efqm - european foundation for quality management toolbook

www.efqm.org/excellenceone

Excellence One ToolbookExcellence One

© 2001 EFQM

It is the EFQM's intent to encourage the widespread use of this materialwithin companies and organisations. However, no part of this publicationmay be reproduced, stored in a retrieval system, or communicated in anyform or by any means (be this electronically, mechanically, through photocopy or recording, or otherwise) without the prior written permission from the copyright owner.

ISBN 90-5236-123-1

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© 2001 EFQMIt is the EFQM’s intent to encourage the widespreaduse of this material within companies and organisa-tions. However, no part of this publication may bereproduced, stored in a retrieval system, or commu-nicated in any form or by any means (be this elec-tronically, mechanically, through photocopy orrecording, or otherwise) without the prior writtenpermission from the copyright owner.”

Brussels Representative OfficeAvenue des Pléiades, 151200 BrusselsBelgiumTelephone +32-2 775 35 11Telefax +32-2 775 35 35http://www.efqm.orge-mail: [email protected]

Excellence One

Table of contentsFore-word 7What is in Excellence One? 8Making the best use of Excellence One 9About this book 10How it works? 11EFQM Excellence Model 12

LeadershipTool#: 01 Asking effective review questions 16Tool#: 02 “Managing by wandering about” MBWA 18Tool#: 03 Effective listening skills 20Tool#: 04 How to be a good effective coach 22Tool#: 05 Creating a Mission statement 24Tool#: 06 Creating a Vision statement 26Tool#: 07 Planning change 28Tool#: 08 Force field analysis 30Tool#: 09 How to help people during change 32Tool#: 10 Strategic partnering 34Tool#: 11 Handling conflict 36Tool#: 12 Crisis Management 38Tool#: 13 Communicating under pressure 40Tool#: 14 Staying healthy under pressure 42

Policy and StrategyTool#: 01 Long Term planning checklist 46Tool#: 02 Fact finding mission 48Tool#: 03 SWOT Analysis 50Tool#: 04 Organisation scorecard 52Tool#: 05 Process scorecard 54Tool#: 06 Tree Diagram 56Tool#: 07 Catch-ball 58Tool#: 08 Deployment and implementation review checklist 60Tool#: 09 Measurement system checklist 62Tool#: 10 Metric checklist 64

PeopleTool#: 01 Conducting employee surveys 68Tool#: 02 Running Focus Groups 70Tool#: 03 Developing a communications plan 72Tool#: 04 Developing an action/improvement plan 74Tool#: 05 The CV development tool 76

www.efqm.org/excellenceone • 5

Excellence One


Excellence One

6 • www.efqm.org/excellenceone

Excellence One

Fore-words

Value comes from our individual and collective ability to transform knowledge into insights, action

and results. Excellence One has been developed as a new way for individuals and organisations to

access Approaches to Excellence and be exposed to the latest management practices

Excellence One supports both the creativity and productivity of yourself and of your organisation by:

■ Providing direct access to a comprehensive set of resources (tools, learning sets on management

practices and approaches to excellence, insights, case studies, and much more…) developed and

validated by some of Europe’s most respected organisations.

■ Building direct access to the latest ideas and validated practices described by the organisation

and people that have implemented them.

■ Creating interactive opportunities that allow you to build networks with your peers, and put

you in contact with people who set the pace in their organisation for achieving Excellence.

This is all structured around the EFQM Excellence Model and its vocabulary in order to provide the

most relevant tools for organisations in Europe.

Tool#: 06 Creating SMART objectives 78Tool#: 07 Giving effective feedback 80Tool#: 08 Asking for and receiving feedback effectively 82Tool#: 09 Team forming 84Tool#: 10 Team feedback 86Tool#: 11 Dealing with enablers and barriers 88Tool#: 12 Saying goodbye 90

Partnership and ResourcesTool#: 01 Red tag 94Tool#: 02 Red tag board 96Tool#: 03 5S Audit: Manufacturing 98Tool#: 04 5S Audit: Office 100Tool#: 05 5S Radar graph 102Tool#: 06 Technology Identity card 104Tool#: 07 Technology/Stakeholders matrix 106Tool#: 08 Make versus buy Checklist 108Tool#: 09 Critical Success Factors for developing Partnership 110Tool#: 10 Monitoring partnerships 112

ProcessesTool#: 01 Improvement activity charter 116Tool#: 02 Helicopter view of the organisation 118 Tool#: 03 Helicopter view of processes 120Tool#: 04 Key process selection matrix 122Tool#: 05 Process mapping at activity level 124Tool#: 06 Identification of customer expectations 126 Tool#: 07 Customer satisfaction analysis 128Tool#: 08 Listening to your customer 130Tool#: 09 Process activity /customer requirement matrix 132Tool#: 10 Process mapping 134Tool#: 11 Check-sheet 136Tool#: 12 Pareto diagram 138Tool#: 13 Histogram 140Tool#: 14 Control chart 142Tool#: 15 Cause and effect diagram 144Tool#: 16 Scatter diagram 146 Tool#: 17 Identify Improvement Areas 148Tool#: 18 Brainstorming 150Tool#: 19 Selection matrix 152Tool#: 20 Failure mode effect analysis (FMEA) 154Tool#: 21 Improvement activity review checklist 156 Tool#: 22 Success story 158


Excellence One


Excellence One

What is in Excellence One?

News and knowledge delivered directly to your computer, anytime, anywhere. Excellence One offers

learning opportunities on what you need, when you need it, it provides innovative communication and

collaboration possibilities that helps you continuously improve.

The core knowledgeThe Learning Zone is where you can access a variety of learning sets, insights and key approaches and

practices that will help your organisation to excel.With more than 600 pages on key management prac-

tices adopted by the best organisations.You can:

■ understand and raise your awareness on management practices;

■ improve the performance of your organisation by applying management practices;

■ look for role model organisations and customise for special cases;

■ learn more with reviews about current books and web sites;

Cutting-edge quality management newsOur editors and contributors continually update the News Zone with new articles on the latest ideas

and validated practices, drawing on extensive management expertise and knowledge from the most

respected organisations from all over Europe.

Articles cover:

■ What are the best organisations doing in order to achieve excellence?

■ What management practices are on the agenda of European organisations?

■ News from the winning organisations.

NetworkIt’s easy to interact with the extensive network of specialists in the Networking Zone. Just log into

Excellence One and collaborate with the community in a variety of ways:

Discussion forums connect you directly to the full Excellence One community where you can interact

with peers and experts.

Ring of Friends is a smaller group of trusted peers where you can place a special request (Who could be a

good consultant in the field of…? What software do you use for…? How do you apply…? How do you lever-

age the benefit from…? How do you maximise the impact of…? Would anyone have a presentation on…?).

Virtual Communities of Practice enable you to explore a topic during a few weeks with other likeminded

participants with the support of an experience practice leader.

Requests for benchmarking partners is a way to find the partner you’re looking for to help you progress.

MyExcellenceOneCustomising your experience to meet the needs of your company, your personal responsibilities and areas of

professional interest is easy. Participate in e-training or retrieve your favourite articles which you saved earlier.

Making the best use of Excellence One

As a personal user of excellence One, identify your key areas of interest and group them into 2 categories:

■ the ones on which you need to focus on during the coming months, the ones that will help you

to achieve your objectives;

■ the ones where you need to monitor their development, the ones that can impact the future of

your organisation.

Write down your priorities in this table

For the first category, take the time to identify all the relevant content you can find in Excellence One,

select the good practices and the tools you need to implement and learn from how others have done it.

Don’t think you are alone. Many people are using Excellence One everyday.They have experienced the

same challenges you are facing today. So take the opportunities offered by the discussion forum and the

virtual communities of practice to share your concerns, needs and successes. Share your thoughts in

Excellence One, it can only be valuable for yourself and the Excellence One community.

The second category (topics you want to monitor) is different. Look at the news, the insights from the

winning organisation and the case studies. Find out if there are good sources of knowledge in the “Learn

more section”.Ask your “Ring of friends” if they can help or simply post a request in the discussion

forums or in the “Benchmarking partner request facility”

In any case, to make the best use of Excellence One, you need to use it like a gym facility.You need to

come at least twice a week, to train your mind in some of the activities.

Think of the value of having continuous access to the relevant tips and knowledge…

Think of the time you can save…

Think of the new ideas you will be exposed to.

■

■

■

■

■

■

■

■

■

■

■

Need to work on: Need to monitor:


Excellence One


Excellence One

About this book

This book represents a glimpse of the value of Excellence One. But this is the one you will want to

carry around in your bag. It is a practical set of tools that you can use with the teams you lead. It

encompasses the templates, checklists and help-cards you need to make a difference. Kept to an optimal

number, they provide a comprehensive coverage of techniques that can be applied across the EFQM

Excellence Model.

On the web-site, you will find learning sets describing Approaches to Excellence that bring together dif-

ferent relevant sequences.

The book supports your day to day activities by providing you with the guidance necessary to make

things happen. Learn the tools, apply them, reflect on what you have learnt - little by little, you will grow

your individual abilities, you will become skilful at facilitating teams, selecting the right tools and even

inventing the ones you need.

Seek some guidance. Look for advisor. But more than anything else, dare to use such tools on regular

basis. No one will find you too systematic, annoying or slow as you will all discover together how to

make things happen much faster and with enthusiasm as a gift.The best coach is your own hope, the

best teacher is practice and the best reward is happiness.

As a conclusion, to achieve excellence, you need to do 2 things…

1 You need to understand, digest, live by and share the principles and practices that have been dis-

covered over a century of organisational improvement.

2. You need to master, use and share the tools that are relevant to your needs and those of your

organisation.

How it works

Cause and effect diagram


Excellence One

TOOL #15


TOOL #15

How to use this tool (steps)?

1 Place the name of the problem or effect in the box on theright of the diagram.Try to be as precise as possible.

2 Determine the major categories of causes and place themabove and below the main line of the diagram.To identifythe major categories it is possible to:■ use ready-made ones that suit your situation:

Manpower, Machines, Method, Measurement, Material;Steps of the process;...

■ brainstorm ideas for causes and group them intomajor categories and categories – give a title to eachcategory and the major category.

3 By asking the question Why? repeatedly (up to five times)for each of the major categories, chains of causes can beidentified for each of the categories.The results can bepresented in the manner of a ‘fishbone’ – see diagram.

4 Quantify the impact of the causes on the effect -select forimprovement the causes that appear to have the greatestimpact.

Excellence One

Cause and effect diagramProcesses

Why would you like to usethis tool (deliverables)?■ To identify the causes that gener-

ate an effect.

■ To classify the potential causes

into different categories and to

organise them.

■ To identify the governing variables

without quantifying their impact.

When would you use this tool(context)?■ During the ‘Analyse’ phase of a

problem solving or process

improvement activity.

■ When trying to identify the causes

of poor performance.

How to make the best use ofthe tool (tips and traps)?■ When identifying the potential

causes through a series of Why?

questions, be very careful that

every new cause should be more

specific than its effect (the next

Why? in the chain).

■ Invite all those familiar with the

process to comment on the final

diagram – amend if necessary.

■ Note that this tool is sometimes

called the Fishbone diagram or

Ishikawa diagram.

What could be done next?■ Quantify the impact of the causes

on the effect or problem. Use a

check-sheet, a scatter diagram or

other statistical tools to assist.

MethodsLack of attention

paid to forecast

Amplification

of variation

Quality of

information

Sales

forecast

too far

from

reality

Insufficient parameterstaken into account

Change in customer behaviour

No balanced set of incentives

Sales is one of many targets

No training

Weather

Retention of information

Conflict between departments

Promotion

Sales target

Delay in access to informationNo access to final customer

Based on customer’s forecast of their own sales

Inadequate model

Example

How to make the best use ofthe tool (tips and traps)Tips to help maximise the benefits ofthe tools and traps to avoid.

What could be done nextA description of the possibilities you have to maximise thebenefits of the tool, after completing all the steps. Second page

To demonstrate an application of the tool or information that aids further understanding of how the tool can be applied.

Why would you like to use this tool(deliverables).A description of what you can expect to

achieve if you use this tool.

A problem or a set of circumstances that you

wish to understand further

How to use this tool (steps)A description of the key steps to follow if you

want to apply this tool rigorously.

When would you use this tool (context)The context in which you might want to use this tool.This

might be an approach to excellence, a process or an event.


Excellence One

TOOL #00


TOOL #00


■ There are a number of publications, awareness sessions andtraining courses available that explain the EFQM ExcellenceModel.This would be an advisable first step to build expertise.

■ Use the Model as a checklist to compare what your organisa-tion does in comparison to the 5 Enabler criteria and whatyour organisation achieves against the 4 Results criteria.

1 Start with Enabler criteria 2: Policy and Strategy. Definethe goals, objectives and outcomes the organisation wishesto achieve.

2 Identify how the outcomes for Policy and Strategy trans-late into measures for the four results criteria (Criteria 6:Customer Results, 7: People Results, 8: Society Resultsand 9: Key Performance Results).

3 Identify key organisational activities for the enabler criteria3. People, 4. Partnerships and Resources and 5. Processes.Identify which results criteria they should have an impacton and translate into measures.

4 Identify the role of Leaders of the organisation (criterion1) in defining Policy and Strategy, creating and supportingthe key activities or approaches for criteria 3, 4 and 5 andresponding to the needs of key stakeholders reflected inthe results criteria.

5 Review with colleagues how your organisation comparesagainst all of the areas described by the Model to identifypotential strengths and Areas for Improvement.

Excellence One

EFQM Excellence Model

Why would you like to usethis tool (deliverables)?■ The EFQM Excellence Model(tm)

is based on a framework of nine

criteria. It can be used during a

review process to identify and

confirm which Result areas are

tracked and which Enablers are

supported by the organisation.

■ To gain agreement on which key

results and critical enabling activi-

ties are critical to the organisation.

When would you use this tool(context)?■ When you want to prioritise and

agree the result areas that are

important to the organisation.

■ When you want to understand the

relationship and impact between

Enablers (what you do) and Key

Result Areas (what you achieve).

How to make the best use ofthe tool (tips and traps)?■ The EFQM Model is a non-pre-

scriptive framework, itshould how-

ever be customised to reflect the

specific approaches and results rel-

evant to your organisation.

What could be done next?■ Undertake a Self-Assessment.

■ Score the organisation using

RADAR principles.

■ Identify areas for improvement.

People

Policy & Strategy

Partnerships & Resources

ProcessesKey

Performance Results

Leadership

People Results

Customer Results

Society Results

R E S U L T SE N A B L E R S

I N N O V A T I O N A N D L E A R N I N G

EFQM Excellence Model


Excellence One

Leadership

Tool#: 01 Asking effective review questions 16

Tool#: 02 ‘Managing by wandering about’ MBWA 18

Tool#: 03 Effective listening skills 20

Tool#: 04 How to be a good effective coach 22

Tool#: 05 Creating a Mission statement 24

Tool#: 06 Creating a Vision statement 26

Tool#: 07 planning change 28

Tool#: 08 Force field analysis 30

Tool#: 09 How to help people during change 32

Tool#: 10 Strategic partnering 34

Tool#: 11 Handling conflict 36

Tool#: 12 Crisis Management 38

Tool#: 13 communicating under pressure 40

Tool#: 14 Staying healthy under pressure 42

TOOL #01


Asking effective review questionsLeadership

TOOL #01


1 Before the review, read the help-card, try to visualise howthe review could progress.

2 Select the key areas where you want to improve.

3 During the review, stick to your plan, focus on the areas ofimprovement you have identified.

4 After the review, read the help-card again. Identify whatwent well and what went wrong.

5 Repeat the process till you are satisfied with the outcome.

Why would you like to use thistool (deliverables)?■ To understand the progress of an

activity.■ To understand the reasons for success

or problems.■ To help others understand a situation

better.■ To help others find solutions to a

problem.■ To help others learn from a completed

activity.

When would you use this tool(context)?Review may be planned or ad-hoc, formalor informal:■ planned review (e.g. by a project

review board) will usually be linkedto formal project milestones, atimportant stages of the activity;

■ ad-hoc reviews gives a leader thechance to influence a situation with-out taking away the participants’responsibility and confidence;

■ review after the event is a powerfultool for learning and recognition.

How to make best use of thetool (tips and traps)?■ Encourage people to focus on the

important factors.■ Let people use their own words■ Only offer advice if asked.■ Avoid asking ‘Who?’- it is often seen

as leading towards blame.■ Help people be aware of their own

learning, and share what you havelearned.

■ Help people be clear on next steps.

What could be done next?■ Make sure that any agreed actions

are followed through.■ Cut out unnecessary data from

review documentation- focus on theimportant factors.

■ Help others practise effective review.

Excellence One


Excellence One

Asking effective review questions

Help Card

1 Consider the purpose of the review. (Formal information transfer? Problem -solving? Exploratory? Coaching?

Celebratory? Who is it for? If it is to enable the leader to exercise control or allocate blame, it is not

review!)

2 Decide who to involve (1:1 with a project manager or a newly appointed manager? Meet a team? A large ses-

sion involving customers and suppliers? Be clear what roles people are in and make your role and purpose

clear to them. Senior leaders need to be aware that review may be seen as threat, criticism or hidden blame).

3 Set a suitable tone from the start (Review is more effective when the whole situation is consistent – e.g. loca-

tion, timing, scope and purpose, level of information exchanged, behaviour, tone of voice and body language).

4 If you need to understand basics, use ‘first level’ questions.Tell me What? When? Where? Who? How Long?

5 If you want to gain deeper understanding and help people to learn, use ‘second level’ questions.Tell me how.

Why did that happen, do you think? What possibilities exist now? So how do you feel?

6 Ask about the plan, the process and the people as well as the outcomes.

7 If decisions, coaching or advice become relevant, pause the review – and explain that the nature of the discus-

sion has changed.

‘Managing by wandering about’ MBWA


Excellence One

TOOL #02


TOOL #02


1 Think about how MBWA supports your leadership style.

2 Read the help-card for ideas about how you can apply thistool.

3 Be clear about the personal benefits for yourself (opportu-nities for learning, understanding real business issues,access to people) and the organisation (provides peoplewith access to you, supports values of trust and opencommunication).

4 Remind yourself of the benefits before each planned‘MBWA’ event.

5 Reinforce existing communication channels.

Excellence One

‘Managing by wandering about’ MBWALeadership

Why would you like to use thistool (deliverables)?■ To understand the organisation better,

especially how it works and how

people are feeling.

■ To aid communication in the organisation.

■ To enjoy contact with other human

beings.

When would you use this tool(context)?■ When joining a different organisation,

or after an absence.

■ When things are going well.

■ When things are going badly.

■ At different times of the day.

How to make best use of thetool (tips and traps)?■ Go alone.

■ Be yourself – whether that’s formal,

relaxed, cool, energetic or any other style.

■ Be honest – this includes being honest

about what you can’t tell people and what

you don’t understand about their work.

■ Carry some change to be able to buy

coffee at the machine.

■ Don’t stop when you get busy.

What could be done next?■ Ask whether other information channels

are giving you the same message.

■ Help and encourage other managers to

MBWA if appropriate.

■ If ‘wandering’ feels too exploratory for

you, try ‘walking’ instead. People will

respect any style as long as the motive

is sincere.

Help-Card

1 Be open about what you are doing to avoid creating feelings of suspicion.

2 Decide how much time you will spend and build this into your diary commitments.

3 Make the process informal to avoid creating the perception of V.I.P. visits. Remember, you can pose a threat in

the mind of managers, junior to you.

4 Plan your visits so that you have a short-term programme of certain places and people you would like to see.

This will maximise opportunities for learning.

5 Encourage people to ask questions, listen and avoid:

■ taking ownership of issues;

■ making easy promises;

■ leaking advance information;

■ giving on the spot judgements.

6 Use open-ended questions (what do you think, why did that happen, tell me how) to build rapport.

7 On you return, reflect on what you have seen and heard.

8 Respond to the learning opportunities (thank people for their time, for being open and advise them of any

follow-up actions).

Effective listening skills


Excellence One

TOOL #03


TOOL #03


1 Think about how you would recognise effective listening.Ask yourself, what is listening and when I feel listening to,what effect does it have on me.

2 It is about providing other people with opportunities toexpress views, opinions or facts.

3 It requires concentration.

4 It helps if non-verbal and verbal cues are provided, such aseye-contact, nodding and statements such as ‘please continue’.

5 Listening does not mean you agree or disagree.

6 Read the helpcard for ideas about how you can improveyour listening skills.

Excellence One

Effective listening skillsLeadership

Why would you like to usethis tool (deliverables)?■ To gain information.

■ To understand another person’s

point of view.

■ To establish or deepen a relation-

ship.

