Prelaunch Planning for Rapid Action Projects

1. Prelaunch Planning for Rapid Action Projects Overview • The purpose of prelaunch planning for Rapid Action Projects is to develop a Project Charter that addresses a clearly defined target for improvement (preferably one that is linked to important and measurable results); identifythe right team of people to attack the problem; and, provide any background data and information required to help accelerate results in 60 days or less. • The challenge in planning Rapid Action Projects is avoiding the temptation (given the relative ease and speed with which Rapid Action Projects can be launched) to skip the critical preparation steps that make the difference between a Rapid Action Team that can “sprint to results” versus “one that struggles just to get out of the starting blocks.” • The checklist below outlines the key tasks to be completed prior to launching a Rapid Action Team. • 1. Identify Potential Rapid Action Project Opportunities. • 2. Qualify and Prioritize Rapid Action Opportunities for Project Charter Development. • 3. Develop the Project Charter. • 4. Recruit the Rapid Action Team. • 5. Schedule and Communicate The Rapid Action Project. • 6. Review Rapid Action Team Recognition Options. The following pages provide additional detail for completing each step. Use these pages along with the Rapid Action Project Planner Booklet to guide the prelaunch of each Rapid Action Team. Plan to spend four to six hours in one or two meetings (Sponsor Manager, Team Leader and Coach) to complete the prelaunch tasks. Complete prelaunch planning at least two weeks prior to the planned Rapid Action Team launch to allow Team Members time to clear their calendars.

2. Prelaunch Task 1: Identify Potential Rapid Action Project Opportunities Rapid Action Projects address a broad array of continuous improvement opportunities. Application of Rapid Action Tools can speed results in virtually any arena where people, process and systems need to improve. However, effective use of Rapid Action Projects requires first and foremost knowing WHEN the timing and conditions are right for Rapid Action Team Launch. The following checklist provides a simple way to determine when it’s the right time to launch a Rapid Action Team: When NOT to Use Rapid Action(as the first step to improvement) When to Use Rapid Action • Action required to improve performance is relatively clear, but how to get it done is not. • Prior experience and data indicate there is low risk and high gain potential from taking action now. • People “close to the improvement opportunity” likely have the knowledge and experience to make a significant difference through their ideas and implementation. • There is support for change from management and employees “close to the opportunity.” • Improvement can likely be made by making a decision in one or two short meetings. (Leadership Decision) • Improvement will likely require a fundamental redesign of the process; restructuring of roles and responsibilities; and, change in policy. (Breakthrough) • There is confusion, disagreement and lack of objective data and analysis of the problem or opportunity. (Expert Study) • There is limited willingness, time and/or urgency to take action by management and/or employees. (Hold) (NOTE: The checklist points listed above parallel the criteria used in the 4-Box Project Planning Map approach to continuous improvement project planning. If your organization is using this approach, Rapid Action Projects will emerge from Leadership Jumpstart Events where opportunities are screened and prioritized for action. Regardless of the system that is in use for identifying improvement project opportunities, use the checklist above to narrow the field of Rapid Action Project opportunities. )

3. Prelaunch Task 1: Identify Potential Rapid Action Project Opportunities(cont’d) Completing Task 1 of Rapid Action Prelaunch Planning is no more complicated than identifying the field of improvement opportunities related to the key goals of the organization and then screening the opportunities using the criteria listed on the prior page to narrow the list. However, the “Tips and Traps” highlighted below provide some useful reminders to keep in mind. “Tips” And “Traps” For Identifying Rapid Action Projects “Tips” “Traps” • Team Leader candidates and Rapid Action Coaches should work with potential Sponsor Managers early and often to brainstorm opportunities related to key goals. Conduct interviews and or short meetings to surface opportunities. • Don’t over screen opportunities at this step – the key is finding opportunities that can likely benefit from “resident know-how” and where there is support for change. • Not testing opportunities for “goal impact” – i.e., Always Ask: “Does the opportunity link to measurable organization goals?” • Classifying opportunities as Rapid Action Projects when the real need is simply more decisive and effective leadership action. • Listing policy or strategy issues (such as Compensation, Benefits, Recognition, etc.) as Rapid Action opportunities where it is not likely that Rapid Action Team Members can do any more than make recommendations versus implement solutions.

