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Project: Reduce time from customer query to delivery for a new job in the Digitizing Data Industry.
A new customer's job was selected to demonstrate reduced time of implementation. A cross-
functional team was set up to implement the improvement. The task was carried out using the
Seven Steps of Problem Solving and the narrative of the case unfolds in the same sequence.
The team produced a list of problems which was then prioritized using an appropriate tool of
scores allocated by each member based upon his or her perception of the relative importance of
that problem, and added together for each problem listed. This was followed by a discussion to
test a meeting of minds and arrive at a consensus about the vital problem - reduce project
implementation time. Consensus (more information) is a process that facilitates teamwork.
To develop a measure of the problem it was expressed as Problem = (Desired State - Current
State), which emphasized measurement as per Six Sigma principles. To determine the desired
state, members of the sales team that interact with the customer were asked to define the desired
schedule -- determined as 90 days.
After a discussion based upon past experience the team agreed that four months was a realistic
stretch target at this stage. The problem definition became Reduce Project Time by (120 - 90) =
30 days. This became the target. Setting clear targets is a management process.
A project-tracking tool (Gantt Chart) (more information) was introduced. A detailed activity
chart was drawn up taking into account every member's area of expertise and opinions. It was
interesting to see how each member started contributing and everyone was surprised by the
detail, which no individual member could have drawn up by himself. This was a process of
getting everyone involved in the planning of the team goal thereby creating ownership,
commitment and team spirit.
The contrast with the earlier process where the project manager had some overall plan in mind
and kept pushing members when their turn came to perform was realized and commented upon
by the team members.
This process of getting ownership was further strengthened when schedules were decided by
asking each member the time he/she would take for his or her part of the process. The total
added up to 113 days. This, every one agreed, was a definition of the current state. There was
consensus and ownership.
The problem was defined clearly as the need to reduce (113 - 90) = 23 days.
The benefit of systematic planning and how a tool helped had sunk in. "Can we make it happen?"
was the next tense but excited question on everyone's mind. It was agreed that for success,
activities needed to continue following the Seven Step Problem Solving Method. The major and
minor steps remaining were:
And lastly follow the seven steps to adjust the activities remaining to make up for any lost time.
Step 5: Implementation Plan
Scheduled activities were carried out for the first fortnight.
In the first review, delays were found to have occurred. Two critical activities had been budgeted
as follows:
Software development -- 5 days
Software testing -- 5 days
3 days of the software testing had passed, but when queried the development engineer reported
that the activity had not started.
- Why did he not know and report it and do something about it?
- I did not know it would be reviewed in this detail. I did not realize that time was so
important. [Initial Mindset]
This was the root cause - not only of this delay but also perhaps of a lot of delays - the
importance of time was not realized at the micro level of individual activity.
Now the problem was how to make up three days? This problem was also tackled using the
seven steps of problem solving:
- "My area is very tight - I cannot save anything" [Individualistic Initial Mindset]
- Then, should we tell the customer we are going to be 3 days late?
- Hmmm... a pause and "Let us look again."
- "Maybe" - open the mind.
Software development and testing was listed sequentially and each was supposed to take 5 days.
- Can you use the batch to flow concept and pass on part of the software for testing while you
develop the remainder?
- But that is inefficient for me - I have to work extra as some glitches do come out in the
final testing when the tow parts are tied up. [Individualistic Initial Mindset]
- But will it save time overall?
- Hmmm... the development and testing engineers think: "Yes, I suppose it will."
- How much time can you complete the activity in?
- Six days.
- Project leader, "Then we will be one day ahead! We have lost three days and have 7 days
in hand."
- Sense of joy -- a team solution had emerged. [Team Spirit Mindset]
Step 4: Modify Ideas
Can this kind of co-operation happen every time?
This was a major mindset change of working as a team rather than individual departments. They
felt elated with their success and the whole team applauded their achievement. Recognition
unleashes further improvement and also a sense of pride in achieving team goals.
A suggestion was made "Can we hold on to the one day we are ahead of target?" Everyone
enthusiastically agreed, "We must beat the target!" The mindset change was complete -- from
"My area is tight, I cannot do better" to "We can do better."
Continuous Improvement: Reviewing the data meticulously recorded at the end of the project,
the team was able to determine where they could further cut time