IYS CONSULTATION FRAMEWORK: O.C.E.A.

SUMMARY OF ROLES & RESPONSIBILITIES OF CONSULTANT AND SME IN O.C.E.A.N FRAMEWORK

1. Observe
the problem

2. Construct
the analysis

3. Execute the workplan

4. Assist
and evaluate

5. Next steps
for sustainability

1. Introduction CONSULTANT 2. Develop Preliminary Problem Definition

1. Confirm root causes through quantitative and qualitative analysis 2. Generate alternative solutions 3. Present possible solutions to SME

1. Create workplan for prioritized solutions 2. Coach SMEs owner/manager for implementing the solutions

1. Do periodic 1. Create roadmap monitoring to check for 1 year ahead the implementation based on workplan and results achieved 2. Evaluate & analyze what works and doesnt work

SME

1. Give the required internal data or 2. Give description external data (if available) on business field, and share some 2. Discuss the challenges alternative (problems) faced solutions and select which is going to be implemented 1. Introduction

1. Implement the activities for prioritized solution 2. Ask for explanation or elaboration from the proposed activities from consultant

1. Give summary of 1. Discuss the the progress based roadmap for the on workplan future of the SME e.g. list of initiatives 2. Discuss the to be done in next challenges faced quarter and impacts achieved
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Source: IYS Team

STEP 1: OBSERVE THE PROBLEM(S)

Introduction What should be included? shares your background shares the objectives with SMEs, define each parties role and responsibilities

Develop Preliminary Problem Definition

Information gathering methods: interview (owners, managers, workers) Field observation (photos/pictures). Tools: issue tree

explain O.C.E.A.N framework

Answer the question Who we are?

Answer the question What problems do this SME face? Or What can be improved?

Source: IYS Team

INTERVIEW PROCESS
Select the appropriate interviewee Scheduling (appointment) Confirm the purpose of interview Preparation: list the questions, division of roles Opening: greeting, introduction, explanation of purpose of interview Interviewing: give questions, listen and guide (Active Listening), take notes Closing: giving acknowledgements, confirmation of the possibility to contact after interview Create the summary of the interview result Evaluate the result Send a thank you note

Several Useful Tips

Arrange the order of questions (start with easy questions) Respect the interviewee social/organizational position or performance and try to communicate Do the interview by two or more person Listen to answers, translate them into your own words (paraphrase) Find out which one is fact, and which one is opinion.

BEFORE

DURING

AFTER

Smile, good eye contact

Try to use the terms that interviewees are familiar in their business.
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Source: IYS Team

STRUCTURE THE PROBLEMS ISSUE TREE

Break the problem into its basic parts Why does this Help
Work can be divided into smaller steps Priorities can be set Responsibilities can be allocated Ensures integrity of the problem solving is maintained: - Solving the parts will really solve the problem - The parts do not overlap and there are no gaps Builds a common understanding within the team of the real problem

Issue 1

Consistent

Basic Questions to be Resolved

Relevant

Elements should not overlap, yet cover all relevant options Mutually Exclusive Collectively Exhaustive

Issue 2

Consistent

Source: Youth Leadership Indonesia Workshop 1 Handout Pack

ISSUE TREE EXAMPLE

Why? Why? Why?

Product capability is low

Less sales training Problem on compensation system

Internal Factors Lack of skill and will from the sales person The sales of a product for each sales person is declining

Weak leadership from the sales manager Division of sales area is limited

The total market of the product is reduced (market size is declining) External Factors Availability of substitute products form competitor (maybe has better quality)
Source: IYS Team

TIPS BUILDING GREAT ISSUE TREE

Use your whole team, no lone wolf approach. Rough and tumble hypothesis sessions tap everyones creativity, tend to get better answers and fun

Try multiple trees and constantly update and revise Different trees provide new perspective of the problem

Dont invest a week to make the issue tree Trees change as more facts come to light keep adjusting

If stuck, try building the tree backward (from the twigs in addition to forward/from the trunk). It is sometimes easier to think sub-issues and analyses and then to group them, than to work linearly

