Financial Services Consolidation Rapid Redesign Team Orientation

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Financial Services ConsolidationRapid Redesign
TeamOrientation
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Agenda for this Meeting

• Clarify the objectives and the teams
  deliverables
• Meet your team members
• Learn more about the Rapid Redesign process
• Establish ground rules for our work together
• Prepare ourselves for the week ahead

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The Objective of This Initiative

• To determine and establish the functions and
  infrastructure necessary for the consolidation of
  UNM financial services to be successful.

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Our focus will be on the entire system ofUNM
financial services.
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The Deliverables for this Team

• By the end of the five-day workshop, this Team
  will have
• Identified and mapped the functions, attributes,
  and organizational infrastructure for UNMs
  consolidated financial services.
• Produced a high-level work plan, identifying work
  streams, work stream owners, goals, as well as
  initial tasks and timelines.

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I would not give a fig for the simplicitythis
side of complexity,but I would give my life for
the simplicityon the other side of
complexity.Attributed to Oliver Wendell
Holmes, Jr.Justice of US Supreme Court (1902
-1932), often called The Great Dissenter"
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Who is on this Team?Redesign Team Members

• Anthony Airhart
• Ron Alfred
• Duane Arruti
• Dupuy Bateman
• Nancy Brandt
• Eric Burgmaier
• Bruce Cherrin
• Mark Chisholm
• Bob Fondino
• Marjorie Goldstein
• Lee Gulbransen

• Vicki Hall
• Margaret Lee
• John Maes
• Anthony Masciotra
• Jack McIver
• Pete Morgan
• Lola Neudecker
• Shelly Newman
• Carla Slezak
• Frances Starnes
• Debra Yoshimura

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Other Roles

• Owners of Core Processes
• Bill Britton
• Ava Lovell
• Curt Porter
• Owner of Support Process
• Moira Gerety

• Sponsors
• David Harris
• Reed Dasenbrock
• Phil Eaton/John Pieper/ Steve McKernan/Paul Roth
• Susan Carkeek

• Process Facilitation Team
• Joyce McCarthy (Coordinator)
• Linda Pardo (Administrator)
• Carolyn Thompson (Process Facilitator)

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Directives and Parameters

• We are really doing this This is not
  negotiable.
• There will be no hidden agendas.
• The redesign process we use will be an open one.
• We will establish credibility through the process
  and the results.
• The end result must improve the accountability,
  efficiency and effectiveness of UNMs
  administrative operations.

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Directives and Parameters (continued)

• A major goal is for UNMs administrative
  processes to become transparent and
  understandable to users and customers.
• There will be no layoffs. However, jobs will most
  definitely change, and some vacant positions may
  not be filled.
• We will not put off any deadlines. August 31st
  is for real.

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OverviewThe Rapid Redesign Process
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Rapid Redesign Process OverviewWhat Rapid
Redesign Isnt

• A method of importing solutions from elsewhere
• A compartmentalized approach
• A long, drawn-out process
• A method to be used by any institution that isnt
  serious about making fundamental, systemic
  changes for the sake of major improvement

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Rapid Redesign Process OverviewWhat Rapid
Redesign Is

• An intense organizational infrastructure and
  process improvement methodology
• Focused on a highly-facilitated, week-long
  workshop event designed to help a team of
  smart, committed people emerge new and creative
  solutions to big challenges
• A process by which those who are close to the
  problem develop solutions based on root cause
  analysis
• About enhancing the capacity of the system, so
  that individuals within that system can perform
  optimally to satisfy customer and stakeholder
  requirements

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Rapid Redesign Process OverviewIn this context,
what is an Improvement?

• Reduction in cycle times
• Reduction in costs
• Reduction in errors
• Elimination of re-work
• Reduction in variation
• Increased quality of outcomes or end products
• Creation of new products
• More effective working relationships

• Clearer processes
• Increased worker satisfaction
• Increased customer satisfaction
• Increased stakeholder satisfaction
• Enhanced competitive advantage
• Increased trust

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Key Attributes of the Rapid Redesign Workshop

• Process Owners and Team Members participate for
  all five days.
• Goals are set for each day. The day is not over
  until the goals have been met.
• Sponsors are present formally three times during
  the week, but are encouraged to drop in at other
  times.
• The team can call on Sponsors throughout the week
  for clarification and affirmation that they are
  on the right track with the redesign.
• Everyone whose work is related to UNMs financial
  processes is considered on call for the week.
  Team members may come around to work areas to tap
  into knowledge, expertise, and ideas.
• First actions toward implementation of the work
  plan begin on Monday morning.

