brindusa axon: personal continuous improvement - myth? - lkce13

Respectful

Collaboration

Performance

Management

And Measurement

Innovating ideas for customers

Sharing Intelligence with the team

Organisational Understanding

Gathering customer intelligence data

Freedom and decision making

Employee influence on products and services

Trustworthiness

Leadership Courage

Challenging

How well we respond to customers

Sharing Intelligence Across the function

Sharing Intelligence with top/senior management

Employee influence on other functions

Employee influence on managing practices

Employee influence on end-to-end processes

Customer Purpose

The Lean Myth Buster: How to bust the Lean myths at work.

Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry @Leanvoices

All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013

Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry

@Leanvoices

Blog : www.LeanVoices.com [email protected]

www.lloydparry.com www.slideshare.net/SGParry/presentations

All sources, influences, acknowledgements and reading lists can be found on www.leanvoices.com

http://www.leanvoices.com/

mailto:[email protected]

http://www.lloydparry.com/

http://www.slideshare.net/SGParry/presentations


Leadership comes from the top

Leadership is an activity not a position

and must be practiced by everyone


Driv

e su

ppor

t ser

vice

s Bu

ild t

rust

with

supp

liers

Capt

ure

Dem

and

Data

Bu

ild t

rust

with

cus

tom

ers

SENSE what matters to customers

DRIVE the service and the strategy

Adapt – Evolve – Inform – Innovate

RESPOND

People 1.

Your clients and their customers

People 2.

Your front-line operation

People 3.

Your support organisation

Sense and Respond Approach to Service Extracts from Sense and Respond by Stephen Parry

Source Fujitsu Case Study: Sense and Respond Book Used with kind permission

Lets do value stream mapping to improve the

business

Very few do value stream mapping; most map internal processes and the departments within

their own company – many don’t even include the customer.


Traditional approach: Feasible parts creating an infeasible whole.

Functional units

Independent solutions designed to meet functional targets and goals.

Throughput process

It’s not unusual to have thirty or more solutions lining up for attention.

F1 F2 F4 F3 Fn

S1 S2 S4 S3 Sn

Based on a text description from Systems Thinking Jamsid Gharajedaghi


Improved Effectiveness ?

F1 F2 F4 F3 Fn

S1 S2 S4 S3 Sn

Functional units

Traditional approach: Feasible parts creating an infeasible whole.

Independent solutions designed to meet functional targets and goals.

It’s not unusual to have thirty or more solutions lining up for attention.


Level One

Level Two

Level Three

ChangeManagement

Standards

ProcessManagement

Measurement Governance

FinanceBudgets

KnowledgeManagement

ResourceManagement

EscalationProblem

Management

CommercialTrading

Building Services

LogisticsStores

SafetyServices

IT SupportSystems

FleetManagement

H.R.

ChangeManagement

Standards

ProcessManagement

Measurement Governance

FinanceBudgets

KnowledgeManagement

ResourceManagement

EscalationProblem

Management

CommercialTrading

Building Services

LogisticsStores

SafetyServices

IT SupportSystems

FleetManagement

H.R.

Front-line

Infrastructure

COREValue

Climate

Behaviour

Design Principles

The Organising System

The Process

The Output

Adapted by Stephen Parry from Fourth Generation Management Brian Joiner

Level Four

Our theory of how people

and organisations work best.

Perspectives


The customer/service user challenge: They don’t have time………….they say things like:

Solve my problem, completely. Don't waste my time or cause me hassle. Minimise the cost of doing business with you. Provide exactly what I need and deliver value where I need it. Reduce the number of decisions I must make to resolve my problems. Don’t get me to help you, I want you to help me!

Adapted from Lean Solutions: Jim Womack and Dan Jones by Stephen Parry


Solv

e m

y pr

oble

m,

com

plet

ely.

Do

n't w

aste

my

time

or

cau

se m

e ha

ssle

. M

inim

ise

the

cost

of

doin

g bu

sine

ss w

ith y

ou.

Prov

ide

exac

tly w

hat I

nee

d,

whe

re I

need

it, w

hen

I nee

d it.

Re

duce

the

num

ber o

f de

cisi

ons I

hav

e to

mak

e.

Don’

t get

me

to h

elp

you,

I w

ant y

ou to

hel

p m

e!

Tee Value Stream: Optimising the provision of service for service users

Service User Business Process

Deliv

ery

Proc

ess

Specify value from the standpoint of the end customer.

Identify all the steps in the value stream eliminating every step and every action and every practice that does not create value

Make value-creating steps occur in a tight and integrated sequence so the product/service will flow smoothly toward the customer

Let customers pull value from the next upstream activity.

Pursue Perfection. These steps lead to greater transparency, enabling teams to eliminate further waste

Interpretation by Stephen Parry to combine Consumption and Production Cycles Originally described by Womack and Jones: Lean Solutions

©Copyright 2012

Minimise Loss Maximise Value

Minimise Loss

Maximise Value

Lets teach them the tools and methods to

become Lean

It’s our perspective and work climate that needs to change to become Lean

In this context, ‘respect for people’ means understanding that all people have the ability

to learn and the right to be given opportunities to learn.

