Tools for Implementation

1. Tools for Implementation

2. Excellent improvement suggestions must be implemented • Difficult task • Consists of several subtasks: • Sorting and prioritizing among the improvement proposals • Organizing the implementation • Developing an implementation plan • Creating acceptance for the required changes and a favorable climate for the implementation • Carrying out the implementation itself

3. Tools for implementation • A∆T analysis • Tree diagram • Process decision program • Force field analysis

4. Sorting improvement proposals Criteria for sorting proposals • The investment needs for introducing a new method or process • The training needs • Time limitations, in the form of: • Deadlines for the project • Organizational restrictions with regard to the time available for performing the implementation task • The people motivation level

5. How the implementation should be organized • By the original improvement team: the same team that has carried out the project so far also undertakes the implementation of improvements • By a specific implementation team: a new team is formed consisting of the necessary and suitable persons to assume the responsibility for the implementation • In the line of organization: functionally responsible persons assume responsibility for implementing changes by using the resources of the ordinary organization

6. A∆T Analysis • Relate closely to both idealizing and value added analysis • Main purpose: set ambitious targets for the improvement work • Assumption  always possible to find two durations, accumulated costs, total number of defects or other accumulated performance measures for a given process: • “A”  Actual • “T”  Theoretical • Theoretical value closely related to the ideal process in idealizing • If considering only time or cost, theoretical value can often be found simply by subtracting Organizational Value Activities and Non Value Adding Activities

7. Using A and T The “A” and “T” can be used in two ways: • To calculate ratio between A and T value: ∆ = A/T • Express the improvement potential in eliminating all unnecessary activities and performing the process as efficiently as possible • The higher the ratio, the higher the potential • For setting improvement target • Based on the T value • Could be set at T value or somewhat below to take into account any practical limitation

8. Improvement Targets should be… • Ambitious enough to require some effort to be reached • Realistic so as not to deter • Operative, to be easy to comprehend

9. Tree Diagram • Easy to use tool, suitable for breaking down larger tasks into activities of manageable size • Can be combined with more complicated calculation methods for the project, e.g. PERT or CPM

10. Approach to create Tree Diagram • Generate a list of activities that must be performed to implement the improvement proposals • Write down each activity in the form of a verb followed by a noun • Arrange activities in logical subgroups that must be performed in sequence • Arrange the subgroups to an overall sequence to illustrate the entire plan in the tree diagram • Order from left to right

11. Process Decision Program Chart (PDPC) • Planning tool for making detailed implementation plans that included all possible negative events and problems that could occur along the way • Predicting problems before they occur makes it • Possible to address such problems • Enables training in problem solving • Most often used when: • A large and complex task is to be carried out for the first time • Costs associated with failure are exceedingly high • Finishing by the deadline is critical

12. Approach for using PDPC • Generate a tree diagram for the implementation task or use one that has already been designed • For each element at the lowest level of the tree diagram, ask “What potential problems could occur during this activity?” or “What could go wrong here?” • Add problem considered significant to the diagram as “what if” element below the lowest level of activities • For each “what if” element, brainstorm possible countermeasure • Place all countermeasure in the diagram below the “what if” elements and link them to the potential problem • Evaluate each countermeasure with regard to ease of implementation, practicality, effectiveness etc • Difficult ineffective  X • Effective  O

13. Important part in implementation phase is to create acceptance for the suggested changes • General advice for creating the desired acceptance of the improvement is to communicate with everyone affected and anyone that might represent an obstacle to an effective implementation • These are typically: • Top management • Everyone involved in the process to be changed • Everyone delivering input into the process or receiving output from it • Other persons who can impact the implementation and its progress

14. Force Field Analysis • Tool that can contribute to creating an overview of the situation and possible actions to improve it • Based on the assumption that any situation is a result of forces for and against the current state that are in equilibrium

15. Procedure for Using Force Field Analysis • Define clearly the change desired • Brainstorm all possible forces in the organization that could be expected to work for or against the change • Assess the strength of each of the forces and place it in a force field diagram • The length of each arrow in the diagram expresses the strength of the force it represents • For each force, but especially the stronger ones, consider actions that could increase the forces for the change and reduce those against it

16. Advice for Effective Implementation • Involve everyone responsible for results from the process that is being improved • Try to elicit involvement and inspiration from those involved in the project • Follow a clearly communicated plan • Keep the effected persons informed about progress and achieved results • Emphasize the importance of patience – changes do not happen overnight!