2 Simulation Experiencing an Environment of CPI2 Support · learner at the site as an opportunity to create greater success on the job. This simple act is one of development, not

USAF Career Field Manager and Training Developer Continuous Process Improvement and Innovation

CPI2 Simulation Experiencing an Environment of CPI2 Support

Eagle Harbor Solutions Total Systems Development 1st Cohort July 2020

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Day 2 Chapter 3b: Integration

Chapter Description As part of a company wide effort, the issue of integration to achieve more effective

implementation becomes a strategic issue for WBY. Development planning should be an

organization wide effort to ensure a flow of people to new experience and are

accompanying skill development. In addition, having common standards throughout the

organization allows individual development to proceed unabated with the same standards

to achieve wherever they work. This all requires close coordination about business and

support units within the organization.

This process creates learning flexibility and enhances the desire to learn no matter where

you reside or what you are doing. Along with healthy job rotation, the individual should

approach readiness as a necessity in this rapidly changing environment.

No matter the content of learning, readiness is a key component for response and a sense

of urgency in learning.

Keys to Success for the Chapter

● An awareness of being a citizen of your company and able and ready to take on all

challenges

● A support system for learning that has competency or accumulated behaviors as its

objective for learning

● A support system that uses common expectations and processes to attain success

● Close coordination with all parts of the organization to assess common needs and

expectations

● An expectation that all Functional Management will be a part of effective decision

making on all issues that impact their function

● The culture of mutual trust and respect is always observed

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● Learning as a driving force for improvement

● Support systems for integration

Expectation of learning

The expectation of learning is that it is embedded everywhere. Development is a process

aimed at taking care to have people development as a continuous focus. Whether in the

classroom or an off the job learning situation, learning should be taking place. The leader

cannot allow individuals to isolate themselves and only focus on tasks and outcomes. A

simple intervention by the leader to ask questions that lead to learning is part of the role of

the leader. When leaders go to Gemba (where the actual work is done) they should have a

question in mind to ensure learning is taking place. These questions should be given to the

learner at the site as an opportunity to create greater success on the job.

This simple act is one of development, not blame. This type of learning, on the job, is the

best and most common learning done in a continuous improvement organization. When

the expectation is to use the actual situation for learning then what everyone can expect

that they need to be prepared for learning. It makes integration much easier and more

reliable .

Standards are the place where learning resides. This is possible because all changes

require the standard to change as improvement is achieved. Personal preference has no

authorization until it is proven to be better than the current standard and embedded into

the standard agreed to by all concerned.

Support systems

The most important support system is the leader. They have two important roles in the CI

organization. 1. To satisfy the customer expectations, and 2. To develop the individuals in

their organization. This requires knowledge of all jobs being performed to demonstrate

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respect for the individual and systems that support improvement and learning on the job

such as job rotation. This makes integration viable.

Commonality in processes

As learning and integration of learning grow, it is a direct result in having a standard for the

work to be done. This standard can then be given to, observed, and enacted at any place

where it is the “best way known”. This generates commonality as a positive action taken.

Continuous improvement organizations find this to be a great advantage for the entire

organization.

Coordination of activities

Commonality encourages coordination of activity and allows the organization to deliver

improvement not just to the place found and standardized but all those places where the

same function is performed. In this way improvement in one place causes improvement

where it did not exist with little or no effort.

Each assignment discusses the

Integration of their recommendations with the others

Looking for exclusions, disconnection, lack of logical thinking and resources to

accomplish

Determine the execution issues in the Air Force environment

Key Messages

Coordination is a key outcome to seek and deliver. It is the test for those attending that

consistency is maintained and confusion sought to be eliminated. The responsibility is on

the leader of the process to ensure this happens

Encourage original thinking as a way to validate those in attendance. This statement

encourages the expectation to be met. Original thinking is individual and means they are

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reaching outside of the normal for ideas. It also indicates that taking a risk in exploring an

idea is accepted and encouraged

Encourage thinking courageously. It is all too often that members are discouraged by

what they observe as the norm in the organization. It takes courage to open a discussion

about those subjects that are not aligned but encouraged or condoned

Encourage equal participation. This is the simple lesson of diversity. Everyone

demonstrates that they are open to diverse thinking by insisting that everyone

contributes. The strong likelihood is that the creation of new ideas will improve, and

everyone feels they are an important part of the process of improvement

Document for review:

● Integrating the WBY Way

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Dialogue Questions

Dialogue: Integration

Discuss what tasks need to be done to integrate the teams.

