Solutions
Operational Excellence
Improvement happens in pockets and never becomes how we work.
Pockets of improvement stay pockets because each one keeps its own record. Here every project runs the same five gates and produces the same documents, the manager board shows all of them by phase with the gates waiting and the projects at risk, and the portfolio rolls them into one view with a written summary each Monday. The belts run underneath it so the people doing the work learn the method they are being asked to follow.
What is in the box
- DMAIC project workspace
- OE manager board with risk scoring
- Executive portfolio and weekly written digest
- Corporate learning and cohort progress
- Belt curriculum, White to Black
Lives at /org/board once you are signed in
What you leave with
- One method on every project
- A board showing every project by phase
- A portfolio the executive team reads
- A team that was taught the method
The agents that do this work
- ProjectSenseiA coach for every phase
- DataForgeStatistics you can defend
- DocuForgeFrom a short brief to a finished document
- ImpactMatrixPut a number on it
How the work is done
DMAIC
Define, measure, analyze, improve, control, with a gate between each.
- Project workspace
- Five tollgates
- Charter template
- Capability study
- Control plan
Continuous improvement
A steady flow of ideas becoming projects becoming standards.
- Idea hopper
- Tollgates
- Benefit validation
- Control plan
- Reaction plan
The other five
- Value & ROIWe cannot show what the improvement work returned.
- Continuous ImprovementIdeas come in and nothing happens to them.
- QualityDefects reach the customer and we find out late.
- Process OptimizationThe process is slow and nobody agrees on why.
- LeanThere is waste everywhere and no system for removing it.