Tools

1
Tools
2
GoFast! Workshop Tools

• Storyboarding
• Pay-off matrix
• Dot Voting
• In-frame/out-of-frame
• Fishbone
• Circles of influence
• Fist to Five/Thumbs up
• Fifteen Words
• Five Whys
• RAMMPO
• COMMWIP
• Is/Is Not
• SIPOC

3
Storyboarding
4
Storyboarding Tool
Topic Why is this system bureaucratic?
5
Payoff Matrix
6
Payoff Matrix, continued
7
Payoff Matrix Tool
high
Hard Work but Worth It
Quick Hits
Payoff
Just Do It
Not Worth the Effort
low
hard
easy
Ease of Change
8
Dot Voting
9
Dot Voting, continued
10
Dot Voting Tool
Gallery of Issues
Topic 2
Topic 1
11
In the Frame/Out of the Frame
12
In the Frame/Out of the Frame, continued
13
In the Frame/Out of the Frame Tool

• Instructions
• Have the leader and group list all potential
  aspects/components (e.g., end results, timeframe,
  product lines, geographic, organizations/groups
  involved) of the initiative using post-it notes
• As a total group, place each idea either
  in-the-frame, outside-the-frame, or on-the-frame
  (if uncertainty or disagreement exists)
• Discuss on-the-frame items in more detail to
  reach agreement
• Review the groups understanding of the scope
  with the appropriate leaders

14
Fishbone
15
Fishbone Tool
Technical
Topic Why is the QA inspection error rate so
high?
Possible Cause B
Possible Cause
Possible Cause B
Possible Cause
Problem or Issue
Human
Possible Cause
Possible Cause E
Possible Cause E
Possible Cause E
Possible Cause
16
Circles of Control, Influence, Concern
17
Circles of Control, Influence, Concern, continued
18
Circles of Control, Influence, Concern Tool

• Instructions
• Explain the three rings of the model, explain
  most productive work falls into the inner two
  rings
• Agree on what our group has control, influence,
  or just concern
• Post information on the chart in the appropriate
  area
• Discuss the concern and influence aspects,
  identify key stakeholders you should involve and
  plan how to increase your control or to exercise
  your influence

Concern
Influence
Control
19
Fist to Five Thumbs Up
20
Fist to Five and Thumbs Up, continued
21
15 Words
22
15 Words, continued
23
15 Words Tool

• Instructions
• Have each group member or small group write in 15
  words or less the definition of the project,
  issue or problem statement using either large
  post-it notes, a flip chart page, or an overhead
  transparency
• Review each statement with the total group
• As a group, identify the key terms/themes where
  agreement exists circle the key words or phrases
• Highlight and clarify all unclear words by asking
  What do you mean by this?
• Draft a working statement using the key words
  from each person or group after the statement
  has been crafted, test for consensus and agree on
  a statement
• It is also permitted to agree on a working
  version that can be fine tuned or rewritten later

24
5 Why Problem Solving
Problem Definition
Problem Description
Locate Point of
Cause
PoC
Direct Cause
Cause
Cause
Cause
Root
Cause
Countermeasure
25
5 Why Problem Solving, continued
26
5 Why Problem Solving Tool
Issue The QA inspection error rate too high
Why is the QA inspection error rate so
high? Why are measurement procedures part of
the problem? Why are inconsistent procedures
used? Why are wrong tools used? Why are the
correct tools unavailable?

