1. Lean Service Change Agent Briefing
Sheree Lacy
Richard Foxall
Paul Stokoe
Thursday 18 August 2011

2. Agenda for today’s call
Lean Service
What is Lean Service?
Vision for Lean Service
Lean Service Pilot
High level execution plan and timeline for Lean Service pilot
Pilot scope and key role map
Change agent role
Your role as a successful change agent
What’s in it for you?
The commitments needed
Change agent training
Change agent pre-pilot training plan
Change agent bootcamp plan
Pre-work for change agents prior to the bootcamp
Training next steps
Q&A

3. What is Lean Service?
Lean Service is a different way of working  with the customer at the heart of everything we do.   It means efficient processes where work flows smoothly with no waiting, no queues, no waste or duplication.  People are involved in both managing and improving the processes they work on and the organisation supports this.
This is not a short term programme but a long term goal which requires that everyone, everyday, thinks and acts differently.   We find better ways to do things using proven methods and simple tools whilst making Operate a better place to work.

4. Listening to our customers
Lean Service vision
Having the right mindset
Organising our people and developing their skills
Managing our performance
Making processes more efficient
Our processes will be visible and accurate with no waste or defects. Everything should flow through the process so there’s no queuing or waiting. We meet our customers expectations because our processes are predictable and in control.
We‘ll organise and develop our people so they perform at their best.
Listening to our customers
Everyone improves how things work better by using problem-solving methods and tools. Every manager will spend time with their team to understand how things work and coach them in how to make things better.
We will be measuring ourselves against meeting our customer commitments and the business costs involved. We make sure our performance against expectation is visible to everyone and as a team, we decide on how we can improve the way we work.
Our customers will be at the heart of everything we do. All processes will start and finish with the customer. And everyone will understand how their contribution helps us meet our customer expectations and make a profit.
SOURCE: McKinsey

5. Lean Execution: High Level Plan
w/c 1
Aug 8 15
22 Aug 30
5 Sept
12 Sept
26 Sept
10 Oct
17 Oct
28 Nov
19 Dec
16 Jan
30 April
23 July
Change Agents Selection for Pilot
Free Change Agents for Pilot
26/08
Induction
30/08
Induction
05-09
Pilot Lean bootcamp
Pilot
(16wks)
Wave 1 Rollout
(16wks)
Benefit Realisation
(12wks)
Base-lining
DILOs and assessments (non pilot areas)
Finalise Wave 1 Domains
Finalise Wave 1 Rollout Plan
Select & Free Change Agents for Wave 1
Wave 1 Lean Boot Camp
(3wks)
Pilot
Rollout

6. Order Submission on COSMOSS
What area have we chosen for the pilot? …the Private Circuit L2C Process
PPC 20C Order
(eCo / CRF)
Order Submission on eCo
Order Submission on COSMOSS
ABDB15
Customer
Agree costs and advise customer
ADBD16
Openreach Fibre Planning
Job Control(CMC)
Openreach Access Delivery
Initial planning Review
Final BTO Planning
Routing
Openreach Fit & Test
Config
Order Complete
ABDB16
Customer Order
Handover
ABDB16
Order Submission BTO Howard Ambrose
Planning Phase BTO Martin Hull
Routing Phase BTO Simon White
Order Completion BTO Howard Ambrose
Denis Rankin
Job Control
Simon Warren
Job Control
Jay Patel
Job Control
Martin Geraghty
Job Control
Andy Leaver
Planningv
Alex McGhee
Planning
Bob Peck
Planning
Richard Ware
Routing
Gillian Calvert
Routing
Peter Walter
Routing
Rationale:
Best E2E flow currently within any area in SD
Strong sponsorship from Pete Stewart & team
Opportunity to take out quite a lot of waste from our processes

