Process Improvement Proposal Presentation

R

Red4165

#1
Hi All

I have just been offered by our CEO the opportunity to change positions from my current QA Manager position to anything in the company that I am interested in. He also advised me that if there is not anything in particular that interests me then I am welcome to present to him a proposal for a new position that would take me to a higher level and of course would benefit the company. Of course I was extremely pleased as he also offered me some great feedback on my successes that has bought me to where I am today.

I thought about his offer overnight and tried to assess how I can help the business based on my strengths/ weaknesses and interests. I identified many critical areas in the business that are poorly handled through lack of systems, processes and correct implementation with followup.

The next morning I met with the CEO at my request and laid it out on the table for him to take in. I apologised for being unprepared however expressed my excitement and shared my views on issues. I only got half way through my verbal proposal and he told me that he was sold and thought the idea was perfect for me and the business. He asked my opinion on who would replace me, we agreed on a qualified person, we discussed who I would report to (HR) and where I would be stationed and we were both quite excited as the things that I identified were also concerns that he has had. Our parting agreement was that I would put together a short presentation listing the top ten things that I would work on first, how I would do this, what resources I would require, put together a postion description and a suggested salary proposal upon success of the initial trial period.

Now I am sitting here with 48hours to put the presentation together and I don't even know where to start. I have listed a few things such as process changes, training program, traceability manufacturing system defining, set up time reduction tools, policies, procedures and rules - awareness as a system for managers to use, morale issues, etc etc etc

The position that I put to him was a Process Improvement Manager - I want to undergo some SPC or SIx sigma training however initially I would like to start smaller with fixing some exposed and reported issues.

Can anyone provide me with some advice on how this proposal should be put together and presented? Also can some offer me some suggestions on standard issues in a manufacturing environment that no doubt we are experiencing, that I can add to my list and how you have corrected or improved the issue? This is probably not much info to go on as knowone works in my factory however I thought that there might be some generic widespread issues that someone has already identified and solved that I can also learn from?

I appreciate any feedback offerred.

Kind regards

Red4165
 
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Ajit Basrur

Staff member
Admin
#2
Hi All

I have just been offered by our CEO the opportunity to change positions from my current QA Manager position to anything in the company that I am interested in. He also advised me that if there is not anything in particular that interests me then I am welcome to present to him a proposal for a new position that would take me to a higher level and of course would benefit the company. Of course I was extremely pleased as he also offered me some great feedback on my successes that has bought me to where I am today...........

The position that I put to him was a Process Improvement Manager - I want to undergo some SPC or SIx sigma training however initially I would like to start smaller with fixing some exposed and reported issues.

Can anyone provide me with some advice on how this proposal should be put together and presented? ..... Red4165
Hi Red4165,

Firstly congratulations on getting a well deserved promotion to a higher level.

Regarding the Process Improvement Manager, I googled some search and got some good info on that position. This site gives detailed info on the post -

http://jobs.isixsigma.com/sendmail.asp?Recor=0&ID=2136

Also attaching 2 presentations talking about Process Improvement, which you could use as a reference for your presentations.

All the Best :bigwave:
 

Attachments

R

Red4165

#3
Hi and thanks for your response.

The information that you have provided is absolutely fantastic. This has really confirmed my thought process. This type of position I feel is critical to a business that has major growth continously over the last 5 years. There are so many changes withi the organisation that people are yelling out "hey can we just consolodate, get the processes right and then get up and run again" however this is not always controllable or realsistic therefore there needs to be a specialist within the business that can identify areas critical to these changes and the growth of the company to ensure that paybacks are met, demands are met and the profits are realised. I am really looking forward to going through all of your material that you have provided me with. If possible, I will post my presentation tomorrow for some constructive criticism. It is 1.15am here and I think that I had better let my brain get a rest before I start at it again tomorrow.

Thank you once again, as previously mentioned, all feedback is great appreciated.

:thanx::thanks::applause::agree1:;)
 

Stijloor

Staff member
Super Moderator
#4
Hi All

I have just been offered by our CEO the opportunity to change positions from my current QA Manager position to anything in the company that I am interested in. He also advised me that if there is not anything in particular that interests me then I am welcome to present to him a proposal for a new position that would take me to a higher level and of course would benefit the company. Of course I was extremely pleased as he also offered me some great feedback on my successes that has bought me to where I am today.

