1 / 47

Visualising Transformation

Visualising Transformation. Deming Forum 12 th May 2010. What is Visualising Transformation?. It is an holistic change management method Addressing operations & strategy Based on Deming Statistical Process Control System of profound knowledge 14 points of management

odysseus
Télécharger la présentation

Visualising Transformation

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Visualising Transformation Deming Forum 12th May 2010 Visualising Transformation Support Services Direct

  2. What is Visualising Transformation? • It is an holistic change management method • Addressing operations & strategy • Based on Deming • Statistical Process Control • System of profound knowledge • 14 points of management • Deming chain reaction, and…. • Toyota Production System • Seddon: Check, Plan, Do + • Checkland, Ackoff, Buzan • Embracing IT where-ever suitable Visualising Transformation Support Services Direct

  3. This shows Statistical approaches at the top Shewhart, Deming Ohno, Womack, Seddon Soft systems and computing designs Stafford Beer, Jenkins, Checkland, Ackoff Management theory Ford, Taylor, Bono, Senge, Maslow, Drucker, Keynes… Inspiration / genius Einstein, Da Vinci, Dali, Newton, Brunel, Darwin and Nightingale. Development history Visualising Transformation Support Services Direct

  4. It is designed to: • Address the issues of the service sectors by: • Enabling a desire to add value • Creating information from data • Reducing failure demand to create capacity • Investing capacity into adding value • Developing genuine holistic win-win working • Enable natural partnership working • Addressing IT and business opportunities • Saving money, by improving services + • Without reducing jobs Visualising Transformation Support Services Direct

  5. VT addresses these Mass production Minimise variation SPC and 14 points Reduce fear of crime Affinity diagrams Social engineering Boundary conditions Operational improve Efficient, Effective Strategic development Embrace variety Local Area Agreements Partnerships Business Management Future proofing It addresses wide issues Visualising Transformation Support Services Direct

  6. Most organisations are: Data rich Information poor Confused They have ‘information’ They make decisions Things go wrong… In the public sector Accounts are a mix of: Fact: costs incurred Belief: activities happened Estimations: we believe… Guesswork is never mentioned! It is extremely visual! Visualising Transformation Support Services Direct

  7. Appraise Is the process of adding even more value to: consider the business deal with future demand delight customers! It is about reinvesting capacity created to: add further value improve the environment do even more change not simply cutting costs. So what’s different? Visualising Transformation Support Services Direct

  8. How is Transformation achieved? Visualising Transformation Support Services Direct

  9. Evolution is expected! Visualising Transformation Support Services Direct

  10. Prince 2 version

  11. Starting from Check • Check is basically the joining of Study/ Act • It is used to find out: • What the host needs and wants • How the host is performing • What opportunities there are • What the customers want and need • What will be wanted in the future • What the capacity is for improvement • To draw the boundaries for the E2E project • Initially: to define what success may look like! Visualising Transformation Support Services Direct

  12. Check will include: • Establishing the boundaries • The who, what, why, where, when (how) • Setting up a Transformation Team • External, internal, sponsor • Setting up training, facilities, awareness • Forming the Intervention Team • Starting data gathering and cleansing • Training team members • Workshops to understand ‘As Is’ Visualising Transformation Support Services Direct

  13. Boundaries and teams

  14. Building on where the host is • Understand the current paradigm • Build on their ways of working • Develop charts, graphs, visual aids • Celebrate the good stuff • Improve data, clean it, combine it, map it • Show duplications and cul-de-sacs • Seek early ‘Quick-wins’ • Be ready for training and the first workshop • Check for (transferable) skills in other areas Visualising Transformation Support Services Direct

  15. Not simply cloning good ideas! Visualising Transformation Support Services Direct

  16. Principles of design • 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 Visualising Transformation Support Services Direct

  17. Training and first workshop • All the Intervention Team will attend 4 day training courses (Some may assist the trainer) • Courses will include local data • Practicable example of CPAD included • Workshops uses PowerPoint approach to: • Reinforce training discoveries • Work on issues in smaller groups • Reflect on data found so far • Determine current ways of working, issues, performances, opportunities, barriers. • Flow-chart core work, understand variation! Visualising Transformation Support Services Direct

  18. Host tools and practices • From fact finding and workshops develop: • Risk register, for the intervention and work • Project plan, including critical issues • PiD?… hopefully high level, to wean off • Benefits Analysis, update constantly • Issues log, recorded at every session • Effectively … anything that the host finds comforting to begin with, but: • Make them aware of value losses, the cost of governance and lost opportunities* • *The more restrictions and control, the less will be achieved. Visualising Transformation Support Services Direct

  19. Plan • Starts with a workshop • Blue sky thinking • Unrestrained core designs • Building on analysis of previous findings • Understanding core and secondary designs • Pareto, C&E, GIS, spaghetti, mind-maps, run-charts, control charts, affinity diagrams…. • Core flow chart + major secondary works • Consider constraints, must do items. • Evaluate value, value adding & non-value • Report to board, coloured flow, and pie chart. Visualising Transformation Support Services Direct

  20. Appraise • Is carried out at the end of Plan • Plan creates capacity for primary / secondary areas • Increases in capacity come from: • Creating less errors, high quality services are cheaper • Having less duplication or redundant work • Having better information enabling immediate work • Having less hand-offs and no work queues. • This is re-invested to: • Introduce additional services • Add value to existing services or materials • Enable greater outputs or improved partnering Visualising Transformation Support Services Direct