When would you use this tool(context)?■ Performance review.

■ Coaching conversation.

■ Negotiation.

■ Exploring new ideas.

How to make best use of thetool (tips and traps)?■ Be as sincere as you can.

■ Don’t pre-judge what they are

going to say.

■ Let them finish their own sentences!

■ Let them tell their story – don’t

tell yours.

■ If your brain is chattering like a

monkey, ignore it, or admit it and

meet another time.

■ Don’t try too hard!

What could be done next?■ Thank them for the conversation.

■ Show that you have understood by

taking suitable action if that is

what’s needed.

■ Be prepared to share your listen-

ing skills with others.

Help-Card

1 Respecting the right of others to express is a leadership quality.

2 Effective listening can only take place if the right conditions have been established (avoid distractions and

interruptions).

3 Tell people why you want to hear what they have to say, then listen.

4 Effective listening requires practice.

5 Do not interrupt, respond during natural pauses and ask if the person has finished speaking.

6 Summarising, testing, understanding and asking questions are ways of establishing ‘What you heard’ is ‘what

was said’.

7 In any 5 or 10 minutes period reflect on how much of the conversation you initiated or listened to.

8 Ask people if they think you are a good listener.

How to be a good effective coach


Excellence One

TOOL #04


TOOL #04


1 Distinguish the differences between training and coaching.

2 Coaching is concerned with helping an individual toexplore options, identify consequences and to evaluate different courses or action.

3 Don’t impose coaching, respond to the needs of the individual.

4 Be clear when a coaching style is appropriate and when itis not.

5 Effective coaching is a skill, that requires listening, askingthe right questions, understand, and patience.

6 Consider whether you need training.

7 Ask for feedback on your coaching style.

8 Find a coach, you can learn from.The experience will alsohelp to develop and improve your own style.

9 Review the help-card when involved in a coaching situation.

Excellence One

How to be a good effective coachLeadership

Why would you like to usethis tool (deliverables)?■ To improve the performance of an

individual.

■ To improve the performance of

your team.

■ To improve the performance of

your organisation.

■ To strengthen business partnerships.

When would you use this tool(context)?■ Whenever asked.

■ At performance reviews.

■ With a team in difficulty.

■ With a long-established customer,

supplier or other partner.

How to make best use of thetool (tips and traps)?■ You don’t have to put a ‘coaching’

label on every coaching event.

Use language that is natural to you.

■ Use your effective listening skills.

■ Be prepared to receive coaching

as well as giving it. Enjoy the

experience!

What could be done next?■ Select other people in your

organisation to become coaches,

and coach them.

■ Become a coaching champion,

through recognition and role

modelling.

Help Card

1 It is important to build a relationship with an individual and establish ground rules for coaching.

2 Use open questions ‘What did you have in mind?, ‘What other options have you considered?’, ‘Why did you

decide this was best?’.

3 Be prepared to share your experiences, not as solutions but as learning experiences.

Creating a mission statement


Excellence One

TOOL #05


TOOL #05


1 Decide who to involve in creating the mission statement.

2 Brainstorm what the organisation is doing using action verbs.

3 Define 2 to 3 competencies that are critical to your long-term success.

4 Define your customers.

5 Define where you operate geographically. Do not forgetcyberspace.

6 Build a sentence that combines points 2, 3, 4, 5.

7 The sentence should be forward looking and credible.

8 Test reactions within the organisation.This provides a realitytest.

9 Communicate the mission.

10 Be explicit about how people in the organisation can con-tribute to the mission.

Recommendations:1 the mission statement should reflect what the organisation

really is. It should express a noble aim and be valid formany years;

2 it should describe a value position or solution (e.g. helpingorganisations to EXCEL – EFQM);

3 it should be credible, short and memorable;4 it should be relevant;5 avoid generalised language.

Excellence One

Creating a mission statementLeadership

Why would you like to use thistool (deliverables)?■ To develop a mission statement that

expresses why the organisation exists.

■ To reinforce an organisation’s sense

of purpose.

When would you use this tool(context)?■ When defining the long term

strategy of the organisation.

■ Every year, when strategy is under

review.

How to make best use of thetool (tips and traps)?■ Time needed to use this tool

depends very much on the com-

plexity of the situation and the

strategic changes the organisation is

going through.

■ Keep the final formulation simple

even though it does not embrace

the whole complexity of the current

or future situation.

What could be done next?■ Test the outcome with key stake-

holders.

■ Prepare an extensive communica-

tion plan for the mission.

■ Ask your employees how they would

express the mission to a new

employee (Ignore whether they use

the exact words, but listen for their

understanding of the essential sense).

Brainstorming for Competencies:

■ manufacturing Excellence;

■ validation technology;

■ complex mechanical design.

Brainstorming for Customers:

■ aerospace industry;

■ aerospace constructors;

■ the customers of the aerospace industry.

Brainstorming for Geographical area:

■ Europe +;

■ global;

■ world-wide.

Brainstorming for Mission:

■ through manufacturing excellence we provide ignition systems to the world-wide aerospace industry.

Brainstorming for Activity:

■ provide;

■ design Ignition System;

■ manufacture Ignition system;

■ service ignition system;

■ deliver Ignition system.

Example

Creating a vision statement


Excellence One

TOOL #06


TOOL #06


1 Identify all the stakeholders of the organisation.Theseshould include, at least, the customers, the employees andthe shareholders or governing bodies; suppliers and theoverall community are often added to the list. In manycases, it is possible to identify more stakeholders – keepthe ones that are critical to the future of the organisation.

2 Define a time horizon. Do you want to describe yourvision for the next 3, 5, 10 or 50 years? A 5 year vision isusually a minimum. If you go for 3 years because you are ina crisis situation or because you are in an highly unstableenvironment, avoid the term ‘vision’- use, for instance,‘ambition’ or ‘intent’.These words are less likely to bringcynicism.

3 Brainstorm the vision specific to each of the stakeholders.Ask the question: In X years (the time horizon), howwould I like ..... (the stakeholder) to see me?

4 Develop the sentence that will be your vision statementfor each stakeholder.

5 Ensure that the vision statement, as a whole, is consistent.

The vision should be stretching but achievable.

Excellence One

Creating a vision statementLeadership

Why would you like to usethis tool (deliverables)?■ To develop a vision statement that

expresses the ambition and intent

of the organisation.

■ To give a clear direction to the

organisation.

When would you use this tool(context)?■ When defining the long term

strategy of the organisation.

■ Every year, when the strategy is

under review (through minor

evolutions).

How to make best use of thetool (tips and traps)?■ The time needed to use this tool

depends very much on the com-

plexity of the situation and the

strategic changes the organisation

is going through.

■ Keep the final formulation simple

– even though it does not

embrace the whole complexity of

the current or future situation.

What could be done next?■ Test the outcome with key stake-

holders.

■ Prepare a plan to communicate

the vision widely.

Customers:

■ best value for money;■ innovative suppliers;■ high contribution to product development;■ solution providers;■ reliable (quality and cost);■ ongoing contact.

Customers

Customers consider us as a very reliable supplier of integrated solutions. Our contribution to the develop-ment of their products is valued.We are regarded asan innovative supplier that does not compromise onExcellence.

Employees:

■ attract talented people;■ empowerment;■ fair recognition;■ career opportunities;■ employees are proud of being with us.

Employees

We are regarded as an organisation that attracts and retains talented people. Our employees feel proud ofbeing associated with a successful organisation andbrand.They are given the opportunity to contribute toour development.They feel recognised and valued.

Shareholders:

■ fair return on investment;■ potential for growth;■ solid brand;■ ability to handle risks and difficult situations-

if they arise.

Shareholders

Our shareholders are satisfied with the return on investment they get with us.They see in us a solid brandwith high growth potential. They are confident in ourability to handle risks or difficult situations that mightarise.They are willing to contribute to our development.

Partners:

■ fair partner;■ no interference in internal affairs;■ improvement opportunities;■ willing to co-operate;■ demanding on cost and quality;■ extended organisation;■ open to innovation.

Partners

Our partners consider us a fair organisation that provides continuous improvement opportunities.Weare seen as an organisation that is committed to thedevelopment of an extended network of excellent andprofessional organisations. Being open to new ideas, wehave access to new ideas and cost optimisation oppor-tunities.

Society:

■ high involvement in education;■ role model in a few key areas;■ ethical company;■ care for the environment;■ practical involvement;■ focused on achieving societal targets.

Society

At the local level, we are recognised for our involve-ment in the community and, more specifically, for oursupport and achievements in the field of education.Inthe field of supporting the arts, we are considered as arole model with very ambitious goals at both nationaland international levels.

Horizon: 5 years

Example

Planning change


Excellence One

TOOL #07


TOOL #07


1 When considering a change, a leader will often think predomi-nantly about the future state that (s)he desires. ‘Where do Iwant this organisation/team/process/individual to be?’ This visionof the future is essential to provide the sense of direction need-ed to guide the planning and implementation of change.

2 The next step is for a change leader to think about the startingpoint: ‘Where are we now?’ What are the external conditionsfacing the organisation, the organisation’s internal capabilities,the state of people’s morale (including the leader’s), the qualityof relationships with external partners? What is our sense ofintangible factors – e.g. intuition that the time is right forchange, a feel for an approaching opportunity or threat, a‘hunch’ or ‘gut feel’?What assumptions are you making? What are your blind spotswhere it would help to get another perspective? (A useful blind spot question is: ‘I think I’m right – but if I amnot, how will I know ?’).

3 Now for an important step which many people do not take.Thechange leader must look back into the past and ask ‘How have wegot to where we are now ?’.The organisation’s current state hasbeen shaped by previous changes and trends. For example, tech-nology trends, organisational structures, political policies, manage-ment practices and ways of thinking, interpersonal relationships,events, myths and legends that have helped to create the culture ofthe organisation.Which of these will act in favour of the proposedchange and can be used or maintained? Which will act against thechange and will need to be disconnected? Which will be neutraland can be ignored or simply monitored? An effective change strat-egy will take account of the past as well as the present and future.

4 With past, present and future in mind, a change strategy cannow be designed that will:■ free people from those past and present ways of thinking

and acting which will not be effective in the future;■ confirm what is not going to change – the ‘points of

stability and continuity’;■ create and manage the transitional state that will help peo-

ple get from today to the future;■ consolidate and maintain the desired future state.

Excellence One

Planning changeLeadership

Why would you like to usethis tool (deliverables)?■ To increase the success rate of

changes.

■ To reduce time and effort required

to introduce change.

■ To demonstrate leadership in an

important arena.

When would you use this tool(context)?■ When thinking about possible

change.

■ After the decision to change has

been taken.

■ When reviewing the change.

How to make best use of thetool (tips and traps)?■ Seek a wide variety of insights.

■ Don’t forget the past.

What could be done next?■ Review your experience of change

using this model.

Change Strategy

Starting Point

Vision

Vision:

■ customer pleased by their experience with us;

■ collaborators are happy to help and support

customers;

■ growing sales.

Change strategy:

■ review leadership style and behaviour;

■ launch coaching programme for collaborators;

■ launch recognition programme.

Starting point:

■ customer unsatisfied;

■ staff not willing to excel at handling cus-

tomers;

■ sales are going downs faster than for

competitors.

Example


Excellence One

TOOL #08


TOOL #08


Overview: In any situation there will be forces that help youmove towards a desired goal, and other forces that hold youback or move you in a different direction.These forces can beidentified, evaluated, and addressed in the change plan.

1 State the desired goal clearly.

2 Identify all the current and future forces that relate to thesituation. Do not categorise them as positive or negative atthis stage (Alternative: identify all the positives, then all thenegatives – but take care not to simply make the secondlist an exact opposite of the first).

3 Now categorise the forces into those that will aid theachievement of the goal and those that will restrain ordivert you. It helps to plot these in a visible form.

4 Evaluate each individual force for its impact – e.g. high/medium/low.Add this assessment to the visual display. Nowassess how easy it would be to exploit or change each indi-vidual force – e.g. easy/possible/impossible. Chart theresults. If a group is conducting the analysis, asking eachmember to allocate scores will provide a rough quantifica-tion.

5 Incorporate in the change plan those forces which have:■ high impact and are easy/possible to exploit or change.

‘Essential to do’;■ high impact, and are impossible to exploit or change.

‘Essential to prepare for’;■ medium impact, easy to exploit or change.

‘Useful if time and resources allow’.

Excellence One

Force field analysisLeadership

Why would you like to usethis tool (deliverables)?■ To plan for factors that will help

or obstruct a change.

■ To exploit resources that support

change.

■ To prevent or minimise problems.

When would you use this tool(context)?■ When planning change.

■ When communicating about change.

■ When managing problems during

the implementation of change.

■ When reviewing change.

How to make best use of thetool (tips and traps)?■ It is often easier to reduce negative

forces than to increase positives.

■ Beware over-optimism about ease

of change.

■ Force field analysis provides a

good method of involving people

in a change.

What could be done next?■ Include the results of the analysis

in the change plan.

■ Take preventive or corrective

action.

■ Use the analysis when reviewing

the change.

Impact + FORCES

=

=

=

+

+

=

=

-

+

=

M

H

H

M

L

M

M

H

L

H

Growth in centres of excellence

Higher product R&D from savings

Customer preference from surveys

Retirement of MD Germany Oct 2001

Better match with US organisation

Graduate recruitmentcan be Europe-wide

Local political and public opposition

Better relations with international supplier

Functional strategy fits corporate planning process

Enables Internet service delivery channels

Essential to do: Secure R&D investment from savings.Exploit customer goodwill.Plan Internet service delivery channels.

Essential to prepare for: Local political and public opposition (NB Germany).

Useful value adds: Reassign country MDs in new organisation

Desired goal: Change European operations from geographic to functional organisation

Force field analysis

Ease of change

+ = -

Example

How to help people during change


Excellence One

TOOL #09


TOOL #09


Note: People react to change in different ways and at different times and speeds.This tool describes a common pattern, but a skilful leader will attend to what is actually happen-ing in each actual case of change.

1 Understand that people’s reactions to change often follow a pattern of:■ shock;■ fear;■ worry;■ acceptance;■ adapting.

(The pattern is not smooth or equal, and people may repeat earlierstages).

2 To help people through the initial shock: acknowledge their concerns;give them time to talk; communicate widely and often, especially aboutthe reasons for change; celebrate what was good from the past; pro-vide a vision for the future (though don’t expect everyone to be posi-tive about this yet or even to hear the messages); tell people how longthe change will take.

3 To help people while they’re afraid: be prepared for aggression ornot wanting to know (‘fight or flight’); listen and show that youunderstand their feelings; temporarily ease ‘nice but not crucial’ per-formance targets; recognise that you may come under personalpressure; repeat the message; show your own confidence in thebenefits of the change; help leavers to go with dignity.

4 To help people as they worry: clarify the position to dispel uncertain-ty; demonstrate that there is a good change plan; help people delivertheir current work; value them by reminding them of their assets ofskills, experience and past success; involve them in the change (asmembers of task groups, focus groups etc); inject some fun whereappropriate.

5 To help people as they accept change: be tolerant of mistakes as peoplelearn the new ways; support people even if they overreact; maintain theclear objectives of the change – but if possible allow people some con-trol over how they achieve them; publicise progress; recognise successand effort; use any good news from outside (e.g. customer comments,press reports).

6 To help people as they adapt: maintain focus to the end of thedeclared change phase; restore performance standards; providenext-stage training; publicise formal completion; review the changefor lessons; celebrate success and commitment.

Excellence One

How to help people during changeLeadership

Why would you like to usethis tool (deliverables)?■ To bring in change successfully.

■ To reduce the human cost of

change.

■ To teach others how to lead

change.

When would you use this tool(context)?■ When planning tactics for change.

■ When leading implementation of

major change.

■ When reviewing major change.

How to make best use of thetool (tips and traps)? ■ Don’t expect everyone to react

equally.

■ Recognise your own reaction to

change.

What could be done next?■ Review your personal lessons

from the change.

Help Card

■ The model below highlights some of the possible reactions people go through during change.Reactions do not always follow the same order, the time from shock to adapting differs for different people.

■ People respond differently, depending on whether they are driving change or they are asked to change.

1 Shock

Where change is unexpected, the surprise factor can create a sense of panic and fear about personal implications of the change. Communication is critical at this stage, even when there are still unresolved issues to address.

2 Fear

This is a protective measure, where the person raises doubts that the change will really happen. Re-enforcement of the need to change and consistent messages are important.

3 Worry

This may be passive or active. People want to know that the future will be better, and how change will affect them personally.Programmes that help people become part of the future can help (e.g.training).

4 Acceptance

This requires sufficient confirming evidence that the change will happen or that symbolic and real changes have taken place.

5 Adapting

Providing familiar features that reinforce the change (e.g.Appraisal) acknowledging the past and celebrating successes are key.

Worry

Fear

Shock

Be consistentand explainbenefits

Help people to migrate Acceptance

AdaptingIntegrate change within organisationalsystem

Reinforce anddemonstratecommitment

Communicate Recognise and celebrate

Rea

ctio

n an

d fe

elin

gs d

urin

g ch

ange

Strategic partnering


Excellence One

TOOL #10


TOOL #10


1 Consider the gap to fill, the opportunity to be exploited, or the need to be met.

2 Re-assess your organisation’s capabilities in the relevant areas.Consider external factors e.g. position in market or public infra-structure, reputation, stakeholder support, competitive techno-logical excellence, quality of relationships with customers andsuppliers. Consider internal enablers such as financial strength,delivery capability, strategy, effectiveness of systems andprocesses, people, leadership and management, innovativeness,knowledge management, culture and style, physical assets.

3 Describe the perfect partner, one whose capabilities wouldcomplement your own to create the desired synergy or fillthe gap exactly, without intruding on your other activities.

4 Scan your existing relationships for any that could be devel-oped into that partnership, or near to it. Now imagine stand-ing in the other organisation’s shoes and assess your proposi-tion from their point of view. If you need to adjust yourproposition to be welcome to them, do so, but re-assesswhether the benefits to you are still enough.

5 Do not ignore the political and emotional dimensions of potentialpartnership. Some of the critical success factors that apply tomergers are also relevant here. So, for example, while synergy ofgoals is important, synergy of style and ways of working is crucial.

6 Think through several future scenarios. Identify the factorsthat will affect the partnership, and the potential direction inwhich it may develop. Use the repeated question ‘And thenwhat?’ Include impacts within your organisation.

7 If you need to look elsewhere, consider possible relationshipsinside and outside your sector. As with benchmarking, theright partner may lie outside your normal range of contacts.Risks increase the further you go into unknown territory, butif survival is at stake, you may choose to confront those risks.

8 Apply change management principles to any partnership you form.

Excellence One

Strategic partneringLeadership

Why would you like to usethis tool (deliverables)?■ To increase the organisation’s

capability.

■ To decrease future risk.

■ To enter new markets or areas of

activity.

■ To secure a long term relationship

especially with a selected supplier

or customer.

When would you use this tool(context)?■ After identification of a strategic

gap in the organisation’s capability.

■ After identification of a strategic

opportunity that is too large for

your organisation alone.

■ In response to a serious proposi-

tion from a potential partner.

How to make best use of thetool (tips and traps)?■ Be objective about the organisa-

tion’s capabilities.

■ Be clear which mode you are in,

whether it is visioning, self-assess-

ment or planning.

■ Include ‘stay as we are’ in your

range of scenarios to work through.

What could be done next?■ Consider the impact on other

customers and suppliers.

■ Keep the aims of the partnership in

view and work hard and generously

to secure them.

Assessing your partnership

Low

Organisational

Competencies

■ Partner of equals.

■ Long-Term relationship is value

if competencies are to be

developed.

■ Need to consider how the

organisation can add value in

other areas.

■ Supplier needs to consider how

can add value in other areas.

■ Mutual benefit in co-operation.

■ Equality in potential

contribution.

■ Partnership of equal.

Help-Card

High

High

Partner CompetenciesLow

Handling Conflict


Excellence One

TOOL #11


TOOL #11


1 Recognise that conflict is natural. Conflict may arise whentwo or more people’s goals, behaviour or ways of seeingthings do not coincide.

2 Most people have a habitual response to conflict.This isproduced by two factors: how assertive they are (= con-cern for themselves) and how cooperative (= concern forothers).

3 Identify your conflict handling style. Use examples fromyour past. See help-card.■ What benefits does your approach bring you?■ What are the drawbacks?■ What happened when you adopted a different style,

or a combination of styles?

4 If there is potential for conflict: remind yourself that con-flict is natural and may be a valuable way of improvingorganisational health; assess what might be the conse-quences (e.g. in the best/worst cases); decide and adoptthe style best suited to the circumstances; if you don’t havethat style, introduce someone who does.

