Brindusa Axon: Personal continuous improvement - myth? - LKCE13
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Brindusa Axon: Personal continuous improvement - myth? - LKCE13

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In a world where agile and lean's expansion grow, are we really all continuously improving? With studies showing that more than half of the world population is hating their jobs, are the current lean ...

In a world where agile and lean's expansion grow, are we really all continuously improving? With studies showing that more than half of the world population is hating their jobs, are the current lean and agile tools enough to encourage and support personal continuous improvement? In this talk I plan to explore where our current practice fail to support personal transformation and how can we enhance them to become more effective.

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Brindusa Axon: Personal continuous improvement - myth? - LKCE13 Presentation Transcript

  • 1. Gathering customer intelligence data Collaboration Employee influence on products and services H ow well we respond to customers Respectful Innovating ideas for customers Organisational Employee influence Understanding on other functions Sharing Intelligence with the team Customer Trustworthiness Purpose Challenging Freedom and decision making Employee influence on managing practices Courage Employee influence on end-to-end processes Sharing Intelligence Across the function Performance Sharing Intelligence Management with top/senior And Measurement management Leadership
  • 2. 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
  • 3. Stephen Parry Author of Sense and Respond Senior Partner at Lloyd Parry @Leanvoices Blog : www.LeanVoices.com Stephen.parry@lloydparry.com www.lloydparry.com www.slideshare.net/SGParry/presentations All sources, influences, acknowledgements and reading lists can be found on www.leanvoices.com All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 4. Leadership comes from the top Leadership is an activity not a position and must be practiced by everyone
  • 5. Sense and Respond Approach to Service Extracts from Sense and Respond by Stephen Parry DRIVE the service and the strategy 1. People Your clients and their customers Capture Demand Data Build trust with customers to customers 2. People Your front-line operation Drive support services Build trust with suppliers SENSE what matters Adapt – Evolve – Inform – Innovate RESPOND Source Fujitsu Case Study: Sense and Respond Book Used with kind permission All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 3. People Your support organisation
  • 6. 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.
  • 7. Traditional approach: Feasible parts creating an infeasible whole. Functional units F1 Independent solutions designed to meet functional targets and goals. S1 F2 F3 S2 S3 F4 S4 Throughput process Based on a text description from Systems Thinking Jamsid Gharajedaghi All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Fn Sn It’s not unusual to have thirty or more solutions lining up for attention.
  • 8. Traditional approach: Feasible parts creating an infeasible whole. Functional units F1 Independent solutions designed to meet functional targets and goals. S1 F2 S2 F3 S3 F4 S4 Improved Effectiveness ? All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 Fn Sn It’s not unusual to have thirty or more solutions lining up for attention.
  • 9. Adapted by Stephen Parry from Fourth Generation Management Brian Joiner Our theory of how people and organisations work best. Perspectives Level Four Design Principles Standards H.R. Process Management IT Support Systems Front-line Fleet Management Level Three Change Management Behaviour Climate Infrastructure Logistics Stores Escalation Problem Management CORE Value Resource Management Safety Services Knowledge Management Building Services Finance Budgets Commercial Trading Measurement Governance The Process Level Two Level One All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. The Organising System The Output ©Copyright 2013
  • 10. 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 All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 11. Interpretation by Stephen Parry to combine Consumption and Production Cycles Originally described by Womack and Jones: Lean Solutions 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 Maximise Value Maximise Make value-creating steps occur in a Value tight and integrated sequence so the product/service will flow smoothly toward the customer Minimise Loss All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. Don’t get me to help you, I want you to help me! Reduce the number of decisions I have to make. Provide exactly what I need, where I need it, when I need it. Minimise the cost of doing business with you. Service User Business Process Delivery Process Minimise Loss Don't waste my time or cause me hassle. Solve my problem, completely. Tee Value Stream: Optimising the provision of service for service users ©Copyright 2013 2012 Let customers pull value from the next upstream activity. Pursue Perfection. These steps lead to greater transparency, enabling teams to eliminate further waste
  • 12. Lets teach them the tools and methods to become Lean It’s our perspective and work climate that needs to change to become Lean
  • 13. From first to last, Respect for People and a Blame Free Culture. Extracts from a broadcast by Stephen Parry 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. 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. There is a world of difference between helping people to see and telling them they are blind. Most of all we must trust that people are capable of owning and solving their own problems with a little bit of help. Managers helping employees freely choose how they solve problems displays total respect.