Source: Youth Leadership Indonesia Workshop 1 Handout Pack

STEP 2: CONSTRUCT THE ANALYSIS

Confirm Root Causes

Generate Feasible Alternative Solutions

Present the Alternative Solutions to the Owners

Launch data request to the owners/managers

Interview with experts, users

Brainstorming generate creative & impactful ideas

Interview with experts, owners

Create value proposition for each solutions

Prioritize the activities required from the selected solutions by putting them into prioritization matrix. Get buy-in from the key people (owners/managers)

Quantitative analysis e.g Financial report analysis (if exist)

Qualitative analysis

Benchmarking : look for what other SMEs are doing

Find best practices in industry

Market intelligence (e.g. competitor)

Source: IYS Team

PARETO CHART LEVEL 1

PARETO CHART LEVEL 2

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ROOT CAUSE ANALYSIS

FISHBONE DIAGRAM

STEP 1 . OPEN STEP

STEP 2. NARROW STEP STEP 3. CLOSED STEP

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OPEN STEP

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NARROW STEP

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Closed Step Scatter Diagram

Scatter diagram tidak menjelaskan hubungan sebab-akibat, aksi-reaksi, urutan kejadian,dll!

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TAMBAHAN
Akar-akar masalah yang diduga kuat sebagai penyebab masalah dibuat fishbone atau 5 why untuk mengetahui akar-akar masalah utamanya.
Dapat berupa diagram CNX. Faktor yang diketahui dengan pasti dan relatif stabil diberi label C (constant); faktor yang tak dapat dikontrol diberi label N (noise) dan faktor yang perlu diuji terlebih dahulu relasinya dengan gejala diberi label X (experiment).

Tidak semua masalah berasal hanya dari 1 akar masalah. Dapat berupa hasil akumulasi dari beberapa akar masalah.

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BRAINSTORMING TIPS
There are no bad ideas & there are no dumb questions Speak out your ideas to the whole team, so that the others can give inputs and consideration Proper prior preparation All team members come to the meeting prepared. It helps if individuals have their own initial hypothesis already developed.

Be prepared to kill your babies Be ready to see your ideas get shot down, and to pull the trigger yourself if necessary.

Let one idea give you another idea Use brainstorming to combine and extend ideas, not just to harvest ideas.

Get it down on paper. Be sure that all ideas are recorded. Even the ones that seem far fetched can turn into something good later especially when thought about in other contexts or combinations.

Source: IYS Team

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COST BENEFIT ANALYSIS

Cost Alternative Solutions
Time Needed Estimated Budget Others

Benefits
Financial Non Financial

Several Points to Remember

Identify resource needed (capacity, budget, skills, etc) Conduct market survey, interview Try to quantify each cost or benefits (in Rupiahs) Consider also the opportunity cost or benefits that will result from the new initiatives (e.g. lost of sales, lost of workers time, etc) Present and discuss this to the SMEs owner or managers to select the solution(s) that will be implemented.

Source: IYS Team

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Contoh Point Rating Method Sederhana

Bobot : No 1 2 3 4 Solusi Tambah SDM Tambah Mesin Perbaiki layout Perbaiki penjadwalan

Kategori Pertimbangan 0.4 0.4 0.2 Waktu yang Kapabilitas Biaya dibutuhkan pekerja Rating x Rating x Rating x Rating Rating Rating Bobot Bobot Bobot 8 3.2 8 3.2 3 0.6 8 3.2 5 2 5 1 3 1.2 10 4 5 1 1 0.4 5 2 10 2

Total

7 6.2 6.2 4.4

Keterangan : 1 : paling murah/cepat/mudah Target -> nilai total paling kecil

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PRIORITIZE ALTERNATIVE SOLUTIONS USING PRIORITIZATION MATRIX

Implement Last

High

Cost/Effort

Medium

Implement First
Low

Low

Medium Impact

High

Ranking the solutions in evaluation tables and assessing them on impact-effort matrix helps to prioritize the potential solutions.

