iSixSigma

Challenge Topic

Six Sigma – iSixSigma Forums Old Forums General Challenge Topic

Viewing 21 posts - 1 through 21 (of 21 total)
  • Author
    Posts
  • #53184

    MBBinWI
    Participant

    OK, TT, Freddy, Darth(same), et. al.:  Here’s a challenge topic for you to slather us with your infinite experience and wisdom.
    In my experience the most effective LSS implementations have included a “project hopper.”  Yet, few curricula and even fewer publications describe a project hopper, let alone the construct or characteristics of an effective hopper. 
    So, do you use same, and if so, how is yours constructed?
    After a healthy discussion, I’ll provide what I have used.

    0
    #188774

    Truth Teller
    Member

    Most projects should be linked to a strategic imperative. Therefore projects flowing to a project hopper should have their headwaters based in the strategic plan whether it be the classical version or some form of Hoshin Planning. As a result, one starts with the few strategic issues/levers such as growth, market share, operational excellence, product innovation or any other high level driver. From there it cascades down through a series of metrics (MBF), processes, L2 metrics, L2 subprocesses, etc. until the appropriate level. Each of the projects need to have a line of sight back to the strategic issues with some parameter of the process being the focus of attention. For example, the packaging department where scrap might be the parameter and some metric/measure of waste, rework, etc. This same approach applies to sales, R&D, finance, etc. That is the primary flow downward. Other sources for the hopper include doing some Prime Value Chain analysis using Value Stream Maps. This is good for the identification of some Lean projects or Kaizen events. Done with the operating areas, these can serve as a fountain of potential projects flowing up. To fully describe the process for filling the hopper would require a lot more space.

    0
    #188776

    Mikel
    Member

    Not bad TT.Only issue I have with your answer is operational excellence and
    product innovation are not strategic issues/levers. Lack of OE and
    lack of PI are inhibitors to strategy but are not strategy.Do you know the best way to get innovation accelerated in your
    organization?

    0
    #188777

    Andre Booyzen
    Participant

    I am not familiar with the term “Project Hopper,” so any information or explanation would be appreciated.

    0
    #188794

    Stevo
    Member

    TT –
    Are you an current/ex BofA’er?  Sounds like their cool-aid (not that I disagree).
    Stevo

    0
    #188797

    Mikel
    Member

    Prioritized list of projects yet to be chartered in the BB’s area of
    responsibility.Should flow from strategy and it should be a living document.

    0
    #188798

    Truth Teller
    Member

    No. Have used the approach across industries and in my current employer who is Tokyo based.Stan,
    I can accept your premise that OE and Innovation may not be strategic but it depends on the organization and its market. I have seen it used as a Strategic Imperative, either right or wrong.

    0
    #188804

    Mikel
    Member

    Any company that treats SS, OE, Lean …. as strategy is wrong.

    0
    #188809

    Truth Teller
    Member

    I can accept SS and Lean as non strategic but for companies like ours (high tech), Innovation is a strategic imperative that drives many of our processes and business decisions. SS and Lean are tools to help us achieve our objectives. OE is a gray area depending on the definition but it should be a given. I haven’t seen many Strategic Objectives stating that “we want to be mediocre”.

    0
    #188810

    Mikel
    Member

    You are confusing strategy with vision.Innovation is not strategy. Strategy is never some fussy concept, it is
    specific especially in the near term (1-3 years).What’s the best way to speed innovation in a company.

    0
    #188817

    Truth Teller
    Member

    I think we have some semantic differences. While Innovation can be a vision it can also be strategic, tactical and operational. At the strategic level one might describe the plan for developing a certain number of products or certain types of platforms or some specific customer or market need to be developed. From there it can get more specific until you are down to the production plan or marketing plan for release.As to your continuing question of how to speed innovation in a company, I believe that would take a bit more space and debate to respond. There are technical as well as organizational ways to increase the speed of innovation. I look forward to discussing this with you in person next week along with Mike/Darth/HBGB and all the other “individuals”.

