Process Improvement

BRIDGE: How a Signature Program Got its Roots

by

Not all problems are created equal.  Using one’s intuition or past practices might work for solving very simple problems.  Yet our past and our view of the future may limit our solutions.  When we are facing an issue or challenge that requires a fresh solution and has many interrelated components — perhaps several different constituents are involved or can be effected by the solution — a more robust process will bring you a clearer, more novel solution.  Based on Snowden’s (2007) research, there are four levels of problems – simple, complicated, complex and chaotic. As director of the Alber Enterprise Center, I helped to develop an issue management model specifically designed to resolve our clients’ complex problems.

In my own research comparing The BRIDGE Issue Management Process with other, more basic problem-solving models, I determined that there are three features that differentiate our model.  The BRIDGE:

  1. Identifies a system of interrelated solutions that resolve the issue;
  2. Provides templates for clients to document the desired outcomes, action steps, measurements, and resources into formal documents; and
  3. Gains buy-in from their respective organizations to implement and sustain the solution.

Deciding how to solve problems and issues can create a challenge in itself.  Giroux (2009) conducted a study of the decision-making habits of small business owners and entrepreneurs in Canada.  Using one’s intuition seems to be a common practice, as was learning from past incorrect decisions.  Also, emotions may unduly influence the decision if the problem is critical to the success of the business.  Without a formal process that helps them view the problem objectively, small business owners sometimes lacked the ability to make sound decisions (Giroux, 2009).  They are limited by their past experience and their view of the horizon.

There is history in the phrase “issue management process.” It was coined by the late Howard Chase in 1976 to describe a process he crafted for corporations to manage their public relations image and to influence public policy. Although Chase restricted his model to the corporate and public policy environment, issue management eventually progressed into a discipline used by other types of entities to develop strategies for a wide range of issues in their respective environments.

Extension’s new “signature program,” The BRIDGE: Issue Management Process, is not actually a program as educators know it.  It is a tool that anyone experienced with facilitating groups can utilize to solve complex issues with their constituents.  The BRIDGE creatively incorporates adaptations of several organization analysis tools designed by business scholars arranged in a logical flow.  First, the facilitator carefully chooses stakeholders familiar with the issue and invites them to a workshop to guide them through the process.  The facilitator then coaches the participants to storyboard what they can control or influence about the issue; to reflect on where they are currently and what they want as an end result in measurable terms; and to identify forces driving the issue as well as barriers that must be overcome.  The group then designs a comprehensive, multifaceted solution that specifies the action steps and addresses the human resistance to change that may hold back implementation.  Creating an evaluation plan for monitoring the outcomes is the final phase of the process.

We use The BRIDGE when 1) there are many components to an issue that are interrelated, and minor changes to one component could cause major consequences to others; 2) we want a creative solution that has not been done before; and 3) we have a short time period to resolve the issue.

I hope that this post helps to broaden your perspective on problem-solving vs. issue management, and that the next time you’re faced with a complex issue, you’ll reach for The BRIDGE tool kit.

Embrace the Changes: Quality & Environmental Management Systems

by

by Larry W. Sheppard, ISO 14001-2015 EMS & ISO 9001-2015 QMS Consultant

Companies currently certified to ISO 14001-2004 and ISO 9001-2008 must be re-certified to the revised standards by September 15th 2018 or risk the possibility of losing their certification.  The new standards did not add any new requirements; however, some of the existing requirements in the 2015 versions have significant changes. Transition for ISO 14001-2004 and ISO 9001-2008 certified companies should be easy to implement since they have an EMS/QMS base that meets most of the requirements of the 2015 version.

This is where the Alber Enterprise Center of The Ohio State University can assist your company during the transition to the new standards. We would be glad to meet with your management staff and present the new requirements in detail.

 Main changes in ISO 14001:2015 EMS

The new requirement is to understand the organization’s context has been incorporated to identify opportunities for the benefit of both the organization and the environment. Particular focus is on issues or changing circumstances related to the needs and expectations of interested parties (including regulatory requirements) and local, regional or global environmental conditions that can affect, or be affected by, the organization. Once identified as a priority, actions to mitigate adverse risk or exploit beneficial opportunities are integrated in the operational planning of the EMS.

 To ensure the success of the system, a new clause has been added that assigns specific responsibilities for those in leadership roles to promote environmental management within the organization.