4. ImprovementFocus ApplicationCharacteristics ApplicationExamples Prelaunch Task 2: Qualify and PrioritizeRapid Action Opportunities All Rapid Action opportunities, and as a result the prelaunch planning required for success, are not equal. Opportunities vary in both complexity and potential impact to the bottom line. Qualifying opportunities prior to launch helps set teams up for success. Better decisions can be made about what background information and analyses needs to be done prior to team launch, who should participate on the team and what level of results can be expected. The chart depicted below provides a simple, but useful framework for categorizing Rapid Action opportunities to identify prelaunch requirements. Rapid Action Project Applications OPERATINGPERFORMANCEIMPROVEMENT • Focus is on quickly improving performance on day-to-day scorecard metrics and goals. • Typically cuts across multiple work units, sites and departments. • Results in improvement from a variety of processes, procedures and jobs. • Safety & Security Performance • Improving Customer Service Levels • Waste/Cost Reduction • Compliance • Quality Improvement/ Error Reduction SOLUTIONREPLICATION • Focus is on spreading the use of proven best practices. • Typically focused on single site, functional area and/or process. • Results in “localization of global solution”. • Implementation of Operational Excellence Practices such as 5S System. • Optimizing Process Design on Support Processes such as Recruiting and Hiring. • Deploying Innovative Performance Improvement Programs such as Supplier Certification.

5. ImprovementFocus ApplicationCharacteristics ApplicationExamples Prelaunch Task 2: Qualify and PrioritizeRapid Action Opportunities (cont’d) Rapid Action Project Applications PROJECTIMPLEMENTATION • Focus is on accelerating project completion. • Typically cross-functional. • Results in better collaboration, cooperation and project “white space” management. • ERP software deployment. • New product, site or major equipment launch. • Merging of operations, functions and work groups. COMPLEX PROBLEM/PROCESSINNOVATION • Focus is on creative design of solutions once root causes are identified. • Typically cross-functional. • Results in greater solution creativity and ownership by those close to the problem. • Innovation around major performance system/process constraints. • Creation of error prevention systems on difficult to control processes. The next few pages provide more detail on how to develop a Rapid Action Team Mission; prelaunch data and analysis requirements; and, special team composition requirements for successful deployment of each Rapid Action Application.

6. Operating Performance Improvement Rapid ActionTeam Mission Brainstorm and implement solutions that make it easier to achieve operating performance goals in daily operations. PrelaunchData/AnalysisRequirements • Documented assessment of baseline level of performance on the operating metric targeted for improvement. • Agreement and verification that performance gaps are related to execution versus structural organization and process constraints. • Definition of the scope of activities, processes and work units that contribute to performance on the target goal. TeamMembershipConsiderations • Sponsor Manager(s) should be senior “owner of performance” on the target metric goal. • Team members should represent work units, functions, shifts that impact performance. Solution Replication Rapid ActionTeam Mission Identify actions required to adapt a Best Practice to a local operating environment to accelerate realization of benefits. PrelaunchData/AnalysisRequirements • Clearly documented Best Practice including business case for deploying it (benefits vs. risks/costs). • Recommended implementation plan or key requirements for success list. • Documented baseline assessment of local site performance and “stretch goal” based on sites/where Best Practice has been implemented. TeamMembershipConsiderations • Sponsor Manager should be the local site owner of performance/process related to the Best Practice. • Team Members should represent cross-section of all work units or functions that will be impacted by the Best Practice.

