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
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 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
Creating a Continuous Improvement CultureTKMG, Inc.
Recorded webinar: http://slidesha.re/M4Zyhu
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Lean has been in popular use since the late 1990's in some circles and since the mid-2000's in others. Yet very few organizations have establishing true continuous improvement cultures. Why?
In this webinar you will learn the essential elements for infusing C.I. into your organization's DNA--including the must-have leadership and management behaviors--and tips for selling these needs to your leadership team.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Commit to Becoming an Outstanding OrganizationTKMG, Inc.
Recorded webinar: http://slidesha.re/1ek7l1g
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Just as you may be re-evaluating your personal goals for the New Year, January is a great time to re-evaluate your organization’s management practices and set new goals that will enable you to move your organization ahead.
If you're not sure how to start, this webinar—based on Karen Martin's book The Outstanding Organization—presents a framework for understanding the four keys for creating lasting transformation.
It's time to replace the habits that don't serve your organization well with new ones that accelerate results.
Will you commit to helping your organization become outstanding in 2013? All it takes is a critical mass to create the type of momentum that’s tough to stop.
Join us for this important webinar and learn how to:
* Replace organizational ambiguity with CLARITY and truth telling.
* Help your organization FOCUS and break its "organizational ADD" habit.
* Instill DISCIPLINE into your company's DNA.
* Create the conditions for deep employee ENGAGEMENT.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
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 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
Creating a Continuous Improvement CultureTKMG, Inc.
Recorded webinar: http://slidesha.re/M4Zyhu
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Lean has been in popular use since the late 1990's in some circles and since the mid-2000's in others. Yet very few organizations have establishing true continuous improvement cultures. Why?
In this webinar you will learn the essential elements for infusing C.I. into your organization's DNA--including the must-have leadership and management behaviors--and tips for selling these needs to your leadership team.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Commit to Becoming an Outstanding OrganizationTKMG, Inc.
Recorded webinar: http://slidesha.re/1ek7l1g
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Just as you may be re-evaluating your personal goals for the New Year, January is a great time to re-evaluate your organization’s management practices and set new goals that will enable you to move your organization ahead.
If you're not sure how to start, this webinar—based on Karen Martin's book The Outstanding Organization—presents a framework for understanding the four keys for creating lasting transformation.
It's time to replace the habits that don't serve your organization well with new ones that accelerate results.
Will you commit to helping your organization become outstanding in 2013? All it takes is a critical mass to create the type of momentum that’s tough to stop.
Join us for this important webinar and learn how to:
* Replace organizational ambiguity with CLARITY and truth telling.
* Help your organization FOCUS and break its "organizational ADD" habit.
* Instill DISCIPLINE into your company's DNA.
* Create the conditions for deep employee ENGAGEMENT.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
OEE Financial Benefits From Component ImprovementLean Teams USA
OEE has long been used as a Lean measure for the effectiveness of production equipment. It is mainly used to determine where to focus improvement efforts, Availability, Performance, or Quality. This presentation provides an explanation of OEE and a case study of how improvements to each of the OEE factors can demonstrate financial results
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
This document discusses how corporate agendas can stifle lean thinking and provides examples of lean leaders who changed corporate agendas. It explores the basic language of corporate agendas and six schools of thinking that hinder lean, such as short-term focus, either/or thinking, and disrespect for production staff. Case studies of lean leaders like Art Byrne and Dr. John Toussaint demonstrate how changing metrics and empowering staff can improve both profits and outcomes. The document advocates studying lean management systems and getting involved in discussions to help shift corporate priorities towards lean.
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
This document outlines many of the core components and principles of Lean Management, including analytical tools, value stream analysis, metrics-based process mapping, root cause analysis techniques, waste elimination strategies, standard work, visual management, pull systems, cellular layouts, level loading, work balancing, batch size reduction, setup reduction, cross-training, strategy deployment, key performance indicators, daily kaizen, problem solving processes, gemba walks, and continuous improvement of processes, products and services to deliver value to customers. The overall goal is to eliminate waste and create continuous flow to maximize efficiency, quality and customer value.
The document summarizes an upcoming value stream mapping event for a home healthcare services company. The 2-day agenda includes lean education, creating a current state map to understand existing processes, identifying improvement opportunities, designing an improved future state map, and developing an action plan. The goal is to streamline processes, eliminate waste, and improve customer satisfaction through applying lean principles like value stream mapping.
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
One of my first written pieces on Lean, this was the feature article in the March 2006 issue of Industrial Engineer. (As a note, I didn't write the sidebar on trust-building exercises and wasn't thrilled that the editors added content without my permission.)
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...TKMG, Inc.
