A checklist as the "desired operating-pattern"
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The document discusses the importance of creating checklists as operating patterns in complex systems to enhance team performance and reduce errors in design processes. It emphasizes the need for teamwork, experimentation, and adaptability in response to evolving customer requirements, while also referencing various management and improvement methodologies. Key strategies include establishing target conditions, continuous learning, and aligning team goals with managerial directions to improve design quality and customer satisfaction.
A checklist as the "desired operating-pattern"
- 1. A checklist as the "desired operating-pattern" By: Sameh Zeid sameh.zeid@gmail.com Wednesday Sep 29, 2021
- 2. Agenda 1. Creating checklist in a complex system 2. Checklist as an operating-pattern 3. Experiment to deliver, have a system view
- 3. 9-10 % Cost of disengaged employees globally is: $7 trillion. Gallup Global GDP
- 4. References 1. Toyota Kata Practice Guide, by Mike Rother 2. The Checklist Manifesto, by Atul Gawande 3. It’s the Manager, by Jim Clifton and Jim Harter 4. The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter Senge 5. The High-Velocity Edge, by Steven Spear
- 5. Aspects of a complex system Each requirement is unique Technology is ever- changing Volatile requirements Things can easily go wrong Value delivery needs multiple teams People are non-fungible Customer cannot specify requirements Business conditions are rapidly changing Customer’s needs evolve daily
- 7. The cycle of a checklist Do the work for ‘n’ requests based on the checklist Analyze data and measure outcomes Redesign Checklist, processes, org change, and may be strategic change Reflection and Learning Collect data Analysis of existing data and process, science, and expert advice Modified operating-pattern Starting checklist
- 8. Challenge: How Might We reduce customer reported issues per quarter to only 10% of the current level Design Accept & Deploy Build & Test Production Issues Production Support Team 1 Team 2 Team 3 Info 1 I n f o 2 Info 3 Info 4 Info 1-4 are not just information from the respective teams to give us. Driving info 1-4 needs study of the request at hand, understand how it relates to various systems, whether these systems can support this request, what modification they might need to do, what decisions affect our team, how data will flow, …. New Customer Request The current value stream:
- 9. A target-condition “A target condition is a description of a goal point on the way to the more distant challenge. It describes in some detail where you want to be next, but not how to get there.” Mike Rother 1. Outcome performance metric and value 2. Achieve-by-date 3. Desired operating-pattern with a process metric
- 10. The overarching goal, or challenge, comes from the manager. But the series of target conditions for getting there are designed by teams and proposed to their manager. This ensures goal alignment while simultaneously enabling team self organization.
- 11. Process Analysis Root Cause Analysis of 100 production issues showed that 80% of the problems are related to design phase. Our team depends on team-1, team-2 and team-3 for figuring-out information that the design needs. Frequently our team could not glean this information and had to make assumptions in-order to complete Design phase. These assumptions fail the live test by the end customer causing excessive production issues.
- 12. Desired operating pattern Design New Customer Request Team 1 Team 2 Team 3 Info 1 Info 2 Info 3 Info 4 Decisions to continue or stop “The fear people have about the idea of adherence to protocol is rigidity. They imagine mindless automatons, heads down in a checklist, incapable of looking out their windshield and coping with the real world in front of them. But what you find, when a checklist is well made, is exactly the opposite.” Atul Gawande
- 13. Checklist Design Condition: Customer reported issues caused by missing information required to complete the Design Objective: Reduce Design flaws due to missed requirements
- 14. Issue Severity ======> Medium Medium Medium Information the team needs to create better design Root Cause 1 Root Cause 2 Root Cause 3 Future Capability 1 Info 1 Info 2 Info 3 Info 4 Checklist Categories of root causes We should not allow having critical production issues
- 15. Actual Requests Req 1 Req 2 Req 3 Req 4 Req 5 Req 6 Req 7 Req 8 Req 9 Req 10 Info 1 Info 2 Info 3 Info 4
- 16. Info 2 and Info 3 are simultaneously needed to proceed with a new customer request. We need to establish a modified work relationship with team 2 and team 3 that would allow our team to drive info 2 and info 3.
- 17. Options to change how we work with team-2 and team-3 1. Merge team-2 and team-3 with our team. 2. Keep team-2 and team-3 separate from us, but have a predefined capacity allocated to our team. 3. Other
- 18. Actual Requests Req 1 Req 2 Req 3 Req 4 Req 5 Req 6 Req 7 Req 8 Req 9 Req 10 Info 1 Info 2 Info 3 Info 4 The team chose option-2
- 19. Actual Requests Req 1 Req 2 Req 3 Req 4 Req 5 Req 6 Req 7 Req 8 Req 9 Req 10 Info 1 Info 2 Info 3 Info 4 Implementing Req 1 and Req 7 require significant changes in team-2 and team-3 systems. The investment in this effort was postponed.
- 20. This was the team's first target condition. The story will be continuing for a while.
- 21. Based on the new working model with team-2 and team-3, our team established next target-condition to maintain the checklist for three more weeks. It is estimated to have 10 requests received by the achieve-by-date of the target-condition. The outcome-metric is the percentage of ‘Go’ requests. The team collects data to track progress of applying the checklist to various requests, this data is used for the process-metric.
- 22. Actual Requests Req 11 Req 12 Req 13 Req 14 Req 15 Req 16 Req 17 Req 18 Req 19 Req 20 Info 1 Info 2 Info 3 Info 4 What caused this apparent setback?
- 23. Our customer has outgrown us Now, our customers can do advanced functions Advancing their business practices created the need for new classes of requirements Our product capabilities are not designed for such new classes of requirements Our ability to satisfy customer requests + + + -
- 24. Threshold of Knowledge Conduct Experiments to get there Grasp the Current Condition Establish your Next Target Condition Get the Direction or Challenge 1 2 3 4 Coach Learning Zone Daily Coaching Cycles Learner Story-board 5 Coaching Questions Vision Obstacles Focus Process “If leaders were to prioritize one action, Gallup recommends that they equip their managers to become coaches.”
- 25. High-Velocity vs Low-Velocity Organizations 1. Cope with complexity by constantly experimenting and learning about the work they do 2. Understand and solve problems, not put up with them. Getting rid of a problem once and for all. 3. Try to find problems and areas to improve in each activity they do. 4. Realize that solving a problem will often reveal another that had been masked by the first one. 5. Functional Integration is at the core of work at all levels of management everyday. 1. Lock into an approach that seems good at the time, and – even when it proves inadequate – stick with it and muddle through. 2. Siloization- You do your part, I do mine. 3. Endless workarounds and firefighting 4. Rather than continual improvement, “This will do for now” High Velocity Low Velocity The High-Velocity Edge, by Steven Spear
- 26. Plan Do Check Act ● What will you try? ● What do you expect to happen? ● When can we see the results? ● Try it ● What actually happened? ● What did you learn? ● Get yourself to plan the next step Rapid Plan-Do-Check-Act (PDCA) Cycles
- 27. What we discussed “I hope you learn about using a checklist as the desired operating pattern. Then, by experimenting with this operating pattern, we can generate new knowledge to improve our system and products.” This can happen when teams experiment daily while coached by their manager- using Kata Thinking as a fractal process at various levels.
- 28. Thank you!