5 If conflict has arisen: try to understand the conflicting par-ties’ points of view – remember that they make sense tothem even if they don’t to you; seek or provide mediationthat:■ provides a secure process;■ helps people to scope the conflict and its causes;■ builds trust through impartial and non-judgemental

listening;■ enables people to explore possible ways forward;■ helps people to learn from the event.

Excellence One

Handling ConflictLeadership

Why would you like to usethis tool (deliverables)?■ To handle conflict more effectively.

■ To widen my range of conflict

management styles.

■ To be able to coach others.

When would you use this tool(context)?■ When conflict occurs.

■ When conflict is expected.

■ When conflict is being reviewed

for learning.

How to make best use of thetool (tips and traps)?■ Confirm or amend your style

self-assessment with another

person (See step 3).

■ Consider inviting a neutral third

party to help.

■ Look for the times during conflict

when an input of constructive

energy is needed, or a pause.

What could be done next?■ Review the conflict-management

skills in your organisation and

improve them if necessary.

■ Think ahead about potential struc-

tural causes of conflict (e.g. market

or policy trends, new technology

etc).

■ Experiment with a conflict handling

style that is not habitual to you.

High assertive

High assertive

Medium assertive

Low assertive

Low assertive

Seeks win-win outcome from

conflict

Competes, need to win even if

others lose

Looks for compromise

Accommodates, gives in to others’

pressure

Tends to avoid conflict

High cooperative

Low cooperative

Medium cooperative

High cooperative

Low cooperative

Concern for yourself Concern for others Outcomes

Identify your conflict handling style

Help-Card

Crisis management


Excellence One

TOOL #12


TOOL #12


1 Take a moment to get over any initial feelings of shock you may have, and to get your own thoughts clear. Remember that a crisis isnot automatically a catastrophe. Read the help-card.

2 Remember too that the crisis will develop at varying speeds, and attimes there will be enough time for some planning and thought.Part of your role as a leader will be to help people discern the‘shape’ of the crisis, just as a skilled doctor can ‘read’ the variationsof an acute illness and have suitable treatment options ready.

3 Appoint your crisis management team and allocate clear initial roles.Initial roles may need to be changed as the emergency unfolds, so donot over-specify the roles in detail. Each role should contain a proac-tive and a reactive element, so that events can be managed as well assimply responded to.And do not forget to confirm and motivate the‘business as usual’ team, responsible for managing ongoing activity.Make clear what roles you will be playing, and what you do notexpect to be doing.

4 Arrange for both teams to be fully briefed on the current situation,including what is not known and how that will be found out.Allowpeople to express their reactions, initial feelings, hopes and concerns– show that you understand that first reactions are not a consideredassessment and that honest sharing starts to build morale, not lowerit. Share your concerns, but emphasise your hopes and picture thefuture where possible.

5 Initiate short-term and medium-term planning and action.The shortterm plan aims to get the crisis under control, and has a heavyemphasis on communication; the medium term develops responsesto a range of possible scenarios, including the aftermath. Make surethe teams are kept abreast of the planning at key stages.

6 As the organisation’s response starts to take effect, pay particularattention to:■ helping maintain the ‘big picture’ perspective;■ managing stakeholders with whom you have a personal

relationship;■ getting the strategic communications right;■ monitoring the health of the crisis management team;■ being a source of confidence and intelligent energy.

7 After the crisis has passed, lead a learning review. Role model theobjectivity that will be required.

Excellence One

Crisis managementLeadership

Why would you like to usethis tool (deliverables)?■ To handle a crisis successfully.

■ To enable learning.

■ To enable future preventive action.

When would you use this tool(context)?■ In real time during a crisis.

■ During post-event review.

How to make best use of thetool (tips and traps)?■ The first 24 hours in a crisis often

feel different from all subsequent

phases.

■ Exercise the courage to delegate.

■ Play by the rules that have been

agreed. Don’t assume that a leader

can ignore them.

What could be done next?■ Take the lessons from the review

into the organisation’s preventive

action plan.

■ Share experience with others who

have been through a similar storm.

■ Be prepared for a delayed reaction

by people who have worked hard.

Help-Card

1 Avoid fire-fighting.

2 Define an ideal end state.

3 Involve others.

4 Share responsibilities and delegate.

5 Develop a plan with short, medium, and long term actions (the crisis will influence whether this is

measured in days or months).

6 Identify further risks and possible contingencies.

7 Keep people informed.

8 Track progress against the plan.

9 After the crisis has been resolved, review how it was handled and capture learning points.

10 Introduce preventative measures to avoid a repeat of the same crisis.

Communicating under pressure


Excellence One

TOOL #13


TOOL #13


1 In an Internet world, traditional distinctions in communica-tions are disappearing. For example, internal messages andand those that reach external stakeholders cannot now beso easily kept apart. Reaction times, access and expectationsof leaders are all sharpening. Even the distinction betweenbusiness affairs and entertainment is blurring, with somenews interviews looking and sounding like a gladiatorialcontest staged for the viewing or listening public.

2 For the leader, successful communication when underpressure is a combination of two things: behaviour andtechnique. Behaviour is by far the more important.

3 Read the help-card for ideas about how you can improveyour communication skills.

Excellence One

Communicating under pressureLeadership

Why would you like to usethis tool (deliverables)?■ To maintain effective communica-

tions in difficult times.

■ To maintain your personal leader-

ship credibility.

When would you use this tool(context)?■ During a crisis.

■ During difficult questioning e.g

from media, customers, share-

holders, employees, regulators,

suppliers, unions.

How to make best use of thetool (tips and traps)?■ Vary structures and techniques.

■ Make few commitments under

pressure, but always follow

through on those you do.

What could be done next?■ Seek coaching.

■ Initiate communications rather

than reacting.

Help-Card

Techniques

1 Use simple structures to make the communication memorable.

2 Identify key messages you want the audience to take away with them.

3 Use examples the audience can relate to.

4 Use language that appeals to the audiences senses.

5 Pause and work out your response before commenting on a question.

Behaviours

1 Listen, even if aggressive language is being used.

2 Assume that questions are genuine and answer in the same spirit.

3 Admit errors or lack of data.

4 Explain your assumptions and reasoning.

5 Be clear and specific about what you believe in.

Staying healthy under pressure


Excellence One

TOOL #14


TOOL #14


1 Pressure can be exciting, stimulating, satisfying and fun. It canalso be tiring, destabilising, unproductive, addictive and dam-aging to personal and organisational health. How the organi-sation sees and deals with pressure is strongly influenced byhow leaders see and deal with it. Use the help-card if youfeel under pressure.

2 What puts people under pressure differs between individu-als. Much has to do with the way they think about pressure,and how clear they are about their own thinking.What oneperson may ‘see’ (= think of) as an exciting future possibili-ty, is thought of by another person as an unavoidable catas-trophe which already paralyses them with dread.

3 Recognise when you start to feel under pressure.A strongleader is aware of their own feelings and takes suitableaction.

4 Make choices. Don’t try to keep doing everything – learnfrom the skilled presenter who when faced by a shortenedsession time chooses to omit some slides rather than talkfaster.

5 Don’t forget to apply your personal pressure-handlingstrategies – this is what they were designed for!

6 Recognise also that you can be a source of pressure toothers. Remember that your status and perceived powermay generate anxiety in the minds of people engaged on atask for you.You can help them take a healthy, professional view andmake such issues discussable.

Excellence One

Staying healthy under pressureLeadership

Why would you like to usethis tool (deliverables)?■ To maintain your personal effec-

tiveness.

■ To maintain your personal health.

■ To role model a productive leader-

ship lifestyle.

When would you use this tool(context)?■ As soon as a pressure period can

be foreseen.

■ When you feel under pressure.

■ Ongoing.

How to make best use of thetool (tips and traps)?■ Review your pressure-handling

strategies at a calm time, not in

the middle of the storm.

■ Keep your approach simple –

don’t let it be a source of yet

more pressure !

What could be done next?■ Review your time management

skills.

■ Offer to share successful strate-

gies with others.

Help-Card

1 Examine what causes you to feel under pressure (e.g.Too much to do and everything, seems to have the

same priority).

2 Reflect on strategies you have used before to handle pressure.

3 What strategies seem to work well, what didn’t work so well.

4 How does your work style and strategies for coping with pressure affect other people.

5 Ask other how they deal with pressure. How do their views of pressure compare with your own.

6 Consider the benefits of physical activity.The effects of pressure are physiological as well as psychological.

Small amounts of exercise can help you to relax.


Excellence One

Policy and Strategy

Tool#: 01 Long Term planning checklist 46Tool#: 02 Fact finding mission 48Tool#: 03 SWOT Analysis 50Tool#: 04 Organisation scorecard 52Tool#: 05 Process scorecard 54Tool#: 06 Tree Diagram 56Tool#: 07 Catch-ball 58Tool#: 08 Deployment and implementation review checklist 60Tool#: 09 Measurement system checklist 62Tool#: 10 Metric checklist 64

Long term planning checklist


Excellence One

TOOL #01


TOOL #01


1 Call your management team and targeted people to thereview meeting.

2 Go through each question in the checklist, discuss and fill-in the appropriate box with a tick if you can answer ‘Yes’to the question.

3 Use the checklist as a guide, asking open questions thatallow debate around the subjects.

4 Identify improvement opportunities.

Excellence One

Long term planning checklistPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To plan or review your strategy

formulation process.

■ To identify areas for improvement

in your planning process.

When would you use this tool(context)?■ When reviewing your strategy

formulation process.

■ Before starting a new planning

cycle.

How to make the best use ofthe tool (tips and traps)?■ Do your review with the manage-

ment team.

■ Make sure you stabilise the process

year after year.

■ Do not reinvent everything every

year.

■ Focus on what is critical for your

organisation.

What could be done next?■ Review your strategy formulation

process (long term planning) based

on the areas for improvement

identified.

Long term planningRelevant? Done?

1 Have you checked that the revised strategy is consistent with the organisation’s

mission and vision?

2 Have you taken steps to understand the present and future needs and expectations

of stakeholders?

3 Have you considered internal performance?

4 Have you identified the core competencies of your organisation? Are your core

competencies delivering a competitive advantage?

5 Are the key processes of your organisation aligned with your structure?

6 Have you considered introducing new strategic products or developing additional

core competencies?

7 Have you developed a partnership plan?

8 Do you have a process for deploying organisational strategy throughout the main

functions and support areas?

9 Have you developed a training plan that builds individual competencies to support

the strategy?

10 Have you ensured your plan contains mid and long range targets and statements of

the means by which objectives will be achieved within the agreed timescales?

Are they balanced and consistent?

11 Have you ensured critical areas,such as quality, customer satisfaction, sales,

productivity,..., are covered by targets and statements of means?

12 Have you used appropriate tools to analyse data and information in order to inform

your decisions?

13 Have you checked your plan is manageable and achievable given current expertise

and resources, do you foresee the need for a profound adjustment of your organisation?

Checklist

Fact Finding Mission


Excellence One

TOOL #02


TOOL #02


1 Define what you are trying to validate/discover throughfact finding.

Answer the following questions: what facts do I need? Whydo I need them? What could happen if this data is notobtained?

2 Define how you are going to collect the facts.

Information exists under many different formats. Figure outif you need raw data or if what you are looking for alreadyexists.Ask people where could you find such information,how can you collect the data. Define the how and thewhere of your fact finding mission and the resources need-ed to complete the data collection process.

3 Define what you need to do with the findings.

When you have gathered the information you are lookingfor, you will need to present it.You need to define what isthe most appropriate format(s) you can use and how youare going to interpret the information.

Excellence One

Fact Finding MissionPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To focus on specific area of inves-

tigation.

■ To establish data and information

that needs to be gathered to sup-

port the investigation.

When would you use this tool(context)?■ Any time you need facts that will

assist you in the analysis of a

situation.

■ When you need to agree what

data needs to be collected.

How to make the best use ofthe tool (tips and traps)?■ Take facts from reliable sources.

■ Try to find a way to validate the

data (use 2 sources and compare).

■ Always take into consideration the

value of the information compared

to the cost of acquiring it.

What could be done next?■ Review the outcome of the fact

finding mission.

■ Interpret the facts.

Facts to be collected

Amount of revenue coming from each key account across the product portfolio.

Why should they be collected

To inform the implementation of the key account management system: Identify the key accounts, see how many

significant product they source from us.

Guidelines: how and where to collect the facts:

■ gather the data from the sales report of all existing products;

■ verify if we are talking about the same customer, if we are selling different products to different branches of

the same group but they are not consolidated;

■ check outcomes with invoicing information.

Resources needed:

■ 1 day to collect all data;

■ Need to have access to the sales data.

How to present the findings:

■ Build a Pareto diagram of key accounts;

■ For each key account identify the share of each

product they purchase.

Owner

Henry Mac Cormick

Deadline

10/12/2002

Example

SWOT analysis


Excellence One

TOOL #03


TOOL #03


1 Draw a table with four windows. Label each window:Strengths,Weaknesses, Opportunities and Threats – seefollowing.

2 Brainstorm Strengths,Weaknesses, Opportunities andThreats:■ for the Threats and Opportunities, it might be useful

to list all stakeholder and industry players to supportthe brainstorming;

■ for the Strengths and Weaknesses, it might be useful tolist the key processes and competencies of the organi-sation to support the brainstorming.

3 Clarify each idea put forward.

4 Run some fact finding missions when further understand-ing is required:■ for Strengths and Weaknesses, determine the impact

on performance and the importance of each idea tostrategic plans;

■ for Opportunities and Threats, assess the impact onthe organisation and the likelihood of occurrence.

5 Update the SWOT document after all fact finding missionshave been performed.

Excellence One

SWOT analysisPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To effect a thorough, structured

analysis of external and internal

factors (bearing on a decision).

■ To help leaders take the best

decisions for their organisation.

When would you use this tool(context)?■ At the beginning of the planning

cycle – to guide data collection.

■ To summarise outcomes of a data

collection exercise.

How to make the best use ofthis tool (tips and traps)?■ SWOT analyses are best done by

teams not individuals.

■ Focus attention on the key mat-

ters you are addressing.

■ Be selective- do not make a

SWOT analysis for every decision,

choose the most challenging.

What could be done next?■ Incorporate decisions based on

SWOT into your strategic plans.

Strengths:

■ a full range of new products has been

commercialised;

■ teams are quick to reach high capacity levels

with new equipment;

■ the new CRM system is in place;

■ workforce is competent and stable.

Weaknesses:

■ lack of competencies in the field of nano-

technology;

■ raw material supplier not reliable in terms of

delivery time;

■ too many defects after release of new prod-

ucts;

■ development team lack feedback from users;

■ competency plan not aligned with strategy.

Opportunities:

■ new biotechnology technology could

complement electronics technology;

■ a Japanese competitor is looking for a partner;

■ new needs are emerging in the weapons indus-

try;

■ some of our customers might merge.

Threats:

■ computer industry is slowing down;

■ some of our customers might merge;

■ slowdown in the economy;

■ new entrants emerging as technology becomes

more and more available.

Example

Organisation scorecard


Excellence One

TOOL #04


TOOL #04


1 Define the key areas you need to measure in order to balance the performance results of the organisation:■ financial;■ customer centred;■ internal operations;■ development: learning, growth or innovation;■ ...

2 Define how you want to be seen in the four key areas ofthe scorecard.

3 Define quantitative and qualitative measures for each ofthe objectives described.

4 Select targets, stretching but nevertheless achievable, andrecord them.

5 Define the owner of the performance target to beachieved.

6 Define where and when performance should be reviewed.

7 Define the source of the performance data – where thedata is recorded and compiled.

8 List the initiatives that will bring the expected results.

Excellence One

Organisation scorecardPolicy & Strategy

Why would you like to use thistool (deliverables)?■ To integrate all the key aspects of

the measurement system to buildclear a line of sight.

■ To balance the performance results ofthe organisation.

When would you use this tool(context)?■ When you need to define the set of

measures to move the organisationforward.

■ When only a partial set of measuresis tracked, reported, or visible, and abroader picture of the organisation isrequired.

How to make the best use ofthe tool (tips and traps)?■ Select a few balanced measures for

each key area.■ Make sure you identify the critical few

metrics in each of the four key areas.■ Be rigorous enough to select quantifi-

able, balanced metrics in all key areas.■ Link all measures to specific results

areas.■ Avoid constantly changing the metrics

or increasing the number of criticalmeasures.

What could be done next?■ Deploy objectives and breakthroughs

activities on a process scorecard usingcatch ball process and tree diagrams.

■ Define how the scorecard will bepromoted and communicated.

■ Implement the collection of data.■ Prepare for review.

Key area 1: Finance

Return on net assets

Increase in sale

Key area 2: Customer

Customer satisfaction Index

Market share

Impact on society Index

Key area 3: People

Employee satisfaction Index

Employee retention

Key area 4: Internal

Service level

(all processes)

Defect rate

A highly profitable organisation that attracts investors

Owner When

reviewed

Indicator Target Source

of data

Initiative

17% p.a.

+12% p.a.

45% Very

Satisfied

+3% p.a.

+85%

Satisfied

85% Satisfied

95%

<5%

charn p.a

200 ppm

JS

FG

LB

OG

PT

PO

JH

UY

KD

Quarterly

review

Monthly

review

Monthly

review

Quarterly

review

Yearly

review

Quarterly

review

Quarterly

review

Monthly

review

Monthly

review

Finance plan

Sales

reporting

CRM

database

Sales

reporting

Annual

survey

Quarterly

survey

HR

reporting

Process

scorecards

Process

scorecards

■ New product

development

■ Target costing

■ New Product

■ Extension of distribution

network

■ Call center

■ CRM

■ New Product

■ Extension of distribution

network

■ Education programme.

■ 5S + Health & Safety

■ Skills program

■ Work/life balance initiative

■ Skills program


■ Measurement system

■ Process review

■ Skills program


An organisation that stimulates customer loyalty

A caring organisation that attracts and retains excellent people

A process based organisation that creates leadership in product quality

Example


TOOL #05


1 Define the measurement category you want to use e.g.quality, cost, .... -see below.

2 For each category, define the indicators you want to use.

3 For each indicator, define the target to be achieved.

4 Define the owner of the performance target to beachieved.

5 Define where and when performance should be reviewed.

6 Define the source of the performance data – where is thedata recorded and compiled.

Excellence One

Process scorecardPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To define process objectives.

■ To monitor process performance.

■ To review process performance.

When would you use this tool(context)?■ When defining objectives for a

process.

■ When monitoring and reviewing

the performance of the process.

How to make the best use ofthe tool (tips and traps)?■ Use the same categories for each

process.

■ Keep measurement simple, easy to

understand; keep data easy to

collect and the performance targets

possible to achieve.

What could be done next?■ Display the indicators visually.

■ Regularly review performance

against plan.

Process scorecard


Excellence One

TOOL #05

Quality

First pass yield

Cost

Raw material consumption

against standard

Delivery

Adherence to schedule

Human Resources

Absenteeism

Indicator

97%

97%

100%

3%

JS

MB

MB

CF

Weekly meeting

Monthly meeting

Weekly meeting

Weekly meeting

Quality log

ERP data

ERP data

HR report

Process: manufacturing of RTS345 Process owner: MB

Target Owner When reviewed Data source

Example

Tree diagram


Excellence One

TOOL #06


TOOL #06


1 Ask the question: ‘How to achieve.....?’ -your goal.

2 Brainstorm ideas on how to achieve the goal.

3 Write ideas as statements starting with a verb.

4 Clarify ideas, as necessary, so everyone understands them.Develop and write down new ideas as appropriate.

5 Structure ideas, using the form of a tree to separate andgroup them. Give titles to the branches – see following.

6 Review the completed tree diagram for logical flow andcompleteness.At each level ask the questions ‘have we for-gotten something?’, ‘are these actions really necessary?’ andfurther down, ‘will these actions actually lead to theexpected results?’. If you read the tree diagram left toright, it should answer the question ‘how accomplished?’.If you read from right to left, it should answer the question‘why to accomplish?’.

Excellence One

Tree diagramPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To encourage team members to

think creatively whilst keeping

overall goals in mind.

■ To reveal, graphically, the real com-

plexity involved in achieving goals.

■ To assist in managing complexity.

When would you use this tool(context)?■ When you want to present goals

graphically.

■ When you need to break down

broad goals into increasing levels

of detail.

■ When you need a structured

action plan.

How to make the best use ofthe tool (tips and traps)?■ Allow all participants in the exer-

cise to check for logical links and

completeness at each level and to

test that the tree diagram fits the

real world.

What could be done next?■ Select the most relevant ideas.

■ Document each major branch of

the tree (indicator, target, resources

needed, deadlines,..).

