Part 3 - 1

Systems & Structures

Tool: Systems & Structures Assessment - Helps the team display the Systems and Structures practices that are critical in changing the behavior of those affected by their project . It should be accompanied by actions to keep or enhance the practices that help and change those that will be an obstacle.

Uses: Helps the team think about current practices in the each of the elements of the Systems and Structures (Staffing, Development, Performance measurements and Rewards…) and what changes may need to be made. It provides a starting point for an action plan to maintain those practices that “help” the project and change those that “hinder”

Assessment Tool

Impact

Low

Med.

High

Staffing

Training & Development

Measures & Rewards

Communication

Designing Organizations

Information Systems

Resource Allocation

What do we need to change/add/delete within our Systems and Structures?

System or Structure How should we use or modify to support vision and objectives?

Staffing

Development

Measurements &Reward

Communication

Organization Design

InformationSystems

Resource Allocation

1.2.

1.2.

1.2.

1.2.

1.2.

1.2.

1.2.

Action Planning

Part 3 - 2

Systems & Structures Cultural Assessment

Tool:Using the following responses choices, please indicate whatwould be most likely to happen if you were to do each of theactions described below:

Rewarding Performance

1 = the action would usually bring reward or approval2 = the action would probably bring neither approval nor disapproval3 = the action would probably bring punishment or disapproval4 = responses to this action is unpredictable, ranging from approval to disapproval

a. coming up with and trying out new, untested ideasb. Exceeding your authority when necessary to get the job donec. Bending the rules when necessary to get the job doned. Violating the chain of command when necessary to get the job donee. Going along with the boss even when (s)he’s wrongf. Always going along with the majority viewg. Presenting your boss with an unpopular point of viewh. Sharing information with other units and departmentsI. Keeping information from other units and departmentsj. Achieving your group’s goals at the expenses of other groupsk. Setting very easy goals and then making theml. Maximizing short-term bottom line at the expense of long term bottom linem. Pending money in the short term that will payoff lattern. Achieving your volume and budget objectives, but at the expense of product or service quality

Steps: 1. Complete assessment individually 2. Capture results as a group. 3. Discuss areas where the team assesses improvements need to be made 4. Build an Action Plan

Part 3 - 3

Systems & StructuresRewards & Measurements

Tool: Rewards & Measures Assessment - This tool helps the team to assess existing rewards and measures against the behavioral changes needed for the success of the project.

More of Less of

Existing Measures

Existing Rewards

Consequences

+Immediately Delayed

-Immediately Delayed

Uses: Used to link work on vision, measures and rewards. This tool can help provide an in-depth examination of how the existing measures and rewards would drive the desired behavior inbedded in the project vision. This can forma a foundation for a detailed plan to revamp the measures and rewards systems.

Timing: After the basic project plan and the vision have been developed. This can be used as the team’s first attempt to assess the measures and rewards systems.

Part 3 - 4

Systems & Structures

Steps: 1. Team reviews the “More of . . ., Less of . . .” actionable/measurable behaviors list.

2. Against each item on the list, the team identifies whether there are measures or rewards that are related to the particular behavior. If not, the team should consider adding them.

3. Team identifies the consequences of each behavior, positive or negative, immediate or delayed. This will help the team identify what should change in the existing rewards and measures to encourage/discourage the desired/undesired behaviors.

Rewards & Measurements

Part 3 - 5

Systems & Structures

Tool: Boundarylessness: Current State Audit - A tool to assess the degree to which the vertical, horizontal and external boundaries have been removed or lessened within the organization, and how these link to the Lean Six Sigma project.

Boundarylessness - AuditOrganization Structure

Boundaryless QuestionSome Examples Assessment

Vertical

Horizontal

External

How well havewe removed thevertical boundariesin our organization?

How well have weremoved wallsbetween groupswithin our business?

How well have we removed barriersbetween our business,and suppliers,customers, competitors?

Uses: Primarily used to assess the degree to which organizational boundaries (internal or external) are hampering progress on the project. Helps the team identify boundaries currently negatively impacting progress on the project and assess which can and should be lessened or removed.

Part 3 - 6

Systems & Structures

Tool: Communication Planning - A simple chart to help teams better understand the channels, content and actions needed for communications.

Communication Planning

Uses: Primarily used to help the team develop a detailed communication plan by brainstorming all the key elements.

Media(written, events,

one-on-one, etc.)

Message(inform, persuade,

empower)

Audience Who When / Where

Part 3 - 7

Systems & Structures

Tips: It is not uncommon for teams to see communication as "someone else's job" rather than the responsibility of every member of the team. This chart is partly a responsibility charting tool specifying who will be responsible for each piece of the overall communication plan.

Steps: 1. Team members review the various Communication Channels (from CAP materials).

2. Complete the chart individually or as a team to brainstorm actions that need to take place and the detailed plan to each action.

3. This chart can be used at each step of the CAP process.

Communication Planning