NON-TECHNOLOGY IMPROVEMENT
- Defining the Opportunity:
- Non-technology Methodologies
- Terminology
- Root Causes of Improvements
- Understanding the Blind Spots:
- Virtuous Waste Misperception
- Technology-driven Bias
- Improving with Non-tech Strategies:
- Activity-level Focus, Templates
- The Lab's Comprehensive Tactics
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SELF-FUNDING
- The Lab's Approach:
- Process Improvement Profit
- Self-funding Guarantee
- Improving with Templates
- Launching Phase I
- The Lab's Projects:
- Project Management Process
- Analysis & Design
- Implementation
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RESOURCE CENTER

Phase II Implementation Tools: Summary Descriptions of Standard Tools

Home Project Management Process Phase II Implementation Tools

During Phase II, six tools help implement improvements, track financial benefits and monitor operating performance gains

Opportunity Prioritization Matrix
Capacity Model
"Clean Sheet" Future State Process Design

Job Position/Organization Redesign
Process Improvement Records (PIRs)
Management Operating Reports (MORs)

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	Opportunity Prioritization Matrix- Ranks individual improvements identified during Phase I based on 5–7 criteria. Establishes broad-based validation and consensus on implementation sequence, timing and improvement benefits.	Capacity Model- Calculates actual vs. required capacity based on activity-level observation/analysis of the tasks associated with individual job positions/business processes. Enables the reconfiguration/consolidation of job positions and related organizational redesign.

	"Clean Sheet" Future State Process Design- Drafts future state business processes unencumbered by existing practices, infrastructure, or technologies. Accelerates and reconciles the redesign efforts for "current state" (existing) business processes.	Job Position/Organization Redesign- Individual job positions are redesigned based on business process changes and data developed from the capacity model. Enables organizational redesign, e.g., structure, capacity, skills. Documents job responsibilities and related performance metrics.

	Process Improvement Records (PIRs)- PIR documents serve as "change orders" for numerous, activity-level business process changes and improvements. Each PIR is logged, numbered, tracked and updated throughout the implementation effort.	Management Operating Reports (MORs)- Establishes quantified, "baseline" levels of operating performance prior to the start of improvement efforts. Performance measures track implementation progress and accrual of improvement benefits.

This selection represents the core tool set–The Lab augments these with others from our library

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