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Deming Consultants

Deming Consultants. Fourteen Points to Waste Dave Gaster & Gurmit Sandhu 8 th June 2009. Statement of Purpose. To improve services to our customers To release capacity to enable business growth e.g. recyclates, commercial and garden waste

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Deming Consultants

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  1. Deming Consultants Fourteen Points to Waste Dave Gaster & Gurmit Sandhu 8th June 2009 Support Services Direct & GSH Lean Associates

  2. Statement of Purpose • To improve services to our customers • To release capacity to enable business growth e.g. recyclates, commercial and garden waste • To achieve sustainable services which are fit for continuous improvement • To achieve a service which is fit to implement The Blueprint

  3. Background • RBBC • Is a small second tier authority • Is noted as a good performer • Is very conservative • Has many opportunities to get better Support Services Direct & GSH Lean Associates

  4. Improvements covered • Short term • Dealing with immediate operational issues • Long term • Creating a waste strategy for the future • Medium term • Creating a transition model based on Systems Thinking • The challenge: • Embedding constancy of purpose across these Support Services Direct & GSH Lean Associates

  5. Starting with check • Performances were reasonable to mediocre • Use of data was very poor • No trend analysis, lots of dirty data • Systems design were never properly addressed • There were a series of silos in place • Conflict Town Hall vs. depot • Call centre adding to failure demands Support Services Direct & GSH Lean Associates

  6. Quick wins • Create clean data with trend analysis • Improve project controls • Establish waste improvement team • Listen to the workers • Challenge methods used in call centre • Standardise work / Improve efficiencies • Reschedule to enable growth / reduce waste • Improve partnering approaches Support Services Direct & GSH Lean Associates

  7. Waste Strategy - Brief • Work with County Council to meet BVPI’s • Build from where we are, with little or no cash • Realise the political uncertainty • Meet expectation of the public • Ensure it is realistic Support Services Direct & GSH Lean Associates

  8. Waste Strategy – The approach • Check • Performances • Capacity of the systems • Demand • Developing facilities • Market opportunities • Trends (issues) • Capacity of the people Support Services Direct & GSH Lean Associates

  9. Waste Strategy – The approach • Plan • Introduce one concept at a time on one A3 sheet • Explore 125 sub-options… one very large sheet • Eliminate non runners – Cost, Customer, Environment • Increase knowledge and detail • Involve Customers, Employees and Partners (often) • Fine tune with ever increasing detail • Final single design Support Services Direct & GSH Lean Associates

  10. Design – See handouts Cost Recycling Blueprint Customer Environment Support Services Direct & GSH Lean Associates

  11. Setting targets • Deeply analyse all waste data • Consider trends, seasonality, economics • Understand residual waste • Consult with customers (via several methods) • Consult with processors and scientists • Consult with accountants and Politicians • Create a new shared ambition • Draft a plan to achieve the possible Support Services Direct & GSH Lean Associates

  12. Waste plan - outcomes • One of the most ambitious plans in Britain • Increases recycling from 41% to 68% • Reduces costs by £300,000 pa (conservative) • Meets customer demands • Increase flexibility (flats, high density housing) • Standardises work where it should • Introduces trade recycling • Improves education and enforcement Support Services Direct & GSH Lean Associates

  13. 14 Points applied • Constancy of purpose To involve all parties to improve • Adopt the new philosophy Not improve and cut jobs. Add value • Cease need to inspect Start to trust front line staff • Form partnerships Long term relationships started • Improve constantly Phased improvement by design • Institute training on the job Systems Thinking / upgrades • Institute leadership Better use existing, not blame • Drive out fear No job cuts as a result of changes • Integrate departments All working together 1st time! • Eliminate slogans Pushed back on arbitrary used capacity • Eliminate arbitrary targets Demonstrated benefits 1 by 1 • Enable pride in work Understanding created belief • Education and self improvement Internal train, promote, develop • Everyone work to transform Whole teams involved..spreading

  14. Openly starting Systems Thinking • The Council was impressed with service changes • The portfolio holder was keen to improve • Budgets were being really pressured • Doing budget reductions the old way? Not work • Very interested in use of data • Concerned about fragmentation • Were totally wedded to PIDs and Projects • Hated to start without arbitrary targets Support Services Direct & GSH Lean Associates

