1. Up PeriSCOPE! © 2002-2004 SCOPEVision Consulting. All Rights Reserved. PeriSCOPE™ and SCOPEVision™ tools are trademarks of SCOPEVision Consulting Targeting Opportunities for Organizational Innovation and Improvement

2. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. SCOPE n The origins of SCOPE Systematic Controls, Oversight, and Policy [Process] Evaluation n Six Sigma, Lean, BPR, TOC, TQM: the Relevance of Quality Models to Government n Customer Focus and Stakeholder Involvement scope \n: any of the several instruments for viewing or observation, as a: MICROSCOPE b: TELESCOPE c: OSCILLOSCOPE d: RADARSCOPE

3. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. Up PeriSCOPE: n Surface periodically and let customers know when we do n Continually evaluate policies n Involve customers in setting priorities and problem solving n Regulatory/statutory change: possible outcomes Surfacing to Target the Opportunity This isn’t the real Navy... It’s OK to be seen! ‘periscope \n: an optical instrument containing lenses and mirrors by which an observer obtains an otherwise obstructed field of view

4. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. KaleidoSCOPE: n Combine technical, collaborative, and project management expertise n Initial meeting: mission and scope, roles,norms, stakeholder interest and involvement n Write a project charter n Communicate using existing liaison groups Forming the Team ka’leidoscope \n: an instrument containing loose bits of colored glass between plates and mirrors so placed so that changes of position of the bits of glass are reflected in a variety of patterns

5. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. RadarSCOPE: n Let customers know what we’re working on n Primary, secondary, possible “targets” n Celebrate missions accomplished n A project management tool -- remember post- attack reconnaissance Manage the Process Monitor the Targets

6. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. MicroSCOPE: n Map the process: key steps, handoffs, time, policy “drivers” n Define the value objectives of each step and policy; ask why? n Highlight undesirable effects, waste, and “wait times” n Test assumptions, contradictions n Key constraints on performance n Clarify “as is” and “should be” In Focus? The Right Magnification?

7. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. OscilloSCOPE: n Is there a need to measure performance to know success? n Performance and Workload Measures n Mean and variation “A primary reason initiatives fail is... all too often management reacts to common cause variation and makes things worse than better. Variation exists in all processes.” George Eckes, The Six Sigma Revolution (2001) n Would a monitored pilot be a good idea? Find and Use Meaningful Measures of Merit os’cilloscope \n: an instrument in which variations in quantity appear as a visible wave form on the screen

8. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. TeleSCOPE: n Benchmark from similar organizations n Look for solutions and measures n Ask “what is different?” n The value of “looking through the wrong end” Search for the Stars, the Best in Class

9. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. GyroSCOPE: n What are the criteria for making a recommendation or decision? n Will quantitative analysis be important? n Who makes the decision? n How do we implement? Recommend, Decide, and Implement ‘gyroscope \n: a rotating disk spinning rapidly around an axis so that the entire apparatus offers considerable opposition to any torque that would change the direction of the axis of spin

10. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. CinemaScope ® n Overlooking successes (and “good try” failures) n Grasping at shiny things n Not using question marks at the end of sentences n Ignoring concerns about change n Metric madness n Sacrificing effectiveness for efficiency n Advocating “do more with less” Turn off the Cell Phones and Other Distractions...

11. © 2002-2004 SCOPEVision Consulting. All Rights Reserved. American Society for Quality, www.asq.org (quality books/articles generally) George Eckes, The Six Sigma Revolution (2001) Eliyahu Goldratt, The Goal (1992)(TOC: the Theory of Constraints) Michael Hammer and J. Champy, Reengineering the Corporation (2003)(BPR) David Osborne and Peter Hutchinson, The Price of Government (2004) Mary Walton, The Deming Management Method (1986)(TQM) James Womack and Daniel Jones, Lean Thinking (1996)(Lean Manufacturing)