Quick guide to Problem Solving & Project Management

Objectives Version 1.1

The purpose of this guide is to provide an overview of the standard approaches and methodologies
that exist, for Problem Solving and Project Management in Hertz.
After reading this guide and completed the recommended training you should be able to:
Identify the correct approach/methodology to be used for the type of problem statement or
project you have.
Identify the key characteristics and differences between 8D Problem Solving, Lean Sigma
Project and a generic Project.
Have access to the relevant templates and supporting documents required for each
approach

Structure

Identify
1. Identification Trigger

2. Initial Scoping Scoping

3. Approach/ BOS/ 8D Lean

Generic
Problem Sigma
Methodology Project
Solving Project

1. IDENTIFICATION

Potential Triggers for Problem Solving & Project Management

BOS Metric trending badly: (e.g. SG&A, NPS, Pulse, Revenue, Pre-tax)
Process Problem, i.e. Rework, Waste, Cycle time length, Time consuming task, Customer
Complaint.
New Process to be implemented, Compliance/Audit issue, Department/Function Migration, System/
Solution to be implemented.

2. INITIAL SCOPING TO CHOOSE THE BEST APPROACH

Some initial scoping of the problem statement or project will need to be completed before deciding what
approach will work best for you.

Based on a few characteristics, you can choose what the best approach is. Note, depending on the
nature of your project, additional approaches may be required to achieve the targets. See table below a
list of characteristics that might help you to identify the best approach to use:

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 Standard Approaches
8D Problem Lean Sigma Generic
Scoping
Solving Project Project
Rationale
BOS Metric - NPS, SG&A, Pulse, Revenue, Pre-Tax X
Process Problem, i.e.: Rework, Waste, Cycle time length, Time
X X
consuming task, Compliance/Audit issue, Customer Complaint
New Process and/or system solution to be implemented.
X
Function Migration.
Solution
Solution known X
Solution unknown X X X
Data Analysis
Data driven (significant data analysis required) X X
Non Data driven X

3. APPROACH / METHODOLOGY

3.1 BUSINESS OPERATING SYSTEM (BOS)

A disciplined system that tracks key metrics so that we can focus on, and correct, problems quickly
and permanently. This way we continuously improve our business.
Mark P Frissora
Five Key Components
1. Key Metrics
- Indicators that drive success
2. Documentation
- Tools needed to track performance
3. Deployment
- Structured way of identifying activities and metrics that drive performance (often PMED
objectives)
4. Review
- Regular reviews to evaluate progress against objectives
5. Visual Management
- Metrics must be highly visible to everyone

Key
Metrics

Paynter Trend
BOS - Common Charts Charts
Documentation
System

8D
Pareto
Problem
Charts
Solving

Metrics from one level of organization drive metrics and activities at other levels
Result is alignment across the entire organization

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 The 8D Problem Solving Tool

Standardised approach to aid in solving existing problems and to address potential problems. It
helps a team identify the true root cause of a problem, and provides structure to make sure
improvements really work and stay in place. It has many practical uses at Hertz.

Recommend Approach:

1. Review 8D presentation (appendix 3.1)

2. Complete 8D Template (appendix 3.2)

3.2 LEAN SIGMA PROJECT (YELLOW/GREEN/BLACK BELT)

Lean Sigma is a breakthrough business excellence philosophy that utilizes rigorous data analysis
to improve processes. Lean Sigma increases productivity and profitability by eliminating unnecessary
process steps and ensuring that each process examined meets the needs of our customers, both
internal and external. A Lean Sigma Project should be developed by a Lean Sigma specialist.

Yellow Belt Project: Low impact on Revenue/Costs

Green Belt Project: Medium impact on Revenue/Costs
Black Belt Project: High impact on Revenue/Costs

Recommend Approach:

1. Use a Lean Sigma Specialist to develop your project

2. Refer to Regional Master Back Belt for list of Certified specialists.
3. How to apply for a Yellow/Green Belt Programme? (appendix 3.3)

Clue: For more information, access Lean Six Sigma Stream webpage
http://intranet.hertz.com/hip/lean-six-sigma/default.aspx

3.3 GENERIC PROJECT

A generic Project can be defined as an initiative that contains a clear problem statement and
deliverables and a planned set of interrelated tasks to be executed over a fixed period. The start of
a project is simply when responsibility is handed over. In some cases the project may already be up
and running in some shape or form when you take over, and in the worst case scenario your new
project will already have a chequered past.

Key Project Elements

Project Plan: The plan captures in one concise document what youve been asked to do and how you
intend to deliver. It documents all the Key points relating to a project ranging from its objectives and
deliverables right through to the key milestones and resource requirements. Creating a plan is an
excellent health check in itself.

The critical elements of a good plan can be found in the Project Charter Template (appendix 3.4)

Project Schedule: A project plan is much more than a schedule and this can confuse many project
managers. A good project plan contains a schedule but a lot more besides. A schedule usually lays out
project tasks, timings and important milestones and enables the project manager to monitor and control

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 progress as work proceeds. The schedule is usually in the form of a popular type of bar chart known as
Gantt Chart. Gantt Chart Template (appendix 3.6)

Establish Roles and Responsibilities for Team members

Roles & Responsibility Template (appendix 3.5)

Risk & Issue Management

Action Register Template (appendix 3.7)

Communicate progress
Minutes Template (appendix 3.8)
Report Template (appendix 3.9)

Business Case
Complete HBCT Template + Guidelines* (appendix 3.10)
* applies to projects that require IT development, and/or capital expenditure

For more information, access Global Program Management Office webpage

http://intranet.hertz.com/globalpmo/default.aspx

4. QUICK PROJECT CHECK

Its vital in the initial handover period to carry out a rapid health check.

1. Are the projects objectives clear and measurable?

2. Has anyone documented what the project needs to deliver and has your customer
signed/agreed to this?
3. At first sight, do existing commitments to deliverables, timescales and resources look
realistic?
4. If work is already well under way, is there a clear audit trail of significant decisions taken and
underpinning assumptions?
5. Is your team working together productively and does everyone know what they are expected
to deliver?

5. RECOMMENDED TRAINING

All training is available on the Learning Connection Website

https://hertz.csod.com/client/hertz/default.aspx

Process Excellence: Introduction and Overview (1.5 hours)

Process Excellence: 8D Problem Solving Process (1.5 hours);
Project management fundamentals(2.5 hours);
Hertz: Introduction to the Business Operating System (2 hours)
Hertz: Introduction to Hoshin Planning (2 hours)
Lean Methods Accelerator (18 hours)

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 The templates below are the latest version available as of Nov 2012. Please refer to HIP Webpage for latest templates

The 8D Problem Solving Tool

Appendix - 3.1 - 8D presentation

Appendix 3.2 - 8D Template

Lean Sigma Project

Appendix 3.3 - How to apply for a Yellow/Green Belt Programme

Generic Project
Appendix 3.4 - Project Charter Template

Appendix 3.5 - Roles and Responsibilities Template

Appendix 3.6 - Gantt Chart Template

Appendix 3.7 - Action Register Template

Appendix 3.8 - Minutes Template

Appendix 3.9 - Report Template

Appendix 3.10 - Complete HBCT Template + Guidelines

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