DMAIC visual

1
DMAIC visual
Introduction
Define the problem to be solved.
Measure the current performance.
Analyze the current performance.
Improve performance.
Control the change.
2
A3 Report form
Introduction
Project leaders will keep track of team progress
using an A3 Report.
3
All improvement is a cycle
Introduction

• DMAIC itself is a cycle

• Cycles within the cycle

4
Benefits of the A3

• Introduction

• It is an on-going visual guide of where you are
  and what happens next.
• Think of it as both a map and a checklist.
• This is your hands-on tool for the whole DMAIC
  process.

5
Define visual
D
Define
Define the problem to be solved.
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Define cycle
D

• Define

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A3 Problem Statement
D
A3
Begin by thinking about your problem
What areas can I target?
What do I want to fix?
How does this relate to my mission, vision, etc.?
What is the problems background?
1. Problem Statement
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A3 Current Situation
D
A3
Begin by thinking about your problem
How does this process run?
Where do we stand?
Should I consider time, cost, survey scores or
something else?
How can I measure this?
2. Current Situation
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A3 Target Goals
D
A3
Then by thinking about your ideal
How far would I like to get?
Where do we need to be?
What are some measurable targets?
When would I like to get there?
3. Target Goals
10
Define Phase
D
Define

• Steps

• Tools

1. Clarify the problem
2. Define what you want to accomplish
3. Understand who the project affects
4. Prepare for change
5. Understand who benefits from your work and what
   they need, want, and value

• Project Charter
• Voice of Customer
• Benchmarking
• Stakeholder Analysis
• Communication Plan

11
Tool Project Charter
D

• Project Charter

• Purpose Formalizes purpose, goal, and scope of
  the project for tracking and accountability.
• It builds on the information you brainstormed for
  the A3 Problem Statement, Current Situation and
  Target Goals.
• The Lean Office uses it to submit projects to the
  Board of Trustees.

12
Project Charter Form
D
Project Charter
                     
Project Name     Strategy Linkage Strategy Linkage Strategy Linkage Strategy Linkage Strategy Linkage Nature of Benefit Nature of Benefit Nature of Benefit
College/Division     Supports vision to become a top 20 public university. Supports vision to become a top 20 public university. Supports vision to become a top 20 public university. Supports vision to become a top 20 public university.   Cost Savings Cost Savings  
Department     Provide every student opportunities for engagement and leadership. Provide every student opportunities for engagement and leadership. Provide every student opportunities for engagement and leadership. Provide every student opportunities for engagement and leadership.   Re-allocation of Resources Re-allocation of Resources  
Champion/Sponsor     Recruit, retain and reward faculty and staff quality, performance and productivity. Recruit, retain and reward faculty and staff quality, performance and productivity. Recruit, retain and reward faculty and staff quality, performance and productivity. Recruit, retain and reward faculty and staff quality, performance and productivity.   Risk Avoidance Risk Avoidance  
Process Owner     Build competitive technology and information infrastructure. Build competitive technology and information infrastructure. Build competitive technology and information infrastructure. Build competitive technology and information infrastructure.   Soft Savings Soft Savings  
Mentor     Maintain an environment that is healthy, safe and attractive. Maintain an environment that is healthy, safe and attractive. Maintain an environment that is healthy, safe and attractive. Maintain an environment that is healthy, safe and attractive.   Revenue Generating Revenue Generating  
Team Leader     Increase the reputation of the University state, national, and international. Increase the reputation of the University state, national, and international. Increase the reputation of the University state, national, and international. Increase the reputation of the University state, national, and international.        
Business Issue/ Opportunity      
Business Issue/ Opportunity     Project Metrics Metric Metric Baseline Baseline Target Target Target Date
Business Issue/ Opportunity     Project Metrics              
Business Issue/ Opportunity     Project Metrics              
Business Issue/ Opportunity     Project Metrics              
Business Issue/ Opportunity     Project Metrics              
Business Issue/ Opportunity     Project Metrics              
Business Issue/ Opportunity      
Project Goals Objectives     Resources Resources Resources Resources Resources Resources Resources Resources
Project Goals Objectives     Department Department Department Employees Involved Employees Involved Employees Involved Resource Demand Resource Demand
Project Goals Objectives                    
Project Goals Objectives                    
Project Goals Objectives                    
Project Goals Objectives                    
Project Goals Objectives                    
Project Goals Objectives                    
Scope                    
Scope                    
Scope                    
Scope                    
Scope                    
Project Team                    
Project Team      
Project Team     Lean Progress Lean Progress Lean Progress Lean Progress Lean Progress Lean Progress Lean Progress Lean Progress
Project Team     Status Status Status Status Deliverables Deliverables Deliverables Deliverables
Project Team     DMAIC phase Date Started/ Completed Date Started/ Completed Red, Yellow, Green. Deliverables Deliverables Deliverables Deliverables
Stakeholders     DMAIC phase Date Started/ Completed Date Started/ Completed Red, Yellow, Green. Deliverables Deliverables Deliverables Deliverables
Stakeholders                    
Stakeholders                    
Stakeholders                    
Key Subject Matter Experts                    
Key Subject Matter Experts                    
Key Subject Matter Experts                    
Key Subject Matter Experts                    
Project Notes/ Comments                    
Project Notes/ Comments                    
Project Notes/ Comments                    
Project Notes/ Comments                    
Project Notes/ Comments                    
Project Notes/ Comments                    
Project Notes/ Comments                    
Project Notes/ Comments                    
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Filling in the charter
D
Project Charter