    0
    #188830

    Vallee
    Participant

    Motivating innovative ideas to enable business growth or innovation
    being the business growth?

    0
    #188835

    Taylor
    Participant

    Hey Chris, can you hit me up at cstaylor74 at hotmail
    Need to chat with you off line

    0
    #188902

    Gurbachan Chadha
    Participant

    Hi MBBinWI,Can you please post your example of project hopper?Thanks!Guru
    (Gurbachan Chadha)

    0
    #188904

    Donna
    Participant

    In the project management world we call it the project pipeline or project portfolio.  I’ve been thinking about the possibility of applying Kan-Ban to the project pipeline.  Has anyone taken this approach?  I’d be interested in results and approach.

    0
    #188909

    pm
    Participant

    One of the things we’ve been working on is having all of the Project Champions keep a rolling C&E Matrix of project ideas vs their department’s goals & objectives for the year.  This allows for each champion to have their prioritized list (that is meaningful to them personally) to deploy belts within their department.  This is good for keeping invidual departments ‘bought in’ to the program.  When they own the list, the list itself helps convince them of the type of talent they need to put into the program.
    This has been good to help promote the ‘pull’ aspect of the program, but the biggest downfall is that there is no global prioritized list, which means we may be missing big opportunities in areas that aren’t buying into the list… 
    I’d love to see what other ideas folks are working on to keep the hopper/pipeline/portfolio/etc alive and well, as I believe this is one of the fundamental inputs to keep the movement going.  If the projects dry up, then there’s no need to dedicate resources…  next thing you know… no more program!
    Look forward to hearing your ideas!
    pm

    0
    #188910

    pm
    Participant

    One of the things we’ve been working on is having all of the Project Champions keep a rolling C&E Matrix of project ideas vs their department’s goals & objectives for the year.  This allows for each champion to have their prioritized list (that is meaningful to them personally) to deploy belts within their department.  This is good for keeping invidual departments ‘bought in’ to the program.  When they own the list, the list itself helps convince them of the type of talent they need to put into the program.
    This has been good to help promote the ‘pull’ aspect of the program, but the biggest downfall is that there is no global prioritized list, which means we may be missing big opportunities in areas that aren’t buying into the list… 
    I’d love to see what other ideas folks are working on to keep the hopper/pipeline/portfolio/etc alive and well, as I believe this is one of the fundamental inputs to keep the movement going.  If the projects dry up, then there’s no need to dedicate resources…  next thing you know… no more program!
    Look forward to hearing your ideas!
    pm

    0
    #188916

    Mikel
    Member

    C&E?The departments goals and objectives are the effect?

    0
    #188917

    pm
    Participant

    Sorry Stan, sometimes we’re a little too close to things and forget to explain it!  Thanks for catching me.
    We currently teach the C&E Matrix as listing the Outputs (Effect) down the left side, and then weight them as a percentage so that the total adds up to 100%.  We then list the Inputs (Causes) across the top.  Just the way we’re doing it now…  we used to do the opposite, which many companies do as well…
    Now that you see how we’re doing a C&E Matrix, we list the department’s Goals & Objectives down the left (Effects) and weight them to show which are more important…  Then they put any project ideas they come across on the top (Causes)…  Then they do the 0139 ranking for how that project idea will drive a particular goal.  The matrix does a column total of the value times the relative weight of the goal…  then they look to the totals at the bottom to see which projects will most drive their Goals & Objectives.
    Hope this helps!  Sorry for the previous lack of clarity!
    pm

    0
    #188951

    MBBinWI
    Participant

    Still looking for more discussion – particularly from some who cruise the halls and never have anything productive to contribute (you know who you are).

    0
    #188960

    Gurbachan Chadha
    Participant

    Interesting, Can you please post a sample C&E matrix, PM?Regards!Guru
    (Gurbachan Chadha)

    0
Viewing 21 posts - 1 through 21 (of 21 total)

The forum ‘General’ is closed to new topics and replies.