• Measurement procedures
• Environment issues
• Wrong procedures used
• No operational definition
• Inconsistent procedures
• Weak documentation
• Wrong tools
• Correct tools unavailable
• Poor location

Root Cause for group focus
For further information regarding Problem
Solving, refer to the Problem Solving Operating
Guideline (OG 27) on the GMS website at
http//gmgms.gm.com
27
COMMWIP
28
COMMWIP, continued
To Learn More About COMMWIP Reference the
GMS Operating Guideline Continuous Improvement
(OG 33.0)
29
Category of Waste/Definition/Example
Waste of Correction Definition Doing something
over which requires additional motion,
processing, inventory and/or waiting Examples
Reworking something due to error or requirement
changes, reprinting informal documents to get
perfect look, starting tasks without knowing
end goal, reworking a presentation/report/memo
over and over again
Waste of Overproduction Definition Information
too soon or too fast in a process may cause
other forms of waste Examples Unnecessary
reports, too many copies, redundant work
performed by different functions, preparing paper
copies of documents before final version
Waste of Motion Definition Unnecessary work
movements/ steps which do not add value to the
product Examples Searching for misplaced items
or remotely located items, holding duplicate
meetings, creating non-value added steps in a
process, excessive use of email and voicemail
(i.e., number, length, distribution), excessive
reviews, duplicate jobs
Waste of Material Movement Definition
Unnecessary transporting, storing or rearranging
of items, parts, equipment, people Examples
Creating temporary locations for items, parts, or
information and not promptly removing them when
final solution is created
Waste of Waiting Definition To remain in one
place while doing something other than what is
related to the task at hand Examples Waiting for
people, information, meetings to start on time,
decisions, signature(s) for approval, sitting
through the whole meeting when only a portion is
relevant, unnecessary participation in meetings
Waste of Inventory Definition Too much of
anything which may take up space, lead to
obsolescence, impact safety, cause waste of
motion or waste of material movement Examples
Purchasing excessive quantity of materials,
supplies, equipment, holding onto equipment in
anticipation of delay in new equipment, keeping
excessive supplies at desk
Waste of Processing Definition Doing something
the customer does not perceive as adding value to
the product Examples Complex processing of
product, overly complex purchasing process,
requiring redundant approvals, performing
unnecessary operation or repair, performing
redundant activities, typing when handwritten is
sufficient, unnecessary formatting, needless
reporting to multiple parties, unnecessarily
carbon copying information
30
Waste in a Business Environment 7 Types of Waste
and 2 Main Contributors
Correction Rework, work done because of errors
in the previous process
Overproduction Making more than is necessary or
making things faster than is necessary, working
ahead the worst form of waste since it causes
all other types of waste
Motion Unnecessary people motions, travel,
walking, searching
Correction
Processing

C
P
Over Production
Material Movement Unnecessary handoffs,transfers,
filing, distances of material information
Inventory
O
TYPES OFWASTE
I
Waiting People waiting for machines, information
or people. Information waiting on people or
machines
M
W
M
Motion
Waiting
Inventory Information or material waiting in
queue
Material Movement
Processing Redundant or unnecessary mental or
physical work work that is giving the customer
more than he/she is willing to pay for
UnLevelness (Mura) A flow of information or
product processes that are not regular or
constant causing many of the other types of
waste the lack of consistency in schedules,
products, and info.
UnReasonableness (Muri) Pushing a machine or
people beyond their capabilities or what is
considered reasonable overburden
31
Waste Identification Checklist
7 forms of waste 1. Correction 2.
Over-production 3. Motion 4. Material Movement
5. Waiting 6. Inventory 7. Processing
32
Is/Is Not
33
Is/Is Not, continued
34
Is/Is Not Tool

• Instructions
• Identify with the leader and the group all the
  things they consider in/out of scope
• Review the ideas and identify points of
  disagreement
• Establish consensus on what is in and out of
  scope and review this with the project owner to
  confirm

IS
IS NOT
35
SIPOC
36
SIPOC, continued
37
SIPIC Tool

• Instructions
• Set up the SIPOC to include the five categories
  of Suppliers, Inputs, Process Steps, Outputs, and
  Customers of the current process
• Identify the customer(s) of the process
• Identify the outputs/products the customer
  expects
• List the high-level steps from left to right
  (5-10 steps are optimal)
• Ensure everyone agrees on the starting point and
  stopping point of the process - This will
  help bound what is in/out of scope of the groups
  work
• Identify suppliers and inputs to the process.
• Document the SIPOC for later use. Use the output
  from this exercise as a basis for project
  planning (stakeholder analysis, communications
  plan, etc.).

