ISM Denvers Peak Academy Innovation Prioritization November| 2014 - - PowerPoint PPT Presentation

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November 2014

ISM Denver’s Peak Academy Innovation Prioritization

November| 2014

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November 2014

Bio for Brian Pool

• Brian has led over 40 Lean projects for a wide variety of public and private
• rganizations, including (most recently) the State of Colorado, City and

County of Denver, Eagle County and The Eagle Water & Sanitation District. He enjoys nothing more (except skiing, rafting & fishing) than putting his leadership, interpersonal, and communication skills to work solving

• problems. His deep knowledge of optimizing people, process and

technology is based on 18 years of enterprise consulting and directing cross-functional teams.

• Prior to joining North Highland, he worked as a Manager with Great-West

Life and KPMG Consulting (BearingPoint Inc.) specializing in Business Process Reengineering, ERP and CRM implementations.

• Brian holds a Master of International Management from Thunderbird, The

Garvin School of International Management in Glendale, Arizona. He also holds and Bachelor’s degrees in International Business and Germanic Studies from The University of Colorado, Boulder. He lives in Denver with his 2 daughters, Madeline & Samantha.

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November 2014

Generating Project Ideas

A four-step process can be used to facilitate a group of leaders to develop and evaluate opportunities with the goal

• f settling on six to eight potential Lean projects for detailed

scoping.

Rate ease vs. impact to highlight available quick wins

2

Clarify each prospect by writing an

• pportunity

statement and

• bjectives

3

Project Opportunity Form

Opportunity Statement: Target Outcomes:

Brainstorm project ideas by answering questions

1

Prioritize by comparing

• pportunities vs.

strategic project selection criteria

4

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November 2014

Potential Sources of Project Ideas

Potential Sources of Project Identification

Value Steam Analysis (VSA) Customer Feedback Strategic Operational Plan Performance Metrics Employee Input

Mining these five sources (and others) ensures a wide-ranging group of project suggestions that will improve both operational efficiency and customer service

Inputs to a Brainstorm of Potential Project Ideas

Not all suggestions will be worthwhile Lean projects. Conducting disciplined project scoping helps separate

A B C D E

A listing of potential Lean projects may be arrived at by utilizing at least these five sources:

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November 2014

Questions to Yield Potential Project Ideas

Partial List of Questions:

• What problems do our customers experience?
• What are customers complaining about or asking for?
• Which processes cause the most pain (e.g., take too

long, have customer complaints, require too much time and resources)?

• Where does rework occur? Defects?
• Where do we have to go back to get more information?

Focus on improving the direct customer impacts as much as possible

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November 2014

Project Valuing Criteria

• Ease of implementation
• Impacts external customer
• Supports one or more leadership

initiative(s)

• Size of the opportunity
• Financial benefit
• Process is understood
• Process data is available
• Inter-department opportunity
• Department leadership support
• Resource availability
• Department project leader is or

will be identified

Each criterion should receive an importance score of 1-5 Guideline: Not all criteria can be “4s” and “5s” Possible Project Selection Criteria

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November 2014

Facilitating Tough Decisions

A decision matrix is a helpful tool when making tough decisions because it forces clear articulation of the various factors driving the decision.

Step 1 Determine Criteria Step 2 Determine Importance of Criteria Step 3 Enter Names or Projects Step 4 Enter Association Score (1, 3, or 9 ONLY) Step 5 Final Scores Calculated

Sample Prioritization Matrix