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Effective Strategies for Replicating Projects Globally
Performance Excellence
TopicsQuick Overview of our deployment
Going from Original project to replication
Measuring Project implementation & success
Managing Project Pipeline
Performance Excellence
Our Brands
Performance Excellence
Why “Lean / Six Sigma”?
Challenging Operating Environment due to:Vehicle costs dramatically increased in 2 year time period
Difficulty in recapturing increasing expenses through pricing
Cost cutting measures only took us so far.
Performance Excellence
Performance Excellence
New way to evaluate & improve processes, removing waste and defects
Ability to take new “methods” and implement throughout company
Performance Excellence
Deployment StatusStarted in May 2007
Currently have 90 PEx Leaders worldwide
3 Master Black Belts9 Black Belts15 Green Belts14 Green Belts in training
PEx commitment of 2 – 3 years
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Project Growth Since Inception
Performance Excellence
ProjectsRunning a project in one location is good
Replicating those benefits elsewhere is GREAT!!! Standardized process steps Faster project execution time Addresses unique issues at each location
Formal method and tools to replication world-wide
Performance Excellence
Why the path of Replication?
Shorter cycle time to complete the project
Our airport locations should have SOPs
Almost 2,500 local market stores
Majority of savings is from replications
Performance Excellence
Chosen for Replication
Obvious replication candidate
Discussed the opportunity with management at several other locations
Final review – Senior Leadership Approval
Next step – Replication Package
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Performance Excellence
Replication Package
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Performance Excellence
Replication Package
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Performance Excellence
What’s included in the Replication package?
Project Background
Areas impacted by project
Objective
Financial Metrics
Original Team Members
Data
Key Measurements
New Process Steps
Instructions to implement
Helpful hints
Lessons Learned
Management tools
Reporting Mechanisms
List of who is necessary to be on the project team
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Performance Excellence
Testing the Package
Test package in at least two locations- First location with original team- Second location with different team
If successful, move into Replication status
Hold replication call
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Performance Excellence
Who Replicates?
PEx Replication Leaders
JDI – Location Management
Specialists
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Performance Excellence
Replication “SCORE” checklist
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Performance Excellence
Replication “SCORE” checklist
Pre-S
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Performance Excellence
Sustainability
Weekly calls helps to identify problems & “Golden Nuggets”
One page monthly report review
Monthly Area by Area Scorecard review
Finance updates Actual results monthlyMonthly Business Metrics Review
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Performance Excellence
How do we track & measure?Power Projects
“One Pagers”
Score Card
Minitab Statistical Testing20
Performance Excellence
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Performance ExcellenceNovember 1st, 2007July 2008
PEx Leader Rick Thiele
ORD AvisCheck-In Standardization
Robert Jarrett
Juanita Chaidez
Champion
Process Owner
Run Date
CSR Behavior Observations
50
150
250
350
450
550
650
750
50%55%60%65%70%75%80%85%90%95%100%
Total Observations 565 349 395 694 267 287 295
% Correct 94% 95% 98% 93% 93% 93% 97%
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
% Check Ins Charged Fuel
20%
25%
30%
35%
40%
45%
50%
55%
Check Ins Charged Fuel 49% 50% 45% 49% 45% 42% 44%
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
# of Damage Vehicles w/o Reports
0
10
20
30
40
50
60
# of Damage Vehicles w/o Reports 57 60 65 30 15 9 10
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Keys Replaced / Lost & Found Items
0
5
10
15
10
30
50
70
90
110
130
150
Keys Replaced 8 6 3 4 4 4 3
Lost & Found Items 148 135 125 134 103 99 82
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Goal:Over 40%
Goal:Less than 10
L&F Goal:Less than 120
Keys Goal:Less than 5
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Performance Excellence
Score CardOne Place to view results
Tracking all current projects
Tracks Performance metrics separate from financial metrics
Easy to read “Red”, “Yellow” or “Green” status for projects.
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Example “ScoreCard”
Performance Excellence
Business MetricsStatistical Review using Minitab
Comparing:Run v Non Run LocationsPre Run v Post Run
Ensures project success and sustainability beyond financials
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Performance Excellence
Business Metrics – Run v nonRun
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0.40.30.20.1
Non Rev % Ru
Non Rev % no
mean of Non Rev % no (p < 0.05).The mean of Non Rev % Ru is significantly less than the
> 0.50.10.050
NoYes
P = 0.000
0.00-0.04-0.08-0.12-0.16
results of the test.samples. Look for unusual data before interpreting the-- Distribution of Data: Compare the location and means ofthat the true difference is between -0.15072 and -0.070280.the difference from sample data. You can be 90% confident-- CI: Quantifies the uncertainty associated with estimatingis less than Non Rev % no at the 0.05 level of significance.-- Test: You can conclude that the mean of Non Rev % Ru
Sample size 14 14Mean 0.20571 0.31621 90% CI (0.1683, 0.2432) (0.29968, 0.33275)Standard deviation 0.079137 0.034940
Statistics Non Rev % Ru Non Rev % no
-0.1105(-0.15072, -0.070280)
Difference between means* 90% CI
* The difference is defined as Non Rev % Ru - Non Rev % no.
Optimize Flow - nonRev's as % of TotalRun v nonRun
Distribution of DataCompare the data and means of the samples.
Mean TestIs Non Rev % Ru less than Non Rev % no?
90% CI for the DifferenceDoes the interval include zero?
Comments
Performance Excellence
Business Metrics – PreRun v Post Run
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5.75.65.55.45.3
Car Rec Ru_1
Car Rec Ru_2
mean of Car Rec Ru_2 (p < 0.05).The mean of Car Rec Ru_1 is significantly greater than the
> 0.50.10.050
NoYes
P = 0.011
0.120.090.060.030.00
results of the test.samples. Look for unusual data before interpreting the-- Distribution of Data: Compare the location and means ofthat the true difference is between 0.021149 and 0.12150.the difference from sample data. You can be 90% confident-- CI: Quantifies the uncertainty associated with estimatinggreater than Car Rec Ru_2 at the 0.05 level of significance.-- Test: You can conclude that the mean of Car Rec Ru_1 is
Sample size 16 16Mean 5.5411 5.4698 90% CI (5.514, 5.569) (5.4263, 5.5134)Standard deviation 0.062739 0.099340
Statistics Car Rec Ru_1 Car Rec Ru_2
0.071323(0.021149, 0.12150)
Difference between means* 90% CI
* The difference is defined as Car Rec Ru_1 - Car Rec Ru_2.
Select & Go VOTC 'Rental Car Received'Current Period v Prior Period
Distribution of DataCompare the data and means of the samples.
Mean TestIs Car Rec Ru_1 greater than Car Rec Ru_2?
90% CI for the DifferenceDoes the interval include zero?
Comments
Performance Excellence
The Path to Replication
Managing the Pipeline of Projects
Performance Excellence
Manage the replication schedule
Performance Excellence
Manage the New Project Pipeline
Performance Excellence
IdeaAssignment of “Original Project”Shepherd towards replicationTest in other locationsDevelop Info Map PackageReplication Instruction callBegin Replicating
Recapping the path to replication
Performance Excellence
Key Components
CommunicationAccountabilityTracking SystemMeasurementReportingFinancialManage Project Pipeline
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PDU Credits
This webcast session entitles you to obtain 1 PDU towards your PMP as per the PMI Organization.
This session appears on www.pmi.org web site page. Continuing Certification Requirements System: https://ccrs.pmi.org/search
Course information:• Rep #: 2750 • Provider Name: Upland Software • Course ID: 11132013• Program Name: Effective Strategies for Replicating Projects Globally
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