1. “Stop Doing” Exercise

2. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-1.PPT “Stop Doing” Exercise 1.What is the purpose of the exercise? 2.What is a non-value-added initiative? 3.What do they look like? 4.Are there other initiatives to be aware of? 5.What are the criteria for value-added versus non-value- added initiatives? 6.How do you assure new initiatives do not become non- value added? 7.How do you complete the input to the stop doing exercise?

3. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-2.PPT 1.What Is the Purpose of the Exercise? Purpose To provide our organization with a means of identifying non- value-added initiatives, projects, committees, meetings, task forces, activities, and tasks that could be stopped, postponed, or re-scoped. As a result, this will allow a redirection of resources to important value-added initiatives.

4. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-3.PPT 2.What As a Non-Value-Added Initiative? Non-value-added initiatives are typically those employee-resourced initiatives that:  Were aimed at implementing tools, systems, techniques, or stakeholder requirements, but now may no longer be aligned to meet the strategic plan direction or the transformation of the organization  Can be postponed and restarted at a later time  Can be stopped for good

5. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-4.PPT 3.What Do They Look Like?  Examples  Committees with no clear direction or executive support  Weekly meetings with little purpose other than updating each other  Compliance meetings and committees to monitor performance  Reports written with little useful purpose or reports that have outlived their usefulness  Task forces with staff members meeting for more than six months with no results

6. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-5.PPT 4.Are There Other Initiatives to Be Aware of?  Examples:  Solutions being implemented without adequate analysis as to the need for or the effect of the solution  Unnecessary IT projects  Training programs that have little educational value but are being offered

7. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-6.PPT 5.What Are the Criteria for Value-Added vs. Non-Value-Added Initiatives?  Will the initiative significantly affect strategies and scorecard metrics?  Is the initiative or project manageable within a time frame that will be effective for the organization?  Will there be measureable results?  Is the project or initiative urgent to the organization?  Are there risks if the project or initiative is not started?

8. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-7.PPT 6.How Do You Assure New Initiatives Do Not Become Non-Value Added? An initiative or project should have a clear charter that answers the following questions:  What is the business case?  What is the problem to be solved or new service to be designed?  What is the goal or expected result?  Who is assigned to the initiative?  How much time will it take in hours per week and months?  What methodologies and tools will be used to assist in completion of the project or initiative?

9. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-8.PPT 7.How Do You Complete The Input to the Stop Doing Exercise? Gathering the Information  Design a data-gathering instrument that will allow key managers and executives to provide input to questions that will surface information needed for the exercise on current and past initiatives, projects, activities.  Decide how the information will be collected. This could be through interviews, electronic surveys, or a combination of both.  Juran will support the gathering and synthesizing of information.

10. Homework

11. All Rights Reserved, Juran Institute, Inc. FH/MCW Retreat 6152 7-10.PPT Work To Be Completed Before Next Retreat 1.Completion of “Stop Doing” exercise and synthesis of results 2.Meetings with each of the four Key Business Process Councils to complete the following: a.Discuss committee responsibilities and global key performance indicators. b.Develop process flow map that will define the scope of the council and will be presented to the Steering Committee for approval; the process flow maps develop by Juran during the assessment will be the starting point for this work. c.Based on the process flow map, identify local key performance indicators that will be presented to the Steering Committee for approval. d.Identify current state KPI metrics. e.Identify future state KPI targets (based on market place, best practice, etc.) that will be presented to the Steering Committee for approval. f.Develop control plan for global and local KPIs that will be presented to the Steering Committee for approval. g.Based on the gap between KPI current state performance and targets, identify potential projects for recommendation to the Steering Committee.