7. Project Implementation Rapid ActionTeam Mission Brainstorm tactical actions to accelerate execution on a planned, approved and funded project. PrelaunchData/ AnalysisRequirements • Approved project business case, objectives and milestones. • List of project implementation requirements and considerations including tasks, analyses, work products to be produced, etc. TeamMembershipConsiderations • Sponsor Manager, Team Leader and Team Members should be the same as those selected for the project targeted for acceleration. Complex Problem/Process Innovation Rapid ActionTeam Mission Brainstorm innovative solutions for overcoming a complex performance problem where root causes have been identified and verified. PrelaunchData/ AnalysisRequirements • Problem analysis using observation data and statistical analysis as needed to identify and verify root causes. • Briefing on the problem and root causes in easy-to-interpret format. • Determination that the problem cannot be resolved with a single action but will require multiple actions at multiple levels: Process, Performer, Organization, etc. TeamMembershipConsiderations • Sponsor Manager should be “owner” of performance related to the problem. • Team Members should include both subject matter experts on the problem as well “outside the wall creative thinkers.”

8. Prelaunch Task 2: Qualify and PrioritizeRapid Action Opportunities (cont’d) While every Rapid Action opportunity should be evaluated on its own merits for potential gain, there are some general rules of thumb that can be helpful in prioritizing the sequence of deployment across applications. These considerations include: • Sponsor Manager Readiness – The single biggest risk to success of any Rapid Action Team is a “not ready for change” Sponsor. In general, it makes sense to start where there is strong Sponsor urgency for improvement and genuine openness to solutions from people doing the work. • Team Roster Depth and Breath – Rapid Action Team success depends on diversity in ideas and ownership. Only launch teams where a “robust” roster can be filled. • Clarity of Goal and Measures of Success – Nothing builds momentum better than results. Its best to start with applications where there is a defined performance gap or opportunity and an easy way to measure improvement. The application examples and criteria for prioritizing Rapid Action Teams are a set of flexible guidelines for taking “raw, unfiltered” improvement opportunities and refining them to a level sufficiently clear and focused to create a Rapid Action Project Charter. The format and guidelines for completing this task are outlined in the next section.

9. Prelaunch Task 3: Develop the Project Charter The key tool for moving a Rapid Action opportunity into action is the Project Charter. The Rapid Action Project Charter converts any of the Rapid Action applications discussed in the prior section into a concise Team Mission statement that clearly describes the process, activity, project or task targeted for improvement and the specific performance metrics which the improvement will be measured against. Keep the following guidelines in mind to craft effective Team Mission statements for Rapid Action Project Charters: • Describe the opportunity for improvement in a single statement beginning with the phrase “How can we …”. • Clearly identify the process, activity, task, project, etc., to be improved – not the metrics. • If appropriate, specify the location and/or function where the improvement is to be made. However, don’t worry about describing all of the boundaries. (These are highlighted separately from the Team Mission statement.) • Identify the specific performance metrics/goals that the improvement opportunity is intended to impact. • List the metrics/goals beginning with the phrase “In order to …”. • Be sure the metrics/goals relate to performance that is important and measured today in the organization. • Don’t specify the level of improvement expected or hoped for. (This is highlighted separately in the next section of the Project Charter.) • The following are examples of “classic” Rapid Action Team Mission statements:How can we improve the organization, ease of use and cleanliness of all work areas in order to: • Reduce accidents and injuries; • Improve daily production; • And, reduce supply costs.