STOP
START
SUPPLIERS
INPUTS
CUSTOMERS
PROCESS STEPS
OUTPUTS
38
SIPOC Example
39
Process Commercial 1

• How a Gallery Works

40
What is a Process Commercial?

• Simple tool that a GoFast! Coach can use to
  quickly demonstrate what participants will be
  doing in a workshop
• A picture is worth is 1000 words
• If you can illustrate to participants the work
  they are expected to accomplish, they will be
  more apt and more able to take the pen and
  begin working
• Useful tool to refresh coaches on their roles and
  responsibilities during a GoFast! workshop
• Remember, you own the process! Make sure you
  know it and can teach it
• It is recommended that a coach develop a good
  process commercial they can explain, create flip
  charts and post it notes to do so, and then
  practice, practice, practice
• Today we are going to demonstrate two types of
  process commercials
• Workshop commercial, highlighting steps such as
  Gallery of Issues and Breakout Groups
• Tool commercial, highlighting SIPOC (supplier,
  input, process, output, customer), which can be
  used at a workshop or during scoping

41
Process Commercial example typical workshop
Workshop Problem
Problem Statement My family has been
transferred so we need to sell our home quickly
or we wont have enough money to purchase our new
home
Objective (Workshop Goal) Identify and
eliminate any barriers that might prevent us from
selling our home in the next 90 days
Gallery of Issues Question What could prevent
us from selling our home in the next 90 days?

• Coaching Tips
• Walk the group through the introduction of the
  workshop problem statement, goal of the workshop,
  and gallery of issues question
• Key Highlights
• Problem statement includes the impact if the
  problem is not resolved
• Workshop goal focuses on elimination and
  incorporates a timeline
• Gallery of issues questions encourages
  participants to identify barriers related to the
  issue

42
Process Commercial Example (contd)
Need to Market Home
Gallery of Issues
Dont Have a Realtor to List the House With
The Problem Isneed to Get the House on the Market
Windows Need to Be Washed Throughout the Entire
House
Great Room Is Too Dark
Carpeting in Hallway and Bedroom Is Dirty
Lamp Is Out in the Great Room
The Problem Is..The Light in the Family Room Does
Not Work

• Coaching Tips
• Demonstrate how a Gallery of Issues is used to
  generate barriers/issues to solving the problem
  at hand
• Key Highlights
• Pre-write the brainstorming ideas on sticky notes
  
• Demonstrate how participants read each idea as
  they put them on the board
• Once all of the sticky notes are on the board,
  start grouping them into broader categories
• Ask the group if they all agree with the
  categories using the thumbs up/down tool

43
Process Commercial Example (contd)
Breakout Group 1 Post It Note Issues to address
Interior Issues
The Problem Is..The Light in the Family Room Does
Not Work
Great Room Is Too Dark
Lamp Is Out in the Great Room
Potentially 3 different problems for this
Breakout Group to solve . . .

• Coaching Tips
• Once all of the issues are grouped into broader
  categories, breakout groups naturally form. Take
  the Interior Issues sticky notes to demonstrate
  what happens in a breakout session
• Key Highlights
• Prioritize the sub categories and tackle them one
  at a time
• Walk through one example from start to finish

44
Process Commercial Example (contd)
Breakout Group 1 Develop Problem Statement 1
Interior Issue
The Problem Is..The Light in the Family Room Does
Not Work
Great Room Is Too Dark
Lamp Is Out in the Great Room
Problem Statement Light is broken
Problem Statement Revised Light in great room is
broken so the room is dark

• Coaching Tips
• Give examples of how to improve problem
  statements to make them more powerful
• Key Highlights
• Problem statements are frequently seen as a
  stand-alone statement, so it is important to
  make it clear enough that people that did not
  attend the workshop, can understand what topic
  workshop addressed

45
Process Commercial Example (contd)
Breakout Group 1 Determine Root Cause for
Problem 1
Light in Great Room is Broken So the Room is Dark
Why?
Why?
Switch Is Bad
Fuse Is Blown
Bulb Is Burnt Out
Why?