■ Management to review the out-

comes and assess in line with

business realities and the need for

resources.

Increase workforcesuggestions

Supply cost data

Monitor approvedsuggestionsmonthly

Provide aprojectedimplementationdate at time ofapproval

Make evaluationa key managerresponsibility

Do localevaluation

Provide single-page documentation

Create quick implementation

Streamline evaluation

Provide information

Goal

Means

why?

How?Go online

Createa workable process

Create simpleinput system

Create capability

Example

Catch-ball


Excellence One

TOOL #07


TOOL #07


Catch-ball is an approach to refine the definition of objectivesand actions in-line with strategic deployment within an organisa-tion. It is a series of discussions between managers and teamsduring which data, ideas and analyses are thrown, like a ball, backand forth, up and down, or horizontally across the organisation.The tool ensures a truly productive dialogue throughout theentire organisation so that all the outcomes are negotiated (andre-negotiated, if necessary), between the relevant parties, basedon facts. Catch-ball is commonly used to translate the top-levelgoals and breakthrough objectives into a cascade of interrelatedobjectives and actions, all driving towards the same vision.The catch-ball process stimulates the interest and commitmentof both managers and employees.

1 The team responsible for the strategy define and describethe breakthrough objectives.

2 Information is passed to the teams responsible for thebreakthroughs.

3 The teams refine the definition of the breakthroughs includ-ing contributing actions and objectives, deadlines andresources.This is based on data collection exercises and theuse of tools such as tree diagrams.

4 Information is passed back to the strategy team.

5 The strategy team review all information, make necessaryadjustments and decide on new priorities where needed.

6 Revised plans are passed again to the breakthrough teams.

7 The breakthrough teams start to deploy and implement therevised plans- unless they still have issues to clarify with thestrategy team (in which case the catch-ball process wouldcontinue through another cycle).

8 Another catch-ball exercise can happen between the break-through team and some deployment teams if necessary.

Excellence One

Catch-ballPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To align local objectives and

actions with the breakthrough

objectives and top-level goals of

the organisation.

■ To involve employees in the

definition of objectives.

When would you use this tool(context)?■ After managers have agreed to

implement key objectives but

before deciding on the precise

manner of implementation. (The

tool provides for discussion, review

and fine-tuning before final deci-

sions on the implementation plan.)

How to make the best use ofthe tool (tips and traps)?■ Limit the use of the catch-ball

approach to the few critical objec-

tives for which alignment to top

level goals is essential.

■ Make the process fact based.

■ Keep the catch-ball cycle time as

short as possible.

What could be done next?■ Move quickly to implementing the

final agreed plan to keep up the

momentum created during the

catch-ball process.

Strategy team

Deployment Team

Breakthrough Team

1 5

7 8

1 8

2 4

3

6

refers to the steps

+

Help-Card

Deployment and implementation review checklist


Excellence One

TOOL #08


TOOL #08



2 Go through each question in the checklist, discuss andcomplete the appropriate box with a tick if you cananswer ‘yes’ to the question.



Excellence One

Deployment and implementationreview checklist

Policy & Strategy

Why would you like to usethis tool (deliverables)?■ To review your deployment and

implementation process.

■ To identify improvement opportu-

nities within your deployment and

implementation process.

When would you use this tool(context)?■ Before starting a new planning

cycle.


ment team.

■ Make sure you stabilise the process

year after year.


year.


organisation.

What could be done next?■ Review your strategy formulation

process (long term planning) based

on the areas for improvement

identified here.

Progress and plan review checklist Relevant? Done?

1 Have you identified all unfinished or unattained goals from the previous period?

2 Have you identified the problems, abnormalities and issues encountered during

the previous period?

3 Have you understood the reasons for the successes and failures experienced

during the previous period?

4 Have you focused on the few, well-documented, critical goals?

5 Have you applied the catch-ball approach effectively?

6 Have you involved the right people in the right deployment and implementation

activities?

7 Have you used quality, sorting or analysing tools to better understand the issues?

8 Have you implemented proven solutions?

9 Have you stabilised and fool-proofed the new process and new ways of working?

10 Have you regularly reviewed progress of each improvement activities?

11 Has top management been paying the required level of attention to the

deployment and implementation activities? Have they been involved in the

review of the activities?

12 Have you considered whether or not the current approach, in terms of content

and process, is still the best?

Checklist

Measurement system checklist


Excellence One

TOOL #09


TOOL #09



2 Go through each question in the checklist, discuss andcomplete the appropriate box with a tick if you cananswer ‘yes’ to the question.

3 Use the checklist as a guide, asking open questions thatallow debate around the subjects. Identify the root causesof the problems that still exists.


Excellence One

Measurement system checklistPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To review your measurement

system.


in your measurement process.

When would you use this tool(context)?■ When reviewing your measure-

ment process.

■ Before starting a new planning

cycle.


ment team.

■ Make sure you stabilise the

process year after year.


year.


organisation.

What could be done next?■ Review your measurement

process based on the areas for

improvement identified here.

Does your measurement system Yes

1 Reflect on the vision and ambition of your organisation.

2 Provide a framework to set vital, ambitious but achievable targets.

3 Provide a framework to understand organisational performance and signal potential issues?

4 Balance long term and short term aspirations?

5 Cover the overall organisation, its key processes and partners.

6 Balance financial and non-financial perspectives?

7 Align metrics with in the business planning process?

8 Support alignment of all processes and activities with strategy?

9 Provide a process perspective that focuses on customers?

10 Provide cause and effect understanding. How performance measures drive results?

11 Drive behaviour and action?

Is your measurement system

8 Easy to use and understand?

9 Widely deployed?

Checklist

Metric checklist


Excellence One

TOOL #10


TOOL #10


1 Build a metric review activity in your planning process orin your improvement methodology.

2 Identify potential metrics that fit your needs.


4 Select the best possible metrics.

Excellence One

Metric checklistPolicy & Strategy

Why would you like to usethis tool (deliverables)?■ To review a metric.

■ To identify areas for improvement.

When would you use this tool(context)?■ When developing a set of metrics

as part of the planning process?

■ When developing a set of metrics

as part of an improvement activity.

How to make the best use ofthe tool (tips and traps)?■ Look for alternative metrics.

■ Focus on the most difficult issues.

What could be done next?■ Implement the metric

Does the metric reflect Yes

1 Value to customer?

2 Value to the organisation?

3 Organisational strategy?

4 Organisation processes?

5 Offer timely feedback?

Is the metric

6 Aligned with other metrics used in the organisation or in other processes?

7 Part of a balanced set of indicators ?

8 Part of a balanced set where correlation amongst metrics is understood?

9 Clearly defined?

10 Objectively measurable?

11 Easy to collect?

12 Accurate?

13 Easy to understand?

14 Able to be influenced?

15 Supported by clear accountabilities for collection, display and interpretation?

Checklist


Excellence One

People

Tool#: 01 Conducting employee surveys 68Tool#: 02 Running Focus Groups 70Tool#: 03 Developing a communications plan 72Tool#: 04 Developing an action/improvement plan 74Tool#: 05 The CV development tool 76Tool#: 06 Creating SMART objectives 78Tool#: 07 Giving effective feedback 80Tool#: 08 Asking for and receiving feedback effectively 82Tool#: 09 Team forming 84Tool#: 10 team feedback 86Tool#: 11 Dealing with enablers and barriers 88Tool#: 12 Saying goodbye 90

Conducting employee surveys


Excellence One

TOOL #01


TOOL #01


1 Decide what it is you want to find out and why.e.g. I want to find out how confident our people are aboutour new product so that I can improve customer confi-dence.

2 Decide who you want to ask and why.e.g. I want to ask all new people and a cross-section ofother staff so for a moderate expense I can get a goodidea of current thinking while still maximising the freshfeedback from new team members.

3 Decide how the results should be presented.e.g. I want results broken down by age, grade, gender andlength of service.

4 Decide what benchmark comparisons will be made.e.g. I want to be able to compare results from last year,between teams, with other similar companies.

5 Decide how the results will be usede.g. I want to identify those teams with high confidence,meet them to find out why and then determine if lessonscan be learnt to pass to teams with lower confidence.

6 Read the help-card and address all issues.

Excellence One

Conducting employee surveysPeople

Why would you like to usethis tool (deliverables)?■ To give an opportunity for people

in your organisation to have their

say in a confidential and systematic

manner.

■ To provide data for improvement.

■ To identify best practice.

■ To measure year on year changes.

When would you use this tool(context)?■ Before and after a project that

impact on people perceptions.

■ On a regular (e.g. annual) basis to

check culture/temperature.

How to make the best use ofthe tool (tips and traps)?■ Don’t ask too many questions.

■ Keep the questions simple.

■ Don’t do a survey unless you

intend to act on it.

■ Unless your needs are very very

simple bring in an expert.

■ Use closed questions or state-

ments.

■ Ask people to rank replies eg 1-5.

■ Check to see if other companies

are asking similar questions so that

these could be benchmarked.

What could be done next?■ Run focus groups to gain greater

clarity of the statistical data.

In addition to constructing questions for the survey you will also need to consider the rating scale which can

change depending on the question asked.

Strongly disagree/Disagree/Agree/Strongly agree/Very unsatisfied/Unsatisfied/Satisfied/Very satisfied.

Help-Card

Questions and issues to consider:

1 The logistic of managing an employee survey can be complex.

2 Will all employees receive the survey or only a sample?

3 Will the survey be issued to employees at the same time or issued in batches over the course of the year?

4 How will employees receive the survey?

5 Will time be allowed during work-time to complete it?

6 How will employees return completed surveys and to who should they send them?

7 How will result be collated (manual input, scanned). How will comments be handled?

8 How will survey results be communicated?

9 How will improvement action be determined?

Example questions:

■ The leaders in this organisation, role model the values.

■ I have the necessary resources to do my job effectively.

■ I am paid fairly for the job that I do.

Running Focus Groups


Excellence One

TOOL #02


TOOL #02


1 Decide what it is you want to find out and why – this willdetermine the questions to be posed. e.g. I want to findout how confident our people are about our new productso that I can improve customer confidence.

2 Decide who you want to ask, how you want groupsarranged, how many groups and why.e.g. I want to have a mixture of new and experienced peo-ple in each group so I can get a interchange between cur-rent thinking and fresh ideas. I want a mixture of locationsto capture any regional differences.

3 Decide how the results should be presented. Should anycomparisons be made. e.g. I want to find out the top 3issues for each location.

4 Decide how the results will be used. e.g. I want to set theregional managers personal action plans based on the feed-back from these groups.Where data is consistent acrossthe organisation then the organisation leader needs totake the lead in resolving key issues.

5 Run the focus group. See help-card.

6 Spend some time at the end of the meeting thanking peo-ple and letting them know what will happen.This promotesgoodwill and a better chance of cooperation next time.

7 Write down the outcome of the focus groups.

8 Use results as planned during step 4.

Excellence One

Running Focus GroupsPeople

Why would you like to use thistool (deliverables)?■ To collect the views of a selected

group of people on a given topic ortopics.

■ To give an opportunity for people inyour organisation to have their sayin a qualitative manner.

■ To identify best practice within theorganisation and generate ideas forimprovement.

■ To measure year on year changes inattitude.

When would you use this tool(context)?■ Before and/or after a launching a

product or process that impacts onpeople perceptions.

■ On a regular (e.g. annual) basis tocheck culture/temperature.

■ Following an employee survey togain greater clarity of the data.

How to make the best use ofthe tool (tips and traps) beforethe meeting?■ Select a suitable venue – where people

can talk calmly and uninterrupted.■ Issue invitations with an audience of

between 6-12 people. Ensure theinvitation is clear about the timingand purpose of the meeting, confi-dentiality and what will be donewith the data.

■ Choose and brief a facilitator andnote taker carefully.

What could be done next?■ Ensuring no breaches of confiden-

tiality publish ideas of best practice.■ Draw up improvement/action plans.

Help-Card

Running the focus group:

1 At the start of the meeting, explain the purpose and what you are trying to achieve.

2 Explain how you will record issues, what will happen with the feed back and the approach for maintaining

confidentiality.

3 Spend a few minutes on introductions, this will help to put people at ease.

4 Begin by asking each person in turn for their views before opening up into a group discussion.

5 Use relatively easy questions to begin with, this will help to build rapport.

6 Use open question:

■ How do you feel about?

■ What ideas do you have for?

■ What has helped?

7 At the end of the discussion ask if there are any questions the group would like to ask you then thank

participants for their contribution.

Some sample questions:

■ In turn each tell me about your current role and how it has changed in the last year?

■ What if anything do you know about this current project/product/issue?

■ What communication have you had about it?

■ How do you feel this current project/product/issue does/will affect your role?

■ What ideas for improvement do you have?

■ Have you been able to share these with anyone else?

■ What has helped/hindered you in sharing these ideas?

■ Do you have any questions you would like to ask me?

Developing a communications plan


Excellence One

TOOL #03


TOOL #03


1 Consider what information needs to be shared and why.

2 Think about who needs to have this information and why.

3 Consider when each target group needs the informationand why – is any of the information time critical?

4 Consider how the information is best shared e.g. face toface telephone, letter email. In a group, individually and why.

5 Consider where the information should be shared. If ameeting, then where to be held. If a newsletter then whichone.

6 Consider who is giving the information and why.

Excellence One

Developing a communications planPeople

Why would you like to usethis tool (deliverables)?■ To ensure that the right people

were communicated with through

the most appropriate media at the

most appropriate time.

■ To capture the needs of targeted

audiences to ensure the smooth

running of a project.

When would you use this tool(context)?■ At the planning phase of an impor-

tant project or change initiative.

How to make the best use ofthe tool (tips and traps)? Remember:

■ Writing the plan down helps to

identify gaps and synergies.

■ People can react differently to the

same information depending on

who told them and the timing.

What could be done next?■ Keep reviewing the timeliness and

appropriateness of your communi-

cations plan.

Cost benefit

of project

Cost benefit

of project

Purpose

of project

Purpose

of project

Purpose of

project and

progress

We value

your views

We want

your reaction

To secure

approval

To confirm

funding

arrangements

To gain

support

for resources

To gain support

for resources

required

For

information

To gain

support

and increase

awareness

To improve for

the future

Directors

Finance

manager

Senior

managers

Middle

managers

All managers

Sample of non

managers

All staff

Project

champion

Chris Black

Project

manager

Joe Smith

(project team

member)

Company

Comms

Manager

Company

Comms

Manager

Company

Facilitator

External

research

company

Board paper at

meeting

Face to face

meeting follow

by letter

Attendance at

team meetings

Email and

Managers’

Conference

newsletter

Focus groups

Questionnaire

End October

End November

End November

End December

End November

then bi-monthly

End March

End July

Project

manager select

Chris Black

Project

manager

Joe Smith

Joe Smith

Jane Jones

(team

member)

Jane Jones

(project team

member)

Jane Jones

project team

member

Completed

Approval secured

Completed

Funding

confirmed

Completed

Resources

agreed

Email awaiting

approval venue

booked

First article

written awaiting

publication

Internal

facilitator busy

gone external

for tender

Tenders in

hand

What are

the key

messages?

Why? To Whom? From

Whom?

How and

where?

By when? Who is

responsible?

Update of

progress &

Feedback

review

Example

Developing an action/improvement plan


Excellence One

TOOL #04


TOOL #04


Make a list of the following:1 What needs to be done and why? This may determine the

way in which the actions are completed.

2 When does each action need to be completed – is there aspecial order for doing things?

3 Who needs to complete each action?

4 What resources will be needed for each action?

5 Are their any special contingency arrangements needed?

6 How will the action be done? Is the method set or doesthe individual have discretion over the way they completethe action they have been allocated?

7 What would be the impact of not doing one of the action?

8 How will success be measured? Who will measuring per-formance?

9 How will progress be reviewed? Agree a method forprogress reporting.

10 Who needs to be kept informed?

Excellence One

People

Why would you like to usethis tool (deliverables)?■ To ensure that action which have

been agreed are followed through.

■ To identify resources required and

any interdependencies.

■ To highlight priorities.

When would you use this tool(context)?■ At the end of a meeting to clarify

who is going to do what and by

when.

■ When proposed actions need to

be communicated to others.

■ At any stage during the life of a

project or team to move the

agenda forward.

How to make the best use ofthe tool (tips and traps)?■ Remember the need to balance

time, cost and quality.

■ Be realistic about what can be

achieved.

What could be done next?■ Ensure that progress is being made

through regular reviews. See asking

effective review questions

Developing an action/improvement plan

Produce a newsicknesspolicydocument

Reduce inventorycosts (Stockvolume)

6 weeks

6 months

HumanResourcesManager

Operations director

Newlegislation.Benchmarkother groupcompanies.

■ Ware housemanager.

■ Product line suppliers.

■ Sales force director.

UseGovernmentproducedproforma.

■ Ask supplier tomaintainan emer-gencystock.

■ Test productavailabilityfromalternativesuppliers.

■ Deliver direct to thecustomerfrom thesupplier.

Producewrittendraft.Send forcomment

■ Analyseshelf lifeof top 50productlines bycost.

■ Produce a forecastof newtolerancelevels forslow mo-ving stock.

■ Calculate financialimpact ofmoving tonew levelsand asso-ciated risk in meetingdemand.

■ Testsupplier capabilityto meetnewdeliverycycles.

Break legalrequirement

■ Sustainedinefficien-cies andnon-competitiveoperation.

■ Constraint on abilityto investdue torestrictionof capitaltied up instock.

Policyagreed andimple-mented.

■ No in-crease incustomercomplaintsdue toout ofstocksituation.

■ Improved cash flow.

■ Reduction in ware-housebudget forpurchasing.

■ Supplier deliveryschedule re-nego-tiated.

Fortnightlyreview withHumanResourcesManager andOperationsManager.

■ Dailyreview ofconfirmedordersagainststock.

■ Weekly monito-ring ofinventorychurn.

■ Quarterly sales fore-cast of in-tention topurchase.

Action When? Who? Resources Contingencies

Method Impact ofnon-completion

Measureod succes

Method ofprogress/review

Example

The CV development tool


Excellence One

TOOL #05


TOOL #05


1 Ask the individual concerned to complete or update theirCV. No specific format is required for the activity but asample pro forma can be found overleaf.

2 Ask the individual to talk through their previous jobs/roles.Ask them to identify what were the best and worstmoments of those jobs and why.Write down a summaryof what is said and reflect/repeat it back to them.

3 Ask them to talk about any patterns/trends that haveemerged from that discussion.

4 Ask them to consider those patterns in the light of theircurrent job and to identify any development needs thatnow strike them as important.

5 Look at the current job description and check to see if anyother development needs are apparent.

6 Agree a plan of action.

Excellence One

The CV development toolPeople

Why would you like to usethis tool (deliverables)?■ To encourage the individual and

the manager/mentor to consider

strengths and experiences over a

career history.

■ To enable both to look for trends

and patterns.

■ To ensure that an individuals per-

sonal development is based on

their career and experience to

date not just their current job.

When would you use this tool(context)?■ When an individual begins a new

job.

■ As part of an ongoing review and

appraisal process.

How to make the best use ofthe tool (tips and traps)?■ Encourage the individual to com-

plete/update their CV even if they

are not applying for a job in the

near future. Encourage the individ-

ual to talk about past roles includ-

ing those unpaid even where not

obviously relevant.

■ Be alert and encouraging about

transferable skills.

What could be done next?■ Review progress against career

and development plans on regular

(e.g. quarterly) basis.

■ Use the tool asking effective

review questions.

Personal details

Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Address . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Telephone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Summary of skills

In this section write approximately 200 words which summarize key skills and experience. Imagine this as box advertisement for the individual in a newspaper.Enough to catch someone’s eye and be curious to read on.

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Current role and key responsibilities with dates

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Previous role and achievements with dates

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Previous role and achievements with dates

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Summary of other roles with dates

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Education and Qualifications with dates

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Other achievements e.g publications written

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

References

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Template


Excellence One

TOOL #06


TOOL #06


1 The customer. Begin by identifying the source of therequest for your objective.

2 Stating the objective.Write down what it is they want youto achieve. For example improve productivity on a prod-uct. Increase customer satisfaction on a service or developa process for dealing with complaints.Is it a part of yourorganisation business plan or a specific request from a cus-tomer/sponsor.

3 The team. Define if the objective is for a team or an individual? ■ Do other people in your team have the same objective?■ How does your role differ from theirs?■ Are you responsible for a different product or different

area?

4 Your role.Write down your specific role within that initia-tive.This is the basis of your objective.

5 Success criteria.Write down the names of the people whowill give you feedback on your performance and how thatwill be measured. Consider and write down how you andthey will know if you have succeeded in your task. Forexample by what % is it hoped customer satisfaction willbe improved.This provides the basis for Measurement.

