To be wicked or not, that is the question (A take on Complexity Thinking)
Our world is at times complex, sometimes simple, then complicated and every now and then chaotic. And we (try to) live and thrive/survive in it. Did you know you can take this back to your professional life? Did you know that each of these ‘states’ require a different approach to manage it? During this session, Ilse Van den Berckt will elaborate on these different states described in the Cynefin framework<br>of David Snowden and what their impact is on daily life. Eddy Peters, president of the Belgian itSMF chapter, will connect them to the world of the digital.
One sneak peak of what is to come : if you think you know what holistic comprises, think again…
Workplace Transformation and Changing BehavioursPLACEmaking
The document discusses workplace transformation and changing behaviors to reduce email usage. It notes that the average British worker spends 36 days per year answering emails. Organizations have committed to reducing email traffic by 50% by implementing new communication technologies to increase face-to-face interactions and app usage. Meeting attendees have been selected as change agents to lead the transformation. The first activity asks participants to identify which of four change response profiles describes their attitude towards the challenge.
Working Beyond Boundaries (The Way We Work summit 2015)PLACEmaking
The document discusses achieving the objectives of TW3 (Transforming Working, Workplace and Working Practices), which involves public sector organizations significantly reducing their building estates through a step change in approach beyond just co-locating. This requires optimizing public service design/delivery models, transforming working practices and behaviors, and repurposing the way organizations work. The document outlines components needed for sustainable transformational workplace change, including vision/engagement, incentives, tools, outcomes, and embedding the changes through various stages of engagement.
To be wicked or not, that is the question (A take on Complexity Thinking)
Our world is at times complex, sometimes simple, then complicated and every now and then chaotic. And we (try to) live and thrive/survive in it. Did you know you can take this back to your professional life? Did you know that each of these ‘states’ require a different approach to manage it? During this session, Ilse Van den Berckt will elaborate on these different states described in the Cynefin framework<br>of David Snowden and what their impact is on daily life. Eddy Peters, president of the Belgian itSMF chapter, will connect them to the world of the digital.
One sneak peak of what is to come : if you think you know what holistic comprises, think again…
Workplace Transformation and Changing BehavioursPLACEmaking
The document discusses workplace transformation and changing behaviors to reduce email usage. It notes that the average British worker spends 36 days per year answering emails. Organizations have committed to reducing email traffic by 50% by implementing new communication technologies to increase face-to-face interactions and app usage. Meeting attendees have been selected as change agents to lead the transformation. The first activity asks participants to identify which of four change response profiles describes their attitude towards the challenge.
Working Beyond Boundaries (The Way We Work summit 2015)PLACEmaking
The document discusses achieving the objectives of TW3 (Transforming Working, Workplace and Working Practices), which involves public sector organizations significantly reducing their building estates through a step change in approach beyond just co-locating. This requires optimizing public service design/delivery models, transforming working practices and behaviors, and repurposing the way organizations work. The document outlines components needed for sustainable transformational workplace change, including vision/engagement, incentives, tools, outcomes, and embedding the changes through various stages of engagement.
13 10-31 red quadrant masterclass five-day stp dec 2013 cbBenjamin P. Taylor
The document summarizes a 5-day training program for senior public managers on service transformation. It provides the following key details:
- The program teaches practical tools and methodologies like lean and systems thinking to deliver sustainable transformation without excessive spending on consultants.
- Previous participants highly recommended the program, with 99% applying the training and 61% using it weekly in their work.
- The program uses business simulations to bridge the gap between theory and practice of transformation projects. Trainers are expert local government practitioners.
Even the word ‘work’ doesn’t mean the same as it did in the recent past and the promise of improved performance outcomes made possible by smarter workplace solutions is seductive to business and organisation leaders. At the same time, the promise of a new and more relevant way of working is attractive to people who want a more rewarding and more flexible ‘work’ experience. Process programme management suggests a simple methodology that can’t fail to deliver both. But the reality of delivering tangible and sustainable change outcomes that both excite and reassure a multi-faceted range of expectations requires a rich mix of skills as well as professional and personal commitments.
Agile practices may be easier to implement in a new world, unencumbered by legacy systems, policies and processes, but it can still be done in a "brownfield environment". I was asked to present on this at the recent "Overcoming the challenges in Digital Transformation" conference in Canberra
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
This document discusses an Agile transformation at a large financial institution. It provides an overview of why the institution changed to an Agile approach, the key factors in their success, and how they started their transformation journey. It describes moving from traditional waterfall approaches to incremental delivery using Scrum, Kanban and other Agile practices. It emphasizes the importance of collaboration, empowering cross-functional teams, and continuously improving through inspecting and adapting.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The presentation was part of the Funding Conference in London on Monday 23 February 2015.
The presentation was by Nigel Kippax, NCVO and Dr Mary Davies, NCVO Consultant and lintroduces an approach to understanding and improving core and support processes.
Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops
The document discusses Fraedom's transition from a traditional organizational structure to a self-organizing model inspired by Spotify and Holacracy. Key aspects of the new model include overlapping functional practices rather than siloed departments, lightweight peer feedback, and minimal management hierarchy. The transition process involved training all employees and allowing self-selecting teams. While challenges emerged like not all roles fitting and lack of context for some, overall the model has led to quicker evolution and improvement at Fraedom though further changes remain ongoing.
