1. Mark Hehl www.hehlassociates.com mhehl@charter.net 203 982 6231 (c)2012 Mark Hehl, all rights reserved

2. Your Seminar Leader  Mark Hehl’s career spans over 40 years and includes leadership roles in international operations, technology transfer, quality, reliability, cost reduction, supply chain improvement and lead time reduction in many industries in North America, Europe, Asia and Latin America. As a past executive for the Timex Corporation, Mark implemented Six Sigma and Lean at major suppliers in China, Latin America and at other worldwide corporate facilities. In recognition of his contributions, these Chinese suppliers honored him with the award of the Chinese name 何文楷 “Ho Man Kai”, which is Cantonese for “good and knowledgeable.  Mark was a Delegate and featured presenter at the II CONGRESO INTERNACIONAL DE CALIDAD (Second International Quality Congress) in Quito, Ecuador and at the Third China-American Quality Symposium held in Shanghai, China. He recently was a KEYNOTE SPEAKER at the South East Asia Project Management Convention held in Bali, Indonesia and has conducted multiple webinars for Industry Week. Mark is a frequent guest on National Public Radio and is listed in the United Who’s Who Executive Directory 2002-2003. He has also authored over 15 technical papers on various Business Process Improvement & International Business Development subjects.  In addition to being a Six Sigma Black Belt and a Certified Lean Practitioner, Mr. Hehl holds a BSEE Degree from the NY Institute of Technology and a MS Degree in Management from the Polytechnic Institute of NY University. (c)2012 Mark Hehl, all rights reserved

3. Agenda  The Schedule Squeeze “Parkinson’s Law”  Improving Schedule Performance  The Key Improvement Tool  Using Process Mapping to maintain and reduce scheduled tasks  Identifying Processes to map  Team Facilitation  The Tools of the Trade (c)2012 Mark Hehl, all rights reserved

4. List some causes of schedule slippage in your organization 1) 2) 3) 4) 5) 6) Etc) (c)2012 Mark Hehl, all rights reserved

5. List Typical Organizational Reactions 1) 2) 3) Etc.) (c)2012 Mark Hehl, all rights reserved

6. Parkinson’s Law “The time required to perform a task will automatically expand to fill the time allotted for it”. (c)2012 Mark Hehl, all rights reserved

7. Parkinson’s Law  How is it used properly?  How is it misused? (c)2012 Mark Hehl, all rights reserved

8. Pressure to perform to schedule  Can this be over done?  What are the typical reactions to too much pressure? (c)2012 Mark Hehl, all rights reserved

9. Unrealistic expectations In many cases this will have a negative performance effect! (c)2012 Mark Hehl, all rights reserved

10. “I will give you anything but more time”  Most schedules fall behind Unrealistic Resources Unanticipated events Delays Negative consequences (c)2012 Mark Hehl, all rights reserved

11. The Schedule Challenge  Challenging but Realistic Motivation issue What happens when schedules are unrealistic? (c)2012 Mark Hehl, all rights reserved

12. Case # 1 You submit a project schedule and management demands that it be completed in 25% less time with no scope reduction Discuss possible reactions of the PM? (c)2012 Mark Hehl, all rights reserved

13. Tasks that attribute to schedule issues List three tasks / items on your schedules that creates schedule issues (c)2012 Mark Hehl, all rights reserved

14. The Reactions Do Not Need To Be Negative!  Schedule slippage= added cost Cutting corners= risk increase  Additional resources = added cost People Time  Problem area/s process improvement No added cost No risk increase (c)2012 Mark Hehl, all rights reserved

15. A Positive Reaction - Process Improvement  Identify areas / tasks that typically cause schedule problems Most cases - problem is with a few processes  Understand the process  Analyze the process  Identify improvements  Implement improvements  Control / follow up (c)2012 Mark Hehl, all rights reserved

16. The First Step Towards Improvement - Process Mapping -Visually depicts the sequence of events to build a product or produce an outcome. 1) understand the process 2) Analyze 3) Improve (c)2012 Mark Hehl, all rights reserved

17. Process Map  A defined graphical representation of a process showing the: Steps of the process Time & Cost Inputs and outputs for each step Suppliers and customers Media used Issues in present process (c)2012 Mark Hehl, all rights reserved

18. Process Mapping Sessions Capture  Non-value added activities  Delay points in the process  Cumbersome forms  Lack of supporting documentation and information  Lack of understanding  Inconsistency (c)2012 Mark Hehl, all rights reserved

19. “Quick Wins” - Value Added vs. Non-Value Added  Within an average American organization, less than 35% of the company’s time and effort is spent on value-added activities.  More than 50% is spent on activities that consume time and create cost without creating any value. (c)2012 Mark Hehl, all rights reserved

20. Proceeding with Process Mapping  Group activity Individuals performing the activity True experts  “as is” map  Cards attached to wall Elapsed time Labor hours Cost Defects (c)2012 Mark Hehl, all rights reserved

21. Example Add photo of a process map in process, Index cards on wall (c)2012 Mark Hehl, all rights reserved

23. Swimlane - Process Map (c)2012 Mark Hehl, all rights reserved

24. $4 Million Annual Savings  Unintentional outcome (Quick Win)  New customer orders  Dual inventory assessments  Duplicate ordering of expensive material  Results Reduce inventory Faster process time Increased space for actual work 8 extra hours/week available for preventative work (c)2012 Mark Hehl, all rights reserved