6 Planning.Write down an outline plan of action with dates sothat you can see clearly what needs to be done by when,highlighting what is time critical. Identify barriers or con-straints to achieving your objectives.This should start showwhether the objective is achievable in the time available.

7 Resourcing.Write down any resources needed to meetthe objective, these should include financial, kit, people andtraining needs.

Excellence One

Creating SMART objectivesPeople

Why would you like to usethis tool (deliverables)?■ To give clear focus to a team or

individual on the key things that

are expected of them.

■ To provide a framework for meas-

uring the performance of a team

or individual.

■ SMART objectives are those which

are Specific, Measurable,

Achievable, Resourced and Time

Limited.

When would you use this tool(context)?■ At the beginning of a business plan-

ning cycle or the start of a project.

How to make the best use ofthe tool (tips and traps)?■ Be realistic about what can be

achieved.

■ Remember that meeting an objec-

tive requires a balance between

time, cost and quality.

■ Remember objectives outside the

business plan may require extra

budget and resources

What could be done next?■ Review progress (e.g. quarterly)

against objectives on a regular basis.

■ See the Tool Asking effective

review questions.

Who is the customer for this objective?

The management committee of the company through

the Operations Director.

Is the objective for a team or an individual?

A team objective for all of the catering staff, each will have their own actions to complete for me to meet the objective.

Write down your Specific role within that objective

To manage the catering staff and to set the framework in which to make and deliver the improvement to service.

Write down the criteria for success (how that will be measured) and the names of the people who

will give you feedback on your performance in meeting this objective.

Users of the canteen - Surveys, customer satisfaction improved by 15% or more

Operations Director - Board reports, Quarterly and annual appraisal.

Catering Staff - Team meetings.

Write down an achievable outline action plan for your objective with date and timescales.

Conduct baseline survey (Feb)

Review of survey and action plan (Apr)

Implement changes (Sept)

Re-survey of users (Oct)

Write down any barriers or constraints to achieving your objectives

Commitment of canteen users to fill out survey.

Use of first survey to set the baseline.

Senior management commitment to budgetary requirement.

Level of canteen staff training.

Write down what you need to achieve in your objective in terms of resources and training.

Possible canteen staff training in customer care and service. (8 x1000)

Training and software for surveys. (2000)

Statement of Objective

To improve the level of customer satisfaction in the

canteen by 15% or more as part of the overall busi-

ness plan objective to increase customer satisfaction

levels for all support functions.

Example

Creating SMART objectives

Giving effective feedback


Excellence One

TOOL #07


TOOL #07


1 Ensure the receiver is ready to receive the feedback.Untimely unwanted feedback will be ignored.

2 Focus on a few specific issues that the receiver can dosomething about.Too many issues or those beyond therecipients control will overwhelm and disable them.

3 Try to encourage the recipient to reflect on their ownbehaviour. – How do you think that meeting went? Whatwas your role? What was the role of others? What did youlearn? What would you do differently next time?

4 When giving your own views focus on behaviours andtheir consequences (outcomes).e.g.When you did x the result was y?

5 If the consequence was a feeling then acknowledge yourfeeling.e.g.When you did x it made me feel y?

6 Capture the learning on a Stop-Start-Continue Chart.Write down the feedback in the box provided. See Examlpe.If the feedback is about negative behaviour fill out the stopand start boxes.If the feedback is about positive behaviour fill out the con-tinue box.

Excellence One

Giving effective feedbackPeople

Why would you like to usethis tool (deliverables)?■ To give information to someone

for the purpose of improvement.

■ To say thank you.

■ To reinforce a positive behaviour.

■ To reduce a negative behaviour.

When would you use this tool(context)?■ When feedback is asked for.

■ At an appointed time such as a

review session.

How to make the best use ofthe tool (tips and traps)before the meeting?■ Remember that specific positive

feedback can reinforce positive

behaviours.

■ Use open questions to help the

receiver to reflect on their own

performance and come up with

their own ideas for improvement

– Remember that effective feed-

back is specific, selective and

intended to enable the recipient to

improve.

What could be done next?■ Ask the receiver what would be

helpful to them as a next step. For

example

■ Do they want time to think?

■ Do they want help with an action

plan?

■ Do they want to make contact

with others in similar situations?

Never reply to emails

in time.

Dominating meetings by

interrupting others in team

meetings.

Asking more than one

person to do the same

work.

The presentations I give

are enjoyable and easy to

understand.

Letting emails back up in

my inbox unread.

Poor time management.

Interrupting others in

team meetings.

Giving out work to more

than one person.

Logon twice a day to read

and clear emails on a daily

basis.

Analyse my use of time.

Listen more actively, wait

for all others to finish

before talking. Obtain

feedback from team

members after meetings.

Clarify what I expect and

from whom it is required.

Run regular review

meetings.

Pre-presentation work on

content and style.

Facilitation skills that allow

all to participate.

Use simple language.

I/we will stop doing the

following behaviour?

Feedback I/we will start the


I/we will continue the


Example

Asking for and receiving feedback effectively


Excellence One

TOOL #08


TOOL #08


1 Do not ask for feedback unless you are ready for it andintend to do something with the information.

2 Ask the giver to focus on a few specific issues that you cando something about.

Too many issues or those beyond your control will overwhelmyou.

3 Ask the giver to be specific about what they saw, heardyou do or say.

4 Ask them to describe their perception of the consequenceof your actions.

5 If the consequence was positive ask them to clarify whythey think it worked.

6 If the consequence was negative ask them to help youexplore what could be done differently next time.

7 Capture the learning on a Stop-Start-Continue Chart.

Excellence One

Asking for and receiving feedbackeffectively

People

Why would you like to use thistool (deliverables)?■ To obtain information from some-

one for the purpose of improve-ment.

■ To learn when things went well andwhy.

■ To review when things did not gowell and why.

■ To reduce a less helpful behaviour.■ To reinforce a positive behaviour.

When would you use this tool(context)?■ Shortly after a significant piece of

work.■ When gathering data for a review.

How to make the best use ofthe tool (tips and traps)?■ Remember that specific positive

feedback can reinforce positivebehaviours.

■ Try to reflect on your own per-formance and come up with yourown ideas for improvement.

■ Remember that feedback is onlyeffective when you find it useful tohelp you develop and improve yourskills.

What could be done next?■ Thank the giver and clarify how if

at all they can help you with thenext step.

■ For example:■ by leaving you time to think;■ by helping you with an

action plan;■ by putting you in contact with

others in similar situations.

Help-Card

■ I would like some feedback from you about: (the situation).

■ I value your opinion and I think that you have seen me in this situation enough times to provide constructive

feedback.

■ Do you feel able to help me?

■ What are your observations about: (the situation).

■ Can you give me examples of what you have heard me say, do?

■ Are there any areas where you think I handled this well?

■ How could I have handled this better?

Situation:

■ Giving presentation to an audience.

Observations:

■ Place of delivery too quick.

■ Not enough eye contact.

Examples:

■ You did not stop between key parts of the presentation.

■ You looked at the screen when delivering the presentation rather than the audience.

What did I do well:

■ Good structure of visual aids.

■ Good introduction of concept.

What could I do differently:

■ Pause at natural intermediary steps.

■ Rehearse the night before.

■ Use prompt cards.

Forming the team – getting to know you


Excellence One

TOOL #09


TOOL #09


1 Invite all the team members to a forming meeting. Ensure that the venue is relaxed and accessible to all members.

2 Ensure all key members are able to attend and that the meet-ing is positioned as an important team development activity.Ask each member in advance of the meeting to bring alongtheir current CV. Some will already have CVs while others mayneed to write them for the meeting.This is a useful activity asit will encourage people to come to the meeting having consid-ered their range of strengths and experiences.Consider twoprevious teams they have been in. One that went well and/orthey enjoyed and one that could have gone/enjoyed a lot better.

3 At the meeting ask the members to pair up with another teammember and talk them through their CV. Each person to asktheir partner:■ tell me a bit about your previous jobs and the teams you

worked in;■ which of your previous teams did you like best and why?■ Which of previous teams did you like least and why?■ What are the similarities and differences between this

situation and each of the two you described?

Each person to complete an introduction card which will eventual-ly be copied and shared with the whole team.This should contain:

■ contact details;■ key likes in team working;■ key dislikes in team working;■ key skills relevant to this team;■ key skills not obviously relevant to this team.

4 Two groups of two pair up. In the groups of four each person,using their partners introduction card as a prompt, describestheir partner to the rest of the group of four. One team mem-ber captures a list of skills and preferences for the team on aflip chart for reporting back to the bigger team.

5 Each group reports back to the whole team on the collectionof skills and preferences data for their group.

6 Team agrees some basic principles and ground rules for waysof working.

7 Encourage regular team review.

Excellence One

Forming the team – getting to know youPeople

Why would you like to usethis tool (deliverables)?■ To give team members the chance

to get to know each others

strengths and abilities.

■ To ensure that people are not

typecast by their role but rather

by the breadth of their potential

contribution.

■ To gain an understanding of each

others circumstances and prefer-

ences in ways of working.

When would you use this tool(context)?■ When the team is first being

formed.

■ Just before a major change in

circumstance.

■ Part way through a project if

things were not going as well as

hoped.

How to make the best use ofthe tool (tips and traps)?■ Remember each team member is

much more than their current

role.

■ Remember to value the differ-

ences in the team.

What could be done next?■ Follow up the getting to know you

session with a team feedback ses-

sion.

What are the three

things you value most

when working in a

team.

What skills do you

have that make the

biggest contribution

to the team.

If there was one

change or

improvement to the

way the team works,

what would it be

Comments.

Mutual support Disciplined management of

meeting

Creative power of the team

Facilitation skills Creative thinking Ability to find resources on

the web

Improve the management of

information

Have longer meetings, in

order to do more work

together instead of

dispatching work amongst

individual team members

We often have different

versions of the same

document and we do not

know which one to use

Example

Team feedback


Excellence One

TOOL #10


TOOL #10


1 Invite all the team members to a team feedback workshop.Ensure that the venue is relaxed and accessible to all members.

2 Ensure all key members are able to attend and that the meet-ing is positioned as an important team development activity.

3 In advance of the meeting ask each member to consider twoincidents within the life of the team. One that has gone welland/or they enjoyed and one that could have gone a lot better.

4 At the meeting ask the members to work in threes. (One toquestion, one to answer, one to observe and take notes) ask-ing them about their good and bad experiences Person A toask their Person B:( See questions on next page). Person Cobserver not to ask questions, but to write down persons A’scomments, then at the end of the discussion between personA and B to read them back to person A and return them toperson A. Each in turn to take 20 mins = 1 hour session

5 In the large group share key learning points read together thetools on feedback 40 mins

6 Ask each person to complete at least one ‘thank you’ and one‘please could you’ card and hand it to another member of theteam. 20 mins (See next page for template).

7 Where the key issue is not with a member of the team that ispresent ask team members to commit to giving feedback tothat person. Before absent team members are given feedbackthey need to be briefed on the process and outcomes of theday.The team leader needs to ensure that either they or anominated member of the team does this within an agreedtimescale.

8 Review the effectiveness of the meeting by asking:■ What went well? What went badly? ■ What should we, as a team, Stop/Start/Continue be doing?

9 Encourage regular team review.

Excellence One

Team feedbackPeople


to air their feelings.

■ To ensure that problems and

issues are being dealt with openly.

■ To build on the understanding of

each others skills and preferences

in ways of working.

■ To give time for reflection on per-

sonal behaviour.

When would you use this tool(context)?■ As the team starts to mature and

disagreements become more

apparent.

How to make the best use ofthe tool (tips and traps)?■ Remember each team member is

much more than their current role.

■ Remember to value the differences

in the team.

What could be done next?■ Follow up the team feedback ses-

sion with a team session on

enablers and barriers.

Thank you card:

I was really pleased when you did x.

The effect of x was................

I look forward to working with you again.

Please could you card:

I found it really, disappointing / frustrating/ annoying when you did x

The effect of x on me was...........

I would have preferred it if you had done y

Is there anything I could have done to make it easier for you to do y?

Questions for step 4

■ Tell about your bad experience.- what happened?

■ Who/What hindered you and how?

■ What do you wish they had done differently?

■ What if anything could you have done differently?

■ Who do you need to feed this back to?

■ Tell me about your good experience

■ Who/what helped you and how?

■ What can be learned from this?

■ Who do you need to feed this back to?

Example

Templates

Dealing with enablers and barriers


Excellence One

TOOL #11


TOOL #11


1 Identify the problem statement or issue to be addressed.

2 Brainstorm the enablers and barriers to success.

3 For each enabler and barrier write down the names of thekey people who could fix the issue.

4 Put an C next to those enabler and barriers that are with-in the control of the individual or team conducting theexercise.

5 Beside the other enablers and barriers write down themeans by which the person or persons controlling theenabler or barrier can best be influenced e.g. face to facemeeting, telephone, letter/email. If this exercise is beingdone by a team name the team member best positionedto do this.Where a mechanism for influence can be foundput an I next to the enabler or barrier concerned.

6 Where no influencer can be identified within the team tryto come up with the name of someone known or accessi-ble to a team member who could influence the person orpeople controlling the enabler or barrier.Where a suitableaccess can be found put an A next to the enabler orBarrier concerned.

7 Put an O next to those things totally outside your controlor influence.

8 Capture your findings on the template provided as arecord of your analysis.

Excellence One

Dealing with enablers and barriersPeople

Why would you like to usethis tool (deliverables)?■ To identify which factors are with-

in the control of an individual or

team.

■ To identify which factors are out-

side the control of the individual

or team but can be directly influ-

enced by them.- To identify which

factors are outside the direct con-

trol or influence of the team but

can be influenced via a 3rd party.

When would you use this tool(context)?■ When faced with (an) issue(s) that

is/are proving difficult to progress.

How to make the best use ofthe tool (tips and traps)?■ Use it with your team.

■ Make it clear: this is not a tool to

plan internal manipulation. It is a

tool to secure critical support for

your project.

What could be done next?■ Draw up an action plan to deal

with the enablers and barriers.

List enablers and

barriers

Budget

Availability of suitable

trainers

Willingness of

Operations Manager

to release staff

Adverse weather

conditions may

require all staff to be

reassigned to other

duties

Who can fix it

(i.e. the

controller)?

Equal Opportunities

Manager

Training Manager

Operations Manager

Not applicable

Who do team

know who can

influence

controller?

Equal Opportunities

Manager is part of

the team.

Team Leader

Operations Manager’s

PA

Not applicable

- check weather

forecast

Means to influence

controller

Not applicable

Telephone call

followed by email

Email followed by

face-to-face meeting

Not applicable

Team in control?

C - control

I - influence

A - accessable

O - outside

C

I

A

O

The following table is a sample analysis of the enablers and barriers for running an Awareness Session

on Diversity.This can be used to analyse any task or project either as an overview or at the detailed

task level.This approach is sometimes called the spheres of influence/control

Outside

Control

Influence

Acces

Spheres of influence and control

Example

Saying goodbye


Excellence One

TOOL #12


TOOL #12


1 Invite all the team members to a gathering.This could bein a business or social setting. Review the checklist beforeand after the session.

2 Acknowledge in the invitation the approaching ending ofeither the task, the team or the departure of a key individual.

3 Spend some time discussing what the team was set up todo and capture the best moments.

4 Spend some time discussing what could have gone betterand what people learnt from that.

5 Spend some time discussing what is going to happen topeople next.

6 Provide an opportunity for people to exchange contactdetails for future networking.

7 Wish people good luck for the future and depart.

If the gathering is an informal one then the above discussionsare likely to take place over a meal or drink.A summary of keypoints can be made as part of an after dinner speech or beforeprizes or gifts are distributed.

Excellence One

Saying goodbyePeople


to celebrate their successes.

■ To give team members a chance to

reflect on things that could have

gone better.

■ To acknowledge the end of this par-

ticular situation and make space for

a new opportunity.

When would you use this tool(context)?■ As the team is about to dissolve or

radically change.

■ As the task is about to be completed.

■ As a key individual is about to the

leave the team.

How to make the best use ofthe tool (tips and traps)?■ Do not underestimate the impor-

tance of a closure event as a means

of enabling people to move for-

ward.- Ensure that the event is

appropriate to the task, team and

individual personalities. In some situ-

ations a farewell drink will suffice, in

others a more formal review meet-

ing or ‘wake’ may be needed to

mark the end.

What could be done next?■ Look to see if the learning from this

team can be shared with any other

team either via individuals or a data-

base.

■ If appropriate suggest a reunion

meeting between 1 month or 1 year

to encourage networking.

Did youDone

1 Acknowledge the contribution made by the team and individuals.

2 Recognise the contribution of everyone.

3 Reinforce the positive experience of working in groups.

4 Create a symbolic break that helps people to move onto something new.

5 Commit to maintain network (If appropriate).

Checklist


Excellence One

Partnership and Resources

Tool#: 01 Red tag 94Tool#: 02 Red tag board 96Tool#: 03 5S Audit: Manufacturing 98Tool#: 04 5S Audit: Office 100Tool#: 05 5S Radar graph 102Tool#: 06 Technology Identity card 104Tool#: 07 Technology/Stakeholders matrix 106Tool#: 08 Make versus buy Checklist 108Tool#: 09 Critical Success Factors for developing Partnership 110Tool#: 10 Monitoring partnerships 112

Red tag


Excellence One

TOOL #01


TOOL #01


1 Gather the 5S team together.

2 Visit the workplace.

3 Identify items that need to be repaired or improved.

4 Fill-in the red tags.

5 Bring the tear-off slip to the 5S Board.

Excellence One

Red tagPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To identify items that need to be

repaired or improved in a restora-

tion initiative.

■ To have a visual means of placing

orders to repair or improve the

work area on a regular basis.

When would you use this tool(context)?■ When starting a 5S implementation.

■ When implementing 5S on a con-

tinuous basis.

How to make the best use ofthe tool (tips and traps)?■ When something can be done on

the spot, do it immediately. Do not

wait for someone to spot the tag

and to do it later.- Do not use the

procedure to place orders on the

maintenance department.The 5S

team can take care of the work by

itself in many cases.

■ Create a high level of understanding

in the 5S team, so that red tags

can be used autonomously.

What could be done next?■ Fill in a red tag board.

■ Allocate work to be done.

■ Monitor work to be done.

%Description of the damage:

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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Where: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . When: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Spotted by: . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Num

ber:

. . .

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. . .

. . .

. . .

. . .

. . .

. . .

RED

TAG

Dat

e:. .

. . .

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/. .

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Dep

artm

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by:

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Des

crip

ition

of t

he d

amag

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Template

Red tag board


Excellence One

TOOL #02


TOOL #02


1 Construct a display board in the form of a table markingthe following columns:■ number of the tag;■ damage description;■ place where damage occurred;■ date of the tag attachment;■ date of the action.

2 Using data gathered when posting red tags, complete thetable:■ red tag Number;■ damage description;■ place, where the damage occurred;■ date of attaching the tag;■ date of action.

3 Review with 5S team gathered in front of the board andcomplete last column.

Excellence One

Red tag boardPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To control all the red tagged

marked actions and equipment.

■ To locate and track easily the

place of damage.

■ To monitor the responsiveness of

the organisation in respect to the

removal of occurrences of damage.

When would you use this tool(context)?■ Every time a red tag is placed on

any abnormality.

■ When monitoring of red tags is

required.

How to make the best use ofthe tool (tips and traps)?■ Make it part of a 5S visual display

area.

■ Clarify accountabilities during the

first few weeks of implementation.

(Some of the red tags can be dealt

with by the team, others need

support from maintenance).

■ Get the team to manage the

board autonomously.

What could be done next?■ Improve responsiveness of the

organisation to the removal of

abnormalities.

Company car:

Opel Astra,

BN 88730

Graphics office

Board meeting

room

Computer

hardware stock

Reception room

Board room

Software

development

office

12.03.2001

11.03.2001

11.03.2001

14.03.2001

14.03.2001

14.03.2001

16.03.2001

14.03.2001

11.03.2001

13.03.2001

14.03.2001

15.03.2001

15.03.2001

16.03.2001

14.03.2001

11.03.2001

13.03.2001

14.03.2001

15.03.2001

18.03.2001

17.03.2001

Red tag

number

Damage

description

Date of

attaching

the tag

Date of action Date

completed

Place, where

the damage

occured

03442

04553

32221

32291

34421

56003

34432

Broken clutch

Scratches on the

plotter needle

Broken

emergency

alarm glass

LCD Display

dusty

Floppy drive

damaged

Mobile phone

display broken

Faulty Hard drive

Template

5S Audit: Manufacturing


Excellence One

TOOL #03


TOOL #03



2 Visit the work area.

3 Team members record scores to the checklist (following)individually.

4 Review scores as a team and agree a team score.

Excellence One

5S Audit: ManufacturingPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To structure a manufacturing

restoration process.