The expectation on organizations has been expanded to commit to proactive initiatives to protect the environment from harm and degradation, consistent with the context of the organization. The revised text does not define ‘protect the environment’ but it notes that it can include prevention of pollution, sustainable resource use, climate change mitigation and adaptation, protection of biodiversity and ecosystems, etc. i.e. environmental performance.

There is a shift in emphasis with regard to continual improvement, from improving the management system to improving environmental performance to be consistent with the organization’s policy commitments.  In addition to the current requirement to manage environmental aspects associated with procured goods and service, organizations will need to extend its control and influence to the environmental impacts associated with product design and development to address each stage of the life cycle, i.e. acquisition of raw materials, design, production, transportation/delivery, use, end-of-life treatment and final disposal.

Main Changes in ISO 9001-2015 QMS

Major Differences in Terminology between ISO 9001- 2008 & ISO 9001-2015

 

ISO 9001-2008 ISO 9001-2015
Products Products and service
Exclusions Not used

(See Clause A.5 for clarification of applicability)
Management Representative Not used (Similar responsibilities and authorities are assigned but no requirement for a single management represented)
Documentation, quality manual, documented records Documented information
Work environment Environment for the operation of processes
Monitoring and measuring equipment Monitoring and measuring resources
Purchased product Externally provided product and services
Supplier External provider

 Documented Information has replaced the ISO 9001-2008 version need for the quality manuals and some procedures to define the documented QMS. Documented Information includes instructions, records of process performances, external provider’s performance, internal audits and management reviews etc.

As part of the continual improvement process risk base thinking was added to the revised standard. The concept of risk has always been implicit in ISO 9001 as preventive action. The 2015 revision makes it more explicit and builds it into the total QMS.

Employee Training: Part 1

by

DSCN0345When we ask “What is employee training?” it is not surprising that we get different responses.  Of course, no one particular answer is more correct than another.  One definition of training to consider is as follows: Training is the process whereby people acquire capabilities to perform jobs.  No company wants poorly trained employees.  Their mistakes can be very costly to your company.  Training provides employees with specific, identifiable knowledge and skills.  Sometimes we will talk about training and development together.  Development is different than training. Employee development is broader in scope and focuses on employees gaining new capabilities useful for both present and future employment.  Training may include “hard” skills and “soft” skills. A “hard” skill would be learning how to operate a machine or piece of equipment.  A “soft” skill would be how to effectively communicate with other employees.

In this series of articles, we will discuss several key components of employee training.  These include the following:

  • Training defined.
  • Strategic training approach.
  • Four phases of the training process.
  • Types of analysis to determine training needs.
  • Internal, external and e-learning training delivery methods.
  • Levels of training evaluation.
  • Intercultural competence training for global employers.

We have seen contemporary training in companies change considerably over the years.  Factors affecting the changes include the competitive environment and technology.  Four specific areas have been affected.  Each area is discussed below:

A. Organizational Competitiveness and Training

Companies realize that training their employees is important to a successful business.  Estimates say approximately $60 billion is spent annually on training in the U.S.  On average this expense is 1.5% – 2.0% of payroll expenses.  This data is from a study conducted by The American Society for Training and Development (ASTD).  Training can be compared to “continuous improvement.”  If your employees are not properly trained, you could lose competitive advantage in the market.  Retraining good employees is enhanced by an effective training program.

B. Knowledge Management and Training

Historically, competitive advantage among companies was measured in terms of physical capital.  Today, “intelligence” is considered a raw material used by “knowledge workers.”  Knowledge management is the way a company identifies and leverages knowledge in order to be competitive.  Technology can help transmit knowledge, but having technology does not mean employees will use it to manage knowledge effectively.  Knowledge management is a conscious effort to get the right knowledge to the right employees at the right time.  This way it is shared and implemented in your company.

C. Training as a Revenue Source

Many companies make a profit from selling training.  In some cases, training is included with a product purchase, for example, a new human resources information software package.  Purchasing a new machine for the production department can be less than successful without proper training from the manufacturer.  Future sales can be increased by providing product training.