Managers helping employees freely choose how they solve

problems displays total respect.

There is a world of difference between helping people to see

and telling them they are blind.

We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will

want to learn and will actively seek more responsibility.

Most of all we must trust that people are capable of owning

and solving their own problems with a little bit of help.

From first to last, Respect for People and a Blame Free Culture. Extracts from a broadcast by Stephen Parry

Respectful

Collaboration

Performance

Management

And Measurement






Leadership Courage

Challenging








Trustworthiness Customer Purpose


The Work Climate is the combined perception of customers, employees, managers and leaders. It predicts the performance and long term profitability of an organisation. We use a Climate diagnostic called Climetrics® which also measures how well the organisation as a whole, identifies, understands and delivers against customer needs and how it adapts and locks on to changing customer needs. The diagnostic informs indicates what actions we need to take to create a superior work climate.

All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.

™



Engaging, Learning, Leading, Improving Adaptive Dimensions

Improving

M Employee influence on products and services

N Employee influence on managing practices

O Employee influence on other functions

P Employee influence on end-to-end processes

Leading

I Performance management

J Adaptive leadership

K Responding to customer issues

L Implementing ideas to better serve customers

Engaging

A Freedom and decision making

B Customer facing activity

C Customer intelligence gathering

D Sharing intelligence with the team

Learning

E Organisational understanding

F Sharing intelligence across the function

G Sharing intelligence with other functions

H Sharing intelligence with top/senior management

Does the job design allow all staff to engage with customers and users? To what extent can staff modify solutions without management permission? Is everything forbidden unless permitted, or is everything permitted unless forbidden?

ENGAGING

™


Do staff routinely share business intelligence and improvement information with senior management? What is the management focus? - employee utilisation, cost reduction and work intensification or creativity, customer outcomes, problem solving, learning and sharing knowledge, collaboration?

LEARNING

™


Do employees influence end-to-end business processes? What influence does staff have to improve the measurement system? What influence do employees have on improving products and services?

IMPROVING

™


Do Leaders foster a no-blame climate to surface problems for teams to work on? Do leaders routinely spend time at the workplace solving front-line issues with the staff? Do leaders pay more attention to efficiency-driven functional targets or end-to-end effectiveness at creating customer and user outcomes? Who does the Leading? A few select people or most people?

LEADING

™



Climate Landscapes

CHARACTER OFFERINGS CUSTOMER

EXPERIENCE EMPLOYEE EXPERTISE

IMPROVEMENT RESPONSIBILITY

MANAGEMENT FOCUS

COMPETITIVE BASIS

LEADERSHIP FOCUS

Sense and Respond Mass Adaptation Lean

Personalised, individual, Bespoke. Unique. Flexible offerings

Customer experience is personal and unique Co-Creation of solution design

Expert Broad knowledge to provide integrated solutions Disciplined experimentation

Front-line experiments and learning

Creativity, expertise, new products and services. Customer outcomes. Problem solving

Trusted advisor and expert Integration Business outcomes

Listen and adapt

Mass Production

Low variety Transactional and processed No customer involvement in solution design

Basic Improvement boards Improvement specialists Suggestion schemes

Employee utilisation, cost reduction, work intensification. Disciplined compliance

Commoditised High Volume Low Margins Economies of scale

Command and control

Climetrics® Landscapes

CHARACTER OFFERINGS CUSTOMER EXPERIENCE

EMPLOYEE EXPERTISE

IMPROVEMENT RESPONSIBILITY

MANAGEMENT FOCUS

COMPETITIVE BASIS

LEADERSHIP FOCUS

Customer Value Enterprise ®

Personalised, individual, Bespoke. Unique. Flexible Offerings

Customer experience is personal and unique Co-Creation of solution design

Expert Broad knowledge to provide integrated solutions

Front-line experimentation and Learning

Creativity, expertise, new products and services. Customer outcomes. Problem Solving

Trusted advisor and expert Integration Business Outcomes

Listen and adapt

The Department Store

More choice from a variety of standard offerings

High level of customer interaction to identify needs and situation

Specific and deep specialist knowledge and skills

Front-line staff Managers

Developing staff knowledge Capture and reuse solutions Effectiveness

In-depth specialities connected to expert networks Economies of Scope

Consultative

The Pizza Parlour

Fixed menu with simple options

Discuss simple needs and available options. Low customer involvement during solution design

Understand basic option configurations

Central Change Teams Managers

Cost, efficiency and Coordination

Commodity Driven Emphasis on providing value-add and choice

Direct and Control

The Bus Low Variety Transactional and Processed No customer involvement in solution design

Basic Improvement Boards Improvement Specialists Suggestion Schemes

Employee utilisation, cost reduction, work intensification.