How will the process proceed with the new information?

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Discuss the expectations of each individual as they fit with the new situation.

Discuss the constraints of their work.

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Dialogue: Teamwork

Using the learning principles from above, how are the teams doing in creating a

team?

Activity:

Review the following process:

It should be recognized that this long list of processes, set out for this forum, are more for

our understanding than a recommendation for future forums. As we discuss them, we will

pay more attention to some than others. We will cover all of them in some fashion.

1. Review the current state map- following each step of the process to assess where

the waste is. It is also the base from which improvement is made.

2. Review the corporate SWOT analysis- to determine what the status of the

organization is strategically. It also helps to determine where action is needed

3. Add potential metrics for collection to the CSM- They assist in the analysis of the

individual tasks or job inside the value stream

4. Define waste in their group tasks- these are potential opportunities

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5. Complete an analysis of the CSM- by determining the how the potential

opportunities and the adjustments to flow will affect the goals for the organization

6. Determine potential opportunities and problems- This is an exercise in prioritizing

the potential opportunities so action can be committed to those with the highest

priority

7. Discuss how to make decisions to improve- This is key to speed of the forum.

Quicker decisions create a sense of urgency and action to be taken. It is not unusual

that the decision making process takes up substantial time, It is not a time for voting

but for finding the true commitment to action.

8. Define competencies by classification (3-Level through 9-Level)- based on the

experience of successful member with the organization or like organizations

9. Decide on the process to be used to achieve improvement-experimentation-

experimentation needs encouragement. Without alignment to try things the forum

will get discouraging and there will be a reduction in commitment.

10. Discuss how to connect with other groups- this is a command to make sure that

anyone affected by the results or request for more information are coordinated

with.

11. Deciding on the standards for development of individuals- standards in this case

can be far reaching but are best served by creation of them for all processes that

have an expectation of time, quality, or delivery.

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Dialogue: Process

How are they doing with the process?

The Challenge, A Review

The challenge of integration is to have a common expectation in standards that all

organizations involved in a problem solution or proposal will be engaged in the

development of the solution. This is achieved with a simple signoff or concurrence of the

problem solution or proposal. This works well for Functional Organizations to ensure the

standards they have set are not being eliminated or deleted. In most continuous

improvement organizations, a position in engineering is established to monitor and control

the integration of proposals and solutions. They decide if this to be run throughout the

organization for concurrence.

Messages:

● Coordination is an expectation

● Process and outcome control allow for smooth integration

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● This process of integration is done with the same principle of interaction as all

others.

What You Should Have Gotten Out of the Chapter

Objective Achieved?

An awareness of integration as a key issue for learning

Support system for learning that have competency or accumulated

behaviors as its objective for learning to support integration

A support system that uses common expectations and processes to

attain success

Close coordination with all parts of the organization to assess common

needs and expectations

An expectation that all Functional Management will be a part of

effective decision making on all issues that impact their function

The culture of mutual trust and respect is always observed

Learning as a driving force for improvement

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Chapter 4: OMDS

Chapter Description

OMDS is an Office Management Development System aimed at ensuring all key

commitments are met. It is conducted daily by the Team Leader or Supervisor to find and

alleviate issues or problems from creating waste. It is the companion to FMDS which is the

Floor Management Development System. It has as its purpose ensuring a common

understanding at all levels of the organization about structure of key goals, usage of the

actions taking place, linkages to other goals and the benefit of accomplishing the goals.


● Understand how to clarify linkages important to OMDS

● Learn the standardization of processes

● Recognize the benefits of using visual standards for improvement

● It is a daily management process

Video:

OMDS

Key Messages

● OMDS is a System of Management and Development. That is why it is called the

Office Management and Development System.

● It is a process for critical thinking and commitment

● It promotes two-way communication and keeps everyone in the department on the

same page

● It is the best tool to provide immediate constructive feedback

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● It allows everyone to participate in Continuous Improvement

● OMDS builds the culture of Continuous Improvement

● It links all other systems used to perform continuous improvement

● It is a visual system that compels action

● It is an activity that is performed daily

● It is a learning system

● It is a coaching and mentoring system

● It is a living process

The Challenge

The challenge for all daily management is to achieve attention to what is important and

respond to issues in an effective and easy way.

