How to Lead Business Plan

Deployment
Value Chain Competitiveness (VCC)

Version: 2
February 2020

This information is provided by Rolls-Royce in good faith based upon the latest information available to it;
© 2020 Rolls-Royce | Not Subject to no warranty or representation is given; no contractual or other binding commitment is implied.
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How to Lead Business Plan BACK Map NEXT

Deployment
Scope Objectives & Principles

Prerequisites
Gate 2. Lean Gate
1. Business Plan
Start Check management Check
Deployment list list
system

End

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Scope BACK Map NEXT

This ‘How To’ will enable you to:

• Understand the elements defining Business Plan Deployment (BPD)
• Understand the leadership requirements for effective BPD
• Understand elements defining a Lean management system
• Understand the leadership requirements for an effective Lean management system

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Objective and Principles BACK Map NEXT

Lead by coaching: A key part Full compliance to standards:

of supporting people to do Reinforce standards - the
their job and learn. People foundation for improvement and
know WHY - as important as making problems visible.
knowing what.

Do what you said you would Go-Look-See: Be available

do: Build trust, credibility & for your people, spend time
respect through practical in their “territory”.
demonstration of what you Understand the real status
expect of others and issues to support.
Leadership
Actions

Act on data, not gut feel: Use Question and challenge:

real facts to Plan-Do-Check- Continually challenge the
Act. Lead effective root cause current way to encourage an
problem solving. improvement thinking way.
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Prerequisites BACK Map NEXT

• Current state understood in relation to the vision, goals, plan and deployment
effectiveness
• Current state consideration for leadership, management system and employee
engagement

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1. Business Plan Deployment BACK Map NEXT

Business Plan Deployment (BPD) purpose:

• To give common direction and drive ownership & responsibility
to all levels in the organisation
• All employees take accountability by recognising own
VISION Creates contribution linked to business performance
Where?

GOALS Determines
What?

METRICS Necessitates
How Much?
PROJECTS/ ACTIONS How? Facilitates
Who?
When?
MASTER SCHEDULE Requires

MONITOR,
REVIEW,
Check 3. Check 2. Check 1. FEEDBACK
Are these actions and Does the data prove Did we do what we said
results still in line with our predicted result? we would do?
customer demand

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1. Business Plan Deployment BACK Map NEXT

BPD flow down

VISION

GOALS The vision should

METRICS • Clarify the general direction for change
PROJECTS/
ACTIONS
• Motivate people to take action in that direction
MASTER • Help to coordinate actions of people in the
SCHEDULE
MONITOR, organisation
REVIEW,
FEEDBACK

Clear ‘picture’ of what Appealing to the long term interests of States realistic and
the future looks like employees, stakeholders and customers attainable goals

Is simple and easy General enough allowing for initiative Clear enough to provide
to communicate and alternatives under changing guidance in decision
conditions making
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1. Business Plan Deployment BACK Map NEXT

BPD flow down -2

• xx
VISION

GOALS Goals and metrics should

METRICS • Connect business and local objectives
PROJECTS/
ACTIONS • Visually manage performance
MASTER SCHEDULE
• Be used to measure things that can be influenced
MONITOR,
REVIEW, by the team
FEEDBACK

Make performance issues visible,

solve them and continuously
improve

See ‘How to Manage Performance’

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1. Business Plan Deployment BACK Map NEXT

BPD flow down -3

• xx
VISION
Projects / actions and schedules should
GOALS
• Apply processes, methods, knowledge, skills and
METRICS experience to achieve the objectives
PROJECTS/
ACTIONS • Capture requirements, specify deliverables, and
MASTER SCHEDULE define agreed resources and timescales
MONITOR,
REVIEW,
• Track progress against plan
FEEDBACK

Clear accountability for

projects and actions

SAFETY

QUALITY Major activities, milestones

and events (baseline)
COST

DELIVERY

Clear status using the ‘redlining’

PEOPLE process to visualise ahead of,
on or behind plan
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1. Business Plan Deployment BACK Map NEXT

VISION Monitor, review & feedback should

GOALS • Demonstrate the PDCA (Plan-Do-Check-Act)
METRICS
thinking way
PROJECTS/ • Accurately reflect the current situation verses plan
ACTIONS
MASTER
(schedule, metrics, objectives)
SCHEDULE
MONITOR,
• Enable leadership support and coaching to team
REVIEW,
FEEDBACK
members
Check 3. Check 2. Check 1.
Are these actions Does the data prove Did we do what we
and results still in our predicted result? said we would do?
line with customer
demand

