1. 1
Two Views of Ops Excellence
Lean Maturity Model & Ops Excellence Support
(What are we trying to achieve)
Operations Cycle & Ops Excellence Support
(Focusing beyond task execution)

2. 2
Lean Maturity Model & Ops Excellence Tools

3. 3
Lean “Maturity Model” and Management Focus
Consistency in
Execution
Monitoring
Performance
Continuous
Improvement
Pursuit of
Excellence
MaturityLevel
• Define and document processes and procedures (including
controls)
• Ensure accountability exists for proper execution and results
• Set team up for success (training & scheduling)
• Promote / reward timely issue escalation
• Understand what performance measures are required to
meet customer needs / expectation
• Measure success against process milestones and
deliverables
• Understand process strengths and weaknesses
• Believe that you can and must continually improve process
execution
• Encourage initiative, idea generation and implementation
at all levels
• Reward skills / actions that prevent issues from happening
• Move from managing to coaching
• Look for ways to do better in everything you do
• Master operations tools and concepts
• Employ a systemic view to problem solving and
improvement
Accelerators
Standardization&BestPractices

4. 4
By taking a building block approach to the maturity levels,
managers can get the most out of Ops Excellence tools
Level 1:
Consistency &
Accountability
Level 2:
Monitoring
Performance
Level 3:
Continuous
Improvement
Level 4:
Pursuit of
Excellence
Procedure Documentation)
Controls Definition
Huddles / Whiteboards
Lean Training
Scheduling Tools
Process Capability Matrix
Operational Metrics & Dashboards
Incident Management
Capacity Planning
Kaizen Events
Idea Management
Straight through Processing
Process Modeling
Scenario Planning
Primary Focus
Enhance
This is not to say you need to wait until you achieve a “higher” maturity level to use
specific tools, however you will greatly benefit by having a solid foundation in place.

5. 5
By focusing first on the basics – procedures and process
controls - you can quickly expand your operational insight
and effectiveness
Manager review tasks
incorporated in procedure
Provides
• Control Environment
• Foundation for accountability
EnablesEnables
Review Job Aids/
Checklists
• Guide for new managers
• Reminder of
enhancements / changes
• Focus on standardization
• Evidence of completion
Provides
Review Capture
Provides
• Metrics (1st Pass Accuracy)
• Improvement Opportunities
• Manager / Employee
Engagement
• Staff Training Needs
• Staff Assessment

6. 6
Operations Cycle & Ops Excellence Support

7. 7
Operations Lifecycle
Communicate
Plan
As a manager, what percentage of your time is focused in each of these areas?

8. 8
Procedures
Ops Execution: Ensuring high quality products are
delivered in a timely and efficient manner.
Communicate
Plan
Control Definition
Task Timeliness Review Capture
Daily Dashboards
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
Team 1
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
4
3
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
Team 1
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6
Team 7
4
3

9. 9
Reflect: Assessing how we did and determining what we
can do better the next time
Communicate
Plan
Metrics & Reporting
Idea Management
Incident Management
Lean WorkstreamsStraight through Processing
FMEA
Process: Server Patching Prepared by: John Lean
Sub-process: Schedule Work Failure Modes & Effects Analysis Date: Sep 10, 2008
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
# Process Task Potential Failure Mode Potential Failure Effect
Severity
Possible Failure Cause
Occurrence
Current Controls
Detection
RPN
Recommended Action
1 Prepares / opens PACE ticket Release Engineer enters info
incorrectly
Rework required on PACE
ticket leading to delays
3 Inexperienced user 7 QA process 5 105
2 ID’s servers and approvals Identiifies incorrect approvals Rework required on PACE
ticket leading to delays
3 Outdated approvals list in
system
3 Manual process provides
notification of change in
approval personnel
7 63
3 Prepares / opens PACE ticket Release Engineer enters info
incorrectly
Rework required on PACE
ticket leading to delays
3 Poor training 4 Training material review /
validation
4 48
4 Submits ticket Release Engineer fails to
properly close out of Submit
screen
Unable to process next PACE
ticket
5 System will not allow for
multiple screens open
5 None; system will automatically
stop you from proceeeding
1 25
5 Prepares / opens PACE ticket PACE system down
(unplanned)
Build-up of PACE ticket
backlog leading to major
delays
7 Application failure 3 Automated monitoring 1 21
6 Submits ticket Release Engineer fails to
properly close out of Submit
screen
No PACE ticket entered into
system and request not
processed
4 Screen layout confusing 1 User testing of all screens 4 16
7
8
9
10
11
12
13
14
15
RPN Distribution
0
50
100
150
200
250
300
350
Risks ordered from highest to lowest
RPN
20% of the adverse events
contain 48% of the total risk
20% of failure modes contain
48% of the total risk
Grand Total
2
79
339
164 202 54
L (1-3) M (4-6) H (7-10) 345 (83%)
71 (17%)
4 (1%)
420 Total
Severity vs. Frequency of Occurrence
Severity
H (7-10) 2
L (1-3) 106
0 0
M (4-6) 56 19 4
183 50
Frequency

10. 10
Plan: Ensuring we wisely use our most valuable resource –
our people.
Communicate
Plan
Scheduling
Scheduling
Capacity Planning
Process Capabilities Matrix
Process Modeling
Scenario Planning
0
500
1000
1500
2000
2500
Jan-11 Feb - 11 Mar - 11 Apr - 11 May - 11 Jun - 11 July - 11 Aug -2010 Sep - 2010 Oct - 2010 Nov- 2010 Dec - 2010
MonthlyN-MFP
CentralizedTasks(Illustrative)
PRO/SAI
MonthlyReports
QuarterlyReports
Annuals& Semi AnnualReports

11. 11
Communication: Keeping the teams on the same page and
providing a forum to reflect and plan
Communicate
Plan
Huddles & Huddle Boards Huddle Evaluations
Communications Strategy

12. 12
Training: Providing the framework and building blocks for ops
excellence concepts
Communicate
Plan
• Mindsets & Behaviors
• Lean Awareness
• Capacity Planning
• Customer Service
• Operations Discipline
• Project Management
• Critical Thinking
Training & Mentoring