  • 14. Gathering customer intelligence data Collaboration Employee influence on products and services H ow well we respond to customers Respectful Innovating ideas for customers Organisational Employee influence Understanding on other functions Sharing Intelligence with the team Customer Trustworthiness Purpose Challenging Freedom and decision making Employee influence on managing practices Courage Employee influence on end-to-end processes Sharing Intelligence Across the function Performance Sharing Intelligence Management with top/senior And Measurement management Leadership
  • 15. 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 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 16. ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 17. Engaging, Learning, Leading, Improving Adaptive Dimensions Learning Engaging A Freedom and decision making E Organisational understanding B Customer facing activity F C Customer intelligence gathering Sharing intelligence across the function G D Sharing intelligence with the team Sharing intelligence with other functions H Sharing intelligence with top/senior management Improving Leading M Employee influence on products and services I N Employee influence on managing practices Performance management J Adaptive leadership O Employee influence on other functions K Responding to customer issues P Employee influence on end-to-end processes L Implementing ideas to better serve customers All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 18. Does the job design allow all staff to engage with customers and users? To what extent can staff modify solutions without management permission? ENGAGING Is everything forbidden unless permitted, or is everything permitted unless forbidden? All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. ™
  • 19. Do staff routinely share business intelligence and improvement information with senior management? LEARNING ™ What is the management focus? employee utilisation, cost reduction and work intensification or creativity, customer outcomes, problem solving, learning and sharing knowledge, collaboration? All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 20. Do employees influence end-to-end business processes? What influence does staff have to improve the measurement system? IMPROVING What influence do employees have on improving products and services? ™ All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 21. Do Leaders foster a no-blame climate to surface problems for teams to work on? LEADING ™ 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? All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved.
  • 22. Climate Landscapes CHARACTER Sense and Respond Mass Adaptation Lean CUSTOMER EXPERIENCE EMPLOYEE EXPERTISE Personalised, individual, Bespoke. Unique. Customer experience is personal and unique Expert Broad knowledge to provide integrated solutions Flexible offerings Co-Creation of solution design OFFERINGS IMPROVEMENT RESPONSIBILITY Front-line experiments and learning MANAGEMENT FOCUS Creativity, expertise, new products and services. Customer outcomes. Disciplined experimentation Problem solving Mass Production Low variety Transactional and processed Basic No customer involvement in solution design All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. Improvement boards Improvement specialists Suggestion schemes ©Copyright 2013 Employee utilisation, cost reduction, work intensification. Disciplined compliance COMPETITIVE BASIS Trusted advisor and expert LEADERSHIP FOCUS Listen and adapt Integration Business outcomes Commoditised High Volume Low Margins Economies of scale Command and control
  • 23. Climetrics® Landscapes CHARACTER Customer Value Enterprise ® OFFERINGS CUSTOMER EXPERIENCE The Department Store Mass Specialisation Customer experience is personal and unique Flexible Offerings Mass Adaptation Personalised, individual, Bespoke. Unique. High level of customer interaction to identify needs and situation Expert Broad knowledge to provide integrated solutions IMPROVEMENT RESPONSIBILITY Co-Creation of solution design More choice from a variety of standard offerings EMPLOYEE EXPERTISE Front-line experimentation and Learning MANAGEMENT FOCUS Creativity, expertise, new products and services. Customer outcomes. Problem Solving Specific and deep specialist knowledge and skills Front-line staff Managers Developing staff knowledge Capture and reuse solutions COMPETITIVE BASIS Trusted advisor and expert Mass Customisation The Bus Mass Production Fixed menu with simple options Low Variety Discuss simple needs and available options. Low customer involvement during solution design Understand basic option configurations Transactional and Processed Basic No customer involvement in solution design Central Change Teams Business Outcomes In-depth specialities connected to expert networks Cost, efficiency and Coordination Commodity Driven Improvement Specialists Suggestion Schemes All Trade-Marks and ©Copyright 2013 Owned by Lloyd Parry. All Rights Reserved. Consultative Economies of Scope Managers Improvement Boards Listen and adapt Integration Effectiveness The Pizza Parlour LEADERSHIP FOCUS Direct and Control Emphasis on providing value-add and choice Employee utilisation, cost reduction, work intensification. Commoditised High Volume Low Margins Economies of Scale Command and Control
  • 24. C Sharing intelligence across the function Sharing intelligence with other functions Sharing intelligence with top/senior management I Performance management J Adaptive leadership K Responding to customer issues L Implementing ideas to better serve customers M Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Mass Specialisation Organisational understanding H Mass Adaptation Sharing intelligence with the team G Improving Customer intelligence gathering F Leading Customer facing activity E Learning Freedom and decision making D Engaging A B Applications Company ICT. Before Transformation Employee influence on endto-end processes Transformation objective Mass Customisation Mass Production A B C D E F G H I J K L Climetrics® Climatograph Climate Strength M N O P