10. Prelaunch Task 3: Develop the Project Charter (cont’d) How can we replicate the use Supplier Certification Best Practices in order to: • Reduce defects on incoming materials; • Eliminate shortages on critical supplies; • And, create better supplier contracts that benefit all parties. How can we accelerate the implementation of enterprise software in our support services functions in order to … • Eliminate paper processing and reduce compliance risks; • Reduce the cycle time and cost to “go live”; • And, improve local ownership and adherence to software standards once implemented. How can we improve the sample testing process for raw materials and in-process product in order to … • Eliminate unnecessary or invalid tests; • Reduce the total number of tests required; • And, improve the cycle time to product release. While well crafted Team Mission statements are the starting point for an effective Project Charter, there is often the need to provide additional clarity, direction and suggestions for what else the team should consider in tackling its mission. The Key Considerations/Boundaries section of the Project Charter fills this need. Effective uses of the Key Considerations/Boundaries section of the Project Charter include the following: • Defining the boundaries of the improvement target (e.g., start and end points of a process; organization units or functions to be involved/where improvements can be implemented; specific policies or procedures that can or cannot be changed.)

11. Prelaunch Task 3: Develop the Project Charter (cont’d) • Highlighting the current baseline level of performance today on key metrics and suggesting a set of stretch goals for the team. (For example: “Today we are operating at an annualized rate of 24 mistakes per 1000 orders; our goal is a 50% reduction in the average monthly run rate by year end”.) • Calling attention to specific problems to be investigated, data to be analyzed or Best Practices to be considered for use. These considerations should be highlighted in the Project Charter and then supplemented by supporting materials and information as appropriate. Once the Team Mission and Key Considerations/Boundaries sections are drafted, it’s a good idea to test the Rapid Action Project Charter before moving ahead to recruiting the Rapid Action Team. Key questions used to test the Project Charter are: • Will everyone who may be impacted or ‘has a stake” in this Rapid Action Project understand WHAT is targeted for improvement? • Will everyone understand WHY this opportunity has been targeted and how success will be measured? • Does the Rapid Action Team have sufficient direction, information and access to resources to successfully complete the Project Charter and meet expectations? If there is any doubt in answering “YES” to the above questions, more work should be done to improve the Team Mission and/or add to the Key Considerations/ Boundaries. Otherwise, the next step is to recruit the Rapid Action Team. Guidelines for this step are outlined in the next section.

12. Prelaunch Task 4: Recruit the Rapid Action Team Rapid Action Teams are sized for speed and division of labor. The target for team membership is six to eight people, including the Team Leader. While the Sponsor Manager and Team Leader assignments are usually determined prior to the selection of Team Members, it is important to check “the fit” of these individuals with the Rapid Action Project Charter as the Charter becomes better defined. Key questions for testing Sponsor Manager fit with the Project Charter include: • Does the designated Sponsor Manager have direct responsibility and authority over the area targeted for improvement? If not, can the Sponsor Manager work successfully with the manager or executive who has the authority to provide responsive and timely decisions to the Rapid Action Team? • Does the designated Sponsor Manager have authority to provide the team with resources to get the job done? If not, can the individual get access to the resources? • Does the designated Sponsor manager have “passion” for the Rapid Action Team Mission – i.e., is the opportunity high on the priority list and is the individual ready to support rapid improvement? If the conditions have changed or the emerging Project Charter shifted so that the original Sponsor Manager is no longer the best fit for the job, the best course of action is to seek another Sponsor Manager or, in the worst case, defer launch of the team. Similarly, key questions to test the Team Leader fit with the Project Charter include: • Is the designated Team Leader “close to the issue” targeted for improvement? Ideally, the individual should be either the process owner or at least a key stakeholder of the area targeted for improvement. • Will the designated Team Leader be credible and effective leading a team of individuals matched to the Project Charter? • Does the designated Team Leader have the time available to lead and guide the team over the next 60 days? Remember Team Leaders need to be prepared to spend up to 20% of their work week on the project.

