Consideraciones histórico-sociales de la violencia

CPI implementers must be sensitive to change issues, since many employees might not have ex- perience working in a CPI environment. Behavior change is typically required for success in a new CPI environment. During a change initiative some roles are critical and need to be clarified and agreed to in order to move forward. The following change management roles and responsi- bilities are critical to the success of the effort.

2.1 Change Leadership. Organizational leadership plays a critical role in the cultural conversion to CPI. In the process of sponsoring and leading change, the senior management has specific responsi- bilities that cannot be avoided through delegation. In the beginning, leadership defines the need for change and creates the vision of how things can be different. As others in the organization begin to embrace the vision, leaders must continue to communicate the need for change and support efforts being made to realize the vision.

1. 2. 3. 4. 5. Score

2.1 Change Leadership

Org. leaders are not involved in CPI implementation

Org. leaders are create a steering committee to oversee CPI implementation Org. leaders periodically communicate the

need for change

Org leaders effectively communicate the urgency of the need

for change

Org. leaders are full sponsors of the CPI

effort

2.2 Steering Committee. The steering committee is intimately involved at the strategic level, creating the plan for change and dealing with specific issues that arise during design and imple- mentation. This committee must have cross-functional representation composed of leaders who control the major resources within the organization. Members of the steering committee need to stay engaged in CPI on a daily basis to promote the CPI process and remove barriers to change.

1. 2. 3. 4. 5. Score 2.2 Steering Committee There is no steering committee or oversight of change effort Steering committee creates business case and initial work plan

Steering committee chooses first area to begin effort and checks readiness for

change Steering committee oversees changes made in first application area Steering committee is actively involved in evaluating and sustaining the changes

2.3 Support Team. Knowledgeable and respected organizational members are selected to sup- port CPI as key process change agents. They must become committed to the CPI conversion, as they will likely face resistance to change on a daily basis. Training should occur before they start their CPI team involvement. A portion of these change agents will need to be engaged full time in CPI, while others might provide supplemental support.

1. 2. 3. 4. 5. Score

2.3 Support Team

Support teams are not established

Support teams begin current and

future state mapping First CPI application area is prepared Changes begin in first application areas Support team effectively executes

the work plan

2.3.1 Value. All employees need to understand the concept of what is value-added and what is not, according to the customer’s perspective. Each employee should have access to this training, and it should be emphasized in every organization. This concept should drive all organizational decisions and be updated periodically with the customer.

1. 2. 3. 4. 5. Score

2.3.1 Value

Value is not being taught to employees

Value training is available but not

being used

Value is being taught to limited

groups

Value is taught to all and used in

some areas

Value is understood and used by all in

all areas

2.3.2 Value Chain Analysis (VCA)/Value Stream Mapping (VSM). VCA and VSM are im- portant steps in improving an understanding of what has value and what is waste. They are valu- able methods for making processes more visible and identifying opportunities for improvement. There is an increasing variety of VCA/VSMs for potential application, including current state, future state, consumption, and provisioning maps that focus on material, information, and/or peo- ple/process flows. VCA/VSMs should be updated for use as training aids to new employees and as a record of standard procedures. Employees gain valuable CPI experience by mapping their processes. 1. 2. 3. 4. 5. Score 2.3.2 Value Chain Analysis/Value Stream Mapping VCA/VSM is not being taught to employees VCA/VSM training is available but not

being used

VCA/VSM is being taught to limited

groups

VCA/VSM is taught to all and used in

some areas

VCA/VSM is understood and used by all in all

areas

CPI Progress Assessment

2.3.3 Flow. This concept defines what should be happening in an optimized process with mini- mized waste. Products or services should flow continuously from each value-adding step to the next, with minimal or no waiting or traveling time between them. Kanbans are often used when flow cannot be seamlessly accomplished, but should not be accepted as permanent replacements for continually refining uninterrupted real flow.

1. 2. 3. 4. 5. Score

2.3.3 Flow

No process flow Flow occurs in isolated areas

Flow in small batches

Product flows continuously

Single piece flow with mixed

2.3.4 Pull. The concept of pull is one that is not intuitive and must be reinforced through training employees. The concept is to only generate a product or service when the customer triggers a need for it. Push is the alternative to pull, where the need for a product or service is forecasted and then provided in accordance with a work plan that might be removed from the customer’s actual experience for timely support.

1. 2. 3. 4. 5. Score 2.3.4 Pull Product is being pushed Material accumulates at end of process Some material is pulled into the

workplace

Material is pulled into process by

kanban

Material is pulled into each process based on takt

2.3.5 Continuous Process Improvement (CPI). Every organization that deploys CPI must help employees to understand that process improvement is not something done just once. Process im- provement must be continuous. Although this contradicts the “law of diminishing returns,” it has been proven repeatedly in CPI organizations. Each employee should have access to this training, and it should be emphasized in every organization. Formal update schedules should exist on process updates until the employees accept the true concept and every day becomes an opportu- nity to improve their processes.

1. 2. 3. 4. 5. Score

2.3.5 CPI

CPI is not being taught to employees

CPI training is available but not

being used

CPI is being taught to limited groups

CPI is taught to all and used in some

areas

CPI is understood and used by all in

all areas

2.3.6 Champions. Champions are individuals who through their stature and/or position are able to shape opinion about the value and sense of urgency of CPI. By showing interest and encourag- ing results, the champion is able to make the implementation move ahead more smoothly. Champions may exist at many levels within an organization, but the top management champion is the focus here, and is a must from the beginning of a CPI transformation initiative.

1. 2. 3. 4. 5. Score 2.3.6 Champion Champion is not involved Champion is partially involved Champion is encouraging Champion is used to conduct reviews Champion is a normal part of operations, walking

the floor, and encouraging CPI

2.3.7 Supply Management. Supply management ensures that the right kind of materiel, in the right quantity, is available precisely when and where needed to support any worthy organiza- tional process. Supply organizations and employees need to understand the impact of managing their supplies from the customer’s perspective and be actively pursuing improvements in their processes as part of the larger enterprise.

1. 2. 3. 4. 5. Score 2.3.7 Supply Management Suppliers are treated as adversaries

Suppliers are given CPI to consider

Suppliers are doing parts of CPI

Suppliers are listened to

Suppliers are treated as partners