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Continuous Improvement

Continuous Improvement

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Continuous Improvement

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  1. Continuous Improvement Workshop

  2. Disclaimers • No projects are the same and so the approach/tools should be tailored to fit the job. But basically, we’ll go through the general idea of doing the continuous improvement. • This workshop is not aiming to solve your ICF problem on site. It might take more time and in depth analysis. Instead, this workshop has an objective to get you exercising a more systematic approach of analyzing your ICF. • However, we, from CMD are available to continue the discussion after the workshop or even, after the mini conference. Continuous Improvement

  3. Systematic Solutions Analyze Implement Evaluate Design Develop Continuous Improvement

  4. Analyze • Process Definition • Identification of boundaries (starting and finish point of a process) • Performance Matrix (activities, process goals, process flow, resources/metrics, and process input-output) • Root Causes (problem identification) • Survey • Suggestions • Brainstorming • Problem and Recommended Solution Statements • Identification of general and critical solution Continuous Improvement

  5. Analyze: Process Definition • Identification of boundaries • Beginning /Start • A trigger that causes a specific action to be taken by a person, another process, or work group. The beginning trigger starts when an action is performed on an input. • Ending/Finish • Occurs when the results get passed on to another person, process, or work group. The ending trigger is when the results of the process is passed on.


  7. Analyze: Process Definition • Describing the process • Y axis is the activities involved in the process sequentially (with timeline) • X axis is the engines and the supporting ministries • Note that many processes do not stay in one engine/ministry by may span across the different engines/ministries


  9. Analyze: Process Definition • In the matrix, include or show: • Process goal (ICF: Producing matured Christian leaders that are equipped and able to make impact in their contexts) • Process boundaries/input-output • Process flow (sequential activities) • Resources/cost • Thus, use metrics (performance metrics) • Hour/week • Cost • Quality of work • Etc. • Note that a good matrix should expose the “truth” of the movement. The matrix should point out what is really being performed. • To assist, use 2 columns of reality and ideal. Sometimes, it might be easy for certain community of list the ideals or vice versa.

  10. Analyze: Process Definition • Resources/cost • In context of ICF, there are several variables that can be used for measurement/metrics regarding process: • Contributions in term of hours/week • Cost or $$ used per month per process • However, we have to make a realistic baseline • For example: the amount of time/week that ICF expect for the KPs to contribute per person.

  11. 16 People X 2.5 hours/week-people + 1 People X 1 hours/week-people = 41 hours/week

  12. 16 People X 2 hours/week-people + 8 People X 1 hours/week-people = 40 hours/week

  13. Analyze and Information • Process flow • Process boundaries • Process metrics • Process gaps • We can identify and comprehend the magnitude of the gaps. However, knowing and comprehending the gap sometimes is not enough. We have to know more of the details. We have to know the directions that we want to improve and tackle the root of the problems

  14. Analysis in Progress • Start analysis: • Look for problems that affect the “customers” • Cyclical needs (regeneration of leaders, recruitments/outreaching, distribution of talents, organization alignment, imparting vision, etc. • Future needs (networks, contextual maps, capabilities, etc.) • Observe the performance of both individual and communal • Search and evaluate large gaps of expectations • Search for gaps between activities • Evaluate resources

  15. Analysis in Progress • Tools for analysis: • Brainstorming • Present topic to the team in form of question or problem statement • Allow few minutes thinking and take notes • Get all ideas without discussions and take notes publicly • Keep going around the group until all the ideas have been exhausted • Consensus building or multi-voting • Nominal group techniques • Six Qs (who, what, where, when, why, how)

  16. Analysis in Progress • Note: Get the root cause of the problems. If not, the problem might resurface elsewhere. • Create problem and recommended solution statement • General, but definitive enough type of statement • Remember: This is the output that gets passed to the design phase. • A good statement fully defines the problem and provides a solution.

  17. Analysis in Progress • Examples of problem and recommended solution statement • A bad example: There is low productivity of reliable leaders through ICF discipleship programs. We need to do things faster and more effective. • A better example: Production of qualified people who can move into the next discipleship program (i.e. Delta, Meta or FIT) is low in SG. A person who comes into SG does not develop in time. 2 years instead of 1 year. This would then affect the regeneration of leaders in ICF. It is recommended that revision on SG discipleship system be revisited: The material, approach, and techniques of the SG leaders in developing people.

  18. Design • Process performance objectives • Brief and concise plans, containing action items/statements. This would include: • Direction (increase/decrease/maintain) • Measurement (particular performance metrics such as hours, $$, numbers of programs, etc.) • Identified Process • Solution • Measurable goals (target)

  19. Process performance objectives For examples: • Reduce (direction) hours (measurement) of ICF-related meetings (process) by evaluating the objectives and the participant of each ICF-related meeting and localized them for developing people in ICF (solution). The target is 3 hours of meetings per week per KP. Reduce (direction) number of programs (measurement) in running the ICF (process) by evaluating the current value of the programs and the number of the ICF workers (solution). The target is reduction of 2 programs. • Increase (direction) hours (measurements) of SG related activities (process) by reducing the amount of mandatory involvement in certain programs (solutions). The target is 5 hours per week.

  20. Design • Measurement tools • Period: Initial, during, and after implementation of a solution • Determining performance baseline and metrics • The baseline act as a reference point • Reliable metrics is necessary to provide accurate information in decision making. • Example of measurement metrics: number of leaders per year, number of people accepting Christ through ICF discipleship system per semester, amount of time devoted to ICF, amount of $$ contributed, average number of meetings called vs. executed action items, and so on.

  21. Development • Builds on the Process Performance Objectives and measurement tool constructed in the design phase • Detailed action plans (step by step procedures) • Project division • Ownerships • Scheduling

  22. Implementation Changes • Streamlining organization • Disciplined action • Cultivate cultures

  23. Evaluation • Measuring implementation • Reward and punishment system • Celebration • Reflection • Follow ups

  24. Questions??