OMDS is about managing standards in a way to achieve improvement. The process to

management standards follows these steps:

● Define the standard process as is

● Make the standard visual

● Recognize and correct deviations from the standard

● Improve the standard

● Manage deviations from the standard with a sense of urgency to demonstrate its

importance

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Dialogue: OMDS

Was the group properly initiated into the process of improvement?

Discuss how separate teams does not mean separate goals. How do you keep that

from occurring?

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Discuss if the proper messages were effectively communicated. What were the

messages and what was the expectation?


Objective Achieved?

A standard is simply the best way known to perform a task and it is

accomplished that way every time

Managing improvement is a process of improving standards

Learning is an outcome for managing standards

For mutual trust and respect, standards are managed with a sense of

urgency

It is a visual management process that is openly displayed and acted

upon

Deviations from the standards set down are problems and problem

solving is used

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Chapter 5: Preparation for the Presentation

Chapter Description

This chapter defines the process for preparation and presentation of the proposal for

improvement. The preparation is to gain consensus before you present from those who

approve the proposal

The Challenges

● Fix the outcome before the presentation (Nemawashi, or pre-coordination)

● Use clear, simple language

● Make sure your logic is solid


● Success as an orientation and support to enact it.

● Process for presentation is set as a standard using the A3 thinking pattern

● Use A3 and present directly from it without varying

● May use future state and current state maps as attachments to support your logic

● You are there to gain support and reflection

● Go to those who have knowledge and/or you need for support and have them

review the document for the purpose of improvement. These are the same people

who approve the proposal

● Incorporate the suggestions as they have indicated in their words

● Repeat with each until you have total support

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Key Messages

● Success and Support is not optional

● Process for presentation is support

● Use A3 and present directly from that

● May use current and future state maps or charts and graphs

● You are there to gain support and reflection

● The key to a good presentation is the preparation

● Ask for support before the presentation aimed at gain consensus before the

meeting

Documents for Review

● Performance Management Process Proposal

● Individual Development Plan / Performance Improvement Feedback

● WBY Manager Performance Appraisal Guide (page 1 only)

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Dialogue: Support

How would you create a support system for the recommendations?

What would you change in the conditions necessary for success in achieving the future

state?

Key Connections to be made:

The process of nemawashi is the key to creating an accepted presentation. It is

accomplished by understanding who the key decision makers and key opinion leaders are.

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These are the people who could potentially have a positive effect on the A3 or could

potentially stop the approval because of an issue they have. It is a smart strategy to get all

of them to understand their perspective, get their response to your proposal and start the

process of commitment building.

Each one will have their own sense about what should be in the proposal. Individuals may

differ in opinions. It is your responsibility to make sure you are clear about what they want

to see and hear before you present. You have the responsibility to find the committed path

for your proposal to move forward. What must be understood is that a lack of consensus

will result in the proposal being declined.

Each person talked to must be comfortable they have been heard. This may require several

trips to discuss with them your proposal. They will know you have been listening when they

see their coaching in the proposal itself. This does not mean playing lip service to the topic

and not putting it into writing.

Another connection that is appropriate use of charts and graphs. Creating familiarity with

the key opinion leader is a matter of them being familiar with how you depict segments of

the A3. If it is difficult to understand a barrier to communications has been created. Using

the familiar makes sense but having a new approach to charts or graphs is fine as long as it

is taken to be an improvement of one's used before. Simple is better.

When presenting, do not adlib. Follow the A3 exactly, especially if the person to make the

decision either speaks another language primarily or uses the precise language of their

profession. Again, getting the language understood and agreed-to up front is the best way

to gain approval.

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Objective Achieved?

In a continuous improvement organization, achievement of consensus

is more important than winning a disagreement

The value of consensus to achieve support

Understanding problem solving as an interactive process, getting better

each time you repeat it

People will be much more likely to support problem solving if they

understand the dynamic nature of improvement and the acceleration

of improvement as success is achieved

The momentum from having success, even if it is small, is an indication

to others that their opinion and actions in continuous improvement will

be appreciated

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Chapter 6: Giving the Presentation

Giving a successful presentation is a matter of preparation and following the exact wording

of the proposal. The wording is derived from the analysis of the problem using the 8 Step

process for solving problems. By using the exact word in the A3 there is little likelihood of

misunderstanding because this wording is a part of the process of having “preparing the

land for planting”.