• Filling in the Charter

Project Name Procurement Leverage Industry Norm Payment Terms

• Name the College/Division that is responsible for
  this project.

College/Division Finance
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Filling in the charter
D
Project Charter

• Filling in the Charter

• List the Department responsible.

Department Procurement Department

• A project Champion/Sponsor is most likely the
  head of your division. This is usually the
  person who gives approval for the project to go
  forward.

Champion/Sponsor Procurement- Mike Nebesky

• The Process Owner is the individual who is
  ultimately responsible for the process being
  improved.

Process Owner Mike Nebesky
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Filling in the charter
D
Project Charter

• Filling in the Charter

• Identify the assigned project Mentor and the
  contact information.

Mentor Lisa Knox- G06 Sikes [phone]

• The Lean Office will designate the Team Leader.

Team Leader Lisa Knox- REPI
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Business Issue
D
Project Charter

• Draw on your initial A3 answers to explain the
  problem.

• Filling in the Charter

What do I want to fix?
Business Issue / Opportunity
What is the problems background?
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Business Issue
D
Project Charter

• Be sure to include briefly
• Who is being impacted? (This is your customer.)
• What is the issue that is impacting the customer?
• Where and when do the customers encounter the
  problem with the process?
• What is the impact to the customer when the
  problem occurs?

• Filling in the Charter

18
Define Phase
D
Define

• Steps

• Tools

1. ?Clarify the problem
2. Define what you want to accomplish
3. Understand who the project affects
4. Prepare for change
5. Understand who benefits from your work and what
   they need, want, and value

• Project Charter
• Voice of Customer
• Benchmarking
• Stakeholder Analysis
• Communication Plan

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Tool Voice of the Customer
D
Voice of the Customer

• The customer is the person you are trying to
  serve. It could be students, parents, the Dean,
  or other departments.
• By understanding our customers, we can increase
  customer-perceived quality the leading driver
  of business success.
• Without customer-perceived quality, there is no
  long-term future for your operations!

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Customer needs
D
Voice of the Customer

• Ways to determine customer needs
• Surveys (for student or parent groups)
• Department meetings (for internal groups)
• Direct interaction (other customer groups)

• Voice of the Customer

Who are your customers? How can you determine
their need?
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Voice of the Customer example
D
Voice of the Customer

• EXAMPLE
• Process Vendor Payment Process
• Customer Clemson University
• Voice of the Customer Statement
• Our customer is Clemson University. It is the
  mission of this team to reduce costs and provide
  savings to the University through leveraging
  payment terms with vendors.