• When using 5 Whys? ask the following
• What are all of the potential root causes?
• Document all potential root causes
• Are any of the root causes more likely than
  another?
• Drill down by asking why on the most likely
  root causes
• Do you think this is the root cause?
• Does it matter any more?
• Should we ask why again?

Bulb Cracked, Allowing Air Intrusion

• Coaching Tips
• Getting to the root cause of an issue is a
  critical step in understanding how to solve it.
  Use your GoFast! tool box to help workshop
  participants drill down to the root cause
• Key highlights
• When using the 5 whys tool, make sure that you
  have the correct why before drilling down too
  far

46
Process Commercial Example (contd)
Breakout Group 1 Generate Potential Solutions
for Problem 1
Potential Solutions
Light Candles
Install a Skylight
Buy a New Lamp
Replace the Bulb
Replace the Bulb
Buy a New Lamp
Install a Skylight
Light Candles

• Coaching Tips
• Once the group thinks it has identified the root
  cause of the issue, brainstorm potential
  solutions. The 2x2 Payoff Matrix is a good tool
  to help prioritize the issues
• Key highlights
• Work on the issues that fall under the GoFast!
  quadrant first. Then move on to the tougher
  issues if time permits

47
Process Commercial Example (contd)
Breakout Group 1 Recommendation Action Steps
for Problem 1
Recommendation Form
Light in great room is broken so the room is dark

• Bulb is burnt out

• Replace bulb in light in great room and test
• If test fails, check the switch

• Brightening the great room will enhancing the
  appeal of the house

• Coaching Tips
• After the group has created a solid problem
  statement, identified the root cause, and
  generated/prioritized potential solutions, they
  put together an action plan to implement. Using
  the recommendation form, the group must decide
  who is responsible for each action and a date
  when it will be completed. Also, the group must
  designate a driver, roadblock buster and a person
  to be in charge of monitoring and follow-up.
• Key highlights
• Remind the group that a good recommendation
  form is comprehensive and identifies a viable
  solution to the issue

48
Process Commercial 2

• How a Gallery Works

49
Process Commercial example
Workshop Problem
Problem Statement The Detroit Lions must play
in a Super Bowl within the next 3 years or the
team will be eliminated.
Objective (Workshop Goal) Identify and
eliminate any barriers that might prevent the
Detroit Lions from playing in a Super Bowl within
the next 3 years. (For sample purposes only
GoFast addresses issues that can be resolved
within 90 days.)
Gallery of Issues Question What prevents the
Detroit Lions from playing in the Super Bowl?

• Coaching Tips
• Walk the group through the introduction of the
  workshop problem statement, goal of the workshop,
  and gallery of issues question
• Key Highlights
• Problem statement includes the impact if the
  problem is not resolved
• Workshop goal focuses on elimination and
  incorporates a timeline
• Gallery of issues questions encourages
  participants to identify barriers related to the
  issue

