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Lindsay Hoult - Sharing Best Practice
This document outlines an organization's vision and approach to continuous improvement. It provides information on continuous improvement resources including a head of CI, CI specialists, and 42 CI leads. CI leads receive initial and ongoing training. Improvement projects follow a define, describe, design, deliver, digest process over 16 weeks on average. The document shares metrics on CI engagement, highlights recent projects closing the policy cycle and opening new finance and analytical survey projects, and identifies selecting success stories for CI week as a challenge. It closes with examples of successful CI projects and their impacts including cost savings, time savings, and process improvements.
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Lindsay Hoult - Sharing Best Practice
- 2. Our vision “Everybody problemsolving and improving everyday”
- 3. Our offer You andyour team can start anywhere to best meet your needs. Taking advantage of all areas will sustain improvements and is likely to deliver more substantial benefits over time Improvement Project I have an urgent problem to solve and want to embed learning in my team as we go One Day Session I want to get my team enthused and skilled to identify projects and areas we can improve CI Journey I want to look at how we operate as a team and identify areas to develop Continuous Improvement Lead I want to train a local member of staff to guide and support us through this
- 4. Resourcing • Head ofCI • CI SpecialistCI Team • 42 CI Leads in the business - a ratio of 1 to every 40 staff at a minimum CI Leads • All staff trained in basic CI tools and techniquesStaff
- 5. CI Leads • 3days initial training • 1.5 days on CI tools and improvement projects • 1.5 days on consultancy skills • Once a month catch up for coaching/mentoring • Once a month virtual development meeting for whole group – share highlights and challenges with in-depth learning on one tool and one management technique
- 6. Improvement Projects Reporting andKey Documents Define Describe Design Deliver Digest Time Hours per Week 2-3 7-10 4-7 7-14 4-5 Documents • Improvement Charter • First Monthly Report • Monthly Report(s) • Recomme- ndations Report • Monthly Report(s) • Monthly Report(s) • Monthly Report(s) • Final Story Board 2 weeks 8 weeks 2 weeks 8 weeks 2 weeks 16 Weeks on Average
- 7. UNCLASSIFIED CAPABILITY 56% ofFSA staff have attended the one day CI session HIGHLIGHT Closure of the first cross cutting project on the Policy Cycle and the introduction of two new projects looking at Finance processes and the Analytical survey guidelines. CHALLENGE Selecting from the many achievements in CI the articles for CI week. SUCCESS The Policy Cycle project has engaged staff from across the FSA and its recommendations have benefitted from their input. The process for SI development has been reduced from 31 steps to 26 steps Made financial savings of approximately £300-£350 per year by not ordering published documents and relying on downloadable copies free from legislation.gov.uk website. The policy has also identified further workstreams and possible CI projects. Attended one day session = 50 staff Continuous Improvement in the FSA February 2015 0 5 10 15 20 25 30 35 40 Continuous Improvement Projects New Projects Closed Projects Total Projects Assurance – Central Level
- 8. Communications Selling Success –Friday Features Central Information
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- 12. Success! 3% increasein staff engagement overall 7% increase in safe to challenge 7% increase in encouraged to come up with new and better ways of working Only 7% of people disagree that their team work together to find ways to improve the service we provide £1.5 million opportunity cost savings in the last 18 months Over 5 FTE capacity increase to use on value added activity for customers Over 42 years time out of our processes
- 13. Success! Pauline Wilkinson increased LocalAuthority and FBO satisfaction with the Eat Well Awards Steve Benn has improved the delivery time for the Pay award by a massive 7 months, leading to an incredible saving of 10 days processing time for the Payroll Team and 4 days for the Finance Team James and Hayley’s project saved 12 boxes of paper, over 60 hours of staff time and £600 using Google Drive, delivering an improved customer service. James Stimson and the Wales office have saved £10,500 pa on advertising costs for WFAC meetings and maintained attendance numbers Raj Ubhi and the incidents team have saved 0.14 FTE by training port health authorities on iRASFF – a saving of £4,296 Sian Thomas has successfully implemented the AVH restack and canteen move saving the Agency £0.8m this year and net £4m over the next 3 years. Surveys have identified the majority of staff are comfortable with the new arrangements and the after action review identified potential benefits for collaborative working Catherine Bowles’ cross cutting project on the Policy Cycle has reduced the process for SI development from 31 steps to 26 and made financial savings of £350 per annum by relying on downloadable copies for documents.