policy deployment 90 day plan principle document · a status line is drawn on the 90 day plan to...
TRANSCRIPT
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Policy Deployment 90 Day Plan
Principle Document
This document was compiled by Mark Radley of GENEO Consulting Limited
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Policy Deployment 90 Day Plan
Policy Deployment and 90 Days 3 ......................................................................
Goal 3 ...........................................................................................................................................................................
Purpose 3 ...................................................................................................................................................................
Bene0its 3 ....................................................................................................................................................................
Purpose of 90 Plans 4 .........................................................................................
Purpose 4 ...................................................................................................................................................................
Lean Leadership in 90 Day Plans 4 ....................................................................
90 Day - Process 5 ..............................................................................................
Three Aspects to 90 Day Plans 5 ......................................................................................................................
Aspect 1 – Planning the Plan 5 .........................................................................................................................
Aspect 2 -‐ Execute the Plan 8 ..........................................................................................................................
Aspect 3 – Formulate the Plan 11 ...................................................................................................................
Review Cycle and Responsibilities 12 .............................................................................................................
Contact Us 14......................................................................................................
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Policy Deployment and 90 Days
Goal
Every employee aligned to the vision and implementing the plan to achieve it
Purpose
The purpose of Policy Deployment is to align the organisation to its mission
and goals using transparent methods of communication and planning.
Benefits
• Aligned organisation, one vision, shared goals
• Improvement is aligned to the overall strategy
• Everyone engaged in the process of achieving the goals
• Align the goals and objectives of the company from Level 5 to Level 1
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Purpose of 90 Plans
Purpose
The purpose of the 90 Day Plan is to convert the five, two and one year plans
for the company into an actionable, 90 Day drumbeat to meet the plan and
the overall vision. It is designed to:
• Provide clarity of purpose for the teams at each level to generate
effective plans of action in the 90 Day plan
• Escalate difficulties with execution of the plan
• Provide transparency of the impact of the plan in the performance
section of the Information Centre
• Drive velocity in the planning and execution of improvements
• Provide ‘status at a glance’ from Level 5 to Level 1 on progress of the
plan
Lean Leadership in 90 Day Plans
The role of leaders is to ensure the following:
• Manage the cascade of objectives and the feedback loop of ideas
and concerns to meet the objectives
• Ensure the entire workforce has the opportunity to feed into the 90 Day
plan
• Build an executable plan
• Drive accountability of actions in the teams
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90 Day - Process
Three Aspects to 90 Day Plans
The 90 Day Planning process is a continuum of three activities:
• Planning the 90 Day Plan
• Formulating the 90 Day Plan
• Executing the 90 Day Plan
Aspect 1 – Planning the Plan
Purpose
The purpose of Planning the Plan is to develop capability in building
meaningful, plans that meet the SMART criteria (Specific, Measurable,
Achievable, Relevant and Time-bound)
Benefits
Teams learn to plan effectively
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At least 14 working days prior to the completion of the execution phase of a
90 Day Plan, Level 2s, 3s and 4s should draft the next 90 Day Plan ready for
execution. The plan should include:
•Any requirements from the 2 year plan
•Value Stream Mapping activities – Future State ideas
•Long term 3Cs that require actioning
•PPS activities identified
• CI Strips that require resource and support
Activities
The following guidelines apply to adding activities to a 90 Day Plan:
Sections
Section / Sub Section / Task - A section on the 90 Day Plan is allocated to a
project to be undertaken and is broken into further sub-projects where
applicable. Individual tasks related to the section or sub section are listed.
Responsible - all tasks have a person responsible for the delivery
Impact – the impact of the project can be related to a KPI in the Value Stream
or Department as agreed during the formulation process.
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PDCA Methodology – all tasks follow the Plan Do Check Act methodology.
No tasks with timelines longer than 2 weeks. Review points for measuring
progress used.
Risks and Comments – Risks or additional comments are added on the right
hand side of the 90 Day plan.
