Okay, so our final step is the review step. So what goes in here? Well, of course, you want to measure the results, you want to be measuring what's happened. And that should be relatively easy to know what should be measuring because you're measuring what's been determined by the SMART goal. So the measurable elements of your SMART goal is what you're going to be measuring. So you do that, of course, you celebrate success.

So identify the things that have worked well, and you celebrate that. I'm a big fan of publicizing that, because that helps you then to create this culture of continuous improvement. Learn from your experience. Some of it will be lessons that you were delighted to learn and some might be tough lessons that you're going to need to learn for the future. But it's worth learning from those so that you can make sure you put them right in the future. get feedback from those that were involved, both directly as well.

Part of the project team, but also those who maybe were indirectly affected by it and publicize the results of the project. And then of course, as we said at the beginning, check for more reason why is there anything else that we can do about this to improve stuff? Going back to our example of the changeover reduction, the printing plants, of course, while whilst they got to their 50% reduction, there was still more they could do, it would probably be a bit more difficult. So the project next would be to reduce by smaller percentage their changeover times. And their project will take on a slightly different feel. But essentially, they could go around that cycle again.

Well, you could also do is is a pro pack review. So standard review we've already talked about. But pro pack stands for improvement through processes, people and culture. So it's appropriate to ask the question, what can we learn from our improvement processes, so they actually improvement processes that we used. So the simple improvement process I've just shared with you, how did that work? over the bits that didn't work quite so well?

Did we run out of energy a bit halfway through? Is there something we could change about that process? So by all means, change it, adapt it, make it work for you, you can do that, if you review it. What skills did people need? Did we miss some of that along the way? So maybe halfway through the project, we realized that in order for some of the team to deliver, they needed some skills that we hadn't trained before, it was at an area that we could have done better.

Maybe we think about that for next time. What skills will people need? What knowledge will they need for next time? What about the behavior and cultural factors that affected the project? Did it go smoothly? Did people buy into it?

Or did we get some areas where people started to put some barriers in front of us maybe some fears that it was going to mean reduction Staff and people started to worry about their jobs or people started to reject it, because there's not the way we normally do it. It's really worth understanding some of those cultural factors, what was happening with the workforce and so on. Again, going back to our case study, what we found with that one was that whilst initially, there was quite a lot of not sure we want to do this and quite a lot of fear around it, as we started to do the project, or the teams or the presses started to get quite annoyed because they weren't getting involved, and they wanted to do the same on their press. So that was kind of quite a positive thing in a way we needed to then was the business needed to make sure that they got those guys involved in improving their own lines and their own processes.

So it's worth asking those questions, just to identify what cultural factors affected the delivery of that project, which of course means you can learn from that for the next time and factor that in to make sure that you deliver project you want. So that's pretty much it for the program. We're at the end of the process. Just to quickly review all those different tools we've used. At the beginning there, we've got Tim woods, which is really why you might want to change something in first place. So what is the reason?

What's the motivation behind you changing something? If you look at it through a lean perspective, you're really looking at those seven stroke eight ways, you're looking to remove as many of those as possible. Virtually no business, if any, gets to the point where there's nothing more to do. So is a continuous improvement, sort of approach. We'll keep looking for Tim woods, identify where he's lurking in your business. The next step of current state analysis is making sure that you really understand where you are now.

That includes a lot of data gathering, collecting information you might have now but also collecting Seeing data through things like studies, trials, and other go see activities where you might need to record extra data and understand what's happening. Then you need to start to identify two root causes. Why are these things happening? During a fishbone? Do a five Why do more than one, try to find out as much as you can about why things are happening. Put together a SMART goal, make sure your goal is Specific, Measurable, Achievable, Relevant, and time bound.

And frame is in the positive. Make sure it's relevant and that it aligns to something bigger than it. So if you can align your project to something that's a business driver, you're much more likely to get the help cooperation that you need in order to deliver that project. Identify actions and plan, what is it you're going to need to do to close that gap? Between where you currently are where you'd like to be, planet, identify your tasks, put it into phases, organize it into a Gantt chart, implement your project, track it using your Gantt chart, control it using meetings and perhaps a dashboard and maybe reports. And then as you get to the end of your project, review it along with the SMART goal.

So use the SMART goal as the way to measure success. Do appropriate review, which revolves around what did we learn about our process of improvement itself? What did we learn about the people element and the skills and knowledge that people needed? And how did the culture affect how that project went? And then look for more reason. Why is Tim Woods still lurking in our process?

If he is, you can start again. So just go back to our case, study by quickly change overproduction, or printing plant. Because the measures were identified, the goal was met, changeover did indeed get reduced by 50%. The KPI the overall equipment efficiency is bigger was actually where it needed to be. And but other non measurable things were identified as well. So there was a lot of talk about the way that the project had gone, and the way that people felt about it.

And some of the people that were involved in that projects, even now are still heavily involved in continuous improvement. So from a personal development level that really helped them to so that was an unexpected consequences but worth identifying. learnings were taken both for the client and indeed for us who worked on that project. The team put together and delivered a presentation to their managers, so we help them do that, so that they can actually talk about The process they'd gone through. So it wasn't just we delivered the result it was how they delivered it. So what we did first of all is we did this current state analysis.

We did some activity, something where we videoed ourselves doing a changeover. We noticed this, we change that and we implemented that. So actually talking about that after the project is really powerful, and helps to create that culture of continuous improvement.