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1. Business Plan Deployment BACK Map NEXT

BPD flow and escalation support

Leaders:
• Leaders, managers and supervisors accountability for
Conduct market analysis flow-down of BPD
and set long term vision and • Giving support for escalation items through
strategies performance reviews

VISION Managers:
Turn the strategies into
objectives and metrics and
GOALS
set targets

METRICS Supervisors & teams:

Create plans and projects to
Leaders: Conduct quarterly/
PROJECTS/ deliver the targets &
annual performance reviews
ACTIONS monitor results

Managers: MASTER SCHEDULE

Conduct monthly MONITOR,
performance reviews REVIEW,
FEEDBACK
Supervisors & teams:
Conduct daily/weekly
performance reviews
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Gate checklist 1: Business Plan Deployment BACK Map NEXT

 Purpose and process for Business Plan Deployment (BPD) is understood

 A Vision of company direction and goals is understood by all

 Leadership accountability and support requirements in place for effective BPD and
achievement of goals

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2. Lean management system BACK Map NEXT

• The Lean Management System is the leader’s connection to the organisation and the
reality of what is actually happening – the real place and status
• Performance reviews are an opportunity for observing behaviour and thinking in
relation to performance, standards and target condition. It can enable the teaching and
coaching of Principles, Systems and Tools.
Example – Workplace Organisation (5S)

5S: Conformity to standard layout

Teams Tool Required items stored at workplace
No missing items
5S: Have 5S sustainment board
Managers System checks been completed?
Leadership 3C charts been updated?
support
Leaders Principle 5S: Do my teams understand the principle
of “status at a glance”?
Are abnormalities immediately apparent
and do we act appropriately at all levels?
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2. Lean management system BACK Map NEXT

Short Go Plan, Do,

Structure Process Coach
Interval Check,
and -Look Confirm- with
Control Act
Discipline -See ation Questions
(SIC) (PDCA)

Leadership support through deployment of an effective Lean management system

• Having structure and discipline creates the need to Go-Look-See at a suitable frequency using
Short interval Control
• Using each interaction as a Leader opportunity to coach with questions and confirm processes and
systems - following cycles of Plan-Do-Check-Act

Structure
Application examples:
and
Discipline

Standard Diary - Dedicated process Standard meeting T card systems

Dedicated time confirmation sheets notice
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2. Lean management system BACK Map NEXT

Short Short interval control: Confirm activities, provide coaching and guidance for the next steps
Interval
Control
(SIC) • Leading to more people, solving smaller problems more frequently at the earliest opportunity, closer to the
point of process

RAG status understanding Performance tracking 3C problem solving status

(seconds) understanding (3 mins) understanding (5 mins)

Go Go-Look-See principle: go to the place where an activity is happening to observe, ask questions
of the teams to understand the real situation
-Look
-See

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2. Lean management system BACK Map NEXT

Process
Process confirmation: Confirm activities, provide in-depth coaching to develop the “thinking way”
Confirm-
ation
together with people and process capability
• Confirms a deeper understanding for the actual condition and how the results are being achieved

Process confirmation
understanding (1-15 mins)

Coaching is a process of supporting others to reach their potential

Coach
with
Questions • Coaching by using questioning to develop thinking and new options, eg.
• What is the Target Condition? • What’s your Next Step, by When?
• What is the Current Condition? • What do you Expect when completing this
• What is the Gap? Or Deviation? step?
• What Obstacle is preventing you? • When can we go and see the results?
• How are you addressing this Obstacle? • How can you standardise and share the
learning?
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• What support / help do you need?
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2. Lean management system BACK Map NEXT

Plan, Do, Using the “Plan-Do-Check-Act” cycle to sustain improvements.

Check, Act
(PDCA)
• Process confirmation forms part of the establishment of the wedge (standardise) in the
cycle
• Just because a new standard is created it doesn’t mean it will automatically be
implemented and sustained

Lean management
system

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2. Lean management system BACK Map NEXT

The Gallup's Q12 survey is the most effective measure

of employee engagement and its impact on the
outcomes that matter most to your business.
The Lean management system supports this, eg.

Business Plan
Deployment

Standardised Work

Coaching for
Continuous
Improvement Skills & Capability
Development

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Gate checklist 2: Lean management system BACK Map

 Purpose and process for Lean management system is understood - engaged

employees enable better performance

 Leadership accountability and support requirements in place for the Lean

management system

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