13. PrelaunchTask4:RecruittheRapidActionTeam (cont’d) If there appears to be any conflicts in the fit of the designated Team Leader to the Project Charter, the best choice is to find another candidate. Assuming a good fit with the designated Sponsor Manager and Team Leader, the next step is to select and recruit Team Members. Key considerations for Rapid Action Team Member recruiting include: • What is the range of knowledge, experience and representation needed for the Project Charter? For example, is specific technical expertise or knowledge critical? Is representation outside the immediate organization needed? Does is make sense to involve a supplier or customer? • Are there any cultural or chemistry consideration that might hinder or help the team? For example, might language or reading ability limit participation and require mentoring certain team members through the process? • Are there any practical time and compensation issues that could hinder participation? For example, multiple shifts, hourly workers and/or union rules. If so, what adjustments to policy or discussions prior to selection may be required to ensure participation of the best people for the task? Key criteria for Rapid Action Team Member selection include: • The individual must have sufficient knowledge of the area targeted for improvement to contribute ideas and support implementation? (NOTE: Every Team Member does not need to be a subject matter expert. In fact, a mix of knowledge levels and experience is preferable.) • The individual must be available to attend weekly Rapid Action Team Meetings and contribute up to four hours per week to complete assignments. • The individual must bring a positive attitude to the task. Problem performers or “hostages” are not good Team Members. Once a candidate list of Team Members has been developed, the next step is to contact the manager of each candidate to confirm their fit with the Project Charter and availability to participate on the team. The task of recruiting Team Members should not be delegated solely to the Team Leader. The Sponsor Manager is often in a better position to lead this task. The Team Leader should assist. Once the Team Members have been selected and participation is confirmed, the final step of Rapid Action Prelaunch Planning is to set the stage to launch the team. These key final tasks are outlined in the next section.

14. Prelaunch Task 5: Schedule and Communicate the Rapid Action Project Rapid Action Projects are designed for execution along side regular job duties – no one is required to be full-time on the task. For this reason disciplined calendar planning is critical to success. While the Rapid Action Team will set it’s calendar time for weekly action meetings at their initial meeting, the Sponsor Manager and Team Leader should pre-plan the following key project calendar dates: The Fast-Start Meeting Date – This is the team’s first meeting. Plan for a four-hour meeting with the Sponsor Manager attending the first 30 to 45 minutes and returning after the meeting to debrief with the Team Leader. The Midpoint Check-in Meeting – This is a one-hour meeting for the Team Leader to communicate progress to the Sponsor Manager and brainstorm solutions to obstacles outside of the team’s control. The Wrap-Up Meeting #2 – This is the Rapid Action Team’s final team meeting to prepare for the Report & Recognition Meeting. It should be scheduled no later than 60 days from the Fast-Start Meeting. The Report & Recognition Meeting Prep Session – This is a one-hour meeting where the Team Leader previews the team’s results and work products with the Sponsor Manager and confirms the game plan for the Report & Recognition Meeting. The Report & Recognition Meeting – This two-hour meeting to present the team’s work and report results should be scheduled no later than 2 weeks from Wrap-Up Meeting #2. As noted, the Rapid Action Team will complete a Team Progress Calendar in the Fast-Start Meeting. The dates for the above meetings should be communicated prior to the team launch as part of the Rapid Action Team launch memo from the Team Leader. In addition, prior to the team launch the Sponsor Manager may want to communicate a short message announcing the Rapid Action Project and its purpose to the organization. Finally, throughout the Rapid Action Project, the Team Leader will be responsible for updating the Sponsor Manager on the team’s progress as well as on any issues requiring Sponsor Manager support. The Sponsor Manager Update provides a simple template for the Team Leader to use after team meetings to update the Sponsor. A copy of this template as well as the other tools mentioned in this section are highlighted on the pages that follow.

15. Rapid Action Project Communication Tools:The Team Progress Calendar As noted, this calendar will be completed by the Rapid Action Team. However, the Team Leader and Sponsor Manager should agree on the date for at least the Fast-Start Meeting and set target weeks for the Midpoint Check-In, Wrap-Up, Report & Recognition Prep Session and Report & Recognition Meeting. (NOTE: This Team progress Calendar template is included in the Rapid Action Team Leader Tools File.)