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During the Rapid Redesign Process, We Will Use
Tools

• Brainstorming
• Nominal Group Technique
• Affinity Diagramming
• Root Cause Analysis
• Five Whys
• Gap Analysis
• Force Field Analysis

• Interrelationship Diagraph
• Counter Measure Rating Tool
• What-So What-Now What
• Systems Maps
• Process Maps
• Gradients of Agreement
• Reflection

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Carolyn J. C. Thompson 2005 joyworks_at_nm.net
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Pitfalls of Complex Change(Brilliant Author
Unknown)





Vision
Skills
Incentives
Resources
Action Plan
Change





Skills
Incentives
Resources
Action Plan
Confusion





Vision
Incentives
Resources
Action Plan
Anxiety





Vision
Skills
Resources
Action Plan
Resistance





Vision
Skills
Incentives
Action Plan
Frustration





Vision
Skills
Incentives
Resources
Treadmill
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Proposed Ground Rules for Our Work Together

• The primary allegiance of every member of this
  team is to UNM
• Treat every team member as a respected equal.
• Be present and participate fully for the entire
  week.
• Keep cell phones, pagers, and PDAs turned off.
  Except for emergencies and for the facilitators
  communications line to the Sponsors, voice and
  text messages will be checked only during breaks.
• Begin on time and conclude each day when the
  goals for the day have been met.
• Approach disagreements with collegiality.
• Strive to overcome any impasses that may arise
  with solutions that are based on collective
  interests rather than positions.
• Learn from the past, but dont live in the past.
• Share air time.
• Ask questions.
• Clarify terminology and acronyms.
• Take care of yourself and others.
• Dress comfortably.
• Keep a sense of humor.
• Enjoy and learn from the process and each other.

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Timeline Review

• Week of July 25 through 29
• Hold informational meetings
• Hold orientation for rapid redesign team members
• Complete logistical preparations for the workshop
• Week of August 1 through 5
• Hold the Rapid Redesign Workshop Acoma Room, in
  the SUB, beginning at 800 a.m. each morning
• Results are presented by the team to Sponsors on
  Friday afternoon
• Week of August 8 through 12
• The first step on 80 of the work streams is
  taken
• Work Plan Manager begins holding twice-weekly
  meetings with work stream owners (to continue
  throughout August)
• August 15 through 30
• The new financial services system and plan are
  further articulated AND implementation begins
• August 31
• Complete plan is delivered to Sponsors and
  President
• September
• Complete plan and early results are presented to
  the Board of Regents
• Implementation continues, progress is monitored,
  continuous improvement cycle is launched

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Logistical Details

• Please arrive in the Acoma Room at the SUB
  between 745 and 800 a.m. on Monday morning to
  give yourself time to get some breakfast and
  settle in. We will begin the workshop promptly
  at 815 a.m. with a presentation from our
  Sponsors.
• Breakfast and lunch will be provided, and
  beverages and snacks will be available throughout
  the day.
• In the event our work extends into an evening, we
  may opt to have dinner brought in.
• We will make every effort to estimate and target
  an ending time for each day by 300 p.m. on that
  day.
• If you have any conflicts that will prevent you
  from being fully present for the ENTIRE week,
  Please let Carolyn know IN ADVANCE of the
  workshop. A short absence may be excused,
  depending on the timing.
• Any team member who is chronically late or absent
  will be bounced from the team.
• You can contact Carolyn on her cell phone
  220-8277.

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As we begin, rememberEach day, we have the
samenumber of minutes as

• Aristotle
• Galileo
• Marie Curie
• Wolfgang Amadeus Mozart
• Leonardo Da Vinci
• Martin Luther King, Jr.
• Mother Theresa
• Albert Einstein

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Questions?