Transcript Slide 1

Tools to Achieve Performance Excellence
“Scope your Project or Process
Improvement right the first time”
Dave Brucks - Executive Director of Functional
Excellence at Seagate Technology
Jim Nelson - Quality Assurance Manager at Loram
Agenda
• Introduction & Agenda (5 min)
• Project Charters (5 min)
• SIPOC
– Introduction (5 min)
– Demonstration (10 min)
• SWOT
– Introduction (5 min)
– Demonstration (10 min)
• Questions & Answers (10 min)
Project Charters
Why use?
• Clarifies and aligns stakeholders:
– Objective
– Metrics
– Scope
– Roles & Responsibilities
– Business Case
– Dates & Milestones
– Support
SIPOC
Suppliers Inputs Process Outputs Customers
Why use?
• Gain insight on stakeholders and breadth of needs
Step 1
Step 2
Step 3
Beginning
……
Step 4
End
Step 5
SIPOC
How?
Customers first!
Supplier



Supplier 1
Supplier 2
Supplier 3
Input
1.
2.
3.
4.
5.
Input 1
Input 2
Input 3
Input 4
Input 5
Process
Process Step 1
Process Step 2
Process Step 3
Process Step 4
Process Step 5
Output
101.
102.
103.
104.
105.
Output 1
Output 2
Output 3
Output 4
Output 5
Customer
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

Customer 1
Customer 2
Customer 3
SIPOC Exercise
Thanksgiving Day Family Dinner
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

Supplier
Supplier 1
Supplier 2
Supplier 3
Input
1.
2.
3.
4.
Input 1
Input 2
Input 3
Input 4
Process
Plan & Invite guests
Clean & Organize house
Prepare the meal
Welcome guests
Serve the meal
Output
51.
52.
53.
54.
55.
Output 1
Output 2
Output 3
Output 4
Output 5
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

Customer
Customer 1
Customer 2
Customer 3
Key Points
• SIPOC is a simple but useful tool for scoping your process and the involved elements.
• SIPOC can be used in conjunction with the project charter to "kick off" project or
process context and gain alignment on scope.
• You can use it to define:
–
Who supplies or receives
–
What is supplied or received (information and/or material)
–
Importance of Who and What
• The leader should facilitate appropriate dialogue and compromise to agree on.
•Be realistic and rigorous with SIPOC analysis. Apply it at an agreed upon level, and
supplement it with other scoping tools where appropriate. It can be wildly thorough or
tame and easy
SWOT
Why
•
•
SWOT is a context exercise to help identify
the key internal and external factors seen
as important to achieving an objective.
A SWOT analysis can be carried out for a
project, product, place, industry or
person.
How
•
•
•
Brainstorm ideas on the strengths and
weaknesses internal to the project,
product, place, industry or person.
Brainstorm ideas on the opportunities and
threats presented by the environment
external to the project, product, place,
industry or person.
Define a strategy that uses strengths to
take advantage of opportunities, mitigates
weaknesses or turns them into strengths
and minimizes the threats in order to
achieve the objective.
Internal
Origin
(attributes of
the
organization)
Helpful
Harmful
(to achieving the objective)
(to achieving the objective)
Strengths - characteristics of the business or project that give
it an advantage over others
Weaknesses - characteristics that place the team at
a disadvantage relative to others
What advantages does your organization have?
What do you do better than anyone else?
What unique or lowest-cost resources can you draw upon that others
can't?
What do people in your market see as your strengths?
What factors mean that you "get the sale"?
What is your organization's Unique Selling Proposition ?
Consider your strengths from both an internal perspective, and from the
point of view of your customers and people in your market.
Also, if you're having any difficulty identifying strengths, try writing down a
list of your organization's characteristics. Some of these will hopefully be
strengths!
What could you improve?
What should you avoid?
What are people in your market likely to see as weaknesses?
What factors lose you sales?
Again, consider this from an internal and external basis: Do
other people seem to perceive weaknesses that you don't see?
Are your competitors doing any better than you?
It's best to be realistic now, and face any unpleasant truths as
soon as possible.
When looking at your strengths, think about them in relation to your
competitors. For example, if all of your competitors provide high quality
products, then a high quality production process is not a strength in your
organization's market, it's a necessity.
External
Origin
(attributes of
the
environment)
Opportunities - elements that the project could exploit to its
advantage
What good opportunities can you spot?
What interesting trends are you aware of?
Useful opportunities can come from such things as:
Changes in technology and markets on both a broad and narrow
scale.
Changes in government policy related to your field.
Changes in social patterns, population profiles, lifestyle changes,
and so on.
Local events.
Threats - elements in the environment that could
cause trouble for the business or project
What obstacles do you face?
What are your competitors doing?
Are quality standards or specifications for your job,
products or services changing?
Is changing technology threatening your position?
Do you have bad debt or cash-flow problems?
Could any of your weaknesses seriously threaten
your business?
Questions found at Mindtools.com
Key Points
• SWOT Analysis is a simple but useful framework for analyzing your organization's
strengths and weaknesses, and the opportunities and threats that you face. It helps you
focus on your strengths, minimize threats, and take the greatest possible advantage of
opportunities available to you.
• SWOT Analysis can be used to "kick off" strategy formulation, or in a more
sophisticated way as a serious strategy tool.
• You can use it to get an understanding of your competitors, which can give you the
insights you need to craft a coherent and successful competitive position.
• The decision makers should consider whether the objective is attainable, given the
SWOTs. If the objective is not attainable a different objective must be selected and the
process repeated.
• When carrying out your SWOT Analysis, be realistic and rigorous. Apply it at the right
level, and supplement it with other option-generation tools where appropriate.
Helpful
Harmful
(to achieving the objective)
(to achieving the objective)
Strengths
Weaknesses
Opportunities
Threats
Internal Origin
(attributes of the
organization)
External Origin
(attributes of the
environment)
Q&A