How many of the 50 Best Practices for Process Excellence has your company implemented?

Lee Pollock and Mark Kiemele are authors of a new book, Reversing the Culture of Waste – 50 Best Practices to Achieve Process Excellence. The book provides a list of best practices that companies use to become stronger in process improvement. Not every company excels at all 50, but the companies that apply most of the suggestions are much further ahead. You can even assess your company, to see how mature your process improvement approach is today.




The book is divided into 10 chapters, and each chapter identifies a few best practices. Where you see the term "process excellence" you can replace it with your company's initiative (Lean, Lean Six Sigma, Continuous Improvement, etc). Explanations of each best practice are provided in a concise summary, usually 1-2 pages in length.

Chapter 1 - Executive Ownership and Leadership Alignment
1. Establish ownership at the executive level.
2. Develop and communicate the need, vision and plan.
3. Train leadership first.
4. Link compensation to involvement and success.
5. Continuously assess what is working and what is not and adjust.

Chapter 2 - Effective Support Infrastructure

6. Designate a well-respected Deployment Champion early.
7. Commission and use a guiding coalition.
8. Partner with a capable and reputable service provider.
9. Integrate key stakeholders into the plan.
10. Create position descriptions that mandate a pull for excellence.
11. Quickly attain a critical mass of practitioners.

Chapter 3 - Integration with Existing Business Improvement Initiatives

12. Maximize the synergy of multiple initiatives.

Chapter 4 - The Right Projects and Studies and People to Lead Them

13. Establish criteria for project selection and prioritization.
14. Use quick-hitting studies to accelerate results.
15. Select top-tier candidates for first waves of training.

Chapter 5 - Integrated Training and Software

16. Use motivational and experienced instructors and coaches.
17. Keep the software simple and easy to use.
18. Use a blended approach to learning.

Chapter 6 - Financial and Implementation Responsibility

19. Use a consistent, simple and straightforward approach.
20. Generate successes early and communicate them.
21. Plan the service provider's exit strategy.
22. Develop internal subject matter experts.
23. Manage the expectations of every practitioner.
24. Define and use a meaty certification process.
25. Train all ares of the organization.
26. Apply the training immediately.
27. Provide expert coaching on all projects and studies.
28. Scope projects carefully.
29. Establish and follow rules for assessing benefits.
30. Publicize and use savings wisely.
31. Regularly review projects and act based on the assessment.
32. Conduct refresher sessions for leaders and practitioners.
33. Connect and use Champions to upgrade the initiative.
34. Make everyone aware of what is going on.
35. Design and use standardized templates.
36. Anticipate and manage position loss resulting from projects.
37. Include team-oriented "soft" tools.
38. Develop transfer functions to predict, optimize, and assess risk.
39. Make innovation systematic.
40. Solve new problems using trained resources and trumpet successes.
41. Make process excellence part of the human resource succession plan.
42. Integrate process excellence into all mergers and acquisitions.
43. Update the implementation plan based on feedback and results.

Chapter 7 - Reward and Recognition
44. Recognize people who execute successful projects.

Chapter 8 - Enterprise-Wide Knowledge Sharing

45. Establish a project-tracking database and keep it current.
46. Schedule benchmarking sessions.

Chapter 9 - Customer and Supply Chain Involvement

47. Involve suppliers and customers early on.
48. Implement a fact-based process for assessing the Voice of the Customer.

Chapter 10 - Change Management: Leveraging Cultural Strengths and Managing Its Weaknesses

49. View process excellence as a mindset, not just a toolset.
50. Leverage cultural strengths that promote change.




To assess your company on their maturity in process excellence, determine your ranking from 0-2 for each item.