The document discusses effective process design and provides guidance on creating effective processes. It recommends engaging stakeholders to identify gaps, standardizing documentation for consistency, and centralizing access to documentation. It emphasizes verifying that process improvements are implemented and governance is established to ensure benefits are realized. Finally, it stresses the importance of collaboration, communication, and training to foster adoption and embed changes in the organizational culture.
Undercurrent is an organizational design and strategy firm that helps large companies organize for an uncertain future. It has recently merged with Quirky, a company that helps bring ideas to market through community-fueled invention. The merger will allow Undercurrent to test new organizational models on a larger scale of over 300 employees combined. It will also provide 10x more resources and expertise, and allow them to build a community of organizational designers and business leaders 1,000x larger through Quirky's community-building capabilities. The two companies will now offer joint services to help organizations become more adaptive and innovative through vision/strategy validation, ways of working, and ways of organizing supported by organizational design software.
The document discusses how lessons from Lean Thinking and Toyota's production system can be applied in healthcare to improve quality, efficiency and productivity. It outlines three levels of Lean transformation: improving individual processes (Point Kaizen), redesigning patient pathways (Value Stream Kaizen), and aligning support processes across organizations (System Kaizen). Early results in Bolton Hospitals NHS Trust show improvements like reduced mortality and length of stay through Rapid Improvement Events. The document advocates adopting a Lean approach to operations and strategy to manage processes and redesign services using Lean principles. Some challenges to Lean adoption in healthcare are also acknowledged.
Rethinking business decisions and processes for digital transformationJudy Breedlove
AI-Powered
Process
Guidance
Decision
Manager:
Model & Automate
Decisions
Risk &
Compliance:
Manage Risks &
Controls
Process
Mining:
Discover
Processes from
Event Logs
Signavio
Business
Transformation
Suite
Process
Analytics:
Gain Insights
from Process
Data
Process
Gateway:
Connect
Processes &
Systems
Process
Robotics:
Automate
Processes with
Bots
Architecture
Manager:
Manage
Enterprise
Architecture
Signavio
Business
Transformation
Suite
Signavio: The Smarter Way to Continuously Translate
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
Lean Portfolio Strategy Part 1: Visualizing your Strategy Flow for Transparen...Cprime
This document summarizes a webinar about visualizing strategy flow for transparent outcomes. The webinar discusses making strategy visible through visual diagrams, connecting strategies across levels, and ensuring work is connected to strategy. It provides examples like Volvo connecting initiatives to strategic priorities through dropdown menus on work items. The key messages are to paint measures prominently, review them regularly, ladder strategies together clearly, and build discipline to insist all work maps to strategy.
This document discusses business agility and agile approaches. It defines business agility as the ability of a business system to rapidly respond to change. It discusses agile delivery approaches like iterative models and fast fashion. It covers creating a vision using lean startup and business model canvases. It also discusses agile organization structures like cross-functional teams and frameworks like Scrum and SAFe. Finally, it summarizes how agile leads to changes like shorter cycle times, incremental investments, and a focus on customer value.
Presented at NCVO's Trustee Conference on Monday 11 November 2014.
The presentation was by Neil Fedden, Specialist Lean trainer and consultant. These slides highlight the importance of viewing our organisations as our customers/beneficiaries see us. Introducing an approach to understanding and improving core & support processes including the use of 'lean' tools, and we explore how these tools can best be applied within the voluntary sector
To learn more about governance: http://www.ncvo.org.uk/practical-support/governance
To find out about NCVO's Trustee Conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
This presentation was given by Neil Fedden (Associate NCVO), Peter Rimmer (Children's Society) and Laura Rawnsley (Transformation Director - Children's Society). The need for change was discussed as well as the Lean philosophy (elimination of information waste).
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
13 10-31 red quadrant masterclass five-day stp dec 2013 cbBenjamin P. Taylor
The document summarizes a 5-day training program for senior public managers on service transformation. It provides the following key details:
- The program teaches practical tools and methodologies like lean and systems thinking to deliver sustainable transformation without excessive spending on consultants.
- Previous participants highly recommended the program, with 99% applying the training and 61% using it weekly in their work.
- The program uses business simulations to bridge the gap between theory and practice of transformation projects. Trainers are expert local government practitioners.
Even the word ‘work’ doesn’t mean the same as it did in the recent past and the promise of improved performance outcomes made possible by smarter workplace solutions is seductive to business and organisation leaders. At the same time, the promise of a new and more relevant way of working is attractive to people who want a more rewarding and more flexible ‘work’ experience. Process programme management suggests a simple methodology that can’t fail to deliver both. But the reality of delivering tangible and sustainable change outcomes that both excite and reassure a multi-faceted range of expectations requires a rich mix of skills as well as professional and personal commitments.
