THE RIGHT PERFORMANCE IMPROVEMENT PROCESS IS CRITICAL TO YOUR SUCCESS
Raytheon Professional Services (RPS) helps organizations achieve speed, quality, cost reduction and increased customer satisfaction in the delivery of products and services — qualities essential to achieve and sustain competitive advantage. We help clients transform by eliminating waste and creating sustainable high-quality processes through the use of proven improvement methodologies.
Improve your organization’s performance in an enduring, self-sustaining way. RPS can help you:
- Identify the terms of your business needs: Is it speed? Cost? Satisfaction? Reliability? Working capital consumption? Workforce skills?
- Establish the best ways to measure them. Not just the final scoreboard, but also the contributing actions that result in scoreboard success, so success can be ensured in advance.
- Learn the reasons why performance is short of needs. Your understanding of operational causes will be deep. And we won't just do this for you once then disappear.
- Develop reliable processes through the use of proven improvement methodologies. Your new skills will allow your staff to continue to make improvements into the future.
- And always, the starting point will be the voice of your customer.
In all, it's about constructing the building blocks in your workforce to achieve and sustain competitive advantage.
Why partner with RPS?
Our performance-focused Lean Six Sigma and change management services are delivered by practitioners with decades of experience working with all levels of leadership, from the C-suite to the field, bringing organizational change from the inside out.
Our team brings experience that is international, multidisciplinary and cross-industry in high-consequence environments, beginning with our own global organization, Raytheon Company. We adapt our systems approach to change, governance and measurement to optimize our customers’ performance through the design of long-term, maintainable solutions.
Our practitioners are seasoned change agents selected by business unit leaders for Six Sigma training, certified only after attaining independently verified business results; they then matriculate into key execution and leadership roles, and have reach-back to hundreds of certified experts across our diverse business. Supporting our practitioners is our world-class training organization that will specifically tailor the content and delivery of technical and leadership skills training for maximum results. Our collaborative, pragmatic approach toward assisting our customers in creating a sustainable Continuous Process Improvement (CPI) culture ensures results endure after the engagement ends.
Benefit from our versatility:
- Increased effectiveness and productivity in multiple industries and several government agencies
- Worked projects in all types of operations and support functions
- Embraced many different customer CPI models
- Employed a holistic approach to apply technology, cultural change, project management and controls
- Applied our system integrator competency to align team with customer goals
Strategy Development Process Workshop
How much time do leaders spend on strategic initiatives versus tactical execution?
Visionary leadership requires the ability to set strategic direction that inspires the organization to take action. In a highly collaborative environment, developing a shared vision and a three- to five-year strategy will become a catalyst for organizational engagement. Leaders across the organization will come together to shape the future and prioritize the critical strategic imperatives that produce results — starting immediately. Executable plans are aligned to the vision and strategy for maximum impact.
Visionary strategic leadership can engage people and inspire committed teams to achieve shared goals. RPS' unique methodology creates an atmosphere that brings out the best thinking from everyone involved — in non-traditional ways — which helps organizations achieve extraordinary results.
Break the mold of traditional strategic planning and discover what small startups to large-scale organizations have applied to shape their future. Join the hundreds of organizations that we have helped use visionary strategy development to drive superior results:
- Small and medium enterprises developed strategic road maps for new products and capabilities to drive economic growth in industry and profitable new businesses.
- A global strategy was created with a medical equipment provider of highly reliable, high-consequence devices to reduce the probability of medical errors worldwide.
- A Middle Eastern national security academy shaped a shared vision and strategic plan.
- U.S. Air Force transformational strategies were developed by engaging ranks — from Generals to Civil Servants.
- A strategic plan was developed for the full acquisition life cycle, from requirement to closeout, of the General Service Administration Federal Acquisition Service Common Acquisition Platform.
- Global Supply Chain and Contracts strategies were integrated for commercial training outsourcing effectiveness.
- The U.K. Ministry of Defense strategy was crafted for training administration across all military branches.
- An organizational learning strategic plan for mid-level leadership development was envisioned and designed.
Learning Strategy Design
The Learning Strategy Design workshop is an effective and proven methodology to set an organization’s strategic learning objectives and gain the quick alignment necessary to achieve them. RPS has employed this workshop in many different companies and industries to help turn learning into a competitive differentiator for organizational success. This session sharpens focus to identify and address the real issues affecting outcomes. The objective is to prioritize the few key actions that will drive achievement.
The multiday format of this highly interactive workshop brings together a cross-functional group including learning professionals and executives. We begin by discussing the current state and then craft a compelling three- to five-year vision with the supporting objectives and actions needed for success. The session results in a learning strategic road map and a prioritized decision package that show required actions and resources and benefits to be gained.
Several key elements make this workshop essential:
- Learning objectives are clearly mapped to the strategic objectives of the company and the advantages are firmly established.
- The actions needed to achieve these learning objectives are prepared and owners are assigned. Alignment is achieved and serves to accelerate the accomplishments.
- The measurements needed to show progress toward the goals and the effectiveness of the actions are defined and tracked from day one, validating the learning activities' value add.
- A review and governance procedure is prepared, setting a crisp cadence to the action items and accomplishment of milestones.
Kaizen Events/Rapid Improvement
The best antidote for phobia of improvement efforts? Rapid solution to a well-known problem.
