ISM Denver’s Peak Academy Innovation Prioritization November| 2014 November 2014 - 1 -
Bio for Brian Pool Brian has led over 40 Lean projects for a wide variety of public and private organizations, including (most recently) the State of Colorado, City and County of Denver, Eagle County and The Eagle Water & Sanitation District. He enjoys nothing more (except skiing, rafting & fishing) than putting his leadership, interpersonal, and communication skills to work solving problems. His deep knowledge of optimizing people, process and technology is based on 18 years of enterprise consulting and directing cross-functional teams. Prior to joining North Highland, he worked as a Manager with Great-West Life and KPMG Consulting (BearingPoint Inc.) specializing in Business Process Reengineering, ERP and CRM implementations. Brian holds a Master of International Management from Thunderbird, The Garvin School of International Management in Glendale, Arizona. He also holds and Bachelor’s degrees in International Business and Germanic Studies from The University of Colorado, Boulder. He lives in Denver with his 2 daughters, Madeline & Samantha. November 2014 - 2 -
Generating Project Ideas A four-step process can be used to facilitate a group of leaders to develop and evaluate opportunities with the goal of settling on six to eight potential Lean projects for detailed scoping. 1 2 3 4 Brainstorm Rate ease vs. Clarify each Prioritize by project ideas by impact to highlight prospect by comparing answering available quick writing an opportunities vs. questions wins opportunity strategic project statement and selection criteria objectives Project Opportunity Form Opportunity Statement: Target Outcomes: November 2014 - 3 -
Potential Sources of Project Ideas A listing of potential Lean projects may be arrived at by utilizing at least these five sources: Potential Sources of Project Identification A B C D E Strategic Value Steam Customer Performance Employee Operational Analysis (VSA) Feedback Metrics Input Plan Inputs to a Brainstorm of Potential Project Ideas Mining these five sources (and others) ensures a wide-ranging group of project suggestions that will improve both operational efficiency and customer service Not all suggestions will be worthwhile Lean projects. Conducting disciplined project scoping helps separate November 2014 - 4 -
Questions to Yield Potential Project Ideas Partial List of Questions: What problems do our customers experience? What are customers complaining about or asking for? Which processes cause the most pain (e.g., take too long, have customer complaints, require too much time and resources)? Where does rework occur? Defects? Where do we have to go back to get more information? Focus on improving the direct customer impacts as much as possible November 2014 - 5 -
Project Valuing Criteria Possible Project Selection Criteria • Ease of implementation • Process data is available • Impacts external customer • Inter-department opportunity • Supports one or more leadership • Department leadership support initiative(s) • Resource availability • Size of the opportunity • Department project leader is or • Financial benefit will be identified • Process is understood Each criterion should receive an importance score of 1-5 Guideline: Not all criteria can be “4s” and “5s” November 2014 - 6 -
Facilitating Tough Decisions A decision matrix is a helpful tool when making tough decisions because it forces clear articulation of the various factors driving the decision. Sample Prioritization Matrix Step 2 Step 1 Determine Determine Importance of Criteria Criteria Step 4 Step 3 Step 5 Enter Association Score Enter Names or Final Scores (1, 3, or 9 ONLY) Projects Calculated November 2014 - 7 -
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