Agile practices may be easier to implement in a new world, unencumbered by legacy systems, policies and processes, but it can still be done in a "brownfield environment". I was asked to present on this at the recent "Overcoming the challenges in Digital Transformation" conference in Canberra
LITA Executive Webinar with Niels Loader
Niels will share the insights gained in determining and implementing metrics within IT, particularly focusing on the metrics used in a Lean IT organization. He will focus on the key pitfalls and successful strategies for getting to the right metrics and making them work.
This document discusses an Agile transformation at a large financial institution. It provides an overview of why the institution changed to an Agile approach, the key factors in their success, and how they started their transformation journey. It describes moving from traditional waterfall approaches to incremental delivery using Scrum, Kanban and other Agile practices. It emphasizes the importance of collaboration, empowering cross-functional teams, and continuously improving through inspecting and adapting.
The document outlines an agenda for a Lean Leadership training seminar. The agenda covers introductions, defining Lean leadership, teaching and learning skills, Toyota Kata, case studies, and conclusions. It also includes background information on the Texas Manufacturing Assistance Center, which provides services to help manufacturers in Texas accelerate growth and competitiveness.
The presentation was part of the Funding Conference in London on Monday 23 February 2015.
The presentation was by Nigel Kippax, NCVO and Dr Mary Davies, NCVO Consultant and lintroduces an approach to understanding and improving core and support processes.
Find out more about the Funding Conference from NCVO: https://www.ncvo.org.uk/training-and-events/funding-conference/workshops
The document discusses Fraedom's transition from a traditional organizational structure to a self-organizing model inspired by Spotify and Holacracy. Key aspects of the new model include overlapping functional practices rather than siloed departments, lightweight peer feedback, and minimal management hierarchy. The transition process involved training all employees and allowing self-selecting teams. While challenges emerged like not all roles fitting and lack of context for some, overall the model has led to quicker evolution and improvement at Fraedom though further changes remain ongoing.
The document discusses effective process design and provides guidance on creating effective processes. It recommends engaging stakeholders to identify gaps, standardizing documentation for consistency, and centralizing access to documentation. It emphasizes verifying that process improvements are implemented and governance is established to ensure benefits are realized. Finally, it stresses the importance of collaboration, communication, and training to foster adoption and embed changes in the organizational culture.
Undercurrent is an organizational design and strategy firm that helps large companies organize for an uncertain future. It has recently merged with Quirky, a company that helps bring ideas to market through community-fueled invention. The merger will allow Undercurrent to test new organizational models on a larger scale of over 300 employees combined. It will also provide 10x more resources and expertise, and allow them to build a community of organizational designers and business leaders 1,000x larger through Quirky's community-building capabilities. The two companies will now offer joint services to help organizations become more adaptive and innovative through vision/strategy validation, ways of working, and ways of organizing supported by organizational design software.
The document discusses how lessons from Lean Thinking and Toyota's production system can be applied in healthcare to improve quality, efficiency and productivity. It outlines three levels of Lean transformation: improving individual processes (Point Kaizen), redesigning patient pathways (Value Stream Kaizen), and aligning support processes across organizations (System Kaizen). Early results in Bolton Hospitals NHS Trust show improvements like reduced mortality and length of stay through Rapid Improvement Events. The document advocates adopting a Lean approach to operations and strategy to manage processes and redesign services using Lean principles. Some challenges to Lean adoption in healthcare are also acknowledged.
Rethinking business decisions and processes for digital transformationJudy Breedlove
AI-Powered
Process
Guidance
Decision
Manager:
Model & Automate
Decisions
Risk &
Compliance:
Manage Risks &
Controls
Process
Mining:
Discover
Processes from
Event Logs
Signavio
Business
Transformation
Suite
Process
Analytics:
Gain Insights
from Process
Data
Process
Gateway:
Connect
Processes &
Systems
Process
Robotics:
Automate
Processes with
Bots
Architecture
Manager:
Manage
Enterprise
Architecture
Signavio
Business
Transformation
Suite
Signavio: The Smarter Way to Continuously Translate
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
Lean Portfolio Strategy Part 1: Visualizing your Strategy Flow for Transparen...Cprime
This document summarizes a webinar about visualizing strategy flow for transparent outcomes. The webinar discusses making strategy visible through visual diagrams, connecting strategies across levels, and ensuring work is connected to strategy. It provides examples like Volvo connecting initiatives to strategic priorities through dropdown menus on work items. The key messages are to paint measures prominently, review them regularly, ladder strategies together clearly, and build discipline to insist all work maps to strategy.
This document discusses business agility and agile approaches. It defines business agility as the ability of a business system to rapidly respond to change. It discusses agile delivery approaches like iterative models and fast fashion. It covers creating a vision using lean startup and business model canvases. It also discusses agile organization structures like cross-functional teams and frameworks like Scrum and SAFe. Finally, it summarizes how agile leads to changes like shorter cycle times, incremental investments, and a focus on customer value.
Presented at NCVO's Trustee Conference on Monday 11 November 2014.
The presentation was by Neil Fedden, Specialist Lean trainer and consultant. These slides highlight the importance of viewing our organisations as our customers/beneficiaries see us. Introducing an approach to understanding and improving core & support processes including the use of 'lean' tools, and we explore how these tools can best be applied within the voluntary sector
To learn more about governance: http://www.ncvo.org.uk/practical-support/governance
To find out about NCVO's Trustee Conference: http://www.ncvo.org.uk/training-and-events/trustee-conference
The presentation was a workshop at Evolve 2014: the annual event for the voluntary sector in London on Monday 16 June 2014.