D. Integration of Performance on Training

Job performance, training and employee learning must be integrated to be effective.  The link between training and job performance is critical.  Let’s look at safety fall protection personal protective equipment (PPE).  If your employees were simply shown a training video it is doubtful that the equipment would be used properly.  As an alternate method of training, the trainer could demonstrate how to properly put on the equipment, have the employees put the equipment on themselves and provide real-time feedback.  We think it is obvious which training method works better.  Other topics could incorporate everyday business issues as learning examples.  This would increase the realism of training exercises and scenarios.  This method integrates training, learning and job performance.

John M. Turner, Ph.D. is the President of JMT & Associates and a solutions partner who has been providing quality human resources consulting and training to Alber Enterprise Center’s clients for several years.  Please contact info@alberosu.com for more information on John’s services.

Begin Your Green Belt Journey Today: Lean Six Sigma Registration

by
Lean Six Sigma Green Belt Program

The Ohio State University’s Alber Enterprise Center Lean Six Sigma Green Belt Program

Lean Six Sigma (LSS) is a methodology and way of thinking that enhances the performance of an organization.  It first was applied in the manufacturing industry but now it is being utilized in healthcare, government, education and several institutions.  LSS provides a template to simultaneously reduce waste, improve the quality of products and services, improve customer satisfaction and increase profitability.  Lean Six Sigma certification requires participants to not only learn the concepts but to demonstrate understanding of concepts through application in simulation projects.

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

What is a Blended Approach?

This approach combines the traditional classroom style with online self-paced learning using technology.  The extent to which this approach is used will vary depending on the type of technology, the organization, and the material that needs to be covered.  Because Blended Learning combines several different learning styles, it allows participants to work at their own pace and at their own convenience. Class time is then designed for discussing applications of concepts to the work environment and clarifying areas that might not have been clear.

What are the Benefits of a Blended Approach?

  • 24/7 online learning access.  Prior to class, participants learn the core material.  After class they are able to use the information as job aids.
  • Consistent training delivery.  The material as presented ensures that everyone receives the same message which ultimately ensures alignment of company processes.
  • More effective use of classroom time.  With participants at the same level, classroom time focuses more on knowledge application, discussions and hands-on simulations or application to company projects.
  • High retention & better mentoring.  Retention increases when users are able to control their own pace and can review material outside of the class, leaving class time for coaching.
  • Increased access to knowledge, overtime.  The online job aids provides the means to reinforce the learning process at the completion of the program.

What are the components of Blended Learning?

Flip through the “Lean Six Sigma” SlideShare to get a few ideas on the components of blended learning.  The slides also outline the requirements for our certification program.

Now that you have been introduced to the components of the blended learning program for LSS Green Belt, sign up for our next course by September 4, 2015.  For registration details about our Lean Six Sigma Green Belt Program, visit:  http://go.osu.edu/green-belt-registration or call 740-725-6325.

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner.  Norma heads a team of qualified professionals in the areas of Lean and Six Sigma. Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.

 

 

Three techniques in boosting your organization’s capacity

by
Continuous Process Improvement Graphic

Environmental and Quality Management Systems Consulting-Continuous Improvement Process (ISO-14001-2004 EMS & ISO 9001-2008 QMS)

When starting a continuous improvement (CI) project, the simplest and the most important thing to do is to communicate to your organization and clients that you want to continually improve the services provided.  State this intention through strategy reviews and team briefings.  This is the most effective way to get the CI culture moving.

Environmental & Quality Management Systems Consultant for Certified Environmental, Inc and JAS & Associates of Ohio, LLC

Larry W. Sheppard, Environmental & Quality Management Systems Consultant for The Ohio State University’s Alber Enterprise Center, Certified Environmental, Inc. and JAS & Associates of Ohio, LLC

To help us improve faster than the competition we should aim to empower the team to make improvement directly.  This has the advantage of boosting your improvement capacity; it also allows for far more hidden improvement opportunities to be realized.  Some organizations may tend to channel improvement activity through dedicated improvement teams or individuals.  This approach can be limited due to the lack of improvement capacity.  All team members can be encouraged to engage in improvement activity, maximizing the volume of change and improvement that can be achieved.  To achieve total team empowerment, a robust but simple change process should be introduced that allows all team members to make changes.

The focus should be on allowing all team members to make controlled changes by following a well-designed change process.  Improvement culture can be measured by the number of improvements identified and actioned by the organization.  It’s good practice to routinely report on CI progress back to the team and clients; this can underpin the organization’s commitment to continual improvement activity.