■ To clean-up and re-organise work-

places.

■ To introduce visual management.

■ To introduce long-lasting house

keeping procedures, that will be

followed by the employees.

When would you use this tool(context)?■ When you start implementing 5S.

■ When you want to sustain 5S effort.

■ When you want to develop a 5S

measurement system.

How to make the best use ofthe tool (tips and traps)?■ Adapt the checklist to your specific

situation.

■ Base judgements on Facts (what

did you see that backs-up your

judgement).

■ Use the audit as a means of identi-

fying improvement actions.

What could be done next?■ A 5S radar graph could be prepared

to present findings in a visual

manner.

Achievement degree

Clear

1 Is the pre-cleaning state of the workplace recorded (video- tape,photograph,...)?2 Is the workplace free of any dirty areas? 3 Is the area free of any unneeded equipment? 4 Are the machines free of any broken parts?5 Has all the equipment been properly secured? 6 Is the person responsible as well as the detailed plan ready?

Clean

1 Are all the areas, corners, floors and machines clean?2 Are all the machines free of any dents, holes, leaks and other damage?3 Are all the hardware parts placed in specific boxes and marked?4 Are the machines free of any loose or unsecured parts?5 Is the floor clean of oil stains, clippings, off-cuts,...?6 Is the production area free of any unused spare parts?

Organize

1 Is all the equipment given a place according to usage frequency?2 Are there specially designed areas for service materials (e.g.lubricants)? 3 Has all the equipment been put into the right place?4 Is all the safety equipment (extinguishers, fire-blankets,...) kept properly?5 Is the area correctly lit and marked, including emergency exits?6 Are the materials to clean the equipment easily obtainable?

Standardize

1 Are the standard procedures and labels used?2 Are all the employees informed about their cleaning responsibilities?3 Are the cleaning procedures clearly marked and visible?4 Are there scales, showing progress in using these procedures?5 Are there clear and visibly displayed safety and health procedures?6 Is there a standard identification for stock areas?

Sustain

1 Are there any story boards, flipcharts,..., for message posting, etc.?2 Is there a 5S board visible?3 Is there a meeting schedule for the 5S team?4 Are the cleaning processes clearly defined for all the employees?5 Are the photographs from the beginning of the 5S work visible?6 Is there any feedback-enabled application in place?

Checklist

low high

5S Audit: Office


Excellence One

TOOL #04


TOOL #04



2 Visit the work area.

3 Team members record scores to the checklist (following)individually.

4 Review scores as a team and agree a team score.

Excellence One

5S Audit: OfficePartnership &Resources

Why would you like to usethis tool (deliverables)?■ To structure an office restoration

process.

■ To clean-up and re-organise work

places.

■ To introduce visual management.

■ To introduce long-lasting house-

keeping procedures, that will be

followed by the employees.

When would you use this tool(context)?■ When you start implementing 5S.

■ When you want to sustain 5S effort.

■ When you want to develop a 5S

measurement system.

How to make the best use ofthe tool (tips and traps)?■ Adapt the checklist to your specific

situation.

■ Base judgements on Facts (what

did you see that backs-up your

judgement).

■ Use the audit as a means of identi-

fying improvement actions.

What could be done next?■ A 5S radar graph could be pre-

pared to present findings in a visual

manner.

Achievement degree

Clear

1 Is the pre-cleaning stage recorded visibly (video-tape, photographs,...)?2 Is the office free of any untidy parts? 3 Are all the cabinets, drawers and desks functional? 4 Do all the windows, air-conditioning and fans work properly? 5 Has all appropriate equipment been properly secured? 6 Is the person responsible for the office and a detailed plan ready?

Clean

1 Are all the areas, corners, floors, desks and tables clean?2 Is the office free of any old newspapers and out of date materials?3 Is all the office hardware placed in appropriate boxes?4 Are all personal belongings put away and not visible?5 Is there a clearly marked place for everything?6 Are all business cards and contact lists put into appropriate folders?

Organize

1 Is all the equipment given a place according to usage frequency?2 Do cleaning people clean all the offices daily? 3 Are the office stocks marked clearly?4 Is access to office hardware easy and ergonomic?5 Are the materials to clean the equipment easily obtainable?6 Are there clear and visibly displayed safety and health procedures?

Standardize

1 Are the standard procedures and labels used?2 Are all the employees informed about their cleaning responsibilities?3 Are the cleaning procedures clearly marked and visible?4 Is the area correctly lit and emergency exits clearly marked?5 Are all labels correctly positioned?6 Are all abnormalities recorded and dealt with?

Sustain

1 Are the standards followed by everyone in the office?2 Is there a continuous improvement plan?3 Is cleanliness maintained without intervention?4 Are the cleaning processes clearly defined for all the employees?5 Are the photographs from the beginning of 5S work visible?6 Is there a 5S board visible?

Signature: . . . . . . . . . . . . . . . . . . . . . . . Date: . . . . . . . . . . . . . . . . . . . . . . First/second audit . . . . . . . . . . . . .

Example

low high

5S Radar graph


Excellence One

TOOL #05


TOOL #05


1 Construct a graph – in the format of the diagram following.

2 Label each of the axes according to the elements of the 5Saudit; add a scale to each axis.

3 Using your results from the 5S audit, mark -up the graphwith a point on each axis.

4 Join up all the points to produce a profile that summarisesthe position following the audit-see diagram following.

5 Display the graph in appropriate work areas.

6 Update the graph after each audit.

Excellence One

5S Radar graphPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To present the outcome of a 5S

audit in a graphical format.

■ To demonstrate progress – follow-

ing repeat use of the 5S audit.

When would you use this tool(context)?■ When you need to have a plat-

form for comparison.

■ When you want to promote 5S

usage.

■ When you want to monitor

changes happening in the work-

place.

How to make the best use ofthe tool (tips and traps)?■ Try to stick to the same scale for

the axes.This will enable you to

highlight progress after repeat

audits.- Use the graph to share the

outcomes of the audit with those

who participated and those who

will be involved in future actions.

■ Identify one person in the 5S audit

team to have responsibility for

constructing the radar graph.

What could be done next?■ Identify the areas for improve-

ment; define actions and targets to

be achieved by the next 5S audit.

0

OrganizeStandardize

Sustain Clean

Clear

3 6 9 12 15 18 21 24 27 3030 27 24 21 18 15 12 9 6 3

30272421181512963

36

3027

2421

1815

129

36

3027

2421

1815

129

Example

Technology Identity card


Excellence One

TOOL #06


TOOL #06


1 Provide the name of the technology.

2 Describe the technology (what it does? how it works?).

3 Explain potential interaction with other technology.Whatcould we get if we were combining this technology withother ones? What value or performance could we get outof this combination?

4 Describe the potential impact of the technology on theorganisation (what could happen if the organisation wouldnot adopt the technology? How is it likely to happen?What would happen if the organisation adopts the tech-nology?)

5 Define the variables that will govern the adoption of thetechnology not just for the organisation but for the indus-try or all potential industries. Explain how they will impactthe adoption.

6 Define the kind of skills and knowledge and resources thatwould be required to back up the technology if the organi-sation wants to acquire it.An idea of the required invest-ment can be provided.

7 Who are the leading edge organisation in the field of thistechnology. Define if they are competitors or potentialpartners.

8 Describe the current position of your organisation regard-ing this technology.What knowledge is already owned bythe organisation.What are the skills that are already inplace.

Excellence One

Technology Identity cardPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To understand a technology and

its impact on the organisation.

■ To record all information about a

technology that can be useful for

the development of scenarios and

further decisions.

When would you use this tool(context)?■ When the organisation is trying to

understand what technology it

needs to monitor, develop, and

implement.

How to make the best use ofthe tool (tips and traps)?■ Do not provide lengthy descrip-

tions.This is an input for strategic

decisions amongst many other

input.

■ Ask feedback from different

experts, it is often difficult to vali-

date the information with a high

degree of confidence, nevertheless,

having more than one point of

view is often useful.

What could be done next?■ Develop scenarios.

■ Pass information to management

team.

1 Technology name:Video-conferencing through Internet Technology #:1

2 Description of the technology

■ Web-cam installed on PCs, connected to the existing internet line.

■ Allow one to one meeting with sound andimage.

■ Access to white board application (work onthe same document from different locations).

■ All to have a 3 to 5 persons video conferencing.■ Videoconferencing software are currently free.

3 Interaction with other technology

■ Totally integrated within internet technology.■ Not easy to fully integrate in the Technical

infrastructure developed for virtual communi-ties of practice.

4 Potential impact on the organisation, its product and processes

■ Less travelling.■ Can be used to support e-learning.■ Can be used to support face to face customer service.■ Can be used to support virtual communities of practice and other virtual teamwork.■ Can help building more frequent relations with partners.

5 Variables governing adoptions of the

technology

■ All computers equipped with relevant tools (loudspeakers, sound card, microphone and asame videoconferencing software).

■ Connection capacity needs to be adjustedaccording the number of users

■ Not expensive.

6 Skills and disciplines and resources

required to back up the technology

■ Nothing special beside training on how the different systems can work.

■ Investment would be approximately 10KEuros for hardware.

7 Leaders in the development of this

technology

■ Net meeting.■ Logitech.■ Compaq.

All those are potential providers of the technology.

8 Organisation current position in the

development of this technology

■ We are capable of implementing the techno-logy within few months depending of therequirement to integrate it into our process-es, products and service.- We need to get ourcustomers and partners to be equipped withthe equivalent equipments to have a significantimpact.

Template

Technology/Stakeholders matrix


Excellence One

TOOL #07


TOOL #07


1 List all the stakeholders of the organisation.

2 List all the technologies that you want to assess as poten-tial candidates for integration into the technology portfolio.

3 Define the impact of the technology on the differentstakeholders.

Excellence One

Technology/Stakeholders matrixPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To understand the impact of a

technology on the stakeholders of

the organisation.

■ To anticipate the consequences of

the adoption of a technology is

worth adopting.

When would you use this tool(context)?■ When the organisation is trying to

understand what technology it

needs to monitor, develop, and

implement.

How to make the best use ofthe tool (tips and traps)?■ It can be a lengthy exercise, an

external team should do the

preparatory work before review

by the Management Team.

■ Take time to discuss impact, con-

sequences, benefits, drawbacks and

risks.

■ The same exercise can be con-

ducted using the organisation’s

processes or goals instead of the

stakeholders.

What could be done next?■ Select the technologies that should

be investigated further.

■ Prepare an adoption plan for the

selected technologies.

Technology

New planning

algorithm

All ERP systems

needs to be

integrated

Customers know

when their parts will

arrive

Sales force needs to

be trained

Small logistics

providers will not be

able to invest

Customers can

quickly view drawings

of their likely

purchase


be informed and

retrained

Product data need to

be shared

Customers can

automatically access

quotations and lead

times


be informed and

retrained

Transaction and

reporting processes

need to be reviewed

Training will be

required

Less paper used

Parts tracking

technology

Parametric

tolerancing

Internet

technologyStakeholders

Customers

People

Suppliers

Distribution

channels

Society

Example

Make versus buy Checklist


Excellence One

TOOL #08


TOOL #08


1 Follow through the list of questions in the checklist, andconsider whether they are relevant to your organisation inthe sense that ‘this point helps in the assessment of thesituation’.

2 Record all pertinent comments.

3 For the issues that have been considered relevant, analysethe options available against the organisation’s plans andstrategies.

4 Take the best overall Make or Buy decision based on yourfindings and develop implementation plans.

Excellence One

Make versus buy ChecklistPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To assess whether you are consid-

ering the full range of options

when reviewing your supply and

procurement strategies.

When would you use this tool(context)?■ When you need to make a funda-

mental review of your supplier

base and assess the end-to-end

performance, the efficiency of the

whole value stream and the need

for rationalisation and improved

relationships.

How to make the best use ofthe tool (tips and traps)?■ Do your review with a cross-func-

tional team of people. Include rep-

resentatives of the key activities

involved and the decision makers.

What could be done next?■ Take decisions in line with what

you have learnt from using the

checklist and the organisation’s

strategy.

Adressed?

1 What are the core competencies of your organisation? Should your organisation

develop new competencies? Would it differentiate your products or services?

2 How critical are these parts or sub-modules to the success of the subsequent

products or services you generate?

3 Are these parts or materials produced by reliable suppliers or partners? How do you

compare to them in terms of costs, quality, rate of improvement? What is the

likelihood that one of the suppliers could become your competitor?

4 What are the total costs associated with each outsourcing decision? Do you want

suppliers to invest with you and share the risk and become partners? Are you willing

to commit resources to become and stay world class?

5 Are you achieving optimum utilization of resources and ensuring the support of your

core competencies?

6 Have you identified all out-of-pocket expenses including price to supplier, customs

and duties, and transportation?

7 Have you identified all operational expenses including procurement, use, repair and

inventory costs?

8 Have you identified all strategic expenses including technology, environmental and

inventory costs?

9 Have you established the total cost of ownership for the entire life-cycle of products

and services and targets for each key product and service?

Checklist

Critical Success Factors for developing Partnerships


Excellence One

TOOL #09


TOOL #09


1 Gather together a cross-functional team to review thesuccess factors of the partnership.

2 Discuss each success factor in turn and agree their precisemeaning for your organisation.

3 For each success factor identify:■ what has been done over the past year;■ what are your strengths;■ what are you weaknesses.

4 Develop a plan for the team to improve the situation.

Excellence One

Critical Success Factors for developing Partnerships

Partnership &Resources

Why would you like to usethis tool (deliverables)?■ To overcome the barriers to a

good and effective partnership

relationship.

■ To assess the chances of success

of a partnership relationship.

When would you use this tool(context)?■ When an organisation needs to

review the basis of a partnership.

■ When there is need to focus on

decisions vital to the success of a

partnership.

How to make the best use ofthe tool (tips and traps)?■ Select a critical few areas of focus.

What could be done next?■ With your partner, jointly address

the success factors selected – this

will help overcome barriers and

should enhance the relationship.

Help-Card

1 Establish a global perspective mindset in purchasing/partnering

View the world as the market and adopt an objective approach to globalize the supply base.There may be a need

for training and investment in global infrastructure competencies.

2 Gaining the full support of top management

Critical to success is top level commitment at both buying and supplying organisations to provide resources.

Management will need to make a business case based on the costs and benefits expected to be achieved.

3 Gaining cross-functional support

Overall improvement of supplier capability will benefit from the insights and capabilities of individuals from

operating functions such as engineering, purchasing or quality and from an effective information system. Bringing

together cross-functional teams will be instrumental to success.

4 Relying on global information systems

IT systems can significantly speed up the readiness of internal users to work with a very dispersed partner-

ship base. Individuals can be linked effectively to the supply chain, a unified set of metrics can be established and

advantage taken of leveraging global opportunities.

5 Focused on Excellence in process management

Business and Operational Excellence is a fundamental building block in the partnership development strategy.

It establishes a formal process for identifying the root causes of problems, setting up corrective action for the long

haul and monitoring relationship results. Business Excellence tools and training bring a common language to the

partnership, understood around the world, regardless of nationality and culture.

Monitoring partnerships


Excellence One

TOOL #10


TOOL #10


1 Gather a cross-functional team of people involved in thepartnership.

2 Discuss and, where possible, answer the questions on thechecklist following.

3 Identify gaps in knowledge or understanding.

4 Outside the meeting, collect relevant data.

5 Re-convene the team, take final decisions on the monitor-ing system and agree an implementation plan.

Excellence One

Monitoring partnershipsPartnership &Resources

Why would you like to usethis tool (deliverables)?■ To ensure all pertinent areas are

addressed in the design of a per-

formance measurement system for

partnerships.

When would you use this tool(context)?■ When you are ready to structure

the monitoring of the perform-

ance of a partnership.

How to make the best use ofthe tool (tips and traps)?■ Be strict on time at the meetings -

avoid excessive debate on individ-

ual items in the checklist. Keep the

discussion fact-based.

What could be done next?■ Consider if any items on the

checklist need special attention. If

necessary, take appropriate action.

Help-Card

1 Monitoring. Define:

■ what will be monitored;

■ who will do the monitoring;

■ how the monitoring will be done;

■ the data to be collected;

■ the frequency of data collection.

2 Analysis and evaluation. Define:

■ the partner’s performance objectives;

■ who will do the analysis and evaluation;

■ who will review the results;

■ how will you use the results.

3 Improvement. Define:

■ the key needs to be considered in achieving improved partner performance;

■ how will you select the most important improvement initiatives;

■ the improvement approach to be used;

■ how the cost/benefit of improvements will be considered.

4 Approaches. Consider whether:

■ monitoring would be managed internally;

■ your partner is capable of monitoring;

■ your partner would make a ‘self-report’;

■ your partner is qualified/certified;

■ monitoring will be done daily, monthly, annually...

5 How to monitor data. Consider:

■ from system, process, product, or service audit;

■ direct feedback from a survey;

■ returns, repair records, claims, warranties...;

■ data from process measures;

■ data from product or service tests;

■ analysis of sales records;

■ other sources.


Excellence One

Processes

Tool#: 01 Improvement activity charter 116Tool#: 02 Helicopter view of the organisation 118 Tool#: 03 Helicopter view of processes 120Tool#: 04 Key process selection matrix 122Tool#: 05 Process mapping at activity level 124Tool#: 06 Identification of customer expectations 126 Tool#: 07 Customer satisfaction analysis 128Tool#: 08 Listening to your customer 130Tool#: 09 Process activity /customer requirement matrix 132Tool#: 10 Process mapping 134Tool#: 11 Check-sheet 136Tool#: 12 Pareto diagram 138Tool#: 13 Histogram 140Tool#: 14 Control chart 142Tool#: 15 Cause and effect diagram 144Tool#: 16 Scatter diagram 146 Tool#: 17 Identify Improvement Areas 148Tool#: 18 Brainstorming 150Tool#: 19 Selection matrix 152Tool#: 20 Failure mode effect analysis (FMEA) 154Tool#: 21 Improvement activity review checklist 156 Tool#: 22 Success story 158

Improvement activity charter


Excellence One

TOOL #01


TOOL #01


1 Find a name for your improvement activity (this does notneed to be the first step, if you have no ideas).

2 Express the expected outcome and the deliverables ofsuch an improvement activity in a qualitative way – howwill it be when you have succeeded?

3 Describe what your improvement activity is about – whatwill you do to achieve the ideal state expressed above?

4 State in a very precise way the objectives of your improve-ment activity and its contribution to the strategic objectiveof the organisation – what will prove that you have suc-ceeded? Which strategic objectives will be significantlyimpacted?

5 Define the measurement system for your improvementactivity – which indicator is to be measured? What is thecurrent performance? What is the performance to beachieved ? By when should it be achieved?

6 Express the guidelines and ideas that have been expressedto help achieving such targets and goal.

7 State the constraints – what cannot be changed? Whatperformance must be maintained? Give the assumptions –why was this important to pursue?

8 Give a list of the team members.

9 Sketch a broad action plan – what should be done? Bywhen?

10 Express the financial outcome – how much will it cost,how much will we save?

Excellence One

Improvement activity charterProcesses

1 Project title: Redesign of supply chain process for product range XYZ

Activity #: 07

2 Expected outcome/deliverables

We will be able to promise customers delivery dates that match their requirements.We will be able to have people that feel fully responsi-ble to fulfil customer requirements.

3 Improvement activity statement

Redesign the supply chain process for product XYZ.

4 Objective statement and contribution to the strategic priorities

Contributes to our strategic priorities on customer satisfaction and ‘conditions for growth’.

5 Measurement of success (indicator, current performance, performance to achieve, by when)

Lead time for delivery: From less than 25 days to Less than 10 days by 09/2002.Service level: From 75% to 95% by 09/2002.

6 Guidelines and key ideas

Develop new inventory policy with suppliers.Implement customer focus teams that own the complete process.Use Lean Process redesign approach.

7 Constraints and assumptions

No radical change of ERP system.Cost to be reduced, not increased.Other aspects of quality not to be reduced.

8 Improvement activity team (name/department/expected contribution and role/involvement level)

John Logistics Project leader 2 days a week over the next 6 monthsMary Planning Contributor 20 days over the next 6 monthsJohan Production Contributor 20 days over the next 6 monthsLouise CRM Contributor 20 days over the next 6 monthsPeter IT Expert 10 days over the next 6 months

9 Improvement activity plan (action/bywhen/owner)

Define project by Dec 2001 JLRedesign process by Feb 2002 JLReview Impact on IT by Feb 2002 PIImplement new process by June 2002 JLReview achievement by Sept 2002 JL

10 Expected financial outcome

Cost:Time of the team: 100 kEuroImplementation: 100 kEuro

Savings:Reduction of inventory 120 kEuro/yearProductivity 100 kEuro/year

Why would you like to use this tool (deliverables)?■ To describe the improvement

activity you are working on.■ To answer the basic questions, any-

one would ask, to understand thepurpose and the goals of theimprovement activity team.