Commoditised High Volume Low Margins Economies of Scale

Command and Control

Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation


Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation

















Engaging Learning Leading Improving

A B C D E F G H I J K L M N O P

Climetrics® Climatograph

Transformation objective

Applications Company ICT. Before Transformation

Climate Strength


Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation



















Climetrics® Climatograph Climate Strength


Applications Company ICT After Transformation


Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation


Climate Strength

Climate at two different development teams A Freedom and decision

making

B Customer-facing activity

C Customer-intelligence gathering

















Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation





















Climate Strength

Global Run Infrastructure Company : Before Transformation


Mass Production

Mass Customisation

Mass Specialisation

Mass Adaptation



















Climetrics® Climatograph Climate Strength


Global Run Infrastructure Company : After Transformation


Leadership comes from the top

Leadership is an activity not a position

and must be practiced by everyone guided by a common view of reality.


Fun

ctio

nal

E

nd to

End

No Matters to Customers Yes

You’ll not find many measures in this zone.

‘If you measure your business using averages, don’t be surprised to find

yourself running an average business.’

Purpose

Agent Utilisation

% Incorrectly Categorised

Average Handle Time

First Time

Fix

Mean time to process

by priority level

Calls/ Agent /Day

Average IT Availability

Time

Customer Satisfaction ?

Depends

% Incorrectly assigned

% resolved within Target priority MTP

Av time for 2nd level to respond

Av Time to resolve

% Incidents Re-assigned

% Calls Bypass 1st Line

% of calls that are Service Requests

No. calls without Esc/agent

No. Calls Exceed SLA

Av Time Call Answr

% of Calls Convt to Tickets

What you measure tells everyone what you think

Lean is about efficiency and removing waste

Lean is all about Effectiveness and Creating Customer Value

There has to be a clear line of sight between

everything you do and customer value

32

IT and application support staff Measurement before and after understanding users.


All our performance targets are green

All your performance targets being green is a red

flag to lean thinkers


Wrong measures, wrong pain, wrong outcomes.

Service Measures and SLAs. End-user Measures. End User pain points


What does Adaptive Lean mean for the organisation, leaders, managers and staff?

• Organisation. – Consider the measurement and

governance systems – More rigorous CI structures – Potentially new commercial

arrangements with customers – New operational performance

measures – New operating model may be required

• Leaders

– Might be assigned to end-to-end accountabilities for particular value creating activities.

– Encourage fail-safe experimentation – Encourage more questioning from

managers and staff – Create a blame-free culture – Have patience

• Managers – Operational review processes – Visual Management – A3 thinking coaching – Performance review re-focus – Promote a blame free culture. – Planning time for improvement – Encourage staff to question

• Staff

– A3 thinking problem solving – Question more seeking evidence – Learn a number of general Lean

improvement methods and role specific Lean methods

– Lean more about other functions and how they operate.

– Learn to trust management.


References , influences and acknowledgements. Book Sense and Respond: The Journey to Customer Purpose. Parry, Barlow, Faulkner (Palgrave Macmillan) Landmark Education and the Landmark Forum www.landmarkworldwide.com The Human Side of Enterprise Douglas McGregor Annotated and Updated by Joel Cutcher-Gershenfeld

Beyond McGregor’s Theory Y: Human Capital and Knowledge-Based Work in the 21st Century Organization Kochan, Orlikowski, Cutcher-Gershenfeld http://mitsloan.mit.edu/50th/pdf/beyondtheorypaper.pdf Service Climate and Customer Intelligence Workers. Parry and Fisher (2006) The Essential Deming. Leadership Principles. Orsisni (McGraw Hill) Fourth Generation Management Brian Joiner Reciprocity Definition http://en.m.wikipedia.org/wiki/Reciprocity_(social_psychology) Reciprocity An Economics of Social Relations. Kolm (Cambridge) Service Quality Research Perspectives. Schneider, White (Sage) Managing to Learn (A3) John Shook For extensive list of acknowledgements, influences and references go to www.leanvoices.com and for Sense and Respond go to www.lloydparry.com

http://www.landmarkworldwide.com/

http://mitsloan.mit.edu/50th/pdf/beyondtheorypaper.pdf

http://en.m.wikipedia.org/wiki/Reciprocity_(social_psychology)

http://en.m.wikipedia.org/wiki/Reciprocity_(social_psychology)


http://www.lloydparry.com/

Respectful

Collaboration

Performance

Management

And Measurement







Trustworthiness

Leadership Courage

Challenging







Customer Purpose


TM

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of Service Climate Management Ltd. The information contained herein may be changed without prior notice.

Service Climate Management ® is a registered trade mark of Service Climate Management Ltd.

Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd.

Climetrics ® is a registered trade mark of Service Climate Management Ltd.

The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management. CORE Demand Profile TM is a trademark of Service Climate Management Ltd.

© 2013 Service Climate Management Ltd. All rights reserved

All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. The information in this document is proprietary to Service Climate Management Ltd. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of Service Climate Management Ltd. This document is a preliminary version and not subject to your license agreement or any other agreement with Service Climate Management Ltd. This document contains only intended strategies, developments, models, methods and products and is not intended to be binding upon Service Climate Management to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by Service Climate Management Ltd. at any time without notice. Service Climate Management assumes no responsibility for errors or omissions in this document. Service Climate Management Ltd. does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. Service Climate Management Ltd. shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. Service Climate Management Ltd. has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.

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