systematic, and easy to follow to a logical conclusion.

8. FI - 28 June 20058 Step - 0  Building the Team

9. FI - 28 June 20059 Team Charter The Team Charter is your building blocks of the FI team, it is a working document that will change throughout the FI as certain doors are opened whilst others are closed. Time should be spent preparing the Team Charter as this will Guide the FI towards its goals and measures.

10. FI - 28 June 200510 Key Points to creating an effective Team Charter

11. FI - 28 June 200511 Step - 1  Mapping the current Process

12. FI - 28 June 200512 Process Mapping  The aim of this step is to get a detailed flow map of how the current process works.  This must be an exact replication of what is happening now, warts and all.  Include any timed functions, detail how long they take.  Detail any costs incurred in the process.  Detail the manpower required to fulfil certain aspects of the process.  Detail any points within the process where information needs to be obtained to proceed. Detail any time lag in obtaining the information.

13. FI - 28 June 200513 An example of a simple Process Flow map for baking a cake

14. FI - 28 June 200514 Step – 2  Identifying the defects.  Identifying the root cause.  Identifying the Actions.

15. FI - 28 June 200515 Identifying the Defects. Step 2, Stage 1 One of the tools is a defect list, this will help you categorise the type of defect present in the system. There are five categories. 1. ProcessThis defect is a part of the process that is simply not efficient, for whatever reason. 2. InformationThis defect is caused by, lack of, incorrect, insufficient, delay in receiving/giving of information either into the process or as a result from the process. 3. EnvironmentalThis defect is caused by constraints in the process that are not linked to the inefficiencies in the process, ie..(Total pallet holding in the warehouse). 4. BehaviouralThe defect identifies a manpower behaviour issue. 5. SBux MandateThis defect is caused by a mandatory requirement from Starbucks which effects the operation of the process. The FI team will debate and agree on which designations to assign the defects to, this will form the basis of the next stage of Step 2, Why – Why analysis.

16. FI - 28 June 200516 Identifying the Root Cause. Step 2, Stage 2 Why – Why Analysis. The theory behind why – why analysis is that asking why 5 times should lead you to the base root cause of any issue. How does it work in conjunction with the defect list? Each defect is numbered so that its progress through the FI can be tracked, also so when the FI is completed people looking back at it can see how any specific defect was solved. The FI team agree the top level root cause for each defect. Each level is reviewed and questioned, this will assign the next level, so on and so forth until you cannot question any further. This is the base level root cause. The base level root cause forms the Action for the next stage of step 2.

17. FI - 28 June 200517 Identifying the Actions. Step 2, Stage 3 Action planning and Owner assigning. Your FI actions will have been assigned from stage 2. These will be the base level root cause for each of the defects. The FI team will agree an owner for each action, this would usually be the person(s) whose area of duty within the process is affected by this action. The FI team will agree if any resources are needed to complete the actions. The FI team will agree a time frame for completion of the action.

18. FI - 28 June 200518 Step - 3  Mapping the desired process.

19. FI - 28 June 200519 The Ideal process During this step the FI team will map the desired process. This will be the process that will come about once all present actions have been completed in full. Whilst performing this action you may identify defects within this process that were not thought of during the initial process appraisal.(Upon this, further investigation in Step 2 must be made to establish, Defect, Why-Why, and Action plan.) (The Ideal process may or may not form the actual finished process configured from the FI investigation.)

20. FI - 28 June 200520 Step - 4  Action completion.

21. FI - 28 June 200521 Action completion.  There will be some actions that will not be able to be completed for what ever reason.  Upon discovery of these an alternative action will be agreed and assigned by the FI team.  This new action will then be completed by the relevant owner.  During the weekly meetings action completion will be reviewed.

22. FI - 28 June 200522 Step - 5  Mapping the finished process.  Identifying training needs.  Setting review measures and targets.  Agreeing an Audit review period.

23. FI - 28 June 200523 Mapping the finished process.  Once all actions and alternative actions have been completed the improved finished process can now be mapped.  The FI process is now nearing it’s closure.

24. FI - 28 June 200524 Identifying training needs.  The new improved process will invariably need some people to be trained in some of the improved areas.  The FI team should agree on the training needed, and set up a training matrix to ensure the completion of the training.  The training should wherever possible be ‘on the job’.  The training matrix should be reviewed at every FI audit to ensure that all users of the process are trained in the process.  All new employees moved into the process should be included in the training matrix and the appropriate training given.

25. FI - 28 June 200525 Setting review measures and targets.  The FI team will set the output measure goals as agreed in the Team Charter.  The FI team will set the In-Process measures goals as agreed in the Team Charter.  The FI team will agree a success time line and review the results after this period.  Any failures in the process after this review period can be tweaked.

26. FI - 28 June 200526 Agreeing an Audit review period  The audit review is not the same as the success time line review.  The audit will not only be reviewing the results, but will also review the steps in the process and the compliance of the people to adherence of the steps.  The audit will be carried out by an Original FI team member plus another non FI member to ensure an unbiased review.  Upon the results of the review will be determined the need to re-address the process in its entirety or part.