This presentation was given by Neil Fedden (Associate NCVO), Peter Rimmer (Children's Society) and Laura Rawnsley (Transformation Director - Children's Society). The need for change was discussed as well as the Lean philosophy (elimination of information waste).
Find out more about the Evolve Conference from NCVO: http://www.ncvo.org.uk/training-and-events/evolve-conference
The document discusses applying lean principles from GM's Global Manufacturing System (GMS) throughout the entire enterprise, including non-manufacturing functions. It outlines how GMS was expanded to offices by using value stream mapping to visualize office processes. The document also discusses standardizing the approach to GMS projects across functions, providing examples of projects in different functions like design, engineering, and finance. Leaders are encouraged to get personally involved in GMS projects to see the benefits and help integrate the process more fully.
The document discusses the results of a study on the impact of climate change on global wheat production. Researchers found that rising temperatures will significantly reduce wheat yields across different regions of the world by the end of the century. Under a high emissions scenario, the study projects a global average decrease in wheat production of 6% by 2050, and a 17% decrease by 2100, threatening global food security.
This document describes a case study of mapping the value stream for Jax Taxes, a CPA business providing tax preparation services. It includes a description of Jax Taxes' current tax preparation process, which involves multiple handoffs, delays, and errors. The document then provides an overview of value stream mapping concepts and tools to analyze Jax Taxes' current process, identify sources of waste, and develop a future state map to design a leaner workflow. Key aspects discussed include defining customer value, mapping the current state, identifying types of waste, determining root causes of problems, and using metrics to measure improvements.
The document summarizes a case study of a patient clinic visit process improvement project at Herrestad Clinic in Sweden. It describes the current state process which included long wait times, rework, and high process time. A future state map and implementation plan was created using lean tools to streamline the process. This included doing lab tests before visits, standardized forms, checklists for physicians, and a lab test calendar. The results were reduced process time and wait times, increased quality, and more patient visits per month. The goal of creating a less stressful workplace was achieved through cross-functional collaboration and process improvements.
The document outlines New Belgium Brewing's process for updating their Sustainability Management System in 2014-2015. It involved conducting internal and external stakeholder reviews to gather feedback and insights. For the internal review, they interviewed 171 coworkers in 20 functional teams. Key themes from this include making sustainability relevant to daily work and tracking progress towards goals. For the external review, they interviewed vendors, non-profits, peers, grant recipients, distributors, customers and communities to understand stakeholder perspectives. Insights from these reviews helped inform target areas, metrics and a new management system to track sustainability projects and progress.
The document describes a local transparency mechanism for the oil and gas industry in Blora District, Indonesia. It was established to address issues like a lack of revenue and CSR data sharing, and environmental impact information. The mechanism's objectives are to transparently share information on revenues, CSR programs, and environmental impacts. It consists of a multi-stakeholder team that collects, analyzes and publishes data quarterly. In its first years of operation, the team advocated for increased revenue sharing, participated in legal reviews, and mediated citizen issues. While building trust between groups, challenges remain in formalizing company involvement and improving revenue and impact policies.
This document summarizes a school project on the fundamentals of accounting. It was completed by Liz Tait and Deivy Sanjur, 10th grade students. The project defines accounting as analyzing and assessing the economic results of organizations. It explores the early history of accounting methods and how technology has advanced the field. The fundamentals of accounting allow recording, classifying, and interpreting financial events and information objectively and prudently. Through qualitative research, the students learned about accounting principles and the importance of accurate financial records for demonstrating business processes and performance. Their conclusions are that accounting provides crucial financial information and documentation of an entity's activities and financial situation.
Diane rutter notts consortium presentation 30 june 2010 v2DianeRutter
Community Impact Bucks was formed through the merger of three organizations in Buckinghamshire - the Volunteer Centre, Council for Voluntary Service and Rural Community Council. The merger was intended to improve sustainability, retain local links, and enable new approaches to service delivery. Significant challenges included integrating different cultures and incompatible IT systems. While mergers do not necessarily lead to direct savings, efficiencies were hoped for in areas like reduced premises and staff costs. Success required a step-by-step approach, external advice, realistic timelines, and maintaining a positive message internally and externally.
This document outlines initiatives from different sectors of AIESEC NKUA for the 2012-2013 year. It describes initiatives to improve recruitment and matching processes for the Global Citizenship Development Program and Global Internship Program through internal recruitment, structured contact management, tracking tools, and structured matching processes. It also outlines initiatives to promote programs through partnerships with other organizations and standardizing promotion strategies. The initiatives achieved impacts such as increased internal recruitment and matches compared to previous years. The document predicts the initiatives will continue to evolve and improve processes and results in future years.
Presentation by Jill Cuthbert, Senior Employee Relations Specialist, Citi (formerly Citibank) at CMP's 'Aiming for excellence' conference, 5 December 2008, London.