There are obvious commercial advantages that can be gained from a healthy and robust CI culture. However, it should also be pointed out that an empowered team will tend to be more productive due to the direct input from the owners into the business’s success.  Team moral can be greatly improved by encouraging their involvement.  Managed correctly, this team member responsibility can further improve an organization’s responsiveness and change of pace.  CI organizations are nice places to be, where team members are more likely to use their full potential.

There are many tools and techniques that can be used to help boost your team’s improvement capacity. Usually these require some training to be effective.  But it should be pointed out that specialized tools are not necessarily required to enable a successful CI culture.

3 Steps in Revamping Your Business Culture:

  • Kaizen:  Kaizen, or Continuous Improvement Teams can be encouraged to evolve to tackle specific improvement opportunities.  Groups can be trained to be more effective, but teams can also evolve organically without specific training.
  • Lean:  This training will help your team to become faster and reduce costs.  Lean training allows staff to identify and reduce wasted effort.  Usually deployed within an organization or group, this is the perfect training to support an established CI culture.
  • Six Sigma:  Six Sigma is best used to improve the standard of products and services by reducing output variation.  Six Sigma should only be used following good Lean and 5S development.

CI can be developed into any organization relatively easily and with little cost.  

Good management and leadership is the key to success.  By following the three simple steps above an improvement culture can flourish in your business.

Most CI projects require little or no cost.  An accumulation of several small improvements are sometime better than one large improvement.

Larry W. Sheppard is an Environmental & Quality Management Systems Consultant for The Ohio State University’s Alber Enterprise Center, JAS & Associates of Ohio, LLC, and Certified Environmental, Inc. His expertise is in implementing Environmental and Quality Management Systems for companies, preparing companies for their ISO Standards third party certification, providing Internal Auditor training and much more.

Visit our Contact Us Page or call 740-725-6325 to find out how our team can assist you or your organization in reaching your optimal success.

Why We Love Lean Six Sigma and You Should Too: Get Started

by
Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

In today’s environment it is evident that the survival of organizations rests with their ability to innovate- to do things differently in order to grow.  In general we can consider two forms of innovation – radical innovation and incremental innovation.  Radical innovation can be considered as the ability to produce new products or services to the world that never appeared before – such as digital photography, Internet, Amazon, iPods, etc. Incremental innovation on the other hand can be thought of as new approaches, building on current products or processes to enhance performance.  In the end innovation of products, processes and services must add value to the customer.

Lean Six Sigma can be considered as an incremental innovative model that enables an organization to move beyond its traditional performance to new heights.

The figure below shows the definition of both concepts.

Lean and Six Sigma are complementary and if performed properly, represent a long-term model that can produce unprecedented results.

Lean and Six Sigma are complementary and if performed properly, represent a long-term model that can produce unprecedented results.

We Love Lean Six Sigma because it provides:

  1. Focus on the customer – helping each area of the organization to understand the value of their service.  This concept is fundamental as without an understanding of needs and requirements of internal and external customers, the work provided is non-value added.
  2. Focus on process improvement – this concept is fundamental to Lean Six Sigma, without being able to identify and define processes, conditions cannot improve.
  3. Opportunities for collaboration – applying the concepts opens opportunities for collaboration as individuals now use tools to communicate across departments and encourage problem solving.
  4. Constant and continuous drive for perfection – it creates the mindset of dissatisfaction with the status quo and the need to be dedicated to a culture of continuous improvement.
  5. Standard Training – it provides common tools and language and a structured methodology for problem solving.  There are different levels of training provided to different individuals depending on their role in the organization:  Champion, Green Belt, Black Belt.
  6. Structure for change- it provides a project based approach that allows an organization to identify and instill a discipline for project management with project reviews conducted with process owners, champions and senior management.
  7. A means to provide total employee involvement –  all individuals are involved as they provide input and support problem solving activities.
  8. Demonstrates bottom-line Business Results – the bottom-line impact of every project must be measured, reported and documented.

Overall, we love it because it lays a path from strategy to execution.  Many companies have a vision but are weak on execution.  Through the structure, training, organization of tools Lean Six Sigma provides a path for achieving required results.  In addition, it can be customized to any industry and any organization.

Please contact us to use the Lean Six Sigma assessment to diagnose current weaknesses and establish a strategy for improvement.