PROPOSAL RECONCILIATION

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PROPOSAL RECONCILIATION

• These slides are intended to support a group
  through an exercise to reconcile their process
  proposals back to their top-level QFD its
  objectives, measures and targets.
• Two methodologies are represented, the first
  using a reverse clothesline, and the second using
  syndicate groups.
• Please do not attempt to use these slides as part
  of a presentation until you have read and fully
  understood the relevant sections of Managing by
  Design, you know how the slide works, and you
  are clear on the points you wish to draw out with
  it.

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SETTING TARGETS A CONTRACTWhat we are trying
to achieve with proposal reconciliation
Top-Level
Process Team
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• The next four slides can be used to facilitate
  the reverse clothesline approach

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PROCESS PROPOSALS Walkround

• Review the flipchart proposals from the Process
  owners in particular their objectives
  performance targets and high-level plans to
  deliver them
• Consider the extent to which they collectively
  supp-ort our QFD targets, particularly in the
  area you have been asked to focus on (indicated
  on your sheet)
• Where you have concerns, questions, or challenges
  regarding a proposal, stick a pink post-it note
  on the associated feedback flipchart, stating
  your issue
• Please try and be as clear as possible in your
  feedback, and initial it so that the process
  owner can come back to you for clarification if
  necessary
• You have 60 minutes to cover X proposals so
  please be mindful of managing/prioritising your
  time.

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PROCESS PROPOSALS Reflection

• Process Owners
• Review the post-its that have been stuck on your
  feedback flipchart ensure that you understand
  them
• Pick up with the originator of the feedback if
  you are unclear on any point purely for
  clarification
• Make any changes to your proposal (in substance
  or in clarity) you feel warranted by the
  feedback, and tick off the related post-its
• Provide answers beside those post-its seeking
  further clarity, and provide a response to those
  post-its seeking a change, or making a challenge,
  that you do not feel warranted
• Please write your responses and make your
  corrections clearly

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REVIEWING THE RESPONSE

• Individually
• Revisit the proposals where you raised a question
  or challenge, and understand the response
• If issues remain, these will now need to be
  picked up off-line (unless they can be addressed
  quickly in this session directly with the owner)
• You have 30 minutes, so please prioritise your
  time carefully

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CLOTHESLINE REVIEW

• The Target Reviewing Process
• For each measure we peg the current performance
  the proposed target at the ends of the
  clothesline
• Everyone stands along the clothesline at a
  performance which they currently believe the sum
  of the proposals will deliver our organisation
• We hear the arguments for and against the
  extremes, and people move as they are swayed
• If the consensus is that the target will be
  delivered, it is confirmed and we move on
• If the consensus is that the target will not be
  delivered, we reflect on how proposals could be
  altered to better support the target, and agree
  changes as appropriate

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• The next four slides can be used to facilitate
  the syndicate approach

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PROCESS CONTRIBUTION

• In your process teams
• Work through the top level QFD objectives and
  create a contribution sheet for each
• Where your process has no significant
  contribution to make, simply write the process
  name and Nil
• Where you have process performance targets which
  clearly support the top-level objective, write
  these out clearly on the sheet
• Deliver the finished sheets to the collection
  point at the front of the room

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EVALUATION THE PROCESS

• In your cross-process syndicate groups
• Ensure that you fully understand what the
  objective means, and the measures targets
  associated with it
• Work through the process contribution sheets you
  have been given, starting with critical
  relationships
• Evaluate (in your opinion) whether the proposed
  total contributions will ensure that your
  objective will be met (the processes are the only
  means of delivery)
• Identify what (if anything) additionally is
  required to guarantee delivery of the objective,
  and the processes to which you feel they should
  be assigned
• Be prepared to present back your conclusions and
  recommendations

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EVALUATION - EXAMPLE
On Time Delivery

• On Time Delivery
• Are we clear on what it means?
• Does it require any further definition?
• Contribution
• What do the processes (as defined by their
  contribution sheets) materially contribute to the
  fulfilment of this objective?
• Are we sure it will be guaranteed if the
  processes meet their performance targets?
• What else do we need of the processes?

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EVALUATION FEEDBACK

• For each of the objectives
• Are you confident that the processes will ensure
  the objective is met?
• What are the priority process outputs required to
  ensure that?
• What are your main areas of concern (if any)?
• What do you recommend we do to ensure that they
  will be met?
• Which process targets will be best adjusted to
  accommodate this?
• Will the Process Owner(s) accept these
  recommendations?