Working Projects to Close – Why is it so hard? - MoreSteam€¦ · Working Projects to Close – Why is it so hard? Experiences with Multi-Project-Management Lutz Tückmantel Diplom

WorkingProjectstoClose– Whyis itsohard?

Expe r i ences wi thMul t i - Pr oj e c t-Manag ement

LutzTückmantelDiplomIngenieur

SixSigmaMasterBlackBeltLeanAdvisor

Copyright2016LutzTückmantelEngineering 1

May18, 2016 MBBWebcast sponsored by:

• Trained 500,000+ Lean Six Sigma professionals

• Served over 2,000 corporate customers (including 50+% of the F500)

Webcast Sponsor: MoreSteam.com

2© MoreSteam.com 2016

• Courses reviewed and approved by ASQ and PMI

• Academic Partnerships with Ohio State University, Notre Dame, Cal Poly and George Washington University

Select Customers:

• Welcome

• Introduction of MBB Webcast Series− Ellen Milnes

• “Working Projects to Close”− Lutz Tückmantel

• Open Discussion and Questions

Today’s Program

© MoreSteam.com 2016

3

About Our Presenter

4


• Lutz Tückmantel Engineering

• 20 years international experience managing production, quality, and process improvement

• Ford Motor Company and GE

• Graduate Engineer

Lutz Tückmantel, Master Black Belt

WorkingProjectstoClose–Whyisitsohard?

ExperienceswithMulti-Project-Management

Copyright 2016LutzTückmantel Engineering 5

May18, 2016 MBBWebcast sponsored by:

ResourcesonMultipleProjects


Project 1(10%)

Project 2(20%)

Project 3(20%)

Project 4(5%)

Operational Work (60%)

TeamMember orPMü 1Projectü 100%onEveryProjectü 1Championü NoVacation/24x7ü Fullytrained

Notrealistic !!

BestPracticeü AccountforALLProjects+Workü Determine%allocatedperprojectü Transparentü BlockoutVacation/Holiday/Weekendsü Plantraining

MoreRealisticScenario

AProjectis aProjectis aProject


8D•Quality•Delivery• SpecialCauseVariations

AGILE•Fast• Phases ofresults

APQP/PPAP•Quality•AutomotiveStandard

Lean•Waste Reduction•5s•Workstandards•TPM•Replication

SixSigma•Quality•ProblemSolving•CommonCauseVariation•DMAIC/DFSS

JustDoIt• Fast

ProjectImplemention• PM

SimultaneousEngineering

ValueEngineering• Cost

TotalValueManagement•Cost

Which is the right method?How do we manage resources – Request or Commit?

How do we track it? – Can our ERP (SAP, etc) help us?

Whois doing projects how?


Engineering•APQP /PPAP•SimultaneousEngineering•8D•DFSS

Purchasing•8D•APQP/PPAP•Lean•SixSigma

Production1•JDI•Lean•TPM•SixSigma•8D•Installations

Production 2•…•…•…

Quality•8D•Lean•SixSigma•APQP/PPAP

Logistic•Lean•SixSigma•PM

Marketing•JDI•PM

Sales•JDI

Finance•TVM

IT

•AGILE•PM Parts&Service

•JDI•8D•SixSigma•Lean

HR•Training

Different Departments use Different Project Methodes but at some point the same Resources

What‘s initfor me?


Manager/ProcessOwnerIhaveaproblem.

Whencanitbefixedbywhom?

CEO/VP/CompanyIhaveaproblem/projectwhichcostus

moneyandcustomer satisfaction.Whenwillitbefixed/delivered?

EmployeeIhavesomuchoperationalwork.

WhencanIdoall thoseprojects? - orMyoperationalworkisboring.Irather

doprojects.

CustomerIhaveaproblem/launchwiththis

company.Whenwillitbedone?

ProjectCompletion

Bigvs Small


Bigprojectsü Governanceboardsü Goodtrackingü Dedicatedresourcesü Extensivereportingü Highvisibilityü Budget

Smallprojectsü NoGovernanceü Excel-Reportingü EmbeddedResourcesü Poorreportingü Little/nointerestbychampion/sponsor

Size matters - sometimes

Sizeitright - One doesn‘t fitall


Level1- Smallprojectsü Partofdaily/weeklyoperationsü Wasteelimination, ProblemSolvingü Complete in1-2weeks/<10hrsü ImprovementKata,OFAT,A3ü ReportoutisreplacedbycoachingKataü Projectapprovalbynextlevel

managementü Setatimetoworkonit– forplanning

ANDfordoing

Level2ü Supportdepartment/plant goalsü 8D,SixSigma,Complex Problemsü Mixofdedicated andembedded

personal

Level3ü Globalworkstreamü ERPimplementationü Global launchofproducts,

processes orsystemsü MasterProjectPlanü Dedicated personal

All YOUR Problems: LEAN for the Mass - SIX SIGMA for the Class

Copyright2016LutzTückmantelEngineering,LeanInstitute 12

Development towardsaLeanSixSigmaOrganization

Six - Sigma Problem depot100080/20200

80/2040

80/208

80/202

32GREEN BELT/Project Team

BLACK BELT/Project Team 6

MASTER BLACK BELT/Project Teams

Lean Production

800TEAMS/

Team Leader/Hancho

160 SUPERINTENDENT/LEAN ADVISOR

Coach

Coach

Champion

Champion

Champion

TheCoachingKataisapatternformanagerstofollowinteaching theImprovementKatapatternindailywork,sothatitbecomes partofanorganization'sculture.

TheImprovementKataisamodelofthehumancreativeprocess. It’sa4-steppatternofestablishing targetconditionsandthenworkingiteratively(scientifically) throughobstacles, bylearningfromthemandadaptingbasedonwhat'sbeinglearned.

TheCoachingKata

TheIK&CK

ByMikeRother

TheImprovementKata

13

TheFourStepsoftheImprovementKataApprocah

14

Conduct Experimentsto get there

Grasp the Current

Condition

Establish your Next

TargetCondition

Get the Direction orChallenge

1

2

3

4

Source:www.katatogrow.com

1 2 3 4A systematic, scientific pattern of working

The4StepsoftheImprovementKataModel

ByMikeRother 15

TheImprovement Katacombines scientificsteps+techniquesofdeliberatepracticeforeachstep,todevelopeffectiveproblemsolvingskill

Understandthe Directionor Challenge

Grasp theCurrent

Condition

Establish theNext TargetCondition

CC

TC

ExperimentToward the

Target Condition

PlanningPhase

ExecutingPhase

FiveCoachingKata

Questions

RunCharts

Learner'sStoryboard

ObstaclesParkingLot

PDCACyclesRecord

CoachingCycle

Challenge

CurrentConditionAnalysis

TargetConditionDefinition

BlockDiagram

COACH

LEARNER

CoachingKatainAction

ByMikeRother 16

UsedbytheCoach UsedbytheLearner

5-QuestionCoachingDialog RapidPDCACycles

FiveCoachingKataQuestions&PDCACyclesRecord

ByMikeRother 17

ProjectDocumentation


ü Keepitshortandstandardizedü Takephotosofhandwrittendocumentstobe

includeded inpresentationü Onestandardofpresentationforalllevelsofthe

organizationü Keepdocumentationcurrentandavailablefor

everyone

Level1&2Staffing &Tracking


Is Trainingaproject?


Trainingü Itisnotoperationalü Ithastobeplannedforü Ithasastartandafinishandwilldeliversomething

ü Itabsorbes resources

Allways include required training into your project planning

When shall we start and finish?


ü Howimportantistheproject– strategicvsoperationalü DoIhavethepeopletodoit?Aretheyonotherprojects

oronvacation?ü Isbudgetrequired?ü WhatgetsnotdoneifIdotheprojectnow?ü Doestheorganizationhavetosetpriorities?

Priorities are set for conflicting resources only

Masterplan


Haveamasterplanatthebeginningoftheyear3-5yearimprovementplan

vsProblemstosolvenow

Dowe knowwhat we are doing?


Status Methode Pipeline Risk

Resources/People Cost Strategie

Projectlist

Masterdata

TheParticipation Pardoxon

24

Idea Planning Decision Execution

low

high

As lower the Influence as greater the InterestSource:IFOKonbase of signpost civil society,aproject of the foundation Participation

People– Whowilldothe work?


ü Whoonmyteamisinforaproject?ü Exclusiveorembedded?ü Howmuchoperationalworkneedstobedone?ü Establishastructureofrunningprojectsü Knowexactlywhoisgoodinwhat

• Experience• Trainingrequired

ü Trackallactivities• Operational• Projects

BestPractice


ü ParticipationbyALLlevelsandDepartmentsü Solveitonthelowestlevel&withthesimplesttoolsquicklyü Onecentralsystemtoallocateandtrackresources

independentofprojecttypeü Championtocommitresources– Giveandtakeü Steeringcommitteeto

• balanceprojectsand• timecommitments

ü Transparent– everyoneknowswhatisgoingonü Definemagnitudeofworkperprojecte.g.>10hworktotalThe Ability to solve problems faster then they role in will determine your suvival as a company

Lutz Tückmantel Engineering Tel. DE +49(0)160 99179 743Dahlienweg 3 Tel. US + 1-608-884-459350354 Hürth [email protected] skype: lutz.tueckmantel

Performance = Mastery x Self-Motivation x

Empowerment

Thank you for your contribution

Copyright2016LutzTückmantelEngineering

Questions

Would you explain how you’ve approached ….


Have you ever encountered ....

How have you handled ....

28

Visit us at MoreSteam.com

29


Thank you for joining us

30

Archived presentations and other materials: http://www.moresteam.com/presentations/

Lutz Tückmantel, LTE Master Black Belt [email protected]

Ellen Milnes, Director of Marketing – [email protected]

Join us next month – Thursday, June 16th

“Kano Analysis: The Art of Prioritizing Customer Requirements” Doug Evans, The Ohio State University Fisher College of Business


Documents

Working Projects to Close – Why is it so hard? - MoreSteam€¦ · Working Projects to Close – Why is it so hard? Experiences with Multi-Project-Management Lutz Tückmantel Diplom