  15. Traditional project plan Systems Thinking work Activity level Form Team, training, induction, gather current data Establish Project Appoint Project Manager Write PiD, draft Project plan Redraft PiD via overview panels and peers Set Targets and outcomes Start working on the project Produce report to seek authority. Analyse, suggest alterations, finalise report. Approve scheme Design implementation plan Start implementation Gather data, analyse – make minor repairs, ‘As Is’ workshops Start PID Programmes Outcomes Team Start Work Design Scheme Report Approve Design Implementation Start Implementation Check Plan Do Analyse outcomes, concept designs, ‘To Be’ workshops. Blue Sky, Audit wash Implementation plans, risk assess, governance? Do the easy improvements. Activity level Major work implementation support . and facilitation Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Time > Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Time >

  16. The Intervention • Agreed minimalistic targets in 3 PIDs • Start benefits realisation monitoring • Set up three work streams • Set up three project leaders • Employed two external consultants • Set up two 3 day training courses • Established wide array of participants • Started the intervention Support Services Direct & GSH Lean Associates

  17. Waste improvement • Day zero • New Garden Waste service floundering • Quick win – eliminate major failure demand • Looming • Christmas blip (3 fold increase in failure demand) • Quick win – design new ways of working • Hold people to that design Support Services Direct & GSH Lean Associates

  18. Three work streams….. £100k £250k £250k

  19. Voice of the Customer Voice of the Process • Defined by the customer • Find ways to understand • & delight customers • Design systems & processes • against purpose & demand Voice of the People • Learn to manage the • organisation as a system • Understand variation • Decisions based on data • Measure what matters • to customers • Model for improvement - SAPDo • Common understanding • Cooperation not • competition • Experiment and learn • Visibility of the whole • Appreciation of impact • Belief in people; treat • with dignity, trust & • respect Quality Joiner Triangle Scientific Approach All One Team

  20. Value work vs wastein system

  21. Hot spots (issues) • There seems to be a lack of operational management buy-in to Redesign and new ways of working • Resource issues in Back Office • Delay to Experimentation • Limited learning and testing • Improvements achievable but not transformation • Unable to test robustness of prototypes as no time available to scale up with volume of work • Unable to present sufficient test data to provide leaders with confidence in prototype

  22. Hot spots – cultural barrier • Fragmented testing of whole end-to-end process due to lack of resource and resistance to change in some areas • Inability to steer test results • Disjointed system: • Strong silo mentality • Too many hand offs • 20 people running round solving 1 problem vs nobody solving the other 19 issues • Demoralised staff • Lack of congruency - managers and staff not on the same page

  23. Principles of Redesign • Design against value demand • Customer defines quality • Only do the value work • Minimise number of handoffs • Put information in the hands of front line staff • Decisions about the work should be made by people who do the work • Do the work perfectly (leave it clean) • Challenge “dirt” and “failure demand” • Pull ICT to further improve flow only once the work is clean Experiment and learn!!

  24. Redesign of Waste Collection System • Prototypes • Refuse & recycling collection • Garden waste collection • Complaints process • System performance measures • No. of reported missed collections (miss per 100,000) • Time taken to resolve a missed collection • Cost comparison between current system and prototype

  25. Redesign of Waste Collection System • Information and data flow improvements • Crew sheets and recording of information • Sequel database • CAPS Uniform • Synergy • Experimentation • Refuse Round 1, Recycling Round 4 and Garden Waste Round 2 • Policy and procedures • Waste Collection Policy draft V0.2 • Operational Procedure draft V0.5

  26. Overall system performance

  27. Achievements to date • Missed collections reduced from 115 per 100,000 properties to 17 • Reduced failure demand • Improving training/scripting in Customer Services • Started breaking down cultural barriers • Reducing non-value work in Back Office • Improved service designs for Bank Holidays • Improved weights spreadsheet • Improving management information and use of • Improved Assisted Lists and Round Sheets

  28. Benefits Dashboard – FUTURE?

  29. Benefit Details

  30. Possible financial benefits

  31. Questions?

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