• Voice of the Customer

22
Define Phase
D
Define

• Steps

• Tools

1. ?Clarify the problem
2. Define what you want to accomplish
3. Understand who the project affects
4. Prepare for change
5. Understand who benefits from your work and what
   they need, want, and value

• Project Charter
• ?Voice of Customer
• Benchmarking
• Stakeholder Analysis
• Communication Plan

23
Business Issue
D
Project Charter

• Now we can begin to define the situation.
  Drawing again on the A3

• Filling in the Charter

What do I want to fix?
Business Issue / Opportunity
What is the problems background?
24
Business Issue, example
D
Project Charter

• Filling in the Charter

Business Issue / Opportunity Clemson University currently pays vendors upon approval. CU does not leverage early payment discounts. Industry standard discounts are generally 2 for payment in 10 days and 1 for payment in 30 days.
25
Project Goals/Objectives
D
Project Charter

• Filling in the Charter

How far would I like to get?
Project Goals Objectives
When would I like to get there?
26
Tool Benchmarking
D
Benchmarking

• Purpose provide realistic goals and direction
  monitor performance improve processes to match
  the best in Higher Education.
• Benchmarking is the technique of comparing
  practices and processes to the best in the
  industry.
• Remember Some processes should be compared to
  norms outside of Higher Education!

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Benchmarking
D
Benchmarking

• Benchmarking

• Establishing benchmarks
• Call similar departments at other universities or
  businesses.
• Consult other departments within Clemson
  University.
• Contact individuals who have experience with or
  ties to other organizations.

28
Define Phase
D
Define

• Steps

• Tools

1. ?Clarify the problem
2. Define what you want to accomplish
3. Understand who the project affects
4. Prepare for change
5. Understand who benefits from your work and what
   they need, want, and value

• Project Charter
• ?Voice of Customer
• ?Benchmarking
• Stakeholder Analysis
• Communication Plan

29
Goal/Objective considerations
D
Project Charter

• As appropriate, include,
• What are my measures of success that are aligned
  to the project objective? OR
• What are the goals for primary and secondary
  metrics? OR
• What change in performance level will be
  considered a success? OR
• How much does the primary metric need to change
  for your project to be considered a success?
• Be sure to include,
• How long will it take you to complete this
  project?

• Filling in the Charter

30
Goal/Objective example
D
Project Charter

• Filling in the Charter

Project Goals Objectives Develop and implement vendor payment terms that yield 1M annually by 7/1/2011.

• Goal Save 1MM annually
• Deadline 7/1/2011

31
Scope questions
D
Project Charter
What do I want to fix?

• Filling in the Charter

How does this process run?
Scope
What areas can I target?
32
Scope considerations
D
Project Charter

• Be sure to consider,
• What authority do we have?
• What processes are we addressing?
• What is not within scope?
• What are the starting and ending points of the
  process?
• What components of the business are/are not
  included?
• What, if anything, is outside of the project
  boundaries?
• What constraints must the team work under?

• Filling in the Charter

33
Scope Creep
D
Project Charter
BEWARE Scope Creep

• Filling in the Charter

Create boundaries and maintain them!
34
Scope example
D
Project Charter

• Filling in the Charter

Note the limitations
Scope The scope of this project is limited to the current payment process and vendor base. Focus is on the vendors that have already agreed to accept industry standard payment terms.

• current payment process
• current vendor base
• vendors accepting industry standards

35
Filling in the Charter
D
Project Charter

• List your Project Team.

• Filling in the Charter

Project Team Lisa Knox, Taylor Vick, Mike Nebesky, Angie Wiggins

• List Stakeholders -- individual consumers,
  employees, etc. who could gain or lose from this
  project. Be specific!

Stakeholders Employees involved in the current AP process, Vendors
36
Stakeholders and Experts
D
Project Charter

• Identify Subject Matter Experts, people with
  technical skills or experience that could help
  complete this project.

• Filling in the Charter

Key Subject Matter Experts Mike Nebesky - Procurement

• Add any additional (or quarterly updated)
  Comments you may have about the project,
  stakeholders, team, etc.

Project Notes/ Comments  Use this section to update each quarter savings to date, revenue, etc.
37
Strategy Linkage
D
Project Charter

• Place an X in each box in which you believe the
  project will align with our current University
  Strategy.

• Filling in the Charter

Strategy Linkage Strategy Linkage
Supports vision to become a top 20 public university.  
Provide every student opportunities for engagement and leadership.  
Recruit, retain and reward faculty and staff quality, performance and productivity.  
Build competitive technology and information infrastructure.  
Maintain an environment that is healthy, safe and attractive.  
Increase the reputation of the University state, national, and international.  
38
Nature of Benefit
D
Project Charter

• Place an X in each box that you believe will be
  a benefit from completing this project.

