up periscope! © 2002-2004 scopevision consulting. all rights reserved. periscope™ and...

Up PeriSCOPE!

© 2002-2004 SCOPEVision Consulting. All Rights Reserved.PeriSCOPE™ and SCOPEVision™ tools are trademarks of SCOPEVision Consulting

Targeting Opportunities for OrganizationalInnovation and Improvement

© 2002-2004 SCOPEVision Consulting. All Rights Reserved.

SCOPE

The origins of SCOPE

Systematic Controls, Oversight, and Policy [Process] Evaluation Six Sigma, Lean, BPR, TOC, TQM: the

Relevance of Quality Models to Government Customer Focus and Stakeholder

Involvement

scope \n: any of the several instruments for viewing or observation, as a: MICROSCOPE b: TELESCOPE c: OSCILLOSCOPE d: RADARSCOPE


Up PeriSCOPE:

Surface periodically and let customers know when we do

Continually evaluate policies Involve customers in setting

priorities and problem solving Regulatory/statutory change:

possible outcomes

Surfacing to Target the Opportunity

This isn’t the real Navy . . . It’s OK to be

seen!

‘per•i•scope \n: an optical instrument containing lenses and mirrors by which an observer obtains an otherwise obstructed field of view


KaleidoSCOPE:

Combine technical, collaborative, and project management expertise

Initial meeting: mission and scope, roles,norms, stakeholder interest and involvement

Write a project charter Communicate using existing liaison groups

Forming the Teamka•’lei•do•scope \n: an instrument containing loose bits of colored glass between plates and mirrors so placed so that changes of position of the bits of glass are reflected in a variety of patterns


RadarSCOPE:

Let customers know what we’re working on

Primary, secondary, possible “targets”

Celebrate missions accomplished

A project management tool -- remember post-attack reconnaissance

Manage the Process Monitor the Targets


MicroSCOPE:

Map the process: key steps, handoffs, time, policy “drivers”

Define the value objectives of each step and policy; ask why?

Highlight undesirable effects, waste, and “wait times”

Test assumptions, contradictions Key constraints on performance Clarify “as is” and “should be”

In Focus? The Right Magnification?


OscilloSCOPE:

Is there a need to measure performance to know success?

Performance and Workload Measures Mean and variation “A primary reason initiatives fail is . . . all too

often management reacts to common cause variation and makes things worse than better. Variation exists in all processes.” George Eckes, The Six Sigma Revolution (2001)

Would a monitored pilot be a good idea?

Find and Use Meaningful Measures of Merit

os•’cil•lo•scope \n: an instrument in which variations in quantity appear as a visible wave form on the screen


TeleSCOPE:

Benchmark from similar organizations

Look for solutions and measures

Ask “what is different?”

The value of “looking through the wrong end”

Search for the Stars, the Best in Class


GyroSCOPE:

What are the criteria for making a recommendation or decision?

Will quantitative analysis be important?

Who makes the decision? How do we implement?

Recommend, Decide, and Implement

‘gy•ro•scope \n: a rotating disk spinning rapidly around an axis so that the entire apparatus offers considerable opposition to any torque that would change the direction of the axis of spin


CinemaScope®

Overlooking successes

(and “good try” failures) Grasping at shiny things Not using question marks at the

end of sentences Ignoring concerns about change Metric madness Sacrificing effectiveness for

efficiency Advocating “do more with less”

Turn off the Cell Phones and Other Distractions . . .


American Society for Quality, www.asq.org (quality books/articles generally)

George Eckes, The Six Sigma Revolution (2001)

Eliyahu Goldratt, The Goal (1992)(TOC: the Theory of Constraints)

Michael Hammer and J. Champy, Reengineering the Corporation (2003)(BPR)

David Osborne and Peter Hutchinson, The Price of Government (2004)

Mary Walton, The Deming Management Method (1986)(TQM)

James Womack and Daniel Jones, Lean Thinking (1996)(Lean Manufacturing)

up periscope! © 2002-2004 scopevision consulting. all rights reserved. periscope™ and...

Documents