27. Exercise Create a Process Map (c)2012 Mark Hehl, all rights reserved

28. Process Map instructions  Identify a process  Create an index card for each step  Enter process step description  Enter the following data (rough estimates) Elapsed time Labor hours Reject / rework rate Cost Post on wall (c)2012 Mark Hehl, all rights reserved

29. Quick Wins  Easy to Implement: making the change or improvement does not require a great deal of coordination and planning  Fast to Implement: making the change or improvement does not require a great deal of time  Cheap to Implement: the change or improvement does not require a large investment of capital, of human resource, or of equipment or technology  Within the Team’s Control: The scope of the change can be accomplished by the team (c)2012 Mark Hehl, all rights reserved

30. List Some Potential Quick Wins 1) 2) 3) (c)2012 Mark Hehl, all rights reserved

31. Achieving Results  Analyze each step What is the cost (time, $, etc.)? Will it help? How much will it help? Does the team have the ability to improve? What will it take to improve? ○ Rank (c)2012 Mark Hehl, all rights reserved

32. Ranking Approach  Red  No value  Unnecessary  Eliminate immediately  Orange  No value  Necessary now  Make unnecessary – eliminate  Green  Value  Analyze - improve (c)2012 Mark Hehl, all rights reserved

33. Achieving Results  Select significant steps Rank  Improve Facilitator needed (c)2012 Mark Hehl, all rights reserved

34. Schedule Improvement - Getting Started  Team Those involved – the real experts!  Facilitator Trained Experienced  Room with available walls  Large Index Cards (c)2012 Mark Hehl, all rights reserved

35. You Must Have a Trained Facilitator!  A trained & experienced facilitator is a requirement  Most common reason for failure! Inadequate facilitation skill (c)2012 Mark Hehl, all rights reserved

36. Which is the Biggest Facilitation Challenge? Behavioral aspects or The application of group problem solving tools? (c)2012 Mark Hehl, all rights reserved

37. Facilitation Challenges  Conflict resolution  Breaking deadlocks  Reaching consensus Voting  Keeping the team focused Avoiding tangents  Countering sabotage  Problem individuals (c)2012 Mark Hehl, all rights reserved

38. WHY IMPROVE A Process? “ Being in business today is like riding a bicycle! Stop pedaling (improving) and you fall off”

39. Schedule Improvement Uses Teams

40. Teams are Powerful! Magic can happen when a group of empowered workers: Engage as a team Work to understand and improve a process Apply Improvement Tools Have the help of a competent facilitator

41. What is wrong with this improvement team? -24 members -High level management -Project Manager having 51% of Vote

42. Team Composition  How many should be on the team?

43. The KEY “The person doing the job every day, knows best how to improve it”

44. Facilitators Role?  What are they?  How are these roles different that traditional ones?

45. Typical mistakes  Killing creativity  Complementing Suggestions  Not letting the group decide Empowerment

46. Skills  What special skills do facilitators need?

47. Challenges to Facilitators          

48. Typical Mistakes  Being Autocratic  Not allowing free thinking  Disagreeing with suggestions  Voting to resolve deadlocks

49. Typical mistakes  Killing creativity  Complementing Suggestions  Not letting the group decide Empowerment

50. Typical Mistakes  Allowing team members to: Withdraw Disrupt the group Not participate/contribute Work against the groups goals

51. Facilitator  Catalyst  Coach  Taps the true experts knowledge  Guides  Controls  Maintains focus

52. Challenges  The quiet one!

53. Challenges  The dominate one!

54. Challenges  The negative person

55. Challenges  The non-empowered person

56. Challenges  The trouble maker

57. Group Consensus  Discuss  The group decides Not the Facilitator  Attempt to get all to agree  Voting?

58. Voting  Why is this not good?

59. When The Facilitator Has a Suggestion  Ask questions  Provide the pieces Incrementally Let the group put the pieces together Buy-in is paramount

60. Improvement Team Tools  Brainstorming  Process Mapping  Forced Ranking  Selection Matrix  Cause & Effect Diagrams Fishbone

61. Improvement Team Tools  Six Hats Thinking  Pareto Charts  Scatter Diagrams  5 Whys

62. BRAINSTORMING  Formality  Take turns  One idea/turn  Use flipchart  Pass  Continue until all ideas exhausted  Go for quantity  Encourage creativity (c)2012 Mark Hehl, all rights reserved

63. Brainstorming Phase II  Distribute ideas  Analyze  Creative exercise and analytical activities are to be separated! (c)2012 Mark Hehl, all rights reserved

64. Solution Selection Matrix 1234567 Evaluation CriteriaCost Impa ctTime Resour ce Criteria Weight 98510 Tota l Solution 1 5 3 3 1 94 45 24 15 10 Solution 2 3 3 3 3 96 27 24 15 30 Solution 3 Solution 4 Solution 5 Solution 6

65. Facilitation Challenges  Supervisors of team members Perceived threat  Other management (c)2012 Mark Hehl, all rights reserved

66. Benefits  Increases speed – Schedule Compliance  Lowers cost  Improves quality  Enhances productivity  Allows the workforce to contribute Motivation Buy-in Teamwork (c)2012 Mark Hehl, all rights reserved

67. Questions? Thank you for allowing me to be of service! Mark Hehl www.hehlassociates.com 203 982 6231 Mhehl@charter.net (c)2012 Mark Hehl, all rights reserved