  • 25. A C Sharing intelligence with top/senior management Performance management J Adaptive leadership K Responding to customer issues L Implementing ideas to better serve customers M Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Employee influence on endto-end processes Transformation objective Mass Customisation Mass Production A Climate Strength Sharing intelligence with other functions I Mass Specialisation Sharing intelligence across the function H Mass Adaptation Organisational understanding G Improving Sharing intelligence with the team F Leading Customer intelligence gathering E Learning Customer facing activity D Engaging Freedom and decision making B Applications Company ICT After Transformation B C D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P
  • 26. A B D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Climate Strength C Implementing ideas to better serve customers M B Responding to customer issues L A Adaptive leadership K Mass Production Performance management J Mass Customisation Sharing intelligence with top/senior management I Mass Specialisation Sharing intelligence with other functions H Mass Adaptation Sharing intelligence across the function G Improving Organisational understanding F Leading Sharing intelligence with the team E Learning Customer-intelligence gathering D Engaging Customer-facing activity C Climate at two different development teams Freedom and decision making Employee influence on endto-end processes
  • 27. Organisational understanding Sharing intelligence across the function Sharing intelligence with other functions H Sharing intelligence with top/senior management I Performance management J Adaptive leadership K Responding to customer issues L Implementing ideas to better serve customers M Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Employee influence on endto-end processes Transformation objective Mass Specialisation Mass Customisation Mass Production A Climate Strength Sharing intelligence with the team G Improving Customer-intelligence gathering F Mass Adaptation Leading Customer-facing activity E Learning B D Engaging Freedom and decision making C Global Run Infrastructure Company : Before Transformation A B C D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P
  • 28. Organisational understanding Sharing intelligence across the function Sharing intelligence with other functions H Sharing intelligence with top/senior management I Performance management J Adaptive leadership K Responding to customer issues L Implementing ideas to better serve customers M Employee influence on products and services N Employee influence on managing practices O Employee influence on other functions P Employee influence on endto-end processes Transformation objective Mass Specialisation Mass Customisation Mass Production A Climate Strength Sharing intelligence with the team G Improving Customer-intelligence gathering F Mass Adaptation Leading Customer-facing activity E Learning B D Engaging Freedom and decision making C Global Run Infrastructure Company : After Transformation A B C D E F G H I J K L Climetrics® Climatograph All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013 M N O P
  • 29. 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. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 30. Functional End to End What you measure tells everyone what you think Mean time to process by priority level You’ll not find many measures in this zone. Average IT Availability Time % resolved within Target priority MTP Customer Satisfaction ? Depends No. Calls Exceed SLA Av time for 2nd Calls/ Agent level to respond % of Calls /Day Convt to Tickets No. calls without Esc/agent % Incorrectly Av Time % Incorrectly assigned Call Answr Categorised % Incidents Re-assigned Agent Utilisation % Calls Bypass 1st Line Av Time to First resolve Time % of calls that are Fix Average Service Requests Handle Time No ‘If you measure your business using averages, don’t be surprised to find yourself running an average business.’ Matters to Customers All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. Purpose ©Copyright 2012 Yes
  • 31. 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. 32
  • 33. All our performance targets are green All your performance targets being green is a red flag to lean thinkers All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
  • 34. Wrong measures, wrong pain, wrong outcomes. Service Measures and SLAs. All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. End-user Measures. ©Copyright 2012 End User pain points
  • 35. 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 All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. • 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. ©Copyright 2013
  • 36. 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, CutcherGershenfeld 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 All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 37. Gathering customer intelligence data Collaboration Employee influence on products and services H ow well we respond to customers Respectful Innovating ideas for customers Organisational Employee influence Understanding on other functions Sharing Intelligence with the team Customer Trustworthiness Purpose Challenging Freedom and decision making Employee influence on managing practices Courage Employee influence on end-to-end processes Sharing Intelligence Across the function Performance Sharing Intelligence Management with top/senior And Measurement management Leadership
  • 38. TM All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2013
  • 39. © 2013 Service Climate Management Ltd. All rights reserved 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 Management Ltd. Customer Value Enterprise Management Ltd. Climetrics ® is a registered trade mark of Service Climate ® is a registered trade mark of Service Climate ® 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. 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 noninfringement. 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.