Chapter Description

Come full circle from initiation to completion - the presentation is the result of a planned

effort to both make the proposal clear and ensure that all key opinion leaders are heard. It

may be very different from your initial A3, but it has the added value of being understood

and agree to before the deciding meeting

A display of gratitude and appreciation- in a continuous improvement organization humility

and gratitude are key behaviors for success. This means that it is recognized the

culmination of the presentation is the result of many people helping the presenter to be

successful For the presenter this humility is a clear signal that you are still open to learning

and developing

An opening to conversion with the executive in the future- as you proceed you are not only

developing your skill base but creating a more capable person to move up in the

organization. The likelihood that this will create more interaction with the audience but is a

form of calibration on their part. They will view you each time as a candidate for a higher

level position. The process will give you insights into the thinking of the decision maker and

provide you with greater opportunities in the future.

Potential for a developmental mentor- You have the possibility to engage a mentorship

relationship. This is an important relationship but is much more complex than sponsorship.

In an organization with a value on development the role of the mentor is to ask

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developmental questions to give the individual receiving the questions an opportunity to

demonstrate their thinking skills. This is the conveying to the mentor that you understand

the mission, vision, and values of the organization. It is a precondition for the individual to

be heard with ideals that go beyond the status quo. It is a process of earning the listening

by others and taken seriously.

The Challenge

The challenge for the presentation is to arrive at a solution that is committed to by all those

engaged in the implementation. To get that commitment the process is key. The process is

designed to arrive at a set of words in a prescribed format that enable those decision

makers to understand the problem and see the logic of the problem being resolved by the

actions taken. The logic is to clearly define the problem, determine the cause which is

refined by the root cause, understood by the countermeasures to fix the problem,

choreographed by a plan to accomplish the countermeasures and monitored to maintain

control over the plan. The route to this achievement of approval is to define the facts, to

construct the logic flow and get the decision makers to agree prior to the meeting to

decide. This having been accomplished the outcome is assured or mostly assured. By

substituting your own preferences, you will cause a disconnect between expectations and

what is being shown. To avoid this, getting concurrence to the presentation before giving it

ensures the likelihood of acceptance. Commitment is a natural outcome at that point.

The second challenge is to learn as you go. To enter the process with humility and reduced

ego demonstrated by being able to listen and learn from those who will make the decision.

The A3 is the place to capture the learning and achieve commitment as it becomes a logical

standard for presentations.

Documents for Review:

● Regional Succession Committee (RSC) Activity Plan

● Status Report to Global Headquarters 9/20

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Key Messages

● Support

● Critical Thinking

● Final Decision after Operations Committee decides

● No surprises in the proposal delivered

● We must have support and commitment

Dialogue Questions

Dialogue: Presentation

What are presentations designed to do?

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Does the presentation make the right points? Will the presentation as presented

achieve the goals?


Objective Achieved?

A model for getting your proposal approved

A great opportunity to learn

The perspective of others that will influence your proposal

The enactment of critical thinking in your job

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Chapter 7: Gratitude from WBY Corp VP of HR

Chapter Description

The simple act of thanking those involved in the forum is an important ingredient for

keeping members involved and excited about removing waste. This chapter closes the

work of the team in putting together a plan for implementation and identifying the work to

be done to achieve the positive results for the forum. The accompanying video is a

demonstration of the simple act of saying thank you to the members of the working team.


Success comes from the delivery of the message. Face validity is what is at stake. The way

the message is delivered conveys humility, a lack of ego and true appreciation.

Key Messages

● Genuine appreciation

● The value of the forum

● The implied request for future continuous improvement

● Taking time to make the delivery a priority from a person of key influence

● A recognition of the positive culmination of asking for help.

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Dialogue Questions

Dialogue: Appreciation & Recognition

Were the thanks appropriate for the forum?

The Challenge, A Review

As simple of a challenge as it may be the accomplishment of the act involves planning and

coordination. Once accomplished the challenge is to be believed. The challenge is a test for

leadership that this is a matter of priority for the Leadership to help members understand

the power of thanks. For the leadership level of the individual giving the presentation it is

implied that this simple act becomes common proactive. The perspective to keep in mind

comes from the members. They expect to see it continue over time and will react

negatively to lack of this heartfelt communication.

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The receiver of the communication should have gotten confirmation that their work was

appreciated. For the send the performance of this communication should set a precedence

for this to happen every time a forum is conducted. Leaders should understand that once

having happened, a standard is set and conformance to the standard is expected.

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Final Reflections and Wrap Up

Likes about the Day

Dislikes about the Day

What can we do better?