• Filling in the Charter

Nature of Benefit Nature of Benefit
Cost Savings  
Re-allocation of Resources  
Risk Avoidance  
Soft Savings  
Revenue Generating  
39
Kinds of financial benefits
D
Project Charter

• Various Financial Benefits

• Filling in the Charter

40
Nature of Benefit, explained
D
Project Charter

• Nature of Benefit, explained

• Filling in the Charter

41
Nature of Benefit, explained
D
Project Charter

• Nature of Benefit, explained

• Filling in the Charter

42
Project metrics
D
Project Charter

• Establish metrics, baseline, targets and target
  dates.

• Filling in the Charter

How far would I like to go?
What are some ways to measure this?
Project Metrics Metric Baseline Target Target Date
Project Metrics        
Project Metrics        
Project Metrics        
Project Metrics        
Project Metrics        
When would I like to get there?
Where do we stand?
43
Defining metrics
D
Project Charter

• What is a metric?
• A measured variable that can be tracked and used
  to detect errors, inefficiency, or improvement.
  It can be a process metric or and organizational
  metric.
• Process metrics apply to specific processes or
  programs like time, cost, or quality.
• Organizational metrics address organization-wide
  issues like employee satisfaction and turnover.

• Understanding
• Metrics

Choose one or more to describe accurately your
process efficiency.
44
Kinds of metrics
D
Project Charter

• Kinds of Metrics
• Time Metrics
• Value-added time
• Non-value-added time
• Processing time
• Cycle time
• Cost Metrics
• Cost savings
• Opportunity cost
• Decreased waste
• Quality Metrics
• Customer satisfaction
• Percent complete and accurate
• Output Metrics
• Backlog
• Work in process

• Understanding
• Metrics

45
Baseline
D
Project Charter
You must have a baseline to measure improvement.

• Understanding
• Metrics

The Lean Office will help establish your baseline
metrics.
46
Project metrics, example
D
Project Charter

• Enter your metrics and goals.

• Filling in the Charter

Project Metrics Metric Baseline Target Target Date
Project Metrics   Saved 0   400K  5/15/2011
Project Metrics  Vendors discounting Current All 7/1/2012
Project Metrics        
Project Metrics        
Project Metrics        
Be sure to document your inputs, assumptions and
reasoning in setting your baseline, target and
timeline in the electronic version of your
project charter. We must be able to replicate
your baseline and savings!
47
Considering resources
D
Project Charter

• Now that you have your metrics, targets and
  deadlines established...

• Filling in the Charter

What offices will be involved?
Which people in those offices do I need?
How much of their time?
48
Resources, example
D
Project Charter

• Under Department, list the offices involved.
• Under Employees Involved, list the specific
  individuals.

• Filling in the Charter

Resources Resources Resources Resources
Department   Employees Involved Time Commitment
Procurement Procurement Mike Nebesky 50
REPI REPI Lisa Knox 5
Procurement Procurement Angie Wiggins 30
Admin Support Admin Support many as needed
Vendors Vendors many as needed

• Estimate how much time (per day/week/month) will
  be necessary for successful project completion.
  This is the Time Commitment.

49
Creating the team
D
Project Charter

• Filling in the Charter

Note that this is where you create your team.
The Lean Office will immediately enroll your team
members in Purple Belt training.
50
Deliverables
D
Project Charter

• Now, from a high level, apply DMAIC to the
  project to define the activities and plan to
  complete them.

• Filling in the Charter

Deliverables
Define the issues and metrics involved in the procurement process
Measure the current cost of not leveraging payment terms.
Conduct analysis of the procurement process.
Improve the process by publishing revenue and receivables plan.
Control the process by implementing performance measures.
51
Deliverables plan
D
Project Charter

• Next make a thorough list of everything
  necessary to achieve each of those high level
  goals. These are your Deliverables. This list
  will include steps like
• make a plan
• define what the customer wants
• identify those involved
• establish a process for communication
• define the ideal system or norm
• understand the current process
• determine what data to collect and how
• analyze the current process for improvement
  opportunities
• evaluate the options for the most benefit
• prepare the ground for selected changes
• prepare the solution
• train in the new format
• implement changes and monitor