I thought about his offer overnight and tried to assess how I can help the business based on my strengths/ weaknesses and interests. I identified many critical areas in the business that are poorly handled through lack of systems, processes and correct implementation with followup.

The next morning I met with the CEO at my request and laid it out on the table for him to take in. I apologised for being unprepared however expressed my excitement and shared my views on issues. I only got half way through my verbal proposal and he told me that he was sold and thought the idea was perfect for me and the business. He asked my opinion on who would replace me, we agreed on a qualified person, we discussed who I would report to (HR) and where I would be stationed and we were both quite excited as the things that I identified were also concerns that he has had. Our parting agreement was that I would put together a short presentation listing the top ten things that I would work on first, how I would do this, what resources I would require, put together a postion description and a suggested salary proposal upon success of the initial trial period.

Now I am sitting here with 48hours to put the presentation together and I don't even know where to start. I have listed a few things such as process changes, training program, traceability manufacturing system defining, set up time reduction tools, policies, procedures and rules - awareness as a system for managers to use, morale issues, etc etc etc

The position that I put to him was a Process Improvement Manager - I want to undergo some SPC or SIx sigma training however initially I would like to start smaller with fixing some exposed and reported issues.

Can anyone provide me with some advice on how this proposal should be put together and presented? Also can some offer me some suggestions on standard issues in a manufacturing environment that no doubt we are experiencing, that I can add to my list and how you have corrected or improved the issue? This is probably not much info to go on as knowone works in my factory however I thought that there might be some generic widespread issues that someone has already identified and solved that I can also learn from?

I appreciate any feedback offerred.

Kind regards

Red4165
Hello Red4165,

Congratulations with this great challenge! Not many people are offered an opportunity to create their own "destiny."

You have been there long enough to know what the quality status is in your organization. You may want to start with a brief overview of the current status of the organization, where the improvement opportunities are (the "low-hanging" fruits so to speak), and how you see the organization in the future.
Be very realistic about what can be accomplished within a certain amount of time. Also, whose help do you need? And don't forget to identify the stakeholders in this process. Once your CEO is "on board", you may want to engage in a dialogue with the various Process Owners. As you already know, you will face an uphill battle if you don't have their buy-in and commitment.

Please keep us posted. I am sure that my Fellow Covers want to hear from you how you are doing.

Wishing you lots of strength and success! Again, congratulations! :applause:

Stijloor.
 
R

Red4165

#5
Stijloor Hi

Many thanks for your congratulations, I have worked my butt off for the last five years for this company therefore I have good knowledge of many of the existing processes. Our company is relatively small (120 employees) which started off with only 30 when I first joined them. In the five years we have grown considerably and positions are being more defined everyday.

The trouble is that when these roles are defined they seperate the responsibilities and give the newly defined role their new responsibilities and leave them to it. The person who used to cover thoses tasks move on to expanding their role and the new person is left to try and establish themselves without much of the history or understanding the way things were done.

In the process of all of these role defining changes and moving forward as a company, many things have been overlooked and they come back to bite us in the bum at a critical time which has been very costly to the company.

The low hanging fruit as you say is the first step that I must take eg risk analysis for projects is not covered at all, then they experience delays creating an ongoing list of excuses, the job only being half completed and paybacks not being realised in some cases at all.

Have you got any examples of low hanging fruit that you may have identified and corrected and how you did it?

Red4165
:D
 

harry

Super Moderator
#6
Hi All

I have just been offered by our CEO the opportunity to change positions from my current QA Manager position to anything in the company that I am interested in. He also advised me that if there is not anything in particular that interests me then I am welcome to present to him a proposal for a new position that would take me to a higher level and of course would benefit the company. Of course I was extremely pleased as he also offered me some great feedback on my successes that has bought me to where I am today.

I thought about his offer overnight and tried to assess how I can help the business based on my strengths/ weaknesses and interests. I identified many critical areas in the business that are poorly handled through lack of systems, processes and correct implementation with followup.

The next morning I met with the CEO at my request and laid it out on the table for him to take in. I apologised for being unprepared however expressed my excitement and shared my views on issues. I only got half way through my verbal proposal and he told me that he was sold and thought the idea was perfect for me and the business. He asked my opinion on who would replace me, we agreed on a qualified person, we discussed who I would report to (HR) and where I would be stationed and we were both quite excited as the things that I identified were also concerns that he has had. Our parting agreement was that I would put together a short presentation listing the top ten things that I would work on first, how I would do this, what resources I would require, put together a postion description and a suggested salary proposal upon success of the initial trial period.

