9 hours 3 minutes
Hi guys. Welcome to lean six Sigma within the organization. Organizational Maturity. I'm Catherine McKeever and today we're going to be going over the organizational maturity model, which will give us an awareness of the impact of different organizational maturity levels on process improvement.
Be forewarned. This is one of my favorite topics and lean and six Sigma. And the reason why is because
my background is in building and developing a less S programs for organizations. And in order for organizations to be successful, they have to be very aware of their maturity level and the steps to take it to the next level. So without further ado, let's jump right in.
What you are looking at is the process improvement organizational maturity model. It is a little bit different than a data management or a software development majority model, and it looks very similar to a capability maturity model integration or a c m m I.
So when we're looking at it from a process improvement perspective, level one is going to be five us an individual standard work and we'll goto will go in depth of five us later in the programme. Level two is going to be best practices and team standard work Level three is going to be all things. Data
level four is improvement projects
and level five remembers we go back to Arlene principles. Is that seeking perfection or striving for excellence?
Level 15 as an individual repeatability. So when we think about our first level our introduction level thio process improvement, maturity model. When we talk about the five s tool, this has to do with some standardization in our work environment and our team work space.
But really, the way to conceptualize this is
the scene people doing the same task the same way every time. So you don't necessarily always see that in a very immature company you have tasks where you have expected outcomes. But every single time you do it, there's a little bit of a different variations on how it gets done.
So this is what we consider to be an out of control process.
Out of control processes cannot be effectively measured and cannot be effectively improved on
if you are from coming at this from a leadership perspective, the way that you know
that you are a level one. In addition to
having people do the same work different ways. Every time is that this is going to look like it controlled chaos. So these again are going to be the same people doing the same work the same way, and it will be perceived as controlled chaos if you are not there yet. The first step
is to get the same people doing the same work the same way.
So I do the same thing every single day when I log in and do my repeatable process that's considered repeatability weekend, then measure it as we get to Level three.
Level two is going to be best practices and team repeatability, so level one was the same people doing the same work the same way. Level two is going to be groups of people doing the same work the same way. So entire departments that do their data entry the same way every single time
or prep surgical suites the same way every single time.
So when you start to mature into level to some of the things that you're going to be looking for is let's start looking at how everybody does their work the same way the every time and identifying which of these
multiple, different ways to do it is best. So you're going to start comparing the processes to the established departmental metrics to determine the best practices. So if we're using a surgical suite, one of the departmental metrics is the flip time. How fast can we get somebody
in an under anesthesia and back out?
So when we start looking at individual processes, which people do it best, we're going to role model after that. From a leadership perspective, this looks like leadership development. So you're going to start identifying the leaders within those groups, identifying who is implementing
the best practice for that group,
and start positioning them to get their rest of their employees to do the same work the same way. So now we have team repeat ability and internal best practices.
Level three is data driven decisions. So when we're talking about stable in control processes, groups of people doing the same work the same way, now that we're doing the same work the same way, we can start developing metrics because we're now going to be measuring apples to apples.
So this is where we're going to start developing those key performance indicators
that relate to company strategy. Some of the ways that you see these are balanced scorecards, dashboards, automated reporting. You're going to start seeing more sophisticated reporting. So if we use the surgical suite example now, you're going to start looking at that on a continuum. You're going to start seeing
what is within specifications, what is not within specifications
and continue to identify your best practices. You're going to now move into external best practices and industry intelligence. So what are your competitors doing? How is the work that they're doing similar to you, and is it showing a better outcome?
So with that, remember that you're still looking for repeat ability. You're still looking to drive
outcomes. Now you're just trying to capture other ways that the work could be done if you do not have a stable Level one and level two. So if you are where employees are still doing work the different different ways, you will not be measuring apples to apples
and you will get some wacky
This is a really easy trap for organizations to fall into, because data driven decision making is very in vogue. If you read any of the management publications. It's the thing right now, but without those repeatable processes, it's not going to necessarily make sense.
So you're a leadership perspective for this level
is going to be management awareness. So now
people are doing the same work the same way, and we're able to report on it. Were able to show How did we do last month on those key or lose KP eyes? Those key performance indicators. How are we doing this month? So this is really going to start moving towards a data driven world.
Your next level is going to be your process improvement projects. It is very important you can not have an effective process improvement project unless you are able to measure apples to apples. Otherwise you're going to get wacky results.
So when we're talking about process improvement projects, we're now talking about establishing groups of people with specific goals
over and above business as usual. Your this level really focuses on process sustainability. We're going to talk a lot about knowledge management. We're gonna talk about high level future states, so integrating what we know from our data and our industry industry intelligence, what can we do in the future.
Your leaders at this level are going to start focusing on streamlining and efficiency. We're going to start looking at waist in variation reduction.
This is where we're going to derive what are specific goals are for our project teams. And remember, without a stable level three apples to apples, you're not necessarily going to know if you reduce waste or reduce variation because you're not going to have a stable measurement system.
Your last level is strive for excellence and world class organization. So remember, our lean principles were always seeking perfection. World class organizations means, were functioning at a six signal level or 3.4 defects per 1,000,000 opportunities. You're going to continue toe have those effective impactful projects
as shown by your data.
This is where we're going to start developing innovative business processes. So not taking the processes that we have an improving on them but writing new processes as derived by our requirements. So if you think back to our Cy pock tool when we were talking about project inception and what is a process,
I talked quite a bit about capturing requirements.
This is where we're going to come in and then, if you do level five, well, you're going to be the company that other companies look to for best practices. So your leadership focus here is going to be on value add and strategic engagement. So now how do we use
our process improvement and our excellence team so you'll start hearing them referred to his operational excellence
to drive our strategy forward to keep us being world class to keep us being best practices for our industry.
So the question for yourself is, Why do I care? Each level success is dependent on the stability of the previous level. One of the areas that I see the biggest hiccups and the biggest failure points for lean six Sigma programs
is between level two and three. So when we're talking about doing the same work the same way and we're starting to measure it,
we have to do the same work the same way toe have apples to apples, and then between level three and level four. If we do not have effective measurements off our organization as they relate to our strategy, our process improvement projects may not be invested in the most impactful places,
so we might not be
doing the most powerful work that we could be doing.
So when we're talking about organizational maturity, we're talking about a framework that helps us assess an organization and give us a starting point for the L S s journey. So what that means is, if you are at a level one and you assess it a level one, that isn't a bad thing,
it just means that we need to focus on five of us. And we need to focus on individual standard work
getting people to do the same work way if you're at a Level three. But you need some tweaking on your KP eyes. Also not a bad thing, but they really need to be dialed in before you can start doing effective project work. So the main takeaway from this is consistent. Effectiveness on each level is vital to that levels
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