The document discusses considerations around implementing beneficial ownership disclosure requirements in the UK. It summarizes that the UK introduced a person with significant control (PSC) register requiring companies to record individuals who own or control more than 25% of the company. Over 2 million entries have been collected since its implementation 9 months ago. While it created some additional burdens, it has increased corporate transparency overall and established a foundation to further improve compliance and ensure register integrity going forward.
Webinar - How Are Global Companies Addressing Pay Equity?PayScale, Inc.
Join Buro Happold’s Head of People Data, Vicky Thorburn; Payscale’s Director of Social Impact, Vicky Peakman; and Payscale’s Chief Product Evangelist, Ruth Thomas on Tuesday, January 17th at 9 AM PST as they discuss their pay equity journeys and how organisations can address this issue.
(1) The author proposed transitioning their business unit from physical to electronic document storage to reduce costs and improve workflow. (2) Research found this would save over $10,000 annually on supplies and reduce filing by 80% while improving productivity. (3) Management approved the proposal after the author presented clear and concise research showing the benefits.
This document summarizes a breakfast briefing event that covered policy issues related to growth, education, and careers. The event included:
- An overview of the government's economic and education policy context including reforms underway across schools, FE, HE, and skills/apprenticeships.
- Discussion of the current economic challenges including high unemployment, slow growth, and the impact on education budgets and reforms.
- Three key policy areas were highlighted: addressing youth unemployment, developing the further education sector, and implementing the government's growth plan.
- Participants provided input through voting on questions related to the economy, education policies, and careers services. Research projects on careers guidance and enterprise education were also briefly presented.
Webinar: How to make the welfare system simple to understandPolicy in Practice
Policy in Practice's Benefit and Budgeting Calculator software is fast, accurate, simple and targeted. Newly upgraded for 2017, it now has even more features to help people understand work and welfare with confidence.
Using our frontline engagement software local authorities, housing associations and welfare to work providers can simplify conversations, explain complex changes better and support advisors with information they can trust.
Most importantly, our software simplifies the welfare system, giving people the information to make the decisions that are right for them.
Listen to this webinar to hear:
- How to simplify your benefit assessments
- How to simplify your budgeting advice
- How to simplify your income maximisation advice
Find out more at
http://policyinpractice.co.uk/outcome-based-software/benefit-budgeting-calculator/
or email hello@policyinpractice.co.uk
Tips For Writing A Winning College Application EssayLisa Riley
Napoleon gave a farewell address to his Old Guard soldiers after being defeated by the Allies in 1814. He thanked the soldiers for 20 years of loyalty and service, accompanying him on campaigns of honor and glory. However, he said continuing the war would result in civil war and deeper misfortune for France, so he was sacrificing his own interests for the good of the country. The address celebrated the Old Guard's courage and fidelity while acknowledging the new political realities Napoleon faced.
The Utah Board of Pardons & Parole presented plans to convert paper records to an electronic system. They outlined a multi-phase plan to develop modules for document management, decisions, and calendaring using existing technology and a private vendor. They also proposed an accelerated 14-month timeline at an additional cost of $720,000 requiring more staff and equipment. Key challenges included organizational changes, partner availability, and the many dependent phases requiring completion. Converting to electronic records was argued as vital for improved communication, transparency, decision-making, and records management. A 2.5 year timeline was the board's recommended option costing $1.38 million initially versus $2.1 million for the accelerated 14-month plan
This document provides an overview of applying Lean principles to local government services. It discusses what Lean is, how Southlake, Texas has implemented Lean processes to reduce development approval times by over 300% and budget development times by 33%. It encourages focusing on eliminating waste from processes by establishing flow, implementing pull systems, and continuously improving to provide the best value and service to customers. Local governments are encouraged to apply Lean thinking to any processes where time or customer satisfaction is important.
Transferring the purchasing role from international to national organizations...valéry ridde
Presentation of Isidore Sieleunou realised for an organised session on Application and challenges to the use of mixed methods in health systems research, held at HSR 2016, the Fourth Global Symposium on Health Systems Research, Vancouver, 14-18 november 2016.
Whats In It For You Cool Projects (Accounting, Risk Management, Supply Chai...Veronique_Joubert
The document summarizes 3 consulting projects completed by Resources Global Professionals:
1) Reconciling social security payments for 3,500 employees of a Belgian client to meet a legal deadline. The consultant analyzed payments and reconciled figures.
2) Providing operational risk management support during organizational changes at an insurer, including producing risk reports and training staff.
3) Coaching category managers at a manufacturer's Benelux purchasing organization to improve processes and deliver world-class key performance indicators.
All Pro Bono O.R. case studies completed to dateThe OR Society
Pro Bono O.R. has worked with lots of third sector organisations in the last couple of years. This presentations includes a one page case study slide from each project we have worked on.
This document discusses using Lean principles to improve government processes and reduce waste. It defines Lean as eliminating non-value added activities through continuous improvement. There are eight types of waste, including transport, inventory, motion, waiting, overproduction, overprocessing, defects, and skills. Only activities that add value from the customer's perspective should remain. Case studies show how mapping current and future states of processes can help quantify waste and set goals to dramatically improve cycle time, throughput, and other metrics over several months through specific action items. Tips for using Lean to manage email more efficiently are also provided.