0 = No implementation of that best practice whatsoever.
1 = Some areas exist where it is done
2 = We do that very well  

You can use decimals (like 0.5 or 1.5), but they suggest using integers only. Next, sum up the total score for each chapter, and enter the results on the Air Academy website: http://www.airacad.com/bestpractices.aspx  

Your total points will give you an idea where you rank against 500+ companies involved in a 2011 study. For example, if you scored a 32 or less, you are in the 10th percentile. If you scored a 48, you are in the 33rd percentile. If you scored a 59, you are the 50th percentile. If you scored an 82, you are in the 90th percentile. There were very few companies scoring above 90 (maximum score is 100 points). Exact percentiles are provided in the book.  

After reviewing your scores, we would recommend determining which best practices could provide your company with the biggest gains, and develop an action plan to address the gaps.  

Leave us a comment if you filled out the assessment, and how your company scored.

Prevention not as tough as it seems

Often times, we ask our clients what their proactive or preventative activity is. Most of the time, we get a blank stare. Others provide a list of risks, but no real activity geared towards mitigating those risks.

In the past, we would push the use of Process Failure Modes and Effects Analysis (PFMEA) as a method to achieve a prevention or risk mitigation plan. PFMEA is an excellent tool for doing just that, in addition to tying those risks in with the current issues, to figure out what is most important to be worked on. You can learn more about PFMEA's through our training material.

However, we are taking a step back, instead of jumping right into an FMEA approach. There are easier steps that should be taken first.

First, gather up the stakeholders, customers, and process experts, and facilitate a group discussion on what things could potentially cause problems in the near future. This is essentially a brainstorming exercise. If you get stuck, you could look to the Cause and Effect Diagram approach, and talk about the People, Machines, Processes, Environment, and Materials, and how they can bring about new problems. Once a list of risks are generated, the team should try and informally rank them, and develop an action plan for the top 1-3 issues only. Any more than 3, and you shouldn't be surprised when nothing gets done. Another rule of thumb we like to hold to: no more than one action per person at a time. Again, any more than that, and your asking for those items to be deprioritized, so that nothing gets completed.

After the list of risks are identified, the group should look at the list, and decide if they covered most of the risks or not. If they feel they did, and the list is manageable, then setting up a regular cadence to review these items is probably sufficient. If the team feels that there are other risks out there, then it may require additional sessions. Here is where the FMEA approach can help. It is an effective tool because it walks systematically through the process under evaluation, and forces the team to review the ways each process can fail to meet its intended output. This makes it less likely that an issue will "slip through the cracks". Again, after the list is expanded to include these additional risks, the list can be re-prioritized (this time more formally using Nominal Group Techniques, multi-voting, etc).

Finally, if the list identifies many additional issues, and the team is having a hard time prioritizing the top risks, a formal PFMEA may be needed, to iron out the details, and provide a more objective assessment of which risks are the highest ones needing an action. This is also useful if the team feels the risks are not fully captured, and the formal FMEA approach would bring these risks to the surface.

Again, the key to all of this is to align the complexity of the process to the complexity of your risk assessment. If you have a simple process, a simple approach may be sufficient. If your process is complicated and risks are high, then a more formal risk assessment may be needed. We recommend starting small, and expanding as the list of risks expands and gets more complicated.

When you jump right into a formal FMEA event, and want to spend hours of a team's time and energy, it's often difficult to justify the need to go through that much detail of a process. However, when you start small, it's easier to later justify the need to dig deeper, and get more formal with your risk analysis, once the team sees how much risk is out there that is not being managed.

The key to success is that the risks are added into a regular review or cadence process, preferably the same place where the regular activities are being reviewed. For example, if you have a staff meeting, devote 5 minutes to risk actions. If you have a program review, add 2 slides to discuss risks and actions taken on those items. Maybe start by looking at your personal life. Do you own a house? What actions do you need to complete to prevent a major issue at home? Are you keeping up with your vehicle maintenance? Are you anticipating and planning for upcoming or suprise bills?

The only way you can move away from a "firefighting" mentality is to allocate some of your time working on actions that are proactive or preventative in nature, otherwise you will continue to react to everything that comes along. Discussing the risks, assigning actions, and reviewing those actions are the key steps to make that transition happen. Just get started doing something, then worry about whether it is the biggest risk later on...