Lean HR: Applying Process Excellence to Your Practice
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The document outlines a Lean HR strategy proposed by Dwane Lay at Dovetail Software, emphasizing improving efficiency through input-output processes and eliminating non-value added tasks. It discusses the importance of understanding the factors affecting talent retention and proposes using the DMAIC model for continuous improvement. Key aspects addressed include metrics, project tracking, and leadership involvement to drive change in HR practices.
Lean HR: Applying Process Excellence to Your Practice
- 1. Lean HR Dwane Lay VP of Customer Experience Dovetail Software
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- 16. TRANSPORT ATIONINVENTORY MOVEMENT WAITING OVERPRODU CTIONOVERPROCE SSINGDEFECTS UNDERUSED PEOPLE
- 22. Bottom Up!
- 27. Name Influen ce Involvemen t Mom Critical Withhold love Dad Critical Withhold golf Boss Signific Withhold job My New Tattoo!
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- 36. A series of activities that transform a set of inputs into a specific set of outputs. Everything we do is a process. PROCE SS
- 37. Output: Goods, Services, Products Function: The steps that transform the Inputs Inputs: Equipment, Process, People, Environment, Materials, Management
- 38. Y to X Tree - Applying LSS Principles to HR Apply LSS Principles LSS Metrics LSS Deployment Sessions LSS ROI LSS Belt Certifications Y X – Level 1 X – Level 2 LSS Champion Certification Number of BB/GB Projects Completed Project Tracking Mechanism
- 39. Y to X Tree - Revenue Growth +15% Revenue Growth +15% Service Personnel Sales Personnel Retention of top talent Sales training for new/existing team Y X – Level 1 X – Level 2 Finance Personnel Revised comp plan to emphasize revenue Exit plan for bottom 10%
- 40. Fishbone Construction Identify the problem to be solved Top Talent Leaves
- 41. Fishbone Construction Define the categories (bones) of the causes People Materia l Proces s Environ ment Equipm ent Manage ment Top Talent Leaves
- 42. Fishbone Construction Construct potential cause detail Compensati on Training Culture Product Stay InterviewTools Strategy Leaders Team Projects Recogniti on Tech Territory Turnover Peers Job Market People Materia l Proces s Environ ment Equipm ent Manage ment Top Talent Leaves
- 43. Fishbone Construction Prioritize causes for investigation People Materia l Proces s Environ ment Equipm ent Manage ment Top Talent Leaves Compensati on Training Culture Product Stay InterviewTools Strategy Leaders Team Projects Recogniti on Tech Territory Turnover Peers Job Market
- 47. $90.00 $80.00 $70.00 $60.00 $50.00 $40.00 $30.00 $20.00 $10.00 Y = f(X1, X2, X3…) Chart of Electricity Consuming Devices
- 48. Impact Category Definition Net Hard Savings Total estimated hard savings less investment to implement. Number of Task Owners Total number of people performing the job function within the impacted area. Impact Scope Area of project impact, usually geographic. Strategic Impact How closely related is the project to business goals? Effort Category Definition Project Expense (T&E) Expected spend on travel to bring the project team together to execute the project. Does not include implementation costs. Time Expected time to execute project and begin realizing savings. Functions Involved Number of functions that are responsible to execute the project and capture the savings. Systems Impact/Change Impact the project implementation will have on any of the HR systems or applications.
- 50. The DMAIC Model D - Define: Identify the problem/ opportunity for improvement - Define Y M- Measure: Can we measure Y effectively? Create the baseline and goal. A - Analyze: Identify the key factors (X’s) affecting Y I - Improve: Identify, evaluate, and select the best solution(s) to improve Y C - Control: Execute the plan to improve Y, sustain and Control Performance Improve Performance Analyze Opportunities Measure Performance Define Opportunities