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Halden Zimmermann’s Continuous Improvement
Best Practice Networks Tools
Each Best Practice Network Team should have two measurement documents – a Bowling Chart and a Best Practices Network Tracking Document.
Bowling Chart
A BP Bowling Chart outlines KPIs associated with the process they are trying to improve. For example, a BP team on Business Development might focus on New Business Growth rate. A KPI can be baselined and tracked while the team is active to verify it is moving in the right direction. Bowling Chart metrics should reflect representation on the team. So, if four plants are on the team, each should have a KPI, if necessary. The bowling chart is communicated to the team members, sponsors and upper management so progress on investment can be understood. For more on bowling charts, see page 14.
Best Practice Networks Tracking Document
The Best Practice Tracking Document helps communication with the sponsors and upper management. It outlines the implementation success rate for the team and individual groups/plants. It tracks the pace at which Best Practices are being adopted.
Best Practice Networks: Creating a Best Practice Team
When a gap in the business has been identified and quantified by the business unit level management, a Best Practice Team can be created to address this top issue. This review can occur during the Project Selection Workshop phase. If the same type of project is given high priority by different parts of the business, an opportunity exists to form a BP team. The Best Practice Networks Team Roadmap can guide Best Practice teams. We strive to share many Best Practices through these teams and to start new teams on a regular basis. Teams consolidate expertise to work on problems that do not have easy solutions. The roadmap on how to start and run a Best Practice Team should be shared in the opening team meeting and customized for the team and sponsor. The team leader should seek to formalize elements that reflect successes other BP teams have enjoyed with this methodology.
Team-creation phases are cyclical and are used throughout the life of the team. A phase can be re-initiated to focus on different issues and be fine tuned. Phase structure similar to that of DMAIC is used for the process.
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