■ To help the team to clarify its mis-sion, goals and resources.

When would you use this tool(context)?■ Whenever you start an improvement

activity – Whether it is linked direct-ly to the strategic priorities or not.

■ At the very beginning of an improve-ment activity.

■ As part of the deployment of break-through actions within the organisa-tion.

How to make the best use ofthe tool (tips and traps)?■ The improvement activity charter

should be reviewed as the improve-ment activity progresses. It is not aone-off exercise but an aid to scopeand define your project.- Get thepeople who are asking for theimprovement activity to be initiatedto complete the charter with you –it helps to understand what isexpected from you.

■ Use it as a tool to explain anddefine what is expected from theothers involved..

What could be done next?■ Communicate about improvement

activities using the improvementactivity charter.

■ Go to the next steps of your improve-ment activity – see action plan on theimprovement activity charter...

Example

Helicopter view of the organisation


Excellence One

TOOL #02


TOOL #02


1 Define the boundaries of your company. Draw a large boxrepresenting your company. Define your customers andsuppliers (in a very broad sense).Add links to the externalenvironment.

2 Identify inputs and outputs. Define and list the inputs to theorganisation. Draw boxes and list all the outputs linking tocustomers.

3 Enabler processes. Determine which processes stimulateparticular outputs -find the links between these processes.

Excellence One

Helicopter view of the organisationProcesses

Why would you like to usethis tool (deliverables)?■ To define the company’s processes.

■ To show inter-connectivity

between processes.

■ To develop a process-oriented

measurement system in the com-

pany.

■ To help the organisation’s stake-

holders understand the scope and

framework of activities.

When would you use this tool(context)?■ When redefining the organisation’s

key processes and structure.

How to make the best use ofthe tool (tips and traps)?■ Clearly identify the relationships

with the environment.Take into

account all stakeholders.

■ Maintain a consistent level of detail.

■ Keep a list of the other inputs/out-

puts you did not include in heli-

copter view (as they were too

detailed).

■ Involve as many people as possible

in this exercise – to have a clear

and comprehensive picture.

What could be done next?■ Key processes can be identified.

Production engineering process

Auditors

Training process

Recruitment process

HQ productdevelopment

process

Stakeholders

Customer

Supplier

Stakeholders

Headquarters

Legal institutions

Certification

Information

Quality assurance process Certification

Maintenancesupplier

Parts andservices

CustomerForecast

Orders

Maintenanceprocess

Productionprocess

Delivery process

Product &services

Supplier Parts andservices

Orders

Payments

Communicationof strategy

Strategic planningand business

excellence process

Reporting

Workforcesupplier

Workforce

Tax payment process Taxes

PlanningProcess

Sourcingprocess

Information

Stakeholders

Example

Helicopter view of processes


Excellence One

TOOL #03


TOOL #03


1 Create a square template for processes to be placed.Inside draw boxes for inputting sub-processes, outside thetemplate mark boxes for suppliers, inputs, customers andoutputs.

2 Define sub-processes.

3 Define for each processes the input needed.

4 Define the suppliers of each input.

5 Define for each sub-processes the outputs.

6 Define the customers of each sub-processes.

Excellence One

Helicopter view of processesProcesses

Why would you like to usethis tool (deliverables)?■ To define the boundaries of a

process.

■ To identify all input/output of a

process.

■ To define the main sub-processes

or activities.

When would you use this tool(context)?■ When identifying the processes of

an organisation.

■ When redesigning or improving a

key process.

How to make the best use ofthe tool (tips and traps)?■ Involve the people working within

the process to do this.

■ Each sub-process has output that

goes directly to the next sub-

process, those do not need to

appear on the diagram.

■ Take only into account what goes

outside of the process.

What could be done next?■ Key process selection can be

done.

■ Process mapping can be done.

Priorities

Priorities

Processdesign

Supplier Input Process Output

Production

Production

Customer

Production

Other DPT

Maintenancesuppliers

Production

Production

Production

Engineering

Equipmentsupplier

Production


Production


Production


Production

TPM steeringgroup

TPM steeringgroup

Engineering

Request

Data

Parts

Parts

Data

Parts

Data

Perform, predictiveMaintenance

Record requirement andplan maintenance

Schedule

Order

Equipmentmaintained

Equipment

maintained

Equipmentmaintained

Develop maintenance planfor new equipment

Improved

OEE

Revisedprocesses

Improvedcompetencies

Maintenanceselectioncriteria

Maintenanceplan

Perform preventivemaintenance

Perform reactivemaintenance

Contribute to TPMimprovement activities

Develop maintenancecompetencies

Example

Key process selection matrix


Excellence One

TOOL #04


TOOL #04


1 List all existing processes and create a matrix in the man-ner shown below.

2 Identify the criteria you want to use to select the keyprocesses.

3 Enter the contribution value (on a scale of 1 to 5) for eachprocess/criterion intersection.

4 Multiply together the contribution values for each process.

5 Enter the figure obtained in the total column (see matrix).

6 Select the key processes – those showing the highest valuesin the total column.

Excellence One

Key process selection matrixProcesses

Why would you like to usethis tool (deliverables)?■ To determine your key processes.

■ To understand the strategic signifi-

cance of your processes.

When would you use this tool(context)?■ When deploying your strategic

priorities.

■ When reviewing organisational

structure.

How to make the best use ofthe tool (tips and traps)?■ Take the time to identify criteria

that align with your strategic

direction.

■ Do not take more than 20 process-

es into account.

■ Record your assumptions underlying

the contribution values given.

What could be done next?■ Deploy objectives and actions on

key processes.

■ Redesign the key processes of the

organisation.

Impact on

customer

Contribution

to strategy

Financial impact Total

Processes

Develop software solutions

Develop hardware mainframe

Integrate soft and hardware

Customize the platform

Deliver the product

Service the product

5

4

3

2

2

5

3

5

2

1

3

5

3

4

2

2

3

3

45

80

12

4

18

75

Criteria

Pro

cess

es

Example

Process mapping at activity level


Excellence One

TOOL #05


TOOL #05


1 Define the people operating or interacting with theprocess (the actors).

2 Define the initial input to the process.

3 Define all activities of the process.

4 Create chart (see below) with actors on the left and theiractivities in sequence to the right.

5 Draw in the inter-connections.

Excellence One

Process mapping at activity levelProcesses

Why would you like to usethis tool (deliverables)?■ To map a process through all the

levels of its implementation.

■ To understand process flow.

When would you use this tool(context)?■ When redesigning a process.

■ When improving a process.

■ When reviewing a process.

How to make the best use ofthe tool (tips and traps)?■ Stay at the same level of detail

throughout the analysis.

■ Stay at department level for the

actors.

■ Involve some process actors in the

mapping.

What could be done next?■ Map process at detailed level.

■ Look at the contribution of the

activities to customer require-

ments or cost.

ManagementTeam

Marketing

Productmanagers

Customerservice

Define proposedpromotion plan

BudgetOK

No

Yes

Identify key potentialmedia for promotion

Define key segments tobe addressed

Review marketsegments

Identifypromotionobjectives

Annual plan

Example

Identification of customer expectations


Excellence One

TOOL #06


TOOL #06


1 Prepare the template for identification of customer expec-tations.

2 Conduct an interview with the customer – face to face orby phone.

3 Ask the customer to provide their expectations related tothe outputs you deliver to them, stress that you needinformation on specific expectations, not problems.Try toget all their expectations before assessing the importanceof the expectations.

4 Ask your customer to rate the expectations by impor-tance (use a scale from 1 to 5).

5 Ask your customer to rate your performance level on ascale from -3 to +3.

Excellence One

Identification of customer expectationsProcesses

Why would you like to use thistool (deliverables)?■ To discover the most important

factors in customers’ perceptions ofyour activities.

■ To identify areas that customers payspecial attention to.

■ To measure the organisation’s performance in these areas.

When would you use this tool(context)?■ When improving or reviewing a

process.■ When you aim to improve customer

satisfaction.■ When you aim to improve customer

relationships.

How to make the best use ofthe tool (tips and traps)?■ A face to face interview is always best.■ If it cannot be done face to face, you

can use the telephone – providingyou forward documentation before-hand.

■ Take the time to do a thoroughinterview – as long as 90 min for aface to face interview.

■ Be very precise when defining thecustomer’s expectations.

■ Ask for precise examples – checkyour understanding.

What could be done next?■ Compile all customer answers and

develop a performance/importancediagram.

■ Add the information to the customerfile.

■ Thank the customers and indicatehow performance will be improved.

3

1

5

Answer before 3 phone rings when I call

Find my record using my name and company name

Provide me immediately with a corporate price

-2

2

3

Customer Survey

Process: Customer service

Product/service: Response to customer enquiry Date: 12.03.02

Interviewer: John Smith

Customer: Makro Cash and Carry

Importance of

expectation

Rate 1to 5

Customer expectations Performance level

Rate -3 to +3

Example

Customer satisfaction analysis


Excellence One

TOOL #07


TOOL #07


1 Make a list of all customer expectations.

2 Put customer expectations that are similar into groups.

3 Give the groups a title.

4 Give each individual expectation an importance rating on ascale from 0 to 10 and a performance rating on a scalefrom -3 to+3. Ideally these figures should be obtained froma customer survey.

5 Calculate the importance of the expectation of each groupby adding the importance figure of the individual expecta-tions in the group.

6 Calculate the performance of the expectation of eachgroup by averaging the performance figure of all individualexpectations in the group.

7 Construct the graph of importance verses performance.Use a box to plot the position of each group on the graph.Write the name, importance and performance of thegroup in the box.

8 Distribute the graph to share the knowledge.

Excellence One

Customer satisfaction analysisProcesses

Why would you like to usethis tool (deliverables)?■ To analyse results of a customer

survey.

■ To highlight the main issues

regarding expectations and per-

formance.

■ To share knowledge of basic

strengths and weaknesses amongst

the people.

When would you use this tool(context)?■ After gathering customer inputs.

■ When there is a need to select

particular customer expectations

and priorities to focus on.

How to make the best use ofthe tool (tips and traps)?■ Avoid being overly concerned with

the precision of the numbers.This

tool is intended to provide broad

guidance only.

■ Add comments and recommenda-

tions to the graph.

What could be done next?■ Collect additional data to back-up

the findings.

■ Identify the causes of customer

dissatisfaction.

Provide feedback on complaints systematically

65 -1

Provide only onecontact person

65 -1

Importance

Performance

78

+3 +3

0

Deliver producton time

65 -1

Improve packagingre-usability

65 -1

Example

Listening to your customer


Excellence One

TOOL #08


TOOL #08


1 Get the relevant team together this could be a managementteam, a product development team or a process team.Askany expert or person that has some knowledge about thecustomer to join.

2 Review each line of the checklist and ask yourself the fol-lowing questions: ‘Would we benefit from this approach ornot?’. ‘What could we miss if we did not use it?’.Then tickthe ‘relevant’ box if you think it could be useful.

3 When finished, identify which ones will be the most valu-able means of accessing the voice of the customer.Tick thebox ‘use it’ for the ones that you intend to use.

4 Organise the data collection process.

Excellence One

Listening to your customerProcesses

Why would you like to usethis tool (deliverables)?■ To identify new ways of accessing

the voice of the customer.

■ To optimise your means of gather-

ing the voice of the customer.

■ To understand what your cus-

tomer wants and what you need

to do to keep their business.

When would you use this tool(context)?■ When reviewing strategy and col-

lecting customer requirements.

■ Before designing or redesigning a

product.

■ Before designing or redesigning a

process.

How to make the best use ofthe tool (tips and traps)?■ Be very clear on what you are try-

ing to achieve through the gather-

ing of the voice of the customer.-

Some of those means might

require some expertise (writing a

questionnaire, running a focus

group, doing statistical analysis...).

Get the right level of expertise to

help you with this, otherwise you

will only loose time and money.

What could be done next?■ Develop an action plan to gather

the voice of the customer.

Relevant? Use it

1 Executive contacts.Top level exchange of feedback and information to gather views

on possible developments and future prospects.

2 Customer visits. Range from informal visits with a report to formal visits to investigate

unexpressed requirements through in-depth observation and questioning.

3 Test markets. Prepared on the basis of observed customer behaviour, to determine

the most popular product/service. Could also be done on the basis of a prototype model.

4 Focus groups. Planned for feedback on very specific products, items or problems.

5 Customer councils. Range from customers selected on the basis of product/service

to customer groups chosen for their size or location. Established to build-up strong

relationships with the customers.

6 Written surveys. Range from multiple choice questions to open questions to surveys

constructed for particular customers asking for specific feedback on requirements.

Might be done on segmented groups of customers.

7 Telephone surveys. Range from randomly chosen customers to surveys of particular

sample groups.

8 User groups and associations.Established to gather together customers of the same

interests and requirements.

9 Mystery shopping.To collect unbiased feedback information from various customer groups.

10 Customer report cards.Prepared and used, for limited periods of time, to acquire

information on specific developments in customer requirements and progress in fulfilling them.

11 Complaints analysis. Prepared to track particular actions, services, departments...

that are responsible for customers’ dissatisfaction.

12 Customer satisfaction index. Measuring the overall performance in terms of customer satisfaction

13 Lost customer analysis.Tracking the requirements of those customers who have

changed their supplier in order to determine reasons for change.

Checklist

Process activity/customer requirement matrix


Excellence One

TOOL #09


TOOL #09


1 List all the activities of the process.

2 List all customer requirements along with the importanceof the requirement as expressed by the customer.

3 Score every activity against each requirement.3 this activity is critical to satisfy the customer require-

ment.2 this activity is important to satisfy the customer

requirement.1 this activity can help to satisfy the customer require-

ment.0 this activity does not contribute to satisfy the cus-

tomer requirement.

4 Multiply and total the individual scores to obtain the finalone.

5 Interpret the result and identify areas of focus.

Excellence One

Process activity/customer requirement matrix

Processes

Why would you like to usethis tool (deliverables)?■ To understand the customer

expectations that need to be

addressed by each activity of a

process.

■ To understand what activity con-

tributes to a given customer

expectation or priority.

■ To focus effort on what is critical

for the customer.

When would you use this tool(context)?■ When you need to take into

account the customers’ expecta-

tions in the review or redesign of

a process.

■ When trying to improve the

organisations ability to satisfy the

customer.

How to make the best use ofthe tool (tips and traps)?■ Gather the voice of the customer

appropriately, so the data are robust.

■ Involve all stakeholders and if pos-

sible customers themselves in the

scoring.

■ Try to be consistent while scoring.

What could be done next?■ Define smaller project to focus on.

■ Map the process at a detailed level

to identify improvement opportu-

nities.

Importance of the requirement

Activities

Take order

Plan production

Source materials

Release production order

Manufacture

Package

Arrange transportation

Deliver to the customer

Handle complaints

10

2

2

3

0

1

1

3

1

0

9

2

1

3

0

0

3

0

0

0

6

0

0

0

0

0

0

0

0

3

4

1

3

2

1

0

0

3

2

0

42

41

65

4

10

37

42

18

18

Customer requirement Total Importance

On

tim

e d

eliv

ery

Pac

kagi

ng

as s

pec

ified

Feed

bac

k o

n c

om

pla

ints

Fle

xibl

e d

eliv

ery

sch

edu

les

Example

Process mapping


Excellence One

TOOL #10


TOOL #10


1 Identify all those, including functional staff, involved in theprocess – the actors.

2 Select a specific product to use as an example to enableinformation on the process to be collected. (This productcan take different forms for example: it could begin asinformation, then become a part and later a finished good.)

3 Interview all the actors in the process to determine exact-ly what happens to the product (to collect information onan existing process).

4 Map the process (existing or future) using the six categorieslisted below.Each category is represented in the mapping bya different shaped box – see example following.Annotateeach box by words in the form shown in brackets.Categories:■ added-value (verb+...);■ move (by fax, e-mail, feet, forklift, car, plane... towards ...

destination);■ wait (before ...event that triggers the wait);■ control (verb+...);■ storage (where – in a physical store for inventory or in

a database for information);■ selection (question – issue for deciding path to take).

5 Where appropriate, ask for minimum and maximum timesfor each process step – add to the process mapping diagram.

Excellence One

Process mappingProcesses

Why would you like to use thistool (deliverables)?■ To map a process in detail.

■ To identify the value-adding and

waste steps of a process.

■ To identify causes of poor perform-

ance.

When would you use this tool(context)?■ When you need to analyse a

process in detail or conduct a prob-

lem solving exercise.

■ When you want to display how the

process might look in the future.

How to make the best use ofthe tool (tips and traps)?■ Go into a high level of detail on timing

(use minutes or seconds, if necessary).

■ Use a stopwatch if needed – particu-

larly in short, repetitive processes.

■ When mapping existing processes

interview all the actors.

■ Make it clear that you are following

the product not the people that are

doing the job.

■ Let the team figure out what could

be done when describing a future

process.

What could be done next?Existing process:

■ find ways of eliminating all non-

value- adding steps.

Future process:

■ look for potential problems;

■ test modifications when possible.

Product: Question to Customer services

SalesAssistant

UnderstandRequest

5’ 5’

Put QuestionIn DTB5’ 5’

Canrespond ? Yes

No

Validateresponse1’ 2’

Value Added.

Move

Wait

Control

Storage

Selection

Before S.A.available1’ 60’

By e-mailTowardsCustomer1’ 2’

Questionsdatabase

By e-mailToward TechExpert 1’ 2’

Before TE.available1’ 60’

TechnicalExpert

1’ 60’ Minimum / Maximum time

Example

Check-sheet


Excellence One

TOOL #11


TOOL #11


1 Decide which data must be collected and check that it canbe analysed to give useful information.■ clearly state why you want to collect the data and the

kind of data that could be most relevant;■ define the different options for collecting the data;■ define who is going to collect the data, how and where

will it be done, for how long,...

2 Design a check-sheet for easy and clear data capture.Define clearly how the check-sheet can be and should beused. Look for visual tools that can help to accomplishdata collection (boards, signs, bar codes...).

3 Test the sheet and process with someone who was notinvolved in the design – improve if necessary.

4 Collect data.

5 Analyse.

Excellence One

Check-sheetProcesses

Why would you like to usethis tool (deliverables)?■ To record and quantify facts and

data over a period of time.■ To check the number of occur-

rences of defects or of specificcauses.

■ To record extra information –when it appears during the day, theproduct concerned,...

■ To ensure that the solution hasbeen efficient.

When would you use this tool(context)?■ When you need to observe an

operation and record informationover a period of time.

■ When you need to identify whichpotential problems or defectsshould be addressed first.

■ During the ‘Measure’ phase of theDMAIC cycle or when quantifyinga problem.

■ During the ‘Control’ phase of aDMAIC cycle to monitor changesin performance.

How to make the best use ofthe tool (tips and traps)?■ Plan the data collection campaign

seriously – you do not want torepeat the exercise.

■ Use any visual tool that can easethe process.

■ Provide a separate page for thosecollecting the data – to commenton points of interest to them.

What could be done next?■ Use other tools to visualise the

data you have collected (Pareto,histogram, run chart...).

Data to be collected: Misplaced calls

Why: To reduce the number of misplaced calls.

When: From 8h00 to 20h00.

How: For each call, tick the box corresponding to the type of call and period of the day.

By whom: All customer service employees.

Designed by: Dan and the capacity team (Tel. 453).

Date: Name: Working hours: to

Misplaced calls

relative to:

Order product A

Order product B

Order product C

Enquiry product A

Enquiry product B

Enquiry product C

After sales

product A

After sales

product B

After sales

product C

Other

Total

8/9 9/10 10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20

4 7 8 12 6 6 10 7 5 3 5 2

Total

9

8

11

9

9

15

5

5

3

75

1

I I I I I I I I

I I I I I I I I

I I I I I I I I I I I

I I I I I I I I

I I I I I I I I I

I I I I I I I I I I I I I I I

I I I I I

I I I I I

I

I I I

Example

Pareto diagram


Excellence One

TOOL #12


TOOL #12


1 Determine the possible causes A,B,C,... for a problem.

2 Using a check-sheet or other helpful form of data collection, determine

the total number of times the particular problem has occurred over an

interval of time and the number of times it was due to cause A,B,C...