Source: Youth Leadership Indonesia Workshop 1 Handout Pack

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ISSUE PRIORITIZATION EXAMPLE

List of initiatives to create profitable & win-win distribution terms
1. Single distributor vs. many distributors in one area.
2. Sales return for distributor (if not sold) in period of 6 months 3. Sales return from distributor due to product defect for 1 week 4. Determine the criteria for Distributor and Agent 5. Determine the price of distributor 6. Requires each distributor to have sales person. 7. Determine the minimum sales target for each area. 8. Strict terms of payment (no cash back) Impact 9. Determine the renewal period of distribution contract 10. Requires distributor to have long term strategy Cost / Ease of Implementation High

Prioritized initiatives

6 8 5

9
Low

2
10

4 1
High

3
Low

Source: IYS Team

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STEP 3: EXECUTE THE WORKPLAN

Create the Workplan for Prioritized Solution Create workplan for implementation and decide person in charge for each activities

Coach SMEs owner/manager for Solution Implementation Explain how the solutions are going to be implemented Identify where and how to get the resources required Give training needed

Source: IYS Team

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WORKPLAN - EACH OF FEASIBLE SOLUTIONS CAN BE TRANSLATED INTO ACTIONS

May Prioritized Solutions 1. Solution A -Activity A1 -Activity A2 -Activity A3 2. Solution B -Activity B1 -Activity B2 3. Solution C -Activity C1 -Activity C2 -Activity C3 Jun Jul Responsible

03. 10. 17. 24. 31. 07. 14. 21. 28. 05. 12. 19. 26.

What steps need to be taken?

Source: IYS Team

What is the timeframe?

Who will be responsible?

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STEP 4: ASSIST AND EVALUATE

Do Periodic Monitoring
Observe

Check the activities implementation based on workplan Traffic Lights To see whether the implementation of the solutions is still on track

the problems

Construct
the analysis

Evaluate and Analyze

Evaluate results obtained (what works and what doesnt work).

Execute
the analysis

Assist
and evaluate

Root cause problem solving: iterate the process from Step 2: Construct the Analysis

If doesnt work, do root cause problem solving.

Next steps

Source: IYS Team

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WORKPLAN PLACE TRAFFIC LIGHTS IN EACH ACTIVITY TO MONITOR PROGRESS

Definition
OffTrack

What does it mean? Requires attention, support and owners/managers decision as soon as possible Possibly requires owners/managers attention and support

It doesnt mean Big failure/ someone need to blame because of the failure

Activities deadline isnt met We predict that deadline wont be achieved Steps in the activities are postponed/delayed

Caution

The discussion of the problems can be postponed

OnTrack

Steps in the activities are aligned with the agreed timeline

Is on track and doesnt need problem solving with the owners/managers

No challenges that have to be overcome

Make sure there are next steps for each traffic lights

Source: Youth Leadership Indonesia Workshop 2 Handout Pack

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PULSE CHECK TO TRACK PROJECTS PROGRESS

Pulse Check
Progress/ Impacts Achieved

Challenges

Discuss the progress with SMEs owner/ managers or other persons that related to the implemented solutions (e.g. employee, supplier, etc). Place one of each button below to highlight points that need necessary changes.

Next Steps
Ontrack Caution Offtrack

Timeline

Source: IYS Team

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STEP 5: NEXT STEPS FOR ENSURING SUSTAINABILITY Create Roadmap for One Year Ahead
1st Quarter
2nd Quarter 3rd Quarter 4th Quarter

List of Initiatives

Potential Impacts

Resource Needed

Source: IYS Team

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APPENDIX: FORMAT OF PROGRESS REPORT

Tujuan pemilik UKM untuk 1 tahun ke depan:

Peluang usaha yang ada saat ini:

Prioritas permasalahan yang ada saat ini:

(please enter text here)

Dampak jika masalah tersebut diselesaikan

Solusi dari permasalahan yang ada

Sumber daya yang dibutuhkan untuk menjalankan solusi

(please enter text here)

(please enter text here)

(please enter text here)

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