1. Tools for Implementation

2. 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

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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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!