John seddon it’s the system stupid!

3,059 views

Published on

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,059
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
52
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

John seddon it’s the system stupid!

  1. 1. It’s the system stupid! The Vanguard Method: challenging convention John Seddon Visiting Professor, Derby and Hull Universities Managing Director, Vanguard Consulting
  2. 2. I think we have a problem... ‘ Dangerous Enthusiasms’, Gauld and Goldfinch, Otago Press
  3. 3. The Vanguard Method: challenging convention Two opportunities: Doing things better Doing better things
  4. 4. Doing better things Management thinking is a primary cause of sub-optimisation
  5. 5. Management assumptions <ul><li>All demand is work to be done </li></ul><ul><li>Specialisation = > efficient </li></ul><ul><li>Standardisation = > efficient </li></ul><ul><li>Manage people </li></ul><ul><li>Activity = cost </li></ul><ul><li>SLAs and standard times are means of </li></ul><ul><li>control </li></ul><ul><li>They know what their problems are </li></ul>
  6. 6. The Vanguard Method Studying the organisation as a system reveals counterintuitive truths Change is a normative process
  7. 7. A counterintuitive truth “ 95% of variation in workers’ performance is governed by the system”
  8. 9. The Vanguard Archetype (transactional services) Understand demand by ‘type and frequency’ Work as single piece flow; ‘close’ Measure actual time (knowledge) (prevention) Train against HFPVD ‘ Pull’ support Key measures: Capacity and capability Or put ‘clean’ into flow Measure actual performance in customer terms
  9. 10. Doing things better Management thinking is a primary cause of sub-optimisation in SW development
  10. 11. Dan is the man [email_address]
  11. 12. Why do we believe in economy of scale? <ul><li>We think we can make two types of savings: </li></ul><ul><li>Less of a common resource </li></ul><ul><li>Lower transaction costs through industrialisation </li></ul><ul><li>The former is marginal and tricky </li></ul><ul><li>The latter is plain wrong </li></ul><ul><li>Download from: </li></ul><ul><li>http://www.systemsthinking.co.uk/6-economies.asp </li></ul>
  12. 13. Re-thinking lean service Why ‘lean’ appeals to conventional thinkers... And why it fails to deliver sustainable change... Download from: http://www.systemsthinking.co.uk/6.asp
  13. 14. Managing for the Better Simon Caulkin’s summary of the Leaders Summit: Private-, public- and voluntary-sector service organisations achieving jaw-dropping results and culture change is free! Download from: www.systemsthinking.co.uk/6-leaders-summary.asp

×