  21. Visually stimulating Visualising Transformation Support Services Direct

  22. Why so much non-value? Constraints: Call Centre Current IT system Legislation Could we save 20% costs? Not due to activity reduction, but perhaps more is possible How soon could this start? Some things have started After communication What more could be done? Discussions with Board Visualising Transformation Support Services Direct

  23. 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 • Design the business properly • CPAD • Common understanding • Cooperation not competition • Experiment and learn • Visibility of the whole • Appreciation of impact • Belief in people; treat with dignity, trust & respect • Reinvest in the future • Use initial capacity to add value Quality Joiner Triangle Scientific Approach All One Team Visualising Transformation Support Services Direct

  24. Do • Is very easy to carry out: • The Check, Plan Appraise processes addressed: • Core and secondary designs • Training, communications, inter-dependencies • Roles and responsibilities, interim needs • Testing, probing and improving • Creating temporary resources during transition • Union, HR, IT, Finance, Management approvals • So you have an eager workforce, hungry to start their new ways of working. • Starting is easier than waiting! Visualising Transformation Support Services Direct

  25. Many examples: Car park management Highways maintenance Insurance claims ASB Housing maintenance School transport x 2 Integrated street-scene Waste & Recycling Task: Improve operations Halt increases in costs 20% more recycling for £300,000 a year more. Background: Conservative council Entirely DSO provided Reasonable performances New call centre (bees knees) Town Hall/ depot friction Questionable VfM Getting worse? Practicable example Visualising Transformation Support Services Direct

  26. Fragmented management Moderate customer care Call c. / back off. / ops splits Unusable computer system Fair amount of data Virtually no information Development lost in process Pressures to change Costs escalating Accounts very wrong Controls not working Masses of fire-fighting Impossible failure demands Information ferretable IT development difficult! IT system, new! Incomplete No IT affinity in depot Loads of unconnected IT IT opportunities unrealised Integrating data = info? Graphs amassed on walls C&E seen in info Hope from quick wins Improve and reduce (Pre) Check Visualising Transformation Support Services Direct

  27. Information: failure demand Visualising Transformation Support Services Direct

  28. Information: recycling diversion Visualising Transformation Support Services Direct

  29. Information: Learning Visualising Transformation Support Services Direct

  30. Evolving ideas via A3 Visualising Transformation Support Services Direct

  31. Evolving strategy Visualising Transformation Support Services Direct

  32. A3 Planning Visualising Transformation Support Services Direct

  33. A3 workplans Visualising Transformation Support Services Direct

  34. Intervention start • End to end waste collection (for the customer and for the business) • The interventionstarted in November • Transformation team started • It was due to start with ‘Christmas blip’ • Followed by start Check (data gather and improve) • Then training and form ‘Intervention Team’ • However…. • The new Garden waste service was in melt-down • It was dragging all capacity into fire-fighting • Something had to be done! Visualising Transformation Support Services Direct

  35. Garden waste problem Visualising Transformation Support Services Direct

  36. New Garden Waste service Prince 2 led project Finance and IT dominated 8 people a day failure demand Melt-down getting worse First day of intervention Three people used: SPC, C&E, Pareto, mapping issues by round, week ++ Found one round, one week Initial database set up flawed Hand corrected day sheets Showed where to correct Issues halved in two days Designed new day sheets Altered database Worked with operations: Back office Supervision & management Operatives Gave them info ‘they’ needed Issues halved again in a week Size of service doubled 5 months Amount of issues halved All learned that THIS works Created capacity + support Enabled pull for demand Quick win one Visualising Transformation Support Services Direct

  37. Visualising Transformation Support Services Direct

  38. Garden waste outcomes Visualising Transformation Support Services Direct

  39. Quick win two • Christmas blip • This was the planned starting point • Christmas was a special cause • 600 defects every Christmas (> 4 times normal) • Used all SPC tools and dealt with • Advertising and communications • Work schedules and resources • Timings of collections • Secondary training and process reinforcement • Outcomes • Less than 250 defects • Prime cause, free paper distributor, dumping papers! • Future plans established to further improve Visualising Transformation Support Services Direct

  40. Overall system performance Visualising Transformation Support Services Direct

  41. Strategy and Operations E2E Call centre to be retained Good lead director & sponsor Great lead member Very open waste board Supportive VfM board Project ‘red tape ridiculous’ Gross misconduct analogy Lack of empowerment Latter pressures to save £s Leader support: “I don’t how you are managing this, but we want more of it!” Broad no loss of jobs Evolution of benefits Growing awareness of IT issues Early wins, then far more wins Services improved, costs reduced All outcomes improving Meeting customer needs & wants Reduced issues enabled: More capacity Improving IT Improving information More income Less stress and conflict Check Plan Appraise Do Visualising Transformation Support Services Direct

  42. Benefits evolution Visualising Transformation Support Services Direct

  43. Benefit Details Visualising Transformation Support Services Direct

  44. Financial benefits Visualising Transformation Support Services Direct

  45. 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 & self improvement Internal train, promote, develop Everyone work to transform Whole teams involved & spreading Visualising Transformation Support Services Direct

  46. Achievements to date Missed collections from 115 per 100,000 properties to 17 (test) Reduced recycling and residual waste rounds by one each Reduced cultural barriers between services Reduced non-value work in back office Improved service designs for Bank Holidays Improved weights spreadsheet Improved management information and use of Improved ‘assisted lists and round sheets’ Introduced commercial recycling Reduced recycling and residual rounds by a crew each Introduced specific designs for flats Saved £1m in years one and two Highest levels of recycling ever +++ Visualising Transformation Support Services Direct

  47. Questions? Visualising Transformation Support Services Direct

More Related