• Filling in the Charter

52
Deliverables and DMAIC
D
Project Charter

• make a plan
• define what the customer wants
• identify those involved
• establish a process for communication
• define the ideal system or norm
• understand the current process
• determine what data to collect and how
• analyze the current process for improvement
  opportunities
• evaluate the options for the most benefit
• prepare the ground for selected changes
• prepare the solution
• train in the new format
• implement changes and monitor

• Filling in the Charter

Define
Measure
Analyze
Implement
Control
53
Deliverables and DMAIC
D
Define

• Define phase

54
Deliverables and DMAIC
D
Define

• Measure phase

55
Deliverables and DMAIC
D
Define

• Analyze phase

56
Deliverables and DMAIC
D
Define

• Improve phase

57
Ongoing Deliverables
D
Define
58
Timeline formulation
D
Project Charter
Good planning is critical!

• Filling in the Charter

You need a thorough list to make a reasonable
timeline. You need a reasonable timeline to
achieve your target date.
59
Define Phase
D
Define

• Steps

• Tools

1. ?Clarify the problem
2. ?Define what you want to accomplish
3. Understand who the project affects
4. Prepare for change
5. Understand who benefits from your work and what
   they need, want, and value

• Project Charter
• ?Voice of Customer
• ?Benchmarking
• Stakeholder Analysis
• Communication Plan

60
Lean Progress
D
Project Charter

• Fill in the Deliverables, Phase and relevant Date
  under Status.

• Filling in the Charter

Lean Progress Lean Progress Lean Progress Lean Progress Lean Progress
Status Status Status Status Deliberables
DMAIC phase Date Started/ Completed   Red, Yellow, Green Deliberables
Define 3/7/2011 3/7/2011 Complete Identify current university deliverables
Measure 3/7/2011 3/7/2011 Complete Develop a detailed data collection tool
Measure 3/7/2011 3/7/2011 Complete Create a high level SIPOC diagram
Measure 3/7/2011 3/7/2011 Complete Collect revenue and receivables data
Measure 3/7/2011 3/7/2011 Complete Collect internal customer data
Measure 3/7/2011 3/7/2011 Complete Create a value stream map
Analyze 3/7/2011 3/7/2011 Complete Conduct value-added/non-value-added analysis
Analyze 3/7/2011 3/7/2011 Complete Create prioritization and cost benefit matrix
Implement 3/7/2011 3/7/2011 Complete Develop comprehensive communication strategy
Implement 3/7/2011 3/7/2011 Complete Publish revenue and receivables strategic plan
Implement 3/7/2011 3/7/2011 Complete Develop change management plan
Implement 3/7/2011 3/7/2011 Complete RFP written for procurement website development upgrade
Implement 2/12/2011 2/12/2011 Started Website complete
Implement 2/24/2011 2/24/2011 Started Develop training plan
Implement       Plot future state
Implement       Implement performance measures
Control       Implementation complete
61
Charter as template
D
Project Charter

• Filling in the Charter

• Keep in mind that the Project Charter template is
  just a template it may need modifications to fit
  your project.
• Consult the Lean Office to determine how best to
  adjust the template for your project needs.

62
Now revise the A3 Problem Statement
D
A3

• Briefly explain what the project is and what your
  team hopes to achieve.
• Also name your metrics.

63
Problem Statement Example
D
A3
64
Define Phase
D
Define

• Steps

• Tools

• ?Clarify the problem
• ?Define what you want to accomplish
• Understand who the project affects
• Prepare for change
• Understand who benefits from your work and what
  they need, want, and value

• ?Project Charter
• ?Voice of Customer
• ?Benchmarking
• Stakeholder Analysis
• Communication Plan

65
Tool Stakeholder Analysis
D
Stakeholder Analysis

• Purpose To identify everyone, from start to
  finish, who will be affected by the process
  change.
• The Stakeholder Analysis also provides the big
  picture in which the process is situated.
• By understanding our stakeholders, we can foresee
  who may have grievances that need to be
  addressed.
• By understanding who is affected, we can identify
  who to include in our Communication Plan.