7. Pilot Approach As Is Implementation To Be
Sep 12th 2011
Dec 17th 2011
To Be
Process Map(s) per flow developed
Repeat every week per process
(Process Owner plus managers involved in each process)
Executed by operational teams, coached & supported by Change Agent(s)
Sponsor Reviews (every 4 to 6 weeks)
Routing By Walking About to capture what is actually happening in each process
Standard work defined
Review if 1st Target Condition met, take learning into setting 2nd Target Condition
Value Stream Map created
Initial improvement ideas captured, prioritised and owners assigned
Ideal State Defined
Identify & mobilise new improvement opportunities
Problems verified and plan for improvement created
Review Process
Performance
Gather process performance management approach
New improvement opportunities & progress of existing ones
New improvement opportunities & progress of existing ones
By Process / Generic
1st Target Condition for each Process by Lens
Improvement Log (per Process)
By Team
Performance data
Repeat every week (via team meeting)
Lean Maturity & Change Agent withdrawal assessment
Gather organisation and management performance approach
1st Target Condition for each Team by Lens
Standard work defined
Standard procedures documented
Identify & mobilise new improvement opportunities
Review Team & Process
Performance
Review if 1st Target Condition met, take learning into setting 2nd Target Condition
Executed by operational teams, coached & supported by Change Agent(s)

8. Lean change agents – the foundations of a good change agent
Confident and willing to learn
Willing to make a contribution to improve the situation
Ambitious regarding his/her own career path
Displays confidence and courage; can defend own perspective and support it with data
Confident to challenge behaviour in sponsors and targets to impact the programme
Successful personal and organisational history
Comfortable with giving and receiving feedback
Passionate
Able to implement improvement ideas
Tailors communication to the audience and builds consensus through fact based discussions and common goals
Completer/finisher
Enthusiastic about applying Lean techniques in different environments
Success and credibility with key sponsors
Trust with key targets
Sensitive to human aspects
Aware of the human challenges in every improvement project
Behaves professionally
Inspires (senior) line employees to create their own action plans and achieve results independently
Is comfortable with working within a team environment
Belief in the project
Ability to translate the Sponsors frame of reference (FOR) when talking to the targets
Strong
problem solver
Rigorous and clear in descriptions
Can independently structure, analyse and synthesise findings with minimum coaching
Pragmatic and action-oriented
Awareness of culture and subculture differences
Comfortable with some level of ambiguity
Trained and
some
experience
Trained in Lean and/or Work-Out Plus with some experience in implementing process improvement projects – not essential
Recognized as a leader and or coach in their area
Knowledge-able
Knowledgeable about products and processes
Ability to recognise resistance and develop plans to manage this
Knowledge of the business unit and strategy 8

9. What’s In It For You as Change Agents?
Lead the change
Help build your team
Learn new skills
Work with new people
Raise your profile
Fix problems / get to the root cause
Work in a different way
Improve what we do for our customers
As we move through the pilot, we want to involve you in defining our recognition approach for the change agent population

10. Your role as a successful change agent…
To lead, educate and support the implementation of each Lean Intervention:
Lead: Defining the milestone dates (in conjunction with the Targets), putting in place the controlling governance, encouraging and tracking progress and benefits of the Intervention and individual improvement projects. Working with the sponsor network to ensure obstacles are removed. Providing regular management updates. If necessary acting as the project manager.
Educate: Teach and coach the Targets the relevant tools and techniques. Often initially leading by example and then ensuring the teams are able to perform the tasks for themselves. Validating that they are correctly applying the relevant tools and techniques. Working with Targets and Sponsors to sustain the changes and ensure continuous improvement.
Support: Provide structure, challenge and assistance to help the Targets overcome the day to day problems encountered with implementing Operate 2014, until they are no longer reliant on the Change Agent. Surfacing and managing resistance effectively throughout the implementation. If necessary showing them the art of the possible.