Uk lean summit 2015 lean transformation developing the capability to improv...Lean Enterprise Academy
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help boost feelings of calmness, happiness and focus.
This document discusses key learnings about Lean and its evolution. It covers:
- Lean principles like eliminating waste, creating flow, pulling work, and standardizing processes.
- How Agile software development paralleled Lean's path by moving from batched to continuous work and emphasizing frequent feedback.
- The importance of management involvement and showing leaders how better processes lead to better business results.
- Sustaining improvements requires frontline workers to learn and practice Lean daily with coaching and problem-solving skills.
- Lean aims to continuously improve processes through incremental changes to reduce costs and waste while increasing quality, throughput, and customer responsiveness over time.
The document summarizes the outcomes of a Lean Green Stream workshop held at Clatterbridge Hospital to improve efficiency in surgery. Key findings included:
1) Identifying "green stream" procedures like cystoscopy and hernia repairs that account for 52% of workload and standardizing rules to improve their flow, like fixed scheduling and no cancellations.
2) Reducing patient "touches" or handoffs for green stream cases from 26 to 13 through steps like combining pre-op assessments and tests.
3) Cutting time patients spend in the day case unit for green stream cases by 66-75% by reducing handoffs from 34 to 8-11 through measures like staggered ward rounds.
4
This document provides an overview of the Oobeya technique used in Lean management. Oobeya, which means "big conference room" in Japanese, is used to make knowledge work visible so waste can be eliminated. It involves defining clear and measurable targets, decomposing those targets to individual team members, and using an "issue board" to identify and resolve problems in a constructive manner. The leader's role is to define targets, manage the process, and ensure work is balanced, while members work to deliver solutions and report on progress toward targets using a Plan-Do-Check-Act framework.
The document discusses building a lean management system. It provides examples from Toyota of integrating process thinking, learning, and quality approaches. Key aspects of developing a lean system include having a shared language, understanding organizational dynamics and performance gaps, agreeing on important problems to address, developing visual tools to monitor plans and identify variations, and building knowledge through experimentation and communities of practice. The overall goal is to create stability and address issues systematically using a plan-do-check-act approach to continuously improve the organization.
This document provides an overview of the Toyota Management System (TMS). It discusses the origins and history of Toyota's lean manufacturing approach. The core aspects of the TMS are described, including the Toyota Production System (TPS), Toyota Development System (TDS), and Toyota Marketing and Sales System (TMSS). Visual tools used in the TMS like the Oobeya room and issue boards are explained. Challenges in implementing the TMS approach in Western companies are also covered.
How to develop managers able to lean and sustain end to-end value streamsLean Enterprise Academy
The document discusses how to develop managers to lead and sustain end-to-end value streams using lean thinking. It recommends teaching managers to see work as a process, identify value and waste, grasp problems visually, define gaps, and develop plans with alternative experiments. Managers should learn to use PDCA, make performance visible, and review progress regularly to close gaps through consensus building and a structured "learn by doing" approach including gemba walks, problem solving, coaching, and managing visually. The goal is to compress the time from identifying problems to implementing countermeasures for a competitive advantage.
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
This document discusses lessons learned from applying lean principles in three healthcare systems. It emphasizes using a scientific approach to diagnose and solve organizational problems, developing capabilities through hands-on problem solving rather than just training, making work visible through value stream mapping and management, focusing efforts on key priorities and experiments, and continually learning from experiments and customer feedback.
This document outlines steps for leading a lean turnaround, including establishing lean fundamentals like one-piece flow and standard work. It emphasizes setting up reduction activities through techniques like SMED which can yield setup time reductions of over 90%. The main thrust is to transition from batch to continuous flow while implementing pull systems. It stresses the importance of transforming company culture, reorganizing around value streams, and establishing daily management and problem solving to drive out waste.
This document outlines an introduction to lean leadership workshop hosted by Lean Enterprise Academy. The purpose is to help leaders develop organizational and individual capabilities to sustain and expand lean transformation. The workshop aims to engage leaders in understanding lean thinking fundamentals and lean transformation processes. It also encourages reflection on organizational and individual lean efforts and identifies gaps to close between the current and desired states. The workshop covers lean principles, defining a lean vision and strategy, the roles of leaders and employees, and lean tools like A3 problem solving and PDCA.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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1. Changing a public sector agency:
The Dutch Alimony Agency (LBIO)
By: Mr. Leo D. de Bakker RA
Director of LBIO
Drs. René L.M.C. Aernoudts
Sentary Coaching & Consulting
Wednesday, June 23, 2004
Lean Service Summit, Noordwijk aan Zee
2. Biography
Leo D. de Bakker RA (1958)
Registered accountant
In central government since 1980
Tax authorities and Customs
control
Since 1997 Director of the LBIO
Started to work with Lean in 2000
Leading question: are we able to succeed to
introduce a lean approach into a governmental
organisation?
3. In this presentation
What is the LBIO - The National Alimony Agency
A bit of history…
What to do? LEAN!