3 Create a Pareto diagram (see below) by drawing a vertical bar chart.

The height of the bars reflects the number of occurrences of each of

the causes A,B,C,....On the extreme left of the diagram place the bar

relating to the cause with the highest frequency of occurrence, succes-

sive bars are then drawn in order of frequency of occurrence.

4 Draw the cumulative line on the diagram -see below.

Excellence One

Pareto diagramProcesses

Why would you like to usethis tool (deliverables)?■ To display the relative importance

of issues causing a problem orcondition.

■ To separate the critical few issuesfrom the trivial many.

■ To understand where effort shouldbe focused (type of problems,causes, areas,...).

When would you use this tool(context)?■ During the ‘Measure’ or ‘Analyse’

phase of the DMAIC (Define,Measure,Analyse, Improve,Control) cycle.

■ Whenever you want to identifyhow to focus resources andefforts.

How to make the best use ofthe tool (tips and traps)?■ Plan carefully the data you will

need to gather and the methodfor collection.

■ Make sure there is a good under-standing of how the Pareto dia-gram should be interpreted.(Typically, 80% of occurrences of aproblem are due to 20% of thecauses).

What could be done next?■ Define areas of focus for the team

(refine your project charter ifneeded).

■ Tackle the areas of focus one byone in a systematic way – usingthe Pareto diagram as a guide.

D EFGABC

Causes of the problem

X

100%

Occ

urre

nce

(in %

)

Example

Histogram


Excellence One

TOOL #13


TOOL #13


1 Collect the data – measurements of the variable you arewishing to present in the form of a histogram.

2 Define a range for the histogram – upper and lower limitsthat include all of the data points.

3 Divide the range into a number of equal intervals. Use 5 to7 intervals if less than 50 data points have been collected;10 to 20 intervals for more than 250 data points.

4 Count the number of data points (occurrences) in eachinterval and construct the histogram – see below.

5 Write the Number (N) of data points collected on thehistogram.

Excellence One

HistogramProcesses

Why would you like to usethis tool (deliverables)?■ To display and understand how a

set of data points are distributed.

■ To illustrate the variability in a

process.

When would you use this tool(context)?■ When you want to understand if a

process is under control.

■ When analysing a process.

■ When you want to validate

process changes.

■ When monitoring a process on a

continuous basis.

How to make the best use ofthe tool (tips and traps)?■ Use it in conjunction with a con-

trol chart.

■ Do not always expect the his-

togram to take the shape of a per-

fect bell curve.

■ Ask the help of a statistical expert

if you have problems.

What could be done next?■ Use the histogram to monitor the

variability of a process.

■ Histograms can help eliminate

problems if a process is not under

control.

10.5 12.5 14.5 16.5 18.5 20.5

25

20

15

10

5

0

N=50

Time required for temperature to fall below 40 degrees (in seconds)

Num

ber

of o

ccur

renc

es

Example

Control chart


Excellence One

TOOL #14


TOOL #14


1 Identify the measurement you wish to control and thetype of control chart you need.

2 Construct and implement your control chart – take meas-urements and plot against time.

3 Identify the special causes of variation – sources of varia-tion that are outside normal process operation.What might alert you that a special cause is evident?■ A measurement point outside the control limits.■ 7 consecutive points on one side of the centre line of

the control chart.■ 6 consecutive points increasing or decreasing.

4 Investigate the special causes and eliminate them as soonas possible.

Excellence One

Control chartProcesses

Why would you like to usethis tool (deliverables)?■ To detect any changes in the

process.■ To monitor the process and make

sure it is under control.■ To identify sources of variation in

the process – and detect ‘specialcauses’ of variation.

■ To test the impact of some solu-tions on the sources of variation.

When would you use this tool(context)?■ When you need to monitor the

most critical processes of yourorganisation.

■ When you need to collect data onthese processes – the Measurephase of the DMAIC cycle.

■ When you need to test the impactof some solutions – the Analysephase of the DMAIC cycle.

How to make the best use ofthe tool (tips and traps)?■ Make sure problems cannot be

solved using simple solutions first(mistake-proofing devices, modifi-cation of standard work prac-tices...).

■ Use control charts when it is criti-cal to have a close monitoring orgathering of process information.

■ Get some help from a statisticalexpert -especially in selecting thetype of chart needed and in settingthe control limits.

What could be done next?■ Train those involved in the collec-

tion of data in control chart imple-mentation and interpretation.

■ Eliminate problems as they aredetected by the control chart (quickfix first and then ideal solution).

Upper control limit

Lower control limit

Upper control limit

Lower control limit

Control chart

Examples of alerts for special causes

Example

Cause and effect diagram


Excellence One

TOOL #15


TOOL #15


1 Place the name of the problem or effect in the box on theright of the diagram.Try to be as precise as possible.

2 Determine the major categories of causes and place themabove and below the main line of the diagram.To identifythe major categories it is possible to:■ use ready-made ones that suit your situation:

Manpower, Machines, Method, Measurement, Material;Steps of the process;...

■ brainstorm ideas for causes and group them intomajor categories and categories – give a title to eachcategory and the major category.

3 By asking the question Why? repeatedly (up to five times)for each of the major categories, chains of causes can beidentified for each of the categories.The results can bepresented in the manner of a ‘fishbone’ – see diagram.

4 Quantify the impact of the causes on the effect -select forimprovement the causes that appear to have the greatestimpact.

Excellence One

Cause and effect diagramProcesses

Why would you like to usethis tool (deliverables)?■ To identify the causes that gener-

ate an effect.

■ To classify the potential causes

into different categories and to

organise them.

■ To identify the governing variables

without quantifying their impact.

When would you use this tool(context)?■ During the ‘Analyse’ phase of a

problem solving or process


■ When trying to identify the causes

of poor performance.

How to make the best use ofthe tool (tips and traps)?■ When identifying the potential

causes through a series of Why?

questions, be very careful that

every new cause should be more

specific than its effect (the next

Why? in the chain).

■ Invite all those familiar with the

process to comment on the final

diagram – amend if necessary.

■ Note that this tool is sometimes

called the Fishbone diagram or

Ishikawa diagram.

What could be done next?■ Quantify the impact of the causes

on the effect or problem. Use a

check-sheet, a scatter diagram or

other statistical tools to assist.

MethodsLack of attention

paid to forecast

Amplification

of variation

Quality of

information

Sales

forecast

too far

from

reality

Insufficient parameterstaken into account

Change in customer behaviour

No balanced set of incentives

Sales is one of many targets

No training

Weather

Retention of information

Conflict between departments

Promotion

Sales target

Delay in access to informationNo access to final customer

Based on customer’s forecast of their own sales

Inadequate model

Example

Scatter diagram


Excellence One

TOOL #16


TOOL #16


1 Decide on the units for measuring the input variable.

2 Decide on the units for measuring the output variable.

3 Collect data by measuring the output corresponding toparticular values of the input.

4 Construct the scatter diagram (see below) by plotting thedata points collected on a graph.

5 Look for correlation between the input and output vari-ables by observing the scatter diagram. If the output gener-ally increases as the input increases, there is ‘positive’ cor-relation between the variables. If the output generallydecreases as the input increases, there is ‘negative’ correla-tion. It may be that there is no correlation between thevariables – this indicates that the output variable is notdependent on or linked to the input variable.

6 Make a note of the relationship you have investigated.

Excellence One

Scatter diagramProcesses

Why would you like to usethis tool (deliverables)?■ To test if a variable (an input) has

an influence on a result (an out-

put).

■ To identify the nature of the rela-

tionship.

■ To measure the relationship.

When would you use this tool(context)?■ When collecting data on the causes

of a problem.

■ When you want to understand the

impact of some modifications on

the output of a process.

How to make the best use ofthe tool (tips and traps)?■ Make sure the data collected is

relevant.

■ Think carefully of possible correla-

tion between variables before

starting to collect data.

■ Make the measurements with care.

■ Ask help of someone with statisti-

cal expertise if needed.

What could be done next?■ Decide if there is a need to modify

the input variable.

■ Identify potential non-desirable

effects if you make a modification.

No correlation Weak negativecorrelation

Strong negativecorrelation

0 2 10864

0

2

4

6

8

10

Input:Time to processO

utpu

t:D

ucili

ty o

f mat

eria

l

Ductility of material / Time to process

Example


TOOL #17


1 Define the question to be answered- for example the improvement

required.

2 Assemble an appropriate group of people.

3 Ask everyone to write their own ideas for improvement on ‘post-it’

type notes and then to stick the notes onto a wall board.

4 By physically moving the notes on the board, group similar ideas togeth-

er – encourage everyone to participate.

5 Draw, on the wall board, any links or affinities between the groups of

ideas- re-group, if necessary.

6 Assess each of the remaining groups of ideas and give a score between

0 and 5 for their feasibility and efficiency as solutions.

(5=very easy – 0=very difficult).

7 Multiply the two scores together to obtain an overall score for each

group of ideas.

8 Select the solutions you want to pursue.

Excellence One

Identify Improvement AreasProcesses

Why would you like to usethis tool (deliverables)?■ To identify key improvement areas.

■ To share improvement ideas.

■ To select improvement areas.

When would you use this tool(context)?■ When looking for creative ideas to

improve.

■ When trying to achieve substantial

improvement in a specific area.

How to make the best use ofthe tool (tips and traps)?■ Be open to any ideas.

■ Give everyone the opportunity to

clarify and explain their ideas.

■ Ideas can be considered alone if

they do not fit with any of the

groups.

■ Some ideas can be mutually exclu-

sive.

■ Use the scoring procedure as a

means of supporting decisions.

What could be done next?■ Define, in detail, each idea for

improvement using basic questions

(What is it? Why should we do it?

How will it work? Who will be

involved?...)

■ Map the future process, taking into

account the improvement ideas.

Identify Improvement Areas


Excellence One

TOOL #17

Improve forecasting

Base forecast on data given

by retailer (instead of guessing).

Review templates used by

account managers

to provide forecast.

Review forecast every month.

Develop Customer

Service

Train Customer Service team

on all documentation needed

for export product.

Automate planning using

the new ERP system.

Develop the capacity of Customer

Service to manage an order from

the beginning to the end.

Implement ameasurement

system.

Define a scorecard for logistics.

Use the same metrics

along the supply chain.

Review inventory

profiles all along

the supply chain.

3 2 1 2

5 1 3 4

Example

Brainstorming


Excellence One

TOOL #18


TOOL #18


1 Define the question to be answered.

2 Assemble an appropriate group of people.

3 Invite the group to come up with answers to the question.

4 Encourage everyone to contribute and to be creative.

5 Write down all ideas as they are expressed.

Excellence One

BrainstormingProcesses

Why would you like to usethis tool (deliverables)?■ To collect ideas.

■ To identify potential problems.

■ To identify potential solutions.

When would you use this tool(context)?■ When trying to maximise the

number of ideas put forward.

■ When you need to develop creative

ideas.

How to make the best use ofthe tool (tips and traps)?■ Encourage creativity and open

contributions.

■ Keep all ideas visible to everyone.

■ Do not criticise or evaluate any of

the ideas.

■ Consider all ideas carefully.

■ Build on ideas.

What could be done next?■ Collect ideas into groups.

■ Eliminate any ideas duplicated.

■ Select ideas for further action.

Ideas:

■ improve re-use of equipment;

■ give computers to local schools;

■ improve recycling practice;

■ offer an open day for schools;

■ encourage people to use a bicycle;

■ use both sides of sheets of paper;

■ improve parking space for deliveries;

■ limit consumption of energy.

Question to be answered

How could we improve our organisation’s impact on society?

Example

Selection matrix


Excellence One

TOOL #19


TOOL #19


1 Identify the selection criteria you would like to use todetermine the best solution.Potential criteria:■ impact on performance;■ impact on finance – for example cost/benefit, cost of

solution,...■ technical feasibility;■ delay in implementation.

2 List all potential solutions.

3 Score every solution against each of the selection criteria– for example:1 to represent the worst outcome;2 to represent a middle outcome;3 to represent the best outcome.

4 Calculate an overall score for the solution by adding ormultiplying the individual scores to each of the selectioncriteria.

5 Take an informed decision.

Excellence One

Selection matrixProcesses

Why would you like to usethis tool (deliverables)?■ To select the best solution from

several different options.

■ To prioritise solutions.

■ To support decisions to be taken.

When would you use this tool(context)?■ After different solutions to solve a

problem or to improve a process

have been identified.

■ When different solutions are com-

peting – one against another.

How to make the best use ofthe tool (tips and traps)?■ Take time to score the different

solutions.

■ Record the assumptions you have

been using.

■ The team should take their final

decision based on the overall

score; they need to bear in mind

also the assumptions taken.

What could be done next?■ Develop an action, implementation

plan

Imp

act

on

per

form

ance

Imp

act

on

co

st

Tech

nic

al f

easi

bili

ty

Del

ay in

imp

lem

enta

tio

n

Solution 1

Solution 2

Solution 3

Solution 4

1 3 2 2 3

2 3 3 2 3

2 2 1 1 1

3 1 2 2 2

11

13

7

10

Overall

score

Example

Failure mode effect analysis (FMEA)


Excellence One

TOOL #20


TOOL #20


1 Identify the potential failure modes for a product or aprocess – things that can go wrong in relation to the partsof a product or the activities of a process.

2 For each potential failure mode, identify its effect (it willhelp to assign a degree of severity) and the underlyingcause (it will help to assign a probability of occurrence).

3 Define scales and ratings for the probability of failure occur-rence, the degree of failure severity, and the probability offailure detection.The following suggestions could be used:■ probability of failure occurrence: scale1 -10 ;1 = remote

chance of failing, 10 = very high chance of failing;■ degree of failure severity: scale1 -10 ;1 = not notice-

able to the customer, 10 = critical failure, probable lossof customer;

■ probability of failure detection: scale1 -10 ;1 =extremely high chance of escaping defects, 10 = verylow chance of escaping defects.

4 Make a risk assessment of the product or process.Calculate the Risk Priority Number (RPN) of each failuremode:RPN = occurrence rating X severity rating X detection rating.The higher the RPN, the more important is the failuremode and the task to eliminate the cause of failure.

5 Identify potential counter measures to eliminate the causesof failure.

6 Share the FMEA with other knowledgeable staff to validatethe assumptions and conclusions.

Excellence One

Failure mode effect analysis (FMEA)Processes

Why would you like to usethis tool (deliverables)?■ To understand what can go wrong

with a process or a product.

■ To understand how potential

problems will impact customers’

perceptions.

■ To provide suggestions for

improvement.

When would you use this tool(context)?■ When you plan to modify a

process or product.

■ When you introduce a new

process or product.

How to make the best use ofthe tool (tips and traps)?■ Be systematic in the analysis.

■ When applying FMEA ensure there

is a very thorough understanding

of the product or process involved

– have the product in front of you,

visit the process.- Revisit the

FMEA from time to time, review

underlying assumptions against

reality, revise and record any new

assumptions.

What could be done next?■ Develop and integrate the counter

measures in the action plan.

Occ

urr

ence

Sev

erit

y

Det

ecti

on

RP

N

2 3 3 41 52 3

Activity

or

Part

Failure

mode

Effect Action Action

Wrong assessment oftime required torepair. Late repair

Misunderstand

request

Clarify Request Develop Inquiry guide withcheck-list

Potential delays

for customers

OverbookingTake

appointmentPlanning not up

to date

Lack of inquiry 8 5 1203

5 3 453

Example

Improvement activity review checklist


Excellence One

TOOL #21


TOOL #21


1 Bring the team together for a review of the improvementactivity.

2 Review each line of the checklist and ask yourself the fol-lowing questions:■ ‘Have you done this?’,■ ‘Was it useful?’ or ‘Would it be useful to do it?’,■ ‘Is there something else I should have done at the

same time?’.

Tick the ‘Relevant’ box if the line has been or is relevantto the team. Stop when you are getting beyond the currentstage of your improvement activity.

3 At the next review meeting, tick the ‘Achieved’ box if theactivity has been completed.

Excellence One

Improvement activity review checklist Processes

Why would you like to usethis tool (deliverables)?■ To review if you have forgotten to

do a key step in your improve-

ment activity process.


in the way you conduct improve-

ment activities.

When would you use this tool(context)?■ When you review progress of an


■ When finishing an improvement

activity and identifying the key

learning points from it.

How to make the best use ofthe tool (tips and traps)?■ Use this checklist when you have

to review the progress of an

improvement team and when you

want to help them to improve.

■ Enrich the checklist as you learn.

What could be done next?■ Take actions following the out-

come of the review

Improvement activity review checklist Relevant? Achieved?

1 Have all relevant data sources been reviewed? (e.g. Data performance; customer

information/feedback; cost of quality information; internal service level

agreements; previous improvement actions.)

2 Has the current process been flowcharted in detail to understand what

actually happens?

3 Are the measures that are being used to assess the current performance understood?

4 Has all the root causes been identified?

5 Has a sufficiently wide range of possible solutions been identified?

6 Have you visited companies with similar processes, to

see how their approach might provide possible solutions?

7 Have you evaluated whether there needs to be a long-term

‘ideal’ solution in conjunction with short-term ‘fix’?

8 Have you tried small scale solution of problem to determine the effect on the problem?

9 Have you produced a clear action plan with all actions and responsibilities defined?

10 Have you briefed each activity owner on what is required

and the instructions for reporting progress?

11 Have you identified all deviations from plan?

12 Have you addressed all the deviations?

13 Have you modified all the procedures and training plans?

14 Have you tested the solutions to ensure proper functionality?

15 Are you measuring the difference caused by implementing the solution?

16 Have you reviewed whether the results of the solution meet the target?

17 Have you checked the improvement in customer’s perception?

18 Are you updating guidelines, checklists ..... made by the team.

19 Is there a clear understanding of new standards and procedures by all people involved?

20 Have you produced schedules to monitor new processes (checks and audits)?

21 Have you communicated the outcomes of the exercise?

22 Have you identified similar issues where you can apply the experience gained?

Checklist

Success story


Excellence One

TOOL #22


TOOL #22


Answer the questions:1 Rationale for the project:Why the project was carried out,

what were the expected gains, how did the project sup-port company activities and strategic plan?

2 Solution:What were the outcomes, who implementedthem, when was the implementation?

3 Analysis and data collection: How did you analyse the situ-ation, how did you collect data, what kind of tools did youuse?

4 Results:What were the main results, did (and how) theydiffer from the plan?

5 Impact:What changes did the project bring about, how dothey affect the company and its people, is it what wasexpected?

6 Standardisation:Were the results standardised, how werethe ways of working standardised? Has the process beenfool-proofed?

7 Conclusion: How can the company benefit from the proj-ect, are there any unexpected uses and benefits, who bene-fited most?

Excellence One

Success storyProcesses

Why would you like to usethis tool (deliverables)?■ To keep records of improvement

activities.

■ To share learning on improvement

activities widely.

■ To have a basis for recognition.

When would you use this tool(context)?■ After completing the project.

■ When analysing the outcomes.

How to make the best use ofthe tool (tips and traps)?■ Obtain a broad range of feedback.

■ Make it a team exercise.

■ Analyse the issue objectively.

What could be done next?■ Recognise appropriately people

and teams that have made contri-

butions.

1 Rationale

We needed to improve sub-parts supplies with supplier XYZ.We needed a better service level from them so wecould improve our own service level and reduce inven-tory levels. (One of our strategic objectives for the year).Production department introduced the idea of ‘just intime’ supply.

3 Analysis

We collected data on demand, lead time and capacity level to calculate the number of Kanban cards needed.We analysed how data were collected and used by the existing IT systems.

4 Results

Service level of supplier was increased from 95% to 98.7%.Final inventory of plant was reduced by 12%.More reliable data was obtained for supplier mid-term plan.A re-usable packaging was introduced, this was an unforeseen investment but provided a worthwhile positive impact onthe environment.

5 Impact

The improvement team had to modify many standard ways of working.The results were welcomed by theoperators who were pleased to have more regulardeliveries.

7 Conclusion

The company benefits directly from the project – thanks to savings, new items can be stocked. Better data analysis can be introduced.The project helps production department.The project will make a substantial contribution to company objectives of this year.

8 Possible plan

Continue to monitor implementation and results.Communicate the outcomes widely.Encourage other suppliers to adopt the new approach.Recognise the team for a great cross-functional effort.

6 Standardisation

Standard ways of working have been reviewed.75 hours of training have been delivered.Some fool-proofing devices and visual management ofinventories have been introduced.

2 Solution

We needed to implement a 2 card Kanban system and to adjust the IT systems to keep track of the sub-parts used. It was a joint effort of the production, plan-ning and IT departments. Solutions were implemented5 weeks after the start of the project but 10 weeks oftraining and close monitoring were needed afterwards.

Project title:Adjustment of the IT systems to introduce ‘just-in-time’ supply

Project #:07

Example

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