50
Gallery of Ideas - Problem Statement What
prevents the Detroit Lions from playing in the
Super Bowl?
Does anyone have a similar issue?
Poor Offensive Line Play
51
Gallery of Ideas - Problem Statement What
prevents the Detroit Lions from playing in the
Super Bowl?
Poor Offensive Line Play
Off Field Problems
52
Gallery of Ideas - Problem Statement What
prevents the Detroit Lions from playing in the
Super Bowl?
Players
Poor Offensive Line Play
Off Field Problems
Poor Quarter Back Play
Lack of Condition- ing
53
Gallery of Ideas - Problem Statement What
prevents the Detroit Lions from playing in the
Super Bowl?
Does anyone have a new issue?
Players
Poor Offensive Line Play
Off Field Problems
Poor Quarter Back Play
Lack of Condition- ing
54
Gallery of Ideas - Problem Statement What
prevents the Detroit Lions from playing in the
Super Bowl?
Players
In- efficient Play Calling
Poor Offensive Line Play
Off Field Problems
Poor Quarter Back Play
Lack of Condition- ing
55
Gallery of Ideas - Problem Statement What
prevents the Detroit Lions from playing in the
Super Bowl?
Players
Coaching
In- efficient Play Calling
Poor Offensive Line Play
Not Under- Standing New Rule
Off Field Problems
Wrong Offensive Strategy
Poor Quarter Back Play
Wrong Defensive Schemes
Lack of Condition- ing
56
Cluster all Post-Its into Categories
Players
Coaching
Mgmt.
Off Field Problems
Poor Head Coach Hiring
Lack of Condition- ing
In- efficient Play Calling
Lousy Draft Picks
Poor Offensive Line Play
In- efficient Play Calling
Not Under- Standing New Rule
Poor Offensive Line Play
Poor Training Facilities
Not Under- Standing New Rule
Off Field Problems
Lousy Draft Picks
Wrong Offensive Strategy
Poor Training Facilities
Salary Cap Issues
Poor Quarter Back Play
Wrong Offensive Strategy
Poor Quarter Back Play
Salary Cap Issues
Wrong Defensive Schemes
Lack of Condition- ing
Poor Head Coach Hiring
57
Process Commercial Example (contd)
Breakout Group 1 Post It Note Issues to address
Players
Poor Offensive Line Play
Lack of Condition- ing
Off Field Problems
Poor Quarter Back Play
Potentially 3 different problems for this
Breakout Group to solve . . .

• Coaching Tips
• Key Highlights
• Use Pay-Off Matrix to prioritize the sub
  categories and tackle them one at a time

58
Process Commercial Example (contd)
Breakout Group 1 Post It Note Issues to address
Poor Offensive Line Play
Poor Quarter Back Play
Problem Statement Poor play by offensive line
and quarter back
Problem Statement Revised Poor play by offensive
line and quarter back is preventing scoring.

• Coaching Tips
• Give examples of how to improve problem
  statements to make them more powerful
• Key Highlights
• Problem statements are frequently seen as a
  stand-alone statement, so it is important to
  make it clear enough that people that did not
  attend the workshop, can understand what topic
  workshop addressed

59
Process Commercial Example (contd)
Poor play by offensive line and quarter back is
preventing scoring.
Why?
Why?
Offensive Coordinator is New
Skill Level is Low
Plays are Bad
Why?

• When using 5 Whys? ask the following
• What are all of the potential root causes?
• Document all potential root causes
• Are any of the root causes more likely than
  another?
• Drill down by asking why on the most likely
  root causes
• Do you think this is the root cause?
• Does it matter any more?
• Should we ask why again?

Old Coordinator didnt like change

• Coaching Tips
• Getting to the root cause of an issue is a
  critical step in understanding how to solve it.
  Use your GoFast! tool box to help workshop
  participants drill down to the root cause
• Key highlights
• When using the 5 whys tool, make sure that you
  have the correct why before drilling down too
  far

60
Process Commercial Example (contd)
Breakout Group 1 Generate Potential Solutions
for Problem 1
Potential Solutions
Brainstorm Team for Ideas
Benchmark other Teams Plays
Let New Coordinator Do His Job
2 x 2 Payoff Matrix
Hard but worth it
GoFast!
High
Benchmark other Teams Plays
Brainstorm Team for Ideas
Impact of change
Not worth it
Just do it
Let New Coordinator Do His Job
Low
Low
Ease of Implementation
High

• Coaching Tips
• Once the group thinks it has identified the root
  cause of the issue, brainstorm potential
  solutions. The 2x2 Payoff Matrix is a good tool
  to help prioritize the issues
• Key highlights
• Work on the issues that fall under the GoFast!
  quadrant first. Then move on to the tougher
  issues if time permits

61
Process Commercial 3

• How a SIPOC Works

62
What is SIPOC?

• Tool that facilitates understanding of the
  process addressed in the issue at hand.

