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Lean Operational Management NL

1. The document introduces challenges in organizing work to achieve scorecard targets and make deadlines with less time pressure. It aims to manage key performance indicators (KPIs), requested process output, and cultivate an improvement culture. 2. The approach involves cascading KPIs, determining requested output, implementing visual management, executing improvements, and fostering an improvement culture through line management and teams with HR support. 3. Examples show how visual boards can be used for daily, weekly, and monthly planning and tracking of KPIs, projects, and performance to focus on goals and react rapidly through improvement.

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Medroua
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41 views17 pages

Lean Operational Management NL

1. The document introduces challenges in organizing work to achieve scorecard targets and make deadlines with less time pressure. It aims to manage key performance indicators (KPIs), requested process output, and cultivate an improvement culture. 2. The approach involves cascading KPIs, determining requested output, implementing visual management, executing improvements, and fostering an improvement culture through line management and teams with HR support. 3. Examples show how visual boards can be used for daily, weekly, and monthly planning and tracking of KPIs, projects, and performance to focus on goals and react rapidly through improvement.

Uploaded by

Medroua
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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December 2018

LEAN Operational Management NL


Introduction

 Challenges to organize
• How can we manage achieving the scorecard targets
• How can we guarantee that work is planned and
makes the deadlines with less time pressure and/or
workarounds

2
GOAL

1. Manage achieving scorecard KPI’s


Lookin
g Improv
forwar e 2. Manage requested process/department
d output (value)

3. Cultivate an improvement culture

3
LEAN Operational management
The approach

1. KPI cascading
2. Determine requested output
3. Implement Visual Management
4. Execute improvements

5. Improvement Culture line mgt & teams  HR Performance initiative


Goal
setting

Review
Performance Monitorin
management g

Coaching

4
Operational and Performance
management

Stakeholder Value

P
r Leadership & Management System
P
o
e
c
o
e
p
s
l
s
e
e
s

Tools, Methods, Behaviour

5
Operational and Performance
management

What
to
deliver

Stakeholder Value

e e
tun nc
ep
N m a t
M r fo r m en
LO P Pe ge
Leadership & Management System HR ana
r M
P
o
pr to

W evel
e

ha op
e

c
Im hat

D
ov

tt
W

o
p
s
l
s
e
e
s

Tools, Methods, Behaviour

6
KPI Cascading

Leading KPI’s Lagging KPI’s


Business Process KPI’s
Leading Leading Leading Leading Leading
KPI KPI KPI KPI KPI

Leading KPI’s Lagging KPI’s


pro-active Re-active
1. Measure your day-to-day 1. Measure your success in
progress towards that goal achieving a long-term goal
2. Measure proactive steps you 2. Measure the outcome of past
take, to trigger future success actions
3. Predict succes 3. Measure succes

7
LEAN Visual Management set up

8
LEAN Visual Management set up

With Visual Management

 Integral focus on reaching Scorecard KPI’s Figure 1

 Daily/weekly focus on achieving department (&individual) work


 Observe closely and react rapidly
 Improvement is part of the operation

And

 Feedback of team (HR)

9
Example of a board

10
Example Day board

11
Example Week Board

12
Example Management Meeting

Future
(2B)
projects

Performance of teams
Projects in progress / departments + other
activities
13
Planning

 Jan/Feb 2019 : Management starts with LOM


• Cascading KPI’s
• Plan work based on overall planning
• Set up day/week/month and improvement boards
• Inform team and prepare team
 March 2019 roll out to teams

 Support possible by Remko Heethuis

14
Questions?

15
Enablers

 Daily and Weekly meetings are mandatory


 The meetings need a facilitator
 KPI’s and PI’s are process oriented, have a responsible
person
 Discussions focused on reaching goals (not on blaim)
 Teams have authority to act on ‘smaller’ improvements
 Plan structural improvement capacity (5%-10%)
 Communicate results

16
administrative (G&A) cost per barrel of oil equivalent (BOE) and price of oil

18

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