Managing Change: Transformation for Productive Public Services 6/12/2016

Partners in improving local health Slide 1
Supporting A Culture of
Continuous Improvement
Andrew Robson
Business Process Automation Lead

Partners in improving local health
Investigation
• Setting the Scene
• Our Story
• What we have done
• Where we are now
• Questions
Slide 2
©NHS Commissioning Board . Developed by North of England Commissioning support Unit (NECS) 2016

Setting the scene
• Organisations jump to the straight continuous improvement tools
• Start executing improvement projects to varying degrees of success
and limited longer term sustainability
• Taking the continuous improvement culture for granted
• Resulting in
– Teams that push back against change; and
– A general attitude towards continuous improvement becomes
one of inconvenience.
• Deloitte’s – success rates for continuous improvement efforts is less
than 60%
Slide 3

Setting the scene
• Organisations fail to recognise that continuous improvement is:
– A total system
– Represents a complete and comprehensive culture change
– New way of managing the organisation
• More than just a set of tools and techniques
• Continuous improvement stems from the organisations cultural roots
– Continuous Improvement is employee driven change
– Needs the support structures that enable it as a way of working
Slide 4

Current state
• NECS has fallen in to the trap of focusing on the tools and
techniques
– Nissan UK at Sunderland
• Awareness training for all staff
• Line Manager training
– In house programmes:
• Tools and Techniques training - scenario based application of
the various tools and techniques
• Tools and Techniques embedded within our various
programmes (NECSTEPS; RPIW’s workshops etc.…)
Slide 5

Current state
• BUT continuous improvement has to be driven centrally, it’s not
organic within the business yet
• It’s not in our DNA yet
• Projects are coming through the system, they are successful in
delivering improvements
– Over £1 million efficiencies to date
– Recognition from NHS England
– Selling our services externally
• Not at the level we would like
Slide 6

Our Challenge
• Question for NECS is how embed Continuous Improvement across
the organisation.
• Based on observations with:
– Nissan UK at Sunderland
– Sopra Steria India
• Recognised that there are two sides to the continuous improvement
coin
– Transformational; and
– Transactional
• Developed the NECS Continuous Improvement Framework
Slide 7

Continuous Improvement
Framework
• Propriety framework
• 3 Mutually supportive pillars
Slide 8

Diagnosis
• Used the framework to do a high level diagnostic :
• Tools and Techniques 
• Good
• Business Activity Monitoring 
• Could do better
– Hold silos of Continuous Improvement activity information
– Not joined so they don’t give any insight i.e. no corporate
story, no golden thread
• Culture 
• No focus
• Clear where we had to focus our efforts on culture
Slide 9

Maturity Model
• Culture raised a number of challenges
– What to measure
– How to measure it
• It had light and flexible
• Capture organisational perspectives - executive down to
process / task performers
• Usable for purposes such as, planning; diagnosis; and
monitoring.
• Used on a cyclical basis – PDCA
• Development of the NECS Continuous Improvement Maturity Model
• Diagnostic toolkit
• How advanced is the continuous improvement culture i.e. the
strengths; weakness; and opportunities.
Slide 10

Organisation Maturity
• Continuous Improvement journey
• So what is culture?
Slide 11

Continuous Improvement Culture
• Culture is a product of organisational capabilities :
– Leadership: senior executives who support continuous
improvement;
– Values: vision; customer focus , teamwork, personal
accountability and a willingness to change;
– Expertise: skills in, and methodology for continuous
improvement;
– Infrastructure: information and management systems that
support continuous improvement; and
– Governance; mechanisms for managing change initiatives and
projects
• The strength of each of these capabilities is the product of
their underlying enablers.
Slide 12

Continuous Improvement Culture
• Capability / Enabler Matrix
• How to give the matrix a meaningful structure?
Slide 13

The people
• Defined roles
– Senior Executive: The individuals at the highest level of
management in the organisation who have the day-to-day tasks
of managing the organisation;
– Process Owner: The person who has ultimate responsibility for
the performance of a process in realising its objectives and who
has the authority to make changes to the process;
– Process Manager: the person who is responsible for the day-to-
day operations of the process; and
– Process Performer: The individuals who undertake the activities
of the process on a day-to-day basis and make the process work.
Slide 14

Asses and score
– 60 statement survey was developed across the Capability /
Enabler matrix
• Hard Copy or Electronic
• 15 – 20 minutes to complete
– Respondents score the strength of statement
• Low; Moderate; High; or Very High
– Index score is generated => maps to a maturity level
Slide 15

Current state dashboard
Slide 16

PDCA
Slide 17

Work in progress
• Roll out the CIMM across NECS
• Tie in with CI BAM currently being developed
• Electronic ‘Find and Fix’ Dashboard
Slide 18

Final Thought
“Success is a science, if you have the
right conditions, you get the right result”
Oscar Wilde
Slide 19

Contact
Andrew.Robson4@nhs.net
07796938785
Slide 20

Managing Change: Transformation for Productive Public Services 6/12/2016

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (10)

Similar to Managing Change: Transformation for Productive Public Services 6/12/2016

Similar to Managing Change: Transformation for Productive Public Services 6/12/2016 (20)

More from mckenln

More from mckenln (20)

Recently uploaded

Recently uploaded (12)

Managing Change: Transformation for Productive Public Services 6/12/2016