Now I am sitting here with 48hours to put the presentation together and I don't even know where to start. I have listed a few things such as process changes, training program, traceability manufacturing system defining, set up time reduction tools, policies, procedures and rules - awareness as a system for managers to use, morale issues, etc etc etc

The position that I put to him was a Process Improvement Manager - I want to undergo some SPC or SIx sigma training however initially I would like to start smaller with fixing some exposed and reported issues.

Can anyone provide me with some advice on how this proposal should be put together and presented? Also can some offer me some suggestions on standard issues in a manufacturing environment that no doubt we are experiencing, that I can add to my list and how you have corrected or improved the issue? This is probably not much info to go on as knowone works in my factory however I thought that there might be some generic widespread issues that someone has already identified and solved that I can also learn from?

I appreciate any feedback offerred.

Kind regards

Red4165
Hi Red,

As I see/count it, you already had about 10 items identified. If I were to do it, I’ll put these ten items into a table. Against each item, there will be a column each for:-
1. Current observed weakness
2. How you propose to rectify it (future)
3. Resources needed
4. Method and comments

You may end up with 2 or 3 slides and that is good enough. Try to keep it short, to the point and power-packed. Twenty minutes is the most that I would allocate to you, if I were your boss.
 
R

Red4165

#7
:)Hi Harry

Thanks for your feedback, yes I also thought about a table listing areas of concern, risks, action to correct, resources and timeframe and in doing a presentation expand through verbal dialogue to explain each item, however I won't have that opportunity this week as the CEO is 5 hours away and wants me to email him the information/presentation, therefore I have a captive audience and thought I would use the opportunity to not only use it as a presentation but also as a tool to work from? I will of course sum up the detail in a table/spreadsheet included i the presentation that I can update monthly.

In your experience, do you have any examples of things that you have identified and through successful implementation of process improvements have corrected? I am interested to see how other people have attacked the same issues and how they have handled them and made improvements.

Regards

Red4165
 

harry

Super Moderator
#8
:)
In your experience, do you have any examples of things that you have identified and through successful implementation of process improvements have corrected? I am interested to see how other people have attacked the same issues and how they have handled them and made improvements.

Regards

Red4165
I had recently helped a local trading company restructure/streamline their operation (processes). This company started some 20 years ago as a one man show and had since progressed to become one of the biggest in the country.

I made use of the value stream mapping (VSM) concept to show the current status of their messy processes and the resultant bureaucracy and therefore slow processing of sales, purchase, dispatch, stock control, sales commission, etc.

I then use VSM again to show the ideal/streamlined flows and their resultant saving in processing time. The graphical nature of VSM is good for the presentation of complex situations in a simple and easy to understand manner and the management was impressed. As this project is still on going, I am not able to share any documents on confidential grounds.

It is applicable to all the processes in a trading company - such as: sales and order processing plus credit verification, order management process (including returns, over order, warranty claims, etc) store control & inventory management, purchase, overseas order, logistics and financial control.

This is a good reference for VSM.

(Actually a flowchart with a time line will be good enough.)
 
Last edited:
R

Red4165

#9
Thanks Harry, I will follow the link. I understand your confidentiality constraints, that is fine. I appreciate you comments and advice.

Would you say that to start off with I should have established guidelines eg DMAIC, identify through experience which risk or improvement opportunity I would attack first (I want to choose a big hit with minimal effort - following the DMAIC and introducing a system as per those guidelines that will have a big positive impact on costly downtime or waste - COST $$$$ savings will sell) I would say that I should interact with the relevant departmental manager and other key players as necessary in ensuring that I have the correct full understanding of the process, put together the 'system', sell it to the manager, get buy in and understanding of responsibilities, work with the manager to implement, provide the manager with measuring tools for validation to be included in reports monthly and follow up weekly for the first month and then monthly until we have established a good history. In this process we must also allocate cost savings to be collated and reported. What do you think of this process or have you already invented the wheel and have something more effective???

Red4165;)
 

harry

Super Moderator
#10
Sounds like a good method to me especially if you are familiar with DMAIC. But do not be too obsessed with cost. In a service environment like the example I quoted earlier, often you find bottlenecks - where a few activities congregate for processing and if you can identify them and overcome them, they help to cut short the overall time taken tremendously.

And yes, I interview people a lot - before, during and after coming out with the proposed solution.
 
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