This document provides an overview of a webinar on helping leadership understand their role in the Lean improvement process. It discusses how improvement professionals often face frustration from a lack of leadership support, while leaders face frustration not knowing how to best provide assistance. The webinar aims to educate leaders on key Lean concepts and their vital role in enabling improvements. This includes setting an improvement strategy, coaching project teams, authorizing frontline changes, and modeling Lean behaviors. It also addresses managing expectations around the timeline and disruptive nature of transformation, emphasizing the need for long-term commitment.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
How Outstanding Is Your Organization?: An AssessmentTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuueq4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Organizations who wish to become outstanding on all fronts often have areas of weakness that hold them back from achieving their goals.
In this webinar, Karen shares the assessment she created for measuring one's current state, shares how to set a target condition, and provides how-to's for bridging the gaps that exist.
Based on her Shingo prize-winning book, The Outstanding Organization, the assessment rates an organization's skill in operating with clarity, focus, discipline, and a fully engaged workforce--the fundamental behaviors required for excellence in any endeavor.
Participants received a link to the free assessment, which can be used to obtain a baseline and measure progress on the journey to "outstandingness."
Download the free assessment here: http://www.ksmartin.com/the-outstanding-organization/
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Kaizen events -what are they? Driving Performance ImprovementPhilip Lowe
Kaizen Events are a easy way to get started improving your business. With a focus on Action and implementation teams that are dedicated to solving a problem. Freeing up people from usual day to day responsibilities generates focus, dedication and enthusiasm that can be built upon every month to continually generate results. We have been involved in kaizen events that have generated benefits up to $20 Million for a weeks work! Usually 4 weeks is allowed to prepare for a Kaizen Event and 4 Weeks after the event to finalise any outstanding actions.
Webinar On Lean In Non Manufacturing Environmentsfertuckda
This document discusses Lean operations and how its principles can be applied in non-manufacturing environments. It defines Lean thinking, outlines its history and key concepts, and provides a case study of how Virginia Mason Medical Center successfully implemented Lean in a healthcare setting. The document explains how Lean was used to stabilize processes, standardize workflows, simplify tasks, eliminate waste, and continuously improve operations, resulting in significant benefits like reduced costs, errors and waste.
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
Recorded webinar: http://slidesha.re/18ouqPy
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ball" appears.
Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for creating and maintaining focus on the projects and improvement activities that lead to outstanding business performance.
Though Strategy Deployment (SD) was developed in the 1950's, it's experiencing a resurgence due to the growing popularity of Lean practices and SD's vital role in creating the climate for success.
In this webinar, you'll learn how to:
• Prioritize the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on.
• Gain organization-wide alignment, the key to successful plan execution.
• Manage the plan to keep distractions at bay and generate the level of results all organizations are capable of.
In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.
The document summarizes a seminar on applying Lean principles to small businesses to eliminate waste, cut costs and processing times, improve quality and productivity. Lean focuses on identifying and removing non-value added activities through tools like 5S, value stream mapping, and Kaizen events. Attendees would learn how implementing Lean requires changes in thinking and culture but can provide significant benefits like reducing inventory, lead times, and costs.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
Improvement Facilitation and Coaching: An Open ForumTKMG, Inc.
Here are a few potential issues with blending value stream mapping and kaizen events in the same week:
- It can be difficult for participants to switch mindsets between the strategic, high-level thinking required for value stream mapping and the tactical, detail-oriented work of a kaizen event. This risks superficial efforts.
- Value stream mapping requires understanding the current state holistically across functions, while kaizen events focus narrowly on specific processes. Blending the two loses some of the benefit of each approach.
- The time boxes of a typical kaizen event (3-5 days) may not allow deep enough exploration and consensus building around a future state map. Mapping should inform event scope and goals.
- Mapping late
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
This document discusses implementing portfolio management tools at AstraZeneca to improve business decision making. It provides an overview of AstraZeneca as a global biopharmaceutical company and its R&D organization. It then describes the use of Planisware portfolio management software to integrate data on projects, resources, schedules, and forecasts to provide management information. This enables evaluating delivery confidence, identifying resource constraints, and exploring options to maximize value across the portfolio by reducing costs, accelerating development, or improving post-launch performance. It acknowledges challenges in implementing such systems but emphasizes that enabling intelligent decisions by knowledgeable decision-makers with the right information is key.
Governance is important to ensure projects meet their objectives and provide value. When using agile methods for project management, some governance challenges arise due to differences from traditional "waterfall" approaches. Agile utilizes iterative delivery, adaptive planning, self-organizing teams and value-driven prioritization versus fixed plans, timelines and documentation. An example project demonstrated how moving sponsorship to business owners, establishing governance boards including key stakeholders, engaging users, and incremental delivery based on priorities improved outcomes over a "big bang" implementation rejected by users. Behaviