Standard Business Roadmap

Implementation Manual

                                                                                                                                                                      

                                                                                                                                                                                                                                                                     

 

 

 

 Figure 8 – Steering committee representation

 

The steering committee serves slightly different purposes for the short and long term.  The committee monitors progress in the short term while the longer term objective is to facilitate a cross-functional organisational structure.  To satisfy the short-term objective, the committee should meet frequently enough so the change programme does not stagnate or lose management support and understanding.  A meeting each week is advisable.  It is important that this is a working meeting and not just a one-way progress review.  To satisfy the longer term objective, the steering committee should also be responsible for the planning, co-ordination and implementation of activities required to make lean manufacturing into “business as usual”.

 

A steering committee should only be used until the change programme is firmly established and sustained.  True lean manufacturing should be self-perpetuating and require no extraordinary efforts to maintain. A steering committee , per se may only be required in medium to large businesses, where a large scale change program is being undertaken.

 

Institutionalise weekly reporting (See Training pack – A3 Reports)

 

The change agents and the Implementation team should create a weekly report to present progress to the steering committee, see figure 9.  This document should be the basis for discussion at each steering committee meeting to ensure continued focus on the success of the transformation. To monitor the performance, the weekly report should track key Quality, Cost, and Delivery measures along with progress towards other targets for the transformation.  It should also highlight the status of all activity carried out in prior weeks, planned activity for the next week and progress against the project plan.  It should contain a problem resolution section to highlight issues that need to be solved by the steering committee.

 

 

                        Figure 9 – Example of a weekly report

 

Stakeholder Analysis

 

The Stakeholder Analysis will enable you to identify key stakeholders in the change process and more importantly assess whether they will need any work to bring them on board. If this is the case, the relationships they have with other people within the organisation could hold the key to more easily getting them on side.

(See Stakeholder Analysis .ppt Pack)

 

Understand the people, process, and product

 

The Implementation team, must first build their knowledge of the model value stream and the culture of the people who work there. The best way to accomplish this is for the team to carry out the Cultural Audit, Business Assessment and Current state Value stream analysis.

The Cultural Audit and Business assessment will give scores against which to track progress as well as recommendations to counteract deficiencies.

 

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