11. Change Agent Commitments needed
Time and Logistics
This is a full time role between now and the end of December
Between now and the 12th September - Training / DILOs and assessments
There will be requirements for travel and occasional overnight stays, if you have restrictions, let us know so we can work with you to accommodate where possible
Your questions and answers so far:
Next Steps
Martin Murtagh will brief you on your role in completing the DILO and assessment activities next week
Mark Vickerage will send out our view of your availability between now and 23 December 2011 – please confirm it’s accurate and highlight any restrictions you may have regarding logistics
Any questions/problems, please and someone will call you back to discuss…
Before we start rolling out lean across BT Operate, we need to get a better understanding of how much waste we have in our processes at the moment and how far we are currently using lean approaches.
We’ve got a small group of assessors visiting teams and observing the way our provisioning and repair processes work in Service Delivery, Service Infrastructure and Service Management.
The assessors are spending part of the day with managers and team members working through a number of survey questions that help us to map how lean we are. They’re spending the rest of the day observing the work that team members do, to build up a ‘Day In The Life of’ (DILO) picture that shows what people are spending their time on, including anything that doesn’t add value for our customers – known as ‘waste’.
Roel Louwhoff will be assessing in Oswestry next week, and other OEB members are scheduled to also do some assessing.
We aim to complete 100 assessments by 9th September, and we need you to be part of this team to undertake assessment over the course of the next 3 weeks. This is a great opportunity in meeting our people and seeing at first hand how we really work.
Shadowing can be arranged if required as well as briefing.
Martin Murtagh will be in contact with you, so please give him your full support.

12. Change Agents Pre-Pilot Training Plan
Change Agent Induction (for all change agents)
Introduction to Lean service, pilot approach, roles and responsibilities
Wednesday 31 August 2011
Leavesden
Change Agent Facilitation Training (for operational change agents only)
Training to build your skills and capability in facilitation
Friday 26 August 2011
Birmingham
Change Agent Boot Camp (for all change agents)
Lean tools training in advance of pilot commencement
Monday 5 – Friday 9 September 2011
Adastral Park (new location being sourced)
Lean Service Pilot Kick-Off Event (for all change agents)
Pilot start
Monday 12 – Wednesday 14 September 2011
Location tba

13. DRAFT Change Agent Boot Camp 5 Day Agenda Day 1 Day 2
5 September 2011
Introduction
Mark Whitley
What Is Lean?
Lean Behaviours
What is a Change agent?
-The role of the
Change Agent 1
AIM
-Concepts & Tools
Who is our Customer?
-VOC, SIPOC
BI Methods
- PDCA, A3, DMAIC
Day 2
6 September 2011
The Importance of Process Mapping
Brown Paper Exercise
IDEF Mapping to Level 1
IDEF Mapping to Level 2
Identifying Waste
Four Types of
Waste
RWBA
Day 3
7 September 2011
Understanding Data
Data Collection
Understanding Variation
SPC
Lean Principles
Standard Work
Performance Boards
Performance Review
Project Managing
Day 4
8 September 2011
Measures
Problem Solving
A3 Exercise
Priority Matrix
Governance
Day 5
9 September 2011
One Minute Manager
Basic Understanding
Coaching for Performance
Role of the Change Agent 2
Next Steps
DRAFT

14. Recommended pre-work for Change Agents
If you’re new to Lean we would like you to complete some pre-work
This can be found on SharePoint –
It includes:
BT Operate Strategy
What is Lean?
Change Implementation
Coaching
Project Management
Presentation Skills
Most subjects will be covered in more detail on the “Boot Camp”, however, you’ll find a head start very useful!

15. Training - What we need from you
We’ll send you an invitation to the Induction and Change Agent bootcamp + info about the pre-work required – please respond to all of the actions by return
Confirm attendance for bootcamp and training activities
Complete your change agent skills assessment by 26 August 2011
Send in any further questions to our inbox:
Check the change agent Q&A on the sharepoint site for Lean Service:

16. Questions and Answers lean.service@bt.com