1. Assessment—need to know the current status—where
2. Create a vision. This is needed so people
understand and buy into the strategic direction. At the corporate,
business unit and plant levels, four key elements are required:
Vision, mission, strategy and tactics. Remember, "A vision
without an action & task is just a dream." Management
provides the direction by giving "guided discovery" to
set the boundaries for the action teams.
3. Create a Steering Committee/core team. A
cross-functional team is needed at the corporate business unit
and plant levels. Interpersonal, team building, listening and
problem solving education and training must be done.
Responsibility and accountability are assigned to team members.
Authority is delegated.
4. Identify and prioritize the problems
(opportunities), obstacles and areas for improvement. Use the
20-80 rule so the critical and scarce resources can be properly
concentrated to get the biggest bang for the buck.
5. Form the specific action teams. Each team
develops measurable objectives and writes the action plans. Each
action team member needs to be educated and trained in
interpersonal listening, team building and problem-solving tools
before leaping into solution mode. A strong facilitator is needed
6. Measurable results in 90 days. The majority
of the action team focus is on tangible and intangible results
versus just being in an activity mode. Performance measurements
are defined. Measure the specific few versus the trivial many. A
strong root cause analysis is needed to help focus on causes
7. Action teams define how to achieve results.
Why (understanding) and How (training) is needed on the
concepts, tools and techniques to be used to achieve the
objectives and results. A time line of the tasks is needed. Assign
accountability, responsibility and authority for completing the
tasks on time. The action team takes ownership for achieving the
results. The resources required by the action team are defined.
8. Review by the executive group every 30 days
at the plant and business unit level. Review by the corporate
group each quarter. Communicate the status every month on progress
or lack of progress. A strong root cause analysis is needed to
separate the causes from the symptoms, define what will need to be
done to get back on track, and determine the resources required to
complete the tasks.
9. A90-day focus is needed. The first 45 days
will be spent in the forming, storming, and norming parts of team
dynamics. The objective of this first phase is listening,
brainstorming, root cause analysis, creating an action plan,
learning people's personalities, functioning as a team, and
establishing roles. The next 45 days are spent in performing the
activities required to get results. The focus of the action team
should be on
narrow and specific activities, instead of
broad and generic (solving world hunger) goals. The "can or
can't control" issues are identified. The executive group is
used to break barriers, red tape and bureaucracy at the plant,
business management, and corporate levels and help solve the
"can't control" issues.
10. Celebrate the results achieved.
Congratulate and promote the accomplishments. Reward (nonfinancially)
and recognize people for their fine efforts and results achieved.