66
Stakeholder Analysis Form
D
Stakeholder Analysis
           
Project Name       Champion  
College/Division       Process Owner  
Department       Team Leader  
Name of the Group or Individual Affected Function Group Representative and Contact Information Does the stakeholder have concerns about the project? (Y/N) Stakeholder's Concerns (if applicable) Action Required to Satisfy Stakeholder
           
           
           
           
           
67
Identify stakeholders
D
Stakeholder Analysis

• Who will the changes affect?
• Examples Customer, CCIT, HR

• Stakeholder Analysis

Name of the Group or Individual Affected
 
 
 
68
Identify stakeholders
D
Stakeholder Analysis

• List the appropriate groups or individuals.

• Stakeholder Analysis

Name of the Group or Individual Affected
 Vendors
 Procurement employees
 Students
69
Stakeholder role
D
Stakeholder Analysis

• What function does this person or group serve in
  the process?

• Stakeholder Analysis

Function



70
Stakeholder role, example
D
Stakeholder Analysis

• List the relevant functions.

• Stakeholder Analysis

Function
Supplier 
 Facilitate procurement process
 Provide much of the money involved in the transactions
71
Stakeholder contact
D
Stakeholder Analysis

• Who represents the stakeholders?
• How can we contact the representative?

• Stakeholder Analysis

Group Representative and Contact Information
 
 
 
72
Stakeholder contact, example
D
Stakeholder Analysis

• Stakeholder Analysis

• List that information here.

Group Representative and Contact Information
 CEO/VP/Sales Rep of the respective company
 Mike Nebesky
 CUSG
73
Stakeholder concerns
D
Stakeholder Analysis

• Might this individual or group have concerns
  regarding the planned improvements? Indicate
  that here.

• Stakeholder Analysis

Does the stakeholder have concerns about the project? (Y/N)
 Y
 N
N 
74
Stakeholder concerns
D
Stakeholder Analysis

• Where appropriate, explain what those concerns
  might be.

• Stakeholder Analysis

Stakeholder's Concerns (if applicable)
 
 
 
75
Stakeholder concerns, example
D
Stakeholder Analysis

• Where appropriate, explain what those concerns
  might be.

• Stakeholder Analysis

Stakeholder's Concerns (if applicable)
 Decrease in revenues if CU pays within 10 days. Extra cost of being paid by check.
 
 
76
Stakeholder satisfaction
D
Stakeholder Analysis

• Think about what the team can do to both satisfy
  stakeholders and increase process efficiency.

• Stakeholder Analysis

Action Required to Satisfy Stakeholder
 
 
 
COMMUNICATION IS KEY
77
Stakeholder satisfaction, example
D
Stakeholder Analysis

• List some possible solutions here.

• Stakeholder Analysis

Action Required to Satisfy Stakeholder
Communicate the benefits of being paid within 10 days. Communicate the benefits of paying electronically. 
 
COMMUNICATION IS KEY
78
Stakeholder Analysis Form
D
Stakeholder Analysis
           
Project Name Procurement Leverage Industry Norm Payment Terms  Procurement Leverage Industry Norm Payment Terms  Procurement Leverage Industry Norm Payment Terms  Champion Mike Nebesky 
College/Division Finance  Finance  Finance  Process Owner Mike Nebesky 
Department Procurement  Procurement  Procurement  Team Leader Lisa Knox 
Name of the Group or Individual Affected Function Group Representative and Contact Information Does the stakeholder have concerns about the project? (Y/N) Stakeholder's Concerns (if applicable) Action Required to Satisfy Stakeholder
 Vendors Suppliers  CEO/VP/Sales Rep of the respective company   Y Decrease in revenues if CU pays within 10 days. Extra cost of being paid by check.  Communicate the benefits of being paid within 10 days. Communicate the benefits of paying electronically. 
 Procurement Employees  Facilitate procurement processes Mike Nebesky   N    
 Students  Provide much of the money involved in the transactions  CUSG  N    
79
Define Phase
D
Define

• Steps

• Tools

1. ?Clarify the problem
2. ?Define what you want to accomplish
3. ?Understand who the project affects
4. Prepare for change
5. Understand who benefits from your work and what
   they need, want, and value

• ?Project Charter
• ?Voice of Customer
• ?Benchmarking
• ?Stakeholder Analysis
• Communication Plan

80
Change Management
D
Change Management

• Purpose To help stakeholders accept and embrace
  changes in their business environment.