Resource – Resource required to complete the activities is captured on the
bottom section of the plan
Granularity
The level of granularity on the 90 Day will vary based on the Level in the
organisation.
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Aspect 2 - Execute the Plan
Purpose
The purpose of Execute the Plan is to commit resources to the
implementation of the 90 Day Plan in a way to make it measurable,
transparent and informative for the team and organisation.
Benefits
• Measurable plan for all to see
• Transparent and easy to communicate with all
• Common approach for the organisation
The 90 Day Plan (held in the Information Centre) is measured at the
appropriate frequency depending on the criticality or cadence of the work
involved.
Review
The review process varies depending on the level of detail. The principle is
for managers and GMs to gain a status of progress and any required support
on a weekly basis.
Detail Plans held by superintendents may require a daily review, however,
when a 2 week horizon reaches Level 1, it is necessary to review on a shift
basis.
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Adjustment
The 90 Day Plan, once set, is then locked for the duration of the 90 Days.
The intent is to track changes visually in order to learn from the planning
process. The Status line (see below) will help to track adjustment.
Status
A status line is drawn on the 90 Day Plan to show progress.
Sign Off
Any person held responsible for an action on the 90 Day Plan must sign for
acceptance of the plan.
As the 90 Day rolls up to L5, all plans will undergo the catch-ball process.
By Shift Daily Weekly
Level 1 0
Level 2 0 0
Level 3 0
Level 4 0
Level 5 0
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Escalation
The following table covers the escalation of back-spikes
End Review
The purpose of the End Review is to:
• Determine the impact of the 90 Day Plan on the 2 Year Plan and build
a recovery in the next 90 Days if required
• Review ability of the team to resolve issues and effectiveness of
implementation
• Review planning capability – back-spikes and forward-spikes
Escalation on 3C
Level 1 2 Days
Level 2 2 Days
Level 3 2 Weeks
Level 4 2 Weeks
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Aspect 3 – Formulate the Plan
Purpose
The purpose of Formulate the Plan is to provide a framework for the team to
evaluate ideas and issues, incorporate requirements to form a 90 Day Plan in
the most efficient and effective manner.
Benefits
• Create plans in a time effective manner
• Capture issues and ideas for evaluation – nothing lost
• Common approach across the organisation for formulating 90 Day
Plans
Stage 1
• Collate ideas and long-term 3Cs over the course of the 90 Day Plan
that is in execution. These can be generated from:
o VSM activities underway
o Info Centre generated concerns
o Ideas generated and captured on CI Strips
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• 2 Year Plan requirements that have reached point of execution
• Long term 3Cs that require longer countermeasures and inputs from
other departments
Stage 2
Evaluate the impact of each item on the pillars of Safety, Quality, Delivery,
Cost and People. Which KPI will be impacted by the initiative?
Stage 3
Flush the item through the Boston Matrix to gauge ‘rough cut’ cost / benefit
Stage 4
Once the item is considered to be valid, allocate it to a person responsible
and commit it to a Detailed Plan
Stage 5
Roll the item up from the Detailed Plan to the 90 Day plan in PDCA form
Review Cycle and Responsibilities
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To avoid rushing the two aspects of Formulating of the Plan and the Planning
the teams should follow the structure outlined above.
These are sessions that follow assigned Information Centre Level 3 meetings
where the key people are together. The meeting is no longer than 20 minutes
and is designed to provide status of progress.
As the ideas and issues reach the Boston Matrix stage, Finance can support
to help evaluate the financial impact and benefits.
• Operation’s role: identify the opportunities and implement
• Finance: role: provide the cost benefit
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Contact Us
This document was written by Mark Radley with the support of Chris Jones, Roger Bent,
Gary Sermon, Mike Slinger, Andrew Hemingway and Tim King.
For further details on how GENEO can support your organisation with Lean transformation,
please contact us on:
www.geneo.co.uk
Mark Radley - Director [email protected]
m:+44(0)7753600158
Tim King - Director [email protected]
m: +44(0)7810820414
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