What where the problems faced: the first map
Introduction of Lean principles
The chosen way of transformation
The Lean Development Process
Results
4. The Dutch Alimony Agency (LBIO)
LBIO was founded in 1993 by the
Ministry of Justice and the Ministry
of Social Affairs
Located in Gouda, 75 full time
equivalents
Independent Governmental Office
Tasks:
1. Collection of child support
(alimony)
2. Decide and collect contribution in case of placing a child in care
3. International collection of child support
4. A possible new task: establishing the amount of alimony that has
to be paid
5. 1.Collection of child support
When child support (also called alimony) has
been decided (by court) LBIO can collect the
amount when someone doesn’t pay his support.
We do this by writing a letter asking for payment
voluntarily. People can pay directly to their ex
partner or via LBIO (they pay 10% extra). If
someone is not willing to cooperate, we can go to
their employer and collect the money there. If this
is not possible we can seize goods or take
someone hostage...
65% of the people pay voluntarily to their ex
partner after the first letter they get from us,
without LBIO taking further action
Amounts in 2003: 6.736 requests
Collected in 2003: € 10.3 million
Processing application
Agreement on payments
Execution:
distraint on wages
Execution:
Bailiff-actions
Imprisonment-procedure
Termination
6. 2. Contribution in case of outplacement
When a child is placed outside the home in case of child
aid the parents have to pay for that care. The LBIO
decides the amount that has to be paid and collects it for
the Ministry of Justice or the Ministry of Social Care.
Amounts in 2003 : 12.428 requests
Collected in 2003: € 8.6 million
7. 3. International collection
When one parent lives abroad the LBIO can still collect child
support and alimony for the ex partner. This has mainly been
arranged internationally in the Trade of New York of 1956.
Amounts in 2003 : 242 requests
Collected in 2003: € 0.5 million (in the Netherlands)
8. 4. Establish the amount of alimony
Thanks to the good work of recent years we might
now get an extra task by the Ministries of Justice and
Social Care
We used all the knowledge of recent years in setting
up a lean work process where we can deliver the new
product within just a few days (instead of 2 to 3
months it used to be) at a low cost
We can do this new task with 15 people instead of
100 it used to take
We thus save € 10 million per year
11. A bit of history: foundation of the LBIO
Untill 1993 there were 19 financial departments at 19 regional
offices of the Child Care and Protection Board
Process of centralisation went very slowly and was accompanied
by altering law and regulations
This resulted in unmotivated employees, ICT-problems and growing
backlogs (running up to 10 months!)
In 1997 we started a privatisation process which also included a
reorganisation aimed to improve clarity on tasks, powers,
responsibilities
Product process in a single department and set up of a staff
department (43/120 FTEs)
Conditions of employment remained
12. The situation at the end of 1997
I became the Managing Director
State of the organisation:
A problematic work process
Great turmoil and uncertainty
Complete lack of professionalism
A delayed computer system
Enormous backlogs
Critics of customers, ministry,
colleagues
First actions:
Improving stability
Introduction of computer system
Tackling backlogs
Creating transparency through a
new cost price system (OPK)
13. Old organization structure 1997
Managing director
Child support Staff
team2
Int. Alimony Alimony
team 1 team 3 Admin Financeteam 1 team2 ICT
senior senior senior senior senior senior senior senior
employees
team 1
14. But…
I wasn’t satisfied…
A lot of complaints by customers
Long leadtimes
Demotivated personnel (high illness rate)
Distrust in management by personnel
High amount of work in process
Too much bureaucracy
Too much “talking about” in stead of “just doing”
Court cases and bad press (even National Television)
Seen as a badly functioning organisation
The improvements seemed to be to minor and took too long
The altered organisation structure wasn’t doing what was hoped for
Main argument from team leaders was: “we need more people”
Management wasn’t able to deal with the problems faced
15. What to do???
I spoke to my Management Team
I spoke to colleagues and Ministries
I spoke to a couple of consulting firms
This finally gave me a vision to solve the faced
problems: go LEAN!
I asked René Aernoudts (Sentary Consulting) as
my sparring partner and consultant
We made our first map
We cleared out the first problems…
16. The first map
Vivid picture
of the future
Lean Team
Illustrative examples
Key questions
Leading lean principles
?
Objectives
(measurable
results)
17. Lean Team: four
process owners,
consultant, director
How can we
improve our
processes
radically?
Leading lean
principles
?
120 to 60 fte
What is the
fitting structure?
