Integration of Innovation

Business Process Excellence

Operational Excellence
Conference & Expo

October 2, 2008

William Grundstrom
Senior Partner

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 I promise myself to allow my past to guide my future not Dictate it!

Session Objectives:
• Awareness of where we’ve been and the elements required to Integrate
Innovation into Process Improvement
• Examples of Critical Elements
• Applications/techniques of a Holistic Approach
• Methods to apply in Driving organizational alignment

Perspective:
As the “Improvement Movement” has matured over the past 30+ years there have been
various methodologies that have surfaced. Have all passed on? These “methodologies“
have morphed into new approaches or even integrated into approaches more powerful
than if applied alone. With innovation and forethought, success can be yours.

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 Paradigms (From the 80”s)
Individual Work to Team Work
Authority Decision to Consensus Decisions
Functional to Cross Functional
Tall Multi-Levels to Flat & Flexible
Budget/Product to Process/Customer
Get Right to Continuous Improvement
Unstated Values to Shared Values/Vision
Employees to Associates
Job Responsible to Process Responsible
Wealth Exploiting to Wealth Creating
Building Walls to Breaking Down Walls
National to Global

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Do You Remember…
Feigenbaum, Just In Time
Deming, Juran Cycle Time Reduction
Quality Assurance SPC
Quality Control DFM DFA
TA Right Brain/Left Brain
MBO Process Mapping
Crisis Management Hoshin
I’m OK, You’re OK! Employee Involvement
Situational Leadership DOE
The One “Minute” Manager ISO 9000
“What You Are Is Where You ABCM
Were When” Concurrent Engineering
Quality Circles Whitespace
Participative Management Crosby,
Flow Charting Taguchi, Ishikawa

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Do You Remember ..cont.

NOAC Total Customer Satisfaction

MBNQA Critical Success Factors
Supplier Certification Learning Organization
Customer Satisfaction Rightsizing
Strategic Alliances
Empowerment
Lean
Benchmarking
Integrated Communication
Six Sigma DFSS
Creativity BPI
Globalization Electronic
Standardization Supply Chain
Simplification Customer Loyalty
Culturalization Outsourcing
Flexible/Adaptive ODM
Innovation E2E
e-Commerce
Responsive
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Partners for Success!

Long Term Success!

Customers Suppliers

Requires Consistent Performance!

To Ensure Success!

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DNA of Innovation
Salaries/Promotions
To Innovation

Self Managed
Problem Solvers
Empowerment
Knowledge Mgmt
Customer Perspective Products on Trial
Drive Decisions System
Down Knowledge Sharing
Willing to Invest E to E
Applications System

Everyone an Idea
Person
Key Elements of Idea Assessment
Innovation Identified System
Leveraging Resources
By the Experts To Issues
Idea Champions

Creativity Ethics

Small Business Has Structure for Design,

Units Sales Coming from Improvement, Marketing &
Objectives for products/Services Management
All activity that did not exist
3 yrs ago

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Driving Integration… End to End

Customer Customer
Product
Easy to Buy On Time Follow Up
Key Requirements Quality
Processes
Right Order Works Service

VOC DFSS BPI/SS BPI/SS-LEAN

E2E
Processes Define It Design It Sell It Buy It Get It Build It Ship It Service It

Operations
E2E
Processes

Site
E2E
Processes

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Evolving BPI - Transition

Customer Customer
Needs Satisfaction

Business Process Customer Process

Improvement (Six Improvement
Sigma)
(Lean)

Zoom-In Capability: Zoom-Out Capability:

Improve specific execution Optimize flow within the overall

challenges & opportunities customer value stream

Local Optimization Holistic View & Optimization

This
This is
is NOT
NOT aa transition!
transition! BOTH
BOTH are
are Needed.
Needed.
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Quality Built In
• Customer Focus
Quality
Philosophy

• Results and
Lean
Quality
Approach
Management
Execution

Customer
Value • Strategic Thinking
Continuous
and Planning
Improvement Sustaining
Program Performance

• Team Engagement
Innovation

• Innovation and
Improvement

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Driving Performance Improvement- Critical Elements

Critical
Success
Factors

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Holistic Approach to Implementation

Business solutions are aligned with the customer's key strategies.

Strategy
Deployment

Value
Stream
Mapping

Action Plans:
Scope, Size, &
Priority

Improvement
Activities

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 William G. Grundstrom

Key Competencies

Strategic Planning (Hoshin), Enterprise Innovation, Black Belt BPI Applications and Consulting (Lean-Six
Sigma), Change Management, Individual & Organizational Development, Process Re-engineering, Quality
Systems Applications, Organizational Benchmarking and Resource Development

Biographical Sketch

William has formed the BPInnovation Group, LLC, a team of senior consultants that focus on assisting
organizations in identifying and achieving business process improvement quickly and effectively and drive
results to the bottom line.

While at Dell (1997 to 2008), William was one of the key founders of Dell’s BPI initiative. He served as
Director of the Global Business Process Improvement Team and drove the BPI programs worldwide, an
effort that achieved $11.5B in documented savings over the past 9 years. A Dell Black Belt, William also
designed, developed and implemented Dell’s BPI program for Suppliers administered by the Taiwan
Government. He also established a BPI program focused on assisting Customers in driving business
improvement within their organizations.

Prior to joining Dell Inc., William was the President of WGI, Inc. of Henderson, Nevada, a consulting firm
focusing on Benchmarking, Process Improvement, Quality Systems/Organization and Team Development.
William served national and multinational organizations from 1994 to 1997 through WGI, Inc. From 1990 to
William Grundstrom 1994 William was a Senior Vice President with the American Productivity & Quality Center, of Houston,
Texas and during that time, he worked within the areas of Quality Improvement, Benchmarking and
Organizational Change serving both public and private organizations worldwide. During 1980 to 1990 time
512 . 750 . 2741 frame Motorola Inc. employed him in Schaumburg, Illinois, working in Motorola University as a Product
Manager implementing organizational improvement initiatives throughout the corporation.

wmgrundstrom@hotmail.com Example of Organizations Served: Dell Inc and Dell Suppliers, General Instrument Corporation, Ford Motor
Company, Ford Motor Credit Company, Motorola Inc. General Electric, Hong Kong Bank, Shell Oil, Finnair
and numerous other national and international organizations.

Education
www.linkedin.com/in/williamgrundstrom
BS Degree from Northern Michigan University and an MA Degree from Arizona State University with Post
Graduate- MSU, ASU

William Grundstrom

Senior Partner
BPInnovation Group, LLC
512.750.2741 cell
wmgrundstrom@hotmail.com

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