The Roadmap - Tools to make it happen

?Welcome to the TLS Continuum Change Maestro’s Roadmap newsletter. A new edition will be released every Tuesday on LinkedIn. It is by nature an interactive newsletter. What do I mean? My initial intention was the development of a dialogue pertaining to the concept of a change roadmap. I was looking for interaction between those of us here as to what each phase so far meant to you. It appears as though you would prefer to be passive readers, so be it. However, let me reiterate that as we progress through the roadmap if you have something you want to contribute, feel free to comment on any issue that perks your thoughts.

?I am going to backtrack a bit this week and start from the beginning. When we look at the tools required to implement the Change Maestro’s Roadmap, we discover that there are three stages. The first stage is the foundation pieces of the process. The second stage is the critical success factors to make it work and the final stage is the implementation of the tools to optimize the problem-solving process. The three stages call for a deeper dive into them. Each stage is designed to answer Dr. Mikel Harry’s charge that we don’t know what we don’t know

?Stage 2: The Critical Success Factors

Like the Foundation stage, the critical success factors stage has its own set of criteria. We cannot expect to be successful if all we did was to put in place the foundational pieces. The Critical Success Factors begins the nuts-and-bolts efforts to understand the problem and the associated processes. The components of this stage are:

Gaining knowledge

Deming told us that if we can’t define something as a process, we don’t know what we are doing. Mikel Harry told us that we don’t know unless we measure, and we don’t measure what we don’t value. We can’t respond to either charge unless we know what the process is all about. We don’t know unless we walk the system.

We begin the critical success factor stage by defining the process. Creating the process maps and understanding what has to be done to complete the process. It also means that we must become proactive in dealing with our stakeholders. To accomplish this task the system presents you with nine tools:

The first is the Gemba Walk. Starting at the receiving deck and ending at the shipping dock you want to walk the process. Part of this is to implement Ohno’s Stand in a Circle. Stand in a circle on the office floor and watch what is going on.? process and how they interact. Where are the problems? Why is the problem occurring? The third tool is the Ishikawa Fishbone diagram which provides us a view of the causes of the problems and what effect they have on the total process. We can’t expect to resolve the organizational issues unless we understand what is causing them. The fourth and fifth tools give us an understanding of the constraints in time available to complete the process. We want to get a handle on the level of work in progress. We use TAKT time and Traffic Intensity to calculate this time allotment.

With all this available data, the sixth tool is to conduct research into the marketplace to see what others are dealing with the same problem. The final tool is to read. Newspapers, Google alerts, Book and White Papers dealing with the issue at hand to enhance your knowledge of the process.

Project Charter

Now comes the hard part. Construct your process improvement roadmap in the form of the project charter. It is your roadmap and a living document which changes as the project and process change. At each version it shows how each stage interacts with each other.

Team Organization

Your goal is to build a cohesive unit. As a result, the choice of who sits on the team is critical. You need team members who have a different mindset, they are in it solve an issue not to rank up reward points. They are not in it to protect their territory. They see their fellow members as colleagues and partners who are involved in a spirit of inquiry. They have left their assumptions at the door as to the ultimate outcome. Each team member needs to understand what their role is in the process.

Resource Assortment

Be specific. Depp dive into what resources the team will need to complete the project. Keep in mind the two factors of time and finances. How much time do you need from other functions and how much impact is that time allotment going to have on the financial picture.

Process Assessment

Following the Gemba Walk and the development assess the process. What you are looking for are sings of duplication of efforts; redundancy in steps; and steps that make no sense in the realm of the process.

Stakeholder Analysis

Finally, we want to assess our stakeholders. They have a vital role in the process, but we need to understand their motivations. What is behind their issue? How much support are they willing to give? Are there any hidden factors which may lead to the stakeholder holding up the process? Once we have the answers to these questions, we need to develop strategies to deal with the issues. Most important component is once we have developed the solution are they going to implement that solution? Does their corporate culture stand in the way of resolution. We hope in the end run to create a new corporate culture but until we do the current nature of the culture will or could be an obstacle.

?Next week we will look at the implementation optimization stage and the associated toolbox.

?An invite: We have created a new showcase page on LinkedIn focused on our training opportunities. Follow us to stay up to date on what we have available to meet your training needs. https://www.dhirubhai.net/showcase/training-webinars

?An Invite: We have started a new group on LinkedIn. It is the TLS Continuum - The Human Connection. We want to start a conversation regarding how we get around the ASSUMPTION that our human capital assets understand the improvement process and how we can bring them into the game. No selling allowed, just open dialogue. Join the dialogue, invite your network to become involved. https://www.dhirubhai.net/groups/13059813

An Invite: We have a Daniel Bloom & Associates, Inc. company page visit and follow for the latest on our services to the business community to enhance the organizational change initiatives. https://www.dhirubhai.net/company/daniel-bloom-&-associates-inc./

Looking for the perfect model for improving your organizational processes? Order your copy of the TLS Continuum Field Guide - How the Theory of Constraints, Lean and Six Sigma will transform your operations and Program flow to be released in February of 2024

About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. Starting July 15,2024, you can start the same path as we present live our Road to Operational Excellence - The Human Capital Edition for the following six weeks.

For more information visit https://dbaiconsulting.com/tls-continnuum-master-seminars

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