PDNetno.899SKellerTimothy-NYImplementingAContinuousImprovementProgramUsingBreakthroughStrategyProjectsOrganizationPerformance,October13-14,1992,EnergizingInitiatives(MOVE/OP~OP)ConferenceProceedings,MilanDate:10/92Sector:Center:OrganizationPetiormancePractice,PetiormanctiEnhancementProcessesDotType:CaseStudyKeywords:ChangeManagementUse:InternalOdycontact:Discussesaclientsituationwhereacontinuousimprovementprogramwasimplemented,usingbreakthroughstrategyprojects.Aquickrollouthelpedbuildenthusiasmandsupport.Alistingofresourcesav~bletoclientservieeteams,andillustrationsoftheaffinitygroupframework,completethedocument.Copyright1992McKinsey&Company,inc.PDNetisaProprietaryDatabaseThisdocumentisforusebyMcKinseystaffonlyandmaynotbedistributedoutsidetheFirmEN,T,PROGRAMUSINGBREAKTHROUGHPROJECTSTIMKOLLER-NYEnergulnitl~ference.!...IMilan,October13-14,1992SITUATIONWManysmallopportunitieslTWidelyvaryingpracticesfNoperformanceethic~Weakmeasurementsystems.-.;*.DISTRIBUTIONPRODUCTIVITYIMPROVEMENTPOTENTIALDollarsTampaSanDiegoMiamiMinneapolisNewOrleansSanAntonioClevelandNewYorkDallasChicagoAtlantaHawaiiHoustonPhiladelphiaSeattleSt.LouisKentuckyPhoenixDetroitBostonBaltimoreNashvilleProductivityimprovementpotentialLBIab*F,..,..,,,,:.,,,,,,.......:BasedonbilledreqsSanDiegowasselectedasthebaselabsinceithasthehighestproductivity,afterTampaDISTRIBUTIONSOURCESOFPRODUCTIVITYDIFFERENCESTampaSanDiegoMiamiMinneapolisNewOrleansSanAntonioClevelandNewYorkDallasChicagoAtlantaHawaiiHoustonPhiladelphiaSeattleSt.LouisKentuckyPhoenixDetroitBostonBaltimoreNashvilleGSanDiegowasselectedasthebaselabbecauseithasthehighestproductivity,afterTampa.SKH2805-07-92-5APPROACHflQuickrolloutacrossaillabstogetquickresultsandbuildenthusiasmflBuildadditionalcontinuousimprovementprocessesovertime.OVERALL-ROLLOUTPLAN19921993MarAprMayJunJulAugSepOttNovDecJanFebRound1zte~rnsperlabRound24teamsperlabRound36teamsperlabRound4RemainingareasSBCLIN1994PROPOSEDVISIONOFCONTINUOUSIMPROVEMENT~SubjectLong-termvisionDepartmentalAtleastoneactiveteamineachdepartmentinitiative-sG15-20teamsinalargelab.G10-12teamsinasmalllab..*Cross-functionalManyteamsareatleastpartiallycrossfunctionalinitiatives(i.e.,haveatleastoneteammemberfromoutsideasingledepartment)MeasurementMeasurementisabasictoolusedbyalipersonnel;everyoneunderstandsthefinancialimplicationsofinefficiencyPlanningContinuousImprovementplansarecreatedsimultaneouslywithfinanciallstrategicplans;plansincludecustomerserviceandqualitytargetsaswellasfinancialtargetsSBCLIN1994PROPOSEDVISIONOFCONTINUOUSIMPROVEMENT(continued)SubjectLong-termvisionFacilitatorsupportTeamsneedlessfacilitationastheybecomemorefamiliarwiththeprocess;facilitatorscalledinfordifficultsituationsHQSUPPOrtHQgroupsfocusresourcesonsupportingContinuousImprovementeffortsandprovidefastresponseAffinitygroupsAffinitygroupsbecomethemajormethodofsharingimprovementideasPERSPECllVESOFSBCL!N1994VISIONOFCONTINUOUSIMPROVEMENTPROPOSFront-1ineemployeeSupervisorLMTmemberGConsidersparticipationonasSpends30%oftimeonGSpendstimedailyreviewincontinuousimprovementcontinuousimprovementteampfogressandoverallteamtobepartofongoing(includingmanagingwithdepartmentalperformancejobresponsibilitiesfactsanddata;participatin~againsttargetsinbudgetingandplanning)GActivelylooksforwaysto“Iscomfortablehavingteamimproveperformance.Activelytargetsperformance‘and.teamle...