Requires both communication and leadership to be
successful.
81
Change Management
D
Change Management
82
Tool Communication Plan
D
Change Management

• Purpose To develop a complete and thoughtful
  plan to lead stakeholders through the change
  process.
• It gathers into one location all of the
  information you will need to facilitate effective
  communication.

83
Communication
D
Change Management

• Communication Plan

• Consider the nature of the different stakeholders
• Determine what kind of communication will be most
  effective
• General meetings
• Face-to-face
• Written documentation
• Determine what kind of location will be most
  effective

84
Some Vehicle Possibilities
D
Change Management

• Communication Plan

• CBOG
• Staff Senate
• Faculty Senate
• Inside Clemson

85
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
86
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
Who are my stakeholders?
87
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
What are their concerns? What information do
they need to hear from us?
88
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
What forum should I use to communicate with them?
Personal meeting? General meeting? Other?
89
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
Who is the point of contact for this forum? What
is their contact information?
90
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
How often is this forum available?
91
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
When is this forum available?
92
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
Who will liaise with this stakeholder?
93
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
What outcome do we anticipate?
94
Communication Plan
D
Change Management
Communication Plan Communication Plan Communication Plan Prepared by Prepared by Prepared by Prepared by Date Date
Project Project Project Department Department Contact Name Contact Name Contact Name Contact Name
   
Stakeholder Sensitivities/ Message to be Delivered Media/Vehicle POC Frequency Schedule/Timing Delivered by/ Responsibility of Expected Result Feedback
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
                 
What was the actual result?
95
Successful Change Leadership
D
Change Management
Make goals clear, real and relevant
96
Successful Change Leadership
D
Change Management
Reward successes
97
Successful Change Leadership
D
Change Management
Train in the new, error-proof system
98
Define Phase
D
Define

• Steps

• Tools

• ?Clarify the problem
• ?Define what you want to accomplish
• ?Understand who the project affects
• ?Prepare for change
• Understand who benefits from your work and what
  they need, want, and value

• ?Project Charter
• ?Voice of Customer
• ?Benchmarking
• ?Stakeholder Analysis
• ? Communication Plan

99
Customers
D
Voice of the Customer

• Voice of the Customer -- Revisited

• Customers can be internal to the organization as
  well as external.
• An external customer the vendor receiving payment
  from the Clemson process.
• An internal customer is the next person within
  your department or the University to handle the
  work you have begun.
• The customer is always the office or individual
  downstream of you in the process.

100
Providers and Customers
D
Voice of the Customer

• Voice of the Customer -- Revisited

101
Some things customers value
D
Voice of the Customer

• Voice of the Customer -- Revisited

• Product characteristics or attributes
• Product quality
• Service
• Company image and personnel
• Total cost (ease of use versus inconvenience of
  use)

102
Ways to determine customer values and needs
D
Voice of the Customer

• Voice of the Customer -- Revisited

• Surveys (for student or parent groups)
• Department meetings (for internal groups)
• Direct interaction (other customer groups)

Who are your customers? How can you determine
their needs?
103
Define Phase
D
Define

• Steps

• Tools

1. ?Clarify the problem
2. ?Define what you want to accomplish
3. ?Understand who the project affects
4. ?Prepare for change
5. ?Understand who benefits from your work and what
   they need, want, and value

• ?Project Charter
• ?Voice of Customer
• ?Benchmarking
• ?Stakeholder Analysis
• ? Communication Plan

104
Revisit, Verify, Update
D
Update

• Revisit and Verify

• Update

• At the end of every phase, review your
• Project Charter
• Stakeholder Analysis Tool
• Communication Plan
• Check that you are on track!

• Every quarter you will receive an email from the
  Lean Office asking for your updated Project
  Charter to be submitted to the Board of Trustees.
• Modify your plans as circumstances and
  developments require.

Remember to communicate and engage
105
Major Take Aways (1)
D
Define

• Key Lessons

• Clarify the problem by defining it and
  establishing scope, stakeholders and customers.
• Define what you want to accomplish with
  benchmarks and metrics.
• Understand stakeholders, especially the impact
  the proposed change will have on them.

106
Major Take Aways (2)
D
Define

• Key Lessons

• Prepare for change by planning communication and
  preparing the environment.
• Understand customers, especially what they want
  and how you can gather information about this.