Start with bite-size issues. Gain quick successes and generate feelings of accomplishment. One particular way to achieve this goal is through Kaizen events: typically a one-week activity (after data gathering) to analyze, plan and implement improvements in a work area. Involvement of the workers’ performance is the key factor.
Let us show you how to plan and conduct these events to create step-function performance improvements area by area in your organization.
Why Rapid Improvement?
Who wouldn’t want improvements quickly? In actuality, it’s a practical question and a matter of scope: oversized improvement efforts choke before success. Too often we choose projects that are too large, tempted by the appeal to accomplish more. As a result, the effort drags on due to complications of too much problem solving and too many people involved. Benefits are delayed, people become jaded and the methodology is blamed.
Enter Rapid Improvement. It bounds all three elements of the scope to achieve results quickly. The results are often modest, but the effect on people is profound: they experience firsthand that the methodology produces results, and they become enthused as they influence their work world. With that mindset, along with newfound confidence in tools and teamwork, other issues can be addressed in turn.
Rapid Improvement is a technique to pace improvement events so they are good for the business and good for the people. The result is a sustainable, nimble methodology.
What is Kaizen?
Kaizen is typically a specific, rapid improvement event lasting just one week. In most cases, a particular work area is chosen by managers where a performance boost would be beneficial.
Before the event, data is collected about the process: performance, standard operating procedures, staffing, floor layouts, etc. Employees are briefed on the business needs of the area and the intentions of the Kaizen event.
During the event, the process is characterized in detail, looking for waste. Then improvements are planned and implemented by week's end. The very next Monday, the process is set to operate in the new fashion. Performance measurements portray the gain, and decisions are then made regarding the planning of additional events. Improvement is real, measurable and manageable.
Lean Process Improvement/Agile Competitiveness
Speed. Customers expect it. Competitors boast of it. How do you get it into your organization?
Lean. If you’re in software or systems engineering, it's Agile. Both processes reduce the burdening waste that drags down performance. RPS can help you adopt this proven way of thinking, operating and measuring so you can obtain faster product flows, decrease inventories and reduce financial tracking transactions. And you can count on human capital development as part of the transition.
Ultimately, it keeps customers happy, keeps operations on-shore and keeps competitors at bay.
What is Lean?
Lean is often misunderstood. Some expect it involves pressuring people who do the actual value-add work to go faster, reducing time spent and perhaps cutting corners. In actuality, it is the reverse: the chief focus of Lean is reducing everything else, not the actual work.
Most deliverables spend the majority of their development waiting for the next process or transaction steps. The duration of actual work tasks that add value for customer purposes is quite small. In world-class operations, the value-add duration is over 10 percent. For the rest of us, it’s in single digits. This startling reality guides the approach of Lean.
Pressuring workers to shrink the time spent processing has little effect on the entire duration, the lead time. The focus of Lean is reducing the time spent waiting, removing other forms of waste, and most importantly, teaching workers to recognize and eliminate waste independently.
How To Get Started?
There are a host of techniques to wage this battle: single-piece flow, Kanbans, error proofing, visual workplace, 5S, etc. How do you know what to apply and where to begin? It takes counsel from an expert. It takes a planned journey by leaders and must include a specific, relevant business reason.
Beyond the techniques, the more important aspect of Lean is employee mindset. Employees must become problem solvers in their own areas, work effectively as teams, deal with performance data and marshal local improvement efforts.
As you can imagine, this means a culture change. This interpersonal dimension of Lean success makes it all the more important to seek counsel from experienced guides.
RPS can be your trusted partner to tailor an appropriate approach and guide the launch of Lean or Agile thinking in your organization.
It's time to earn your place in the 21st century
Workforce and Organizational Transformation
Yesterday's workforce cannot succeed at tomorrow's challenges without shaping. You need workforce adjustments that will endure.
Transform With RPS
Our approach focuses on organizational change from the inside out, creating profound appreciation of the organizational challenges and then equipping workers with skills and emotional intelligence to solve problems. New roles for leaders include 1) expecting and guiding excellence in blocking/tackling instead of coaching the scoreboard, 2) learning how to ask the right questions to model problem solving and 3) developing loyalty by establishing performance ownership in work groups. The result is real human capital growth: a workforce that generates its own enthusiasm around organizational success.
Let's break this down. Any new "initiative" will be short-lived unless it’s connected to real business issues. The workforce won't be fooled; they know the rhythms of leadership attention and customer desires. If your attempt to use Lean Six Sigma fails to align with key business issues, it will fail. Period.
Begin the Transformation
The first workforce transformation occurs at the leader level. Leaders and managers must desire performance improvement for a reason that will resonate with the workforce. They must believe that employing performance improvement tools will genuinely benefit the organization. And finally, they must understand how to guide the use of the new methods, create a visual-feedback workplace, and become teachers and coaches to help work groups form teams and gain more skill and autonomy.
There is still much to do, but it is different work. It is natural that the new structure will feel strange for a manager: work will be less tangible and more interactive, involving front-line people and front-line processes. It'll mean less time in the office and more time with people who shape deliverables.
Much of the real-time problem solving will be transferred to the teams or eliminated if the teams created preventive measures. Much of the reporting will be obviated by visual status boards. And much of the parochial departmental concerns will melt away as operations are managed as value streams.
This can be a tough transition. But resisting the shift will cost you the competitive advantage that earns your organization a leading industry role. Organizations need expert guidance from an experienced partner during this journey. Talk to RPS about how we can help you transform your organization.