continuous improvement

Continuous Improvement

Workshop

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.


Systematic Solutions


Evaluate

Analyze

Design

Develop

Implement

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


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.

Identification of Boundaries

FNF SG DeltaI O

SUPPORTING MINISTRIES

FNF SGI O

SUPPORTING MINISTRIES

ICF

ICF


• Describing the processY 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

Processes

Engines/Ministries

FNF SG MM

Distributing Talents

Recruits/Outreach/Evangelize

Introduction to Christianity

Understanding Christianity

Developing Skills

Developing Vocation

SEQUENTIAL

PROCESSES

MAIN AND SUB ENGINES/MINISTRIES


• 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.

Processes

Engines/Ministries

FNF SG MM

Ideal Real Resources Ideal Real Resources Ideal Real Resources





Developing Skills

Developing Vocation

Processes

Engines/Ministries

FNF

Ideal

Distributing TalentsGet KP/s who have the interest or background in managing and

developing FNF. Mapping (distribute) participants who enjoy managing the Friday night meetings.


Welcoming the incoming students through the fellowship and introduce ICF activities and community


Introducing Christianity through sermons/topical bible study arranged by the FNT (Friday Night Team). Introducing and

explaining ICF participants to ICF vision, core business, structures/programs, bureaucracies/rituals/traditions and

values/identities.


Challenging the conviction level of the participants through one on one or communal conversation. Developing servanthood and social

capital in the community/fellowship.

Developing Skills

Understanding the strategic position of FNF as one of the ICF engine in the big picture of the movement, organizing events (fellowship), developing community building skills. Communal

sharing, accountability, worship, and praying. Sharing and inspire others through God's work in one's life.

Developing Vocation

Ministry opportunities, meeting and building network with missionaries/pastors/professionals,etc.

Processes

Engines/Ministries

SG

Ideal

Distributing TalentsPosition KPs who are qualified to be SG leaders or SG co-leaders. Mapping

the participants into potential groups.

Recruits/Outreach/EvangelizeIntroduce small group ministry to incoming students who are interested to

Christianity or already believers


Provide understanding of basic Christian worldview (who we are, what we should be), and also ICF. For example, subjects about sin, grace, salvation,

bible, prayer, Jesus, devotional. Preparing targeted new leaders to enter 5D+CM discipleship curriculum (developing conviction towards Christianity)

Understanding ChristianityChallenging conviction toward living the Christian life (to take up the cross

and serve others). Learning and practicing how to be responsible, accountable, teachable, and faithful.

Developing Skills

Understanding the strategic roles of SG as one of the discipleship engines in the big picture of the movement. Evangelizing, discipling, community

building, nurturing virtues. Leading people to Christ and to be a mature in Christ.

Developing VocationUnderstanding biblical calling for Christian as individuals and community of believers. Developing and preparing oneself to be ready to engage through

his/her calling.

Processes

Engines/Ministries

MM

Ideal


Position KPs who have capability, talents, and calling in managing and leading worship. Mapping the targeted

partipants/recruits based on their background, talent, and interest.


Recruit targeted participants based on their background, interests and talents (participants who enjoy singing,

playing music instruments, managing sound system, or leading worship)


Understanding of worship, leading worship, and community/fellowship. Introducing and practicing biblical

values/virtues in ministries (i.e. discipline, honesty, servanthood leadership, and more).


Challenging/expanding the understanding of leading worship and building a healthy community. Learning in

depth biblical perspective of daily/personal and communal worship

Developing Skills

Leading worship, and organizing and supporting an event/fellowship. Capability to lead/nurture people to develop their talent and conviction to Christ through music. Capability to involve and actively contribute in

community building.

Developing VocationExercising worship as part of daily walk with God and

community building


• 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.

Processes

Engines/Ministries

FNF

Ideal Resources

Distributing TalentsGet KP/s who have the interest or background in managing and

developing FNF. Mapping (distribute) participants who enjoy managing the Friday night meetings.

FNT Meeting (F: 1/week, D: 1-2 hrs, 1 KP 4P), FNF Program (F: 1/week, D: 2-2.5 hours, 2PKP-14KP-

15P)

Recruits/Outreach/EvangelizeWelcoming the incoming students through the fellowship and

introduce ICF activities and community


15P)


Introducing Christianity through sermons/topical bible study arranged by the FNT (Friday Night Team). Introducing and

explaining ICF participants to ICF vision, core business, structures/programs, bureaucracies/rituals/traditions and

values/identities.


15P)

Understanding ChristianityChallenging the conviction level of the participants through one on

one or communal conversation. Developing servanthood and social capital in the community/fellowship.


15P)

Developing Skills

Understanding the strategic position of FNF as one of the ICF engine in the big picture of the movement, organizing events (fellowship), developing community building skills. Communal

sharing, accountability, worship, and praying. Sharing and inspire othe


15P)

Developing VocationMinistry opportunities, meeting and building network with

missionaries/pastors/professionals,etc.


15P)

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

41 hours/week

Processes

Engines/Ministries

SG

Ideal Resources

Distributing TalentsPosition KPs who are qualified to be SG leaders or

SG co-leaders. Mapping the participants into potential groups.

SG Evaluation (F: Several weeks in the first month, and the last month of the semester, D: 1-2hrs, 4E-4C), SG Program (F: 1/week, D: 1-2 hrs, 2PKP-14KP-15P), SG

Preparation (F: 1/week, D: 1hrs, 8 KP/PKP/E/C)

Recruits/Outreach/EvangelizeIntroduce small group ministry to incoming students

who are interested to Christianity or already believers




Provide understanding of basic Christian worldview (who we are, what we should be), and also ICF. For example, subjects about sin, grace, salvation, bible, prayer, jesus, devotional. Preparing targeted new leaders to enter 5D+CM discipleship curriculum (d




Challenging conviction toward living the Christian life (to take up the cross and serve others). Learning and

practicing how to be responsible, accountable, teachable, and faithful.



Developing Skills

Understanding the strategic roles of SG as one of the discipleship engines in the big picture of the

movement. Evangelizing, discipling, community building, nurturing virtues. Leading people to Christ

and to be a mature in Christ.



Developing Vocation

Understanding biblical calling for Christian as individuals and community of believers. Developing

and preparing oneself to be ready to engage through his/her calling.



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

40 hours/week

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

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


• 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)


• 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.


• 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.

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)

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.

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.

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

Implementation Changes

• Streamlining organization

• Disciplined action

• Cultivate cultures

Evaluation

• Measuring implementation

• Reward and punishment system– Celebration– Reflection– Follow ups

Questions??

continuous improvement

Documents

process definitiondescribing

process goals

process definitionin

process goal icf

icf activities

icf problem

good matrix

ending trigger