Process
Customer(s)
Supplier(s)
Inputs
Outputs
63
What is SIPOC?

• Tool that facilitates understanding of the
  process addressed in the issue at hand.

Process
Customer(s)
Supplier(s)
Inputs
Outputs
Start
Stop
Start by deciding where the process starts and
where it ends. What are the boundaries? Also
agree on the name of the Process.
64
What is SIPOC?

• Tool that facilitates understanding of the
  process addressed in the issue at hand.

Process
Customer(s)
Supplier(s)
Inputs
Outputs

Start
Stop
Then determine the Customer(s) Who are we doing
this for?
65
What is SIPOC?

• Tool that facilitates understanding of the
  process addressed in the issue at hand.

Process
Customer(s)
Supplier(s)
Inputs
Outputs


Start
Stop

Then ask What do they need? (And what are we
providing?)

66
What is SIPOC?

• Tool that facilitates understanding of the
  process addressed in the issue at hand.

Process
Customer(s)
Supplier(s)
Inputs
Outputs



Stop
Start


What is required to make this happen?


67
What is SIPOC?

• Tool that facilitates understanding of the
  process addressed in the issue at hand.

Process
Customer(s)
Supplier(s)
Inputs
Outputs




Stop
Start



And who provides?


68
What is SIPOC?

• Tool that facilitates understanding of the
  process addressed in the issue at hand.

Process
Customer(s)
Supplier(s)
Inputs
Outputs







Stop
Start





Then start creating the process steps. Try
working backward vs forward.
69
Sipoc Example

• How can we reduce excessive, redundant and
  unimportant Lotus Notes?
• What is the current process?
• Process is not documented.
• Use SIPOC to take a look at the current state.

70
SIPOC Example

• What is the current process for Lotus Notes?

Process
Customer(s)
Supplier(s)
Inputs
Outputs
71
SIPOC Example

• What is the current process for Lotus Notes?

Process
Customer(s)
Supplier(s)
Inputs
Outputs
Person creates LN message
Person responds to LN message
Start
Stop
72
SIPOC Example

• What is the current process for Lotus Notes?

Process
Customer(s)
Supplier(s)
Inputs
Outputs
Person creates LN message
Person responds to LN message
Start
Stop
GM Employee
73
SIPOC Example

• What is the current process for Lotus Notes?

Process
Customer(s)
Supplier(s)
Inputs
Outputs
Person creates LN message
Person responds to LN message
Start
Stop
GM Employee
No Action
Delete
Forward
Store
Respond
Print
74
SIPOC Example

• What is the current process for Lotus Notes?

Process
Customer(s)
Supplier(s)
Inputs
Outputs
Person creates LN message
Person responds to LN message
Start
Stop
GM Employee
GM Employee
Tag Lineor header
No Action
Message
Delete
Attachments
Forward
E-Mail address
Store
ToCcBcc
Respond
Print
75
SIPOC Example

• What is the current process for Lotus Notes?

Process
Customer(s)
Supplier(s)
Inputs
Outputs
Person creates LN message
Person responds to LN message
Start
Stop
Sender chooses recipients
GM Employee
GM Employee
Tag Lineor header
No Action
Sender creates Tag Line
Message
Delete
Sender creates message
Attachments
Forward
Sender attaches document
E-Mail address
Store
Sender sends LN
ToCcBcc
Respond
Recipient receives LN
Recipient takes action
Print
76
Process Commercial 4

• How a SIPOC Works One Pager

77
Process Commercial Example SIPOC
Supplier
Output
Input
Process Change Engine Oil
Customer
Oil
Raise vehicle
Our family
Vehicle with clean oil
Mobile
Fram Oil Filters
Filter
Drain oil
Change filter
Drip pan
Lower vehicle
Rag
Add oil
Is level full?
Yes
Done
Note In a workshop it is easier to display the
process portion horizontally, it just fit
better on this page vertically.
No
Recheck oil