Processing time from
15 to 2 weeks
Illustrative examples
2003
Value Stream Mapping
Eliminate waste, FLOW
Quality at source
Standardized work
5S Teams
25. Three years for reaching our goals…
To:
Altered work-processes and no backlogs anymore
Less work and FTEs
Altered organisation structure
Management Information System using the cost price system
With:
Input and full involvement from the employees
By:
Starting a Lean Change Process with employees as the main
change agents
Communicating and discussing about every step in the process
A new organisation structure
26. The Lean Change Process
The distrust of personnel in their team leaders and
department heads led me to involve the personnel
massively in the Lean Change Process
A Lean Team was formed, out of 4 process owners who
formed a team of colleagues themselves and consultants
(their role was transfer of lean knowledge in a supporting,
motivating role)
An advice committee was formed that supported the
developmental team in a meeting once a month
During this some of the managers decided to leave
I made some promises…
27. The Lean Change Process
Each team got the assignment to steer one developmental process,
form a group of colleagues and got help from consultants
They did all kinds of things: started with value stream mapping the
basic processes, looked for potential future state solutions at other
organisations, read books and articles, organised 5S workshops and
gave presentations and so on
After three months these groups presented their final reports to all
employees of LBIO and the Management Team
The Management Team decided within two weeks which actions
were decided on, an action plan was designed and the new
processes got implemented
Improvements: accessibility for customers by telephone, standardized
work, customer quality panel, less inventory, less transport, et cetera
After mapping the current and future state maps The Lean Team also
introduced supporting features as self steering teams, task profiles
and a new organisational structure
28. Current State Value Stream Map
Post office
Open mail
type in data
in the
system,
application in
archive
Processing
application
Check if all
data is
available
(execution
title) and
righteous
Collecting
Agreement
on
payments,
informing
parents
and filing
Archive
All files and
applications
are filed
Execution Termination
Distraint on
wages,
baillif
actions
Inform
both
parents,
close file
and filed in
archive
Parent 1 Parent
1 and 2
Employer
of parent 2
Lead time min:
416-600 days
Processing time:
75-344 minutes
5 2 9 25 8 5
5 min 3 min 12-16 min 20-180 min 25-120 min 10-20 min
4 days 3 days 3-4 months 2 months 2-3 months 6-10 months 2 weeks
29. Future State Value Stream Map
Post office
& Archive
Processing,
collecting &
execution
All tasks
are fulfilled
by one
employee
(digital
archive)
Termination
Inform
both
parents,
close file
and filed in
archive
Parent 1 Parent
1 and 2
Employer
of parent 2
Applications
are scanned
Lead time min:
184 – 310 days
Processing time:
41 - 216 minutes
4 hours 2 – 10 days 6 months
3-4 min 30-200 min 8-12 min
4 30 3
30. New organization structure
After redesigning the processes the Lean Team came
up with a new structure, eliminating 2 levels
MD
Production I
(spec. CS)
Production II
(spec. iA)
ICT, Admin &
Finance
Office for Management
Support
employees employees employees
31. What has changed?
Less hierarchy
Doing more with fewer people
Throughput time from 3 to 4 months to 2 weeks
One employee is responsible for one case from
beginning to end
– Selection no longer a different division
– The amount of stock has decreased and stays that way
2000 2003
Managers 16 4
Employees 100 75
32. New management
Three new MT-members
Special Lean Education Plan for new managers (one
month) where they worked in all the departments and
created current and future state maps
Value stream walkthrough for improvements
– Improving the request forms (from 40% incorrect forms to only
4%)
– Improving the letters for our clients (from 120 to 20 different
standard letters)
– More steering on time-lines
– Developing targets (for teams & individual)
33. More Lean Thinking
Team training in self management and meeting skills
We went for a one month project eliminating the total
inventory through letting every employee process 6 to 8
applications per day next to their normal job: we
achieved the result in two weeks time, what was thought
of being a problem impossible to solve
Teams are self directing
– Deciding their own daily work process and planning
– Review their teameffort, results and quality
Multiple skilled employees
– Employees of different work field learn each others job
– Extra support is there when needed
Pull push principal
– Production is based on need
34. Results I
From backlog of 4 months to work-in-progress of 2 weeks
Number of standard letters down from 120 to 25
Decrease of staff-FTEs (43>28) by self-management of the
teams
Decrease of number of files (15,000>10,000)
No external warehouse needed anymore
3 employees of the financial departement do the work of 7
earlier
Improved accessibility by telephone for customers from 2 hours
to 7 hours per day
Customer satisfaction is 8 out of 10
Absenteeism from 16% to currently 4%
First time right: from 40% rework at applications to under 4%
41. Results II
Indicators 2001 2003 Percentage
improvement
Cases solved after first letter 50% 66% 32%
Number of current files 15.000 10.000 -33%
Processing time 15 weeks 2 weeks -87%
Number of employees (full-time equivalents) 100 75 -25%
Number of executives 16 4 -75%
Necessary re-work on application forms 40% 4% -90%
Absenteeism 16% 9% -44% (in 2004 below 4%!)
FTEs fulfilling more than one task 5% 40% 88%
OPK-production (total) 193,757 206,93 7%
Productivity per FTE 1937 2,759 42%
Total collection results (million euro) 17.5 19.5 12%
Results per FTE 185 260 41%
Floor space required 2500 2000 -20%
Costs per euro child maintenance collected 0.21 0.17 -24%
Costs per euro parental contribution collected 0.19 0.16 -16%
Leadtime (in days) 416-600 184-310 50-56%
Processing time (in minutes) 75-344 41-216 37-45%
42. Conclusion
Transforming a civil-service type organisation into a
decisive, flat and customer oriented organisation by
means of ‘lean thinking principles’ IS POSSIBLE!
But: you really have to believe in it yourself and give
the opportunity to employees to explore and
redesign… they know it better!
Remarks and Questions?
THANK YOU!