16. Rapid Action Project Communication Tools: Sponsor Manager Rapid Action Team Launch Announcement The announcement below provides a sample of the communication that Sponsor Managers typically issue to provide “air cover” for Rapid Action Teams. (NOTE: This Sample Announcement is included in the Rapid Action Team Leader Tools File.)

17. Rapid Action Project Communication Tools: Team Leader Rapid Action Team Invitation Memo The memo below provides a sample of the written communication that Team Leaders should distribute to all Rapid Action Team members at least one week prior to the Fast-Start Meeting. (NOTE: This Sample Invitation is included in the Rapid Action Team Leader Tools File.)

18. Rapid Action Project Communication Tools: Sponsor Manager Update The template shown below provides a simple format for updating the Sponsor Manager(s) and other key stakeholders on Rapid Action Team progress. (NOTE: This Sponsor Manager Update template is included in the Rapid Action Team Leader Tools File.)

19. Prelaunch Task 6: Review Team Recognition Options The most important recognition for Rapid Action Teams is to be listened to, supported and congratulated by their Sponsor Manager. However, it is recommended that Sponsor Managers reward Rapid Action Teams with a gesture of appreciation for their good work. A short list of ideas and options for Rapid Action Team recognition are outlined below. Sponsor Managers and Team Leaders should discuss the options and agree on a preliminary plan for team recognition (refer to the Recognition Guidelines listed below). The recognition plan should be finalized during the Midpoint Check-In Meeting. Popular Rapid Action Team Recognition Options A certificate of accomplishment signed by the Sponsor Manager. A memento with the Rapid Action Team's name such as a hat, t-shirt, jacket, pen, paperweight, etc. A celebration lunch or dinner. Cake and coffee or a pizza lunch in the office. Tickets for a group outing such as a sporting event or concert. Gift certificates for purchase of merchandise. Publication of the Rapid Action Team’s accomplishment in the organization’s internal communication vehicles. A personalized letter of appreciation from senior management. (IMPORTANTNOTE: It is NOT RECOMMENDED to recognize Rapid Action Teams with direct compensation or compensatory time off. These options are often difficult to manage, have tax and accounting complications and may create unrealistic expectations for rewards and disappointment on the part of Team Members.)

20. Prelaunch Task 6: Review Team Recognition Options (cont’d) Rapid Action Team Recognition Guidelines Be consistent with the level of recognition provided across all Rapid Action Teams. Consider allocating a standard budget amount for recognizing each Rapid Action Team. Schedule any recognition “fun event” within two weeks of the Report & Recognition Meeting so team members don’t experience a long wait in receiving their reward. If you plan to conduct the recognition event after the Report & Recognition Meeting be sure to give everyone advanced notice so they can plan their calendars. In all cases, don’t skip or defer the planning and execution of team recognition at the Report & Recognition Meeting or beforehand.

21. Time Out! Rapid Action Project Prelaunch Planning Checkpoint! Use the checklist below to test for completion of all key Prelaunch Planning tasks prior to Rapid Action Team Launch. • Rapid Action opportunity assessed for relevance and linked to key organization goals. • Based on the type of application, prelaunch data and analysis requirements have been completed and incorporated into the Rapid Action Project Charter. • Rapid Action Project prioritized as “ready for launch” based on Sponsor Manager Readiness; “Team Roster “Robustness”; and, clear measures of success. • The Team Mission statement is worded in a clear, concise and compelling “How can we … In order to … statement.” • Project Charter Considerations/Boundaries are identified and the charter is supplemented with additional information to assist the team. • Team Member candidates are a good fit for the project and their managers have been contacted to confirm availability to participate on the team. • Team roster confirmed and a date for Fast-Start meeting is scheduled. A suitable meeting location is secured. • Rapid Action Team announcement (if appropriate and launch memo distributed.) • Team recognition options discussed and calendar targeted for Rapid Action Team Wrap-Up Meeting and Report & Recognition Meeting.