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Single machine/mechanism, Process/Action sequence, Value Stream, Facility, Entire Business

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        Document / visuality - Visual

        Guide / facilitate / train - Virtual

        Manage / implement – justify, CAPx, PO specification, install, operate, Lean tools, team operation

        Project coordination / Manage Understanding

 

            Other products and examples

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          Agile to Virtually operate based on Visuality of the situation    =  SUCCESS

                          understand to realize

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_TOOLS_

 

Graphics

Management by Understanding

Design to use

Training/understanding by doing not just viewing

 

 

 

Situation definition

Lean tools

          Design specification

Team definition

          Financial analysis CAPx

          Capital investment management

          Project management

          Startup

          Operation

          Monitoring

 

 

 

 

 

 

 

 

 

Manufacturing Industrial Service Example

 

 

 

XYZ LLC

VISUAL UNDERSTANDING

 

 

 

 

 

 

 

 

 

 

 

 

Virtually perform and improve based on

 

 

Agility to

Category

Metric

Target

Present

the Visuality of Customer Satisfaction

 

Customer Satisfaction

Promise to Point of Use

Days

10

9.5

 

Service Response Time

Hours

4

2.6

 

 

Product

Defects

< 0.01%

0.003%

 

Quality

Service

Repeats

0

4%

 

 

Communications

Issues

0

10

 

 

Financial Satisfaction

Sales

Forecast

+/- 5%

-14%

 

Cash Flow

% of Sales

> 5%

-18%

 

Assets

% of Sales

< 50%

53%

 

Debt

% of Cash Flow

< 16%

12%

 

 

Employee Satisfaction

Turnover (other than pay)

Months Employed

> 6 mos

5.7

 

 

Green Satisfaction

Use of recycled materials

Inputs

> 90%

87%

 

Trash

Tons / Month

1

7

 

 

Posted nn/nn/nn

Contact = Dagkd Jaghadokg x 5638

 

 

 

 

 

 

 

 

 

 

© Copyright Chris Hassold 2009 through 2017

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  
             

 

 

 

 

W’S of SUCCESS

 

 

 

 

 

 

XYZ LLC

 VISUAL UNDERSTANDING 

nn/nn/nnnn

 

 

 

The W's

Characteristic

Specification

Compliance

 

 

 

 

Type of business

 

fghj also can use services

 

 

 

who are your customers,

Geographic Location

 

Expand by acquisition

 

 

 

 

Market penetration

 

New competition

 

 

 

what do they want,

Products

 

Also need

 

 

 

 

Services

 

 

 

 

 

 

At Sale

 

 

 

 

 

when do they want it,

Lead Time

 

 

 

 

 

 

Project Schedule

 

 

 

 

 

 

Corporate address

 

 

 

 

 

where do they want it,

Remote site

 

 

 

 

 

 

Rec'g dock

 

 

 

 

 

 

Point of use

 

 

 

 

 

 

As is

 

 

 

 

 

how do they want it and

Pckg'd, bagged, skidded

 

 

 

 

 

 

Green req'ts

 

Customer needs more recyclables

 

 

 

the way they want to do business

Verbal

 

 

 

 

 

Ordering

Internet

 

Customer needs confirmation

 

 

 

 

Paper trail

 

 

 

 

 

 

Credit Card

 

 

 

 

 

Paying

Debit line of credit

 

Credit Issues

 

 

 

 

Paper trail and check

 

 

 

 

 

 

 

 

Green = compliance

 

 

 

 

 

 

Yellow = opportunities

 

 

 

 

 

 

Red = threats

 

 

 

 

 

 

 

 

 


_HOME_

 

 

 

 

_WORKSHOPS_ -  Based on the book -

CHANGE WHY??? CHANGE the PROCESSES of YOUR BUSINESS

CONNECTING the DOTS"

FIRST FOCUS Customer Focus - The "W's"

        Who is your customer - (External, Internal, Indirect)

        What does your customer need - (Design, Product, Cost, Quality)

        When the Customer Wants it - (Velocity and Delivery)

        hoW the Customer Wants it - (Receiving, Packaging and Installation)

        Where the Customer Wants it - (Location and Logistics)

        in the Way the Customer Wants it - (Ordering, Confirming and Invoicing)

 

SECOND FOCUS Customer Focused Metrics – Leading Indicators (Driving Metrics)

        The "W's" Drive what the metrics are and which metrics to measure

        Leading Indicators (Metrics) Drive Lagging Indicators (Metrics) - Downstream processes define upstream process' metrics.  Lagging Indicators define Leading Indicators

        These metrics Drive which process to work on WHY CHANGE

        A business' processes can be defined by the "D's" - Define/Design, Deal, Do, Done

 

THIRD FOCUS Customer Focused Process Change – Data, Root Cause, Mistake Proofing

        Data Data Data - Perception is not everything

        Root Cause - Design characteristic of the product or process that Caused start of the chain of events

        Mistake Proofing - Change the design of the product or process

        Selecting members of a change team and concepts of Change

 

MOST IMPORTANTLY Culture Change not Just Process Change

        Environment – Organized and Visual

        Attitude - Positive

        Virtual – It occurs every day without a major initiative

        Change not Just Correct - Change design of the product or process, not correct problems

        Promote Improvements - Celebrate WINS

        Buy In – Management AND employees

 

Customer Driven Metrics - Don’t measure apples by counting oranges

_HOME_

 

© Copyright Chris Hassold 2009 thru 2017

 


 

 


 

 

  BOOKS AND ARTICLES_

 

BOOK   "CHANGE WHY ??? YOU should change The PROCESSES of YOUR BUSINESS"    _Go To_   

BOOK   “Everything Has A Real Root Cause –

The 21st Century Thought Construct; Holistic Real Root Cause to Accelerate and Innovate”.  In process.   

ARTICLE   “Agile    Virtual   Visual " 

ARTICLE   “What to work on first”  _Go To_

SERIES -   The 'Holistic Real Root Cause of Everything' series. 

 

 

_HOME_

© Copyright Chris Hassold 2010 thru 2017

 

 

 

 

 

 

 

 


 

 

 

 

 

 

 

 

 

 

BOOK – Change WHY?? Change the Processes of your Business

 

INTRODUCTION

You have probably heard about customer focus and maybe your sales and marketing function is customer focused.  I am sure you have seen objectives and metrics.  There are probably numerous bulletin boards with objectives, mission statements and graphs of metrics.  You also may have encountered popular change tools, like Lean Transformation, Cellular Operations, World Class, ISO 9000, SPC, brown paper process maps and Value Stream Mapping.  If you used any of these great tools, did the results last?  Many results do not last, unless they are driven by the people using the tools.  You may know that change requires a culture of change.  This book connects these concepts (dots).

    ·         Who is your customer?

    ·         What are their needs (“W’s”)?

    ·         What metrics measure satisfaction to the customer’s needs (“W’s”)?

    ·         What needs to be changed first?

    ·         What is a lasting change? 

    ·         What is important about the change tools?

    ·         How does the business’ culture need to change? 

 

Available at

 Amazon logo

 

This book is a connection of the commonly known concepts above, in a manner to help you understand why and how you should change.

You need to understand why you need to change and use the tools. You need to understand that all the supporting function’s processes must change as well. 

Why does your business exist?  Is it to make a profit or to achieve customer satisfaction to make a profit?  Who is your customer?  In Chapter 1 “Customer Focus, we will identify your external, internal and indirect customers and their needs.  Their needs can be categorized by the “W’s” –

What

When

hoW

Where

Way

How do you know your customer is satisfied?  Is your customer’s satisfaction measured by sales statistics or customer driven metrics about the processes of your business?  What drives customer satisfaction?  Is it driven by processing orders and fixing situations or customer driven processes?  Why do your processes exist?  Why do you need to change your processes?  When do you need to change your processes and in what order?   (You can’t change and do everything all at once.)  What is important about the tools of change?  What is a culture that promotes improvement and lasting results by using the tools?

The concept of internal customers is not new.  An internal customer is the next process you give the results of your efforts to.  However, do you measure performance to your internal customer’s needs (the “W’s”) as rigorously as you do your external customer’s needs?  How do you measure internal customer’s satisfaction?

“Leading Lagging Indicators”, “Balanced Scorecard” -  Have you heard these terms?  Do you incorporate them virtually into your business?  Do you drill them down to the processes of your business?  Do you change processes to meet internal (next process step) customer’s “W’s” or just indirect (support, finance, and owners) or external (paying) customer’s needs?  Once you make a change, do you change the culture as well?  What is your business’ culture?  How do you change your business’ culture to realize “continuous improvement” and lasting change?

Why should you change?

A business can be successful, because the business is focused on the needs and the “W’s” of their external, internal, and indirect customers.  Focus does not stop at understanding your external customer’s “W’s”.  Focus means the metrics of the processes and culture are driven by your external, internal and indirect customers.  To just use tools and concepts does not make changes lasting.   To say you know who your internal customers are, does not mean you understand and monitor their “W’s”.  If you do not understand and monitor your internal, external and indirect customer’s “W’s”, then you do not know why to change.

The programs, activities, tools and transformation initiatives that are proposed to help you change your business, require that the people who use the tools need to understand - Why change What and Which to change first.

Were past activities just popular things to do to show you are making improvements?  Show?  Was there Visuality? Was it based on data?

Do you want to read this book hoping your business will magically improve?  I do not warrant or guarantee or take responsibility for anything as a result of your reading this book or executing anything within this book.  That is the issue.  You are responsible for the success or failure of your business.  The “YOU” is employees as well as management.  You are all in it together.

TABLE of CONTENTS

First FOCUS Customer Focus Introduction    

Who is your customer                                    

The “W’s” Introduction                                 

The “W’s” Workshop

What the customer Wants                        

When the customer Wants their product 

hoW the customer Wants their product    

Where the customer Wants their product

in the Way the customer Wants to do business     

W’s Matrix                                               

W’s example The 8 Questions                 

The From – To and the In Between 

Customer Focused Processes  

Summary Customer Focus                           

 

 

Second FOCUS Customer Focused Metrics

Introduction                                                   

Wants – Objectives – Metrics                        

The 90’s - Perception is Everything, Decisions by What looks good 

Reducing HP with out Changing the Process           

Drivers of Metrics  (Leading Lagging Metrics - Driven metrics versus Driven Metrics)

The “D’s” of a business                                 

Define                                                      

Design Deal                                             

Do Deliver Done                                      

Driver examples                                       

Metric Driver Driven Workshop                    

Customer Focused Metrics Workshop           

Summary Customer Focused Metrics   

 

Third FOCUS Customer Focused Process Change

Introduction

Process Mapping and Visualization

Process Characteristics 

Waste Elimination 

Data Collection 

Root Cause Analysis

Mistake Proofing

Realization of Change 

Selecting Members of a Team and Change Introduction

Summary Customer Focused Process Change

 

Most Importantly Culture Change not Just Process Change

 

Introduction 

What is a Business Culture  

Environment      

Attitude  

Virtual   

Change not just Correct 

Foster Improvements 

Celebrate Wins 

Buy In

Customer Driven Metrics 

Change the Culture 

Change the Environment 

Change the Attitude 

Make the Process Virtual 

Make Changes NOT Just Corrections 

Foster Improvements

Celebrate Wins

Buy In

Customer Driven Metrics 

Summary Culture Change

_HOME_     _BOOKS and ARTICLES_

© Christopher Richard Hassold 2006 through 2017

 


 


 

 

WHAT TO WORK ON FIRST

By Chris Hassold 

You have numerous opportunities for improvement (red and yellow situations).  You know what has to be worked on, what do you work on first?  Even if you are virtual in your ‘world class’ or continuous improvement efforts, you can’t work on everything.  So, you work on the important things first, right?  But what are the important things and how do you build an understanding of which is first?

Go back to the root cause of achievement.  You have objectives that create goals that create targets that are driven by situations and processes.  Therefore the number one criteria for importance, is that the situation is a driver / root cause of achievement of a target that relates to a ‘Balanced Scorecard’ objective.  I do not dismiss health and safety or quality issues by saying this, because they are automatically included in your scorecard.

A byproduct of this process is that if you run into a situation that isn’t a root cause / driver of a target that relates to the scorecard, then consider it Muda – why does it exist?

Out of these situations you can begin to prioritize using three constructs –

Impact

Difficulty to realize improvement

Level of skill using tools or Kaizen

Impact (high medium low) is based on how big an impact the situation has to a target that drives a scorecard objective.  The red yellow color scheme as shown in figure S1 below can relate to the color scheme the issue has on your visuality chart (status chart, CI board/chart, etc.).

Next you need to assess the difficulty of realizing the improvement.  An EASY (or whatever word you want to use) class means that only the design of a process and/or the design of conformance to standard practice is involved and the situation can be resolved without shuttling work on to other functions (self-correcting).  Change can be accomplished without meetings or negotiations or financial justification.  Basically everything else falls into the INVOLVED class, because the situation involves multiple design characteristics beyond just process design and/or conformance to standard practice design AND involves feedback / negotiations with other functional areas and/or changes to designs in other functional areas.

So just pick the easy things with high impact.  Not necessarily!  You really need to assess your skill level.  Areas just starting to use the tools or especially if this will be one of the first Kaizen events should start with an easy lower impact issue.  It is easy and errors while using this for training have a lesser effect on the situation.  As your skill level progresses take on the high and medium impact issues.  But, still start with the easy class.  You can probably realize numerous easy class issues with in the amount of time and effort for an involved class issue.  You should even consider grouping multiple easy class issues together if they relate and require the same tools and resources.  Even a Kaizen event can address multiple issues if they relate.

I know this may sound contrary to my whole virtual concept.  But even in a virtual world there is still finite capacity.  Figure S1 is a graphic of the above.

The root cause of everything (situations, opportunities, innovation, even green) is design.  Because achieving goals has a root cause (driver), you improve those situations that relate to those goals first.

“Everything Has A Real Root Cause – The 21st Century Thought Construct

Holistic Real Root Cause to Accelerate and Innovate”

 

_Return to BOOKS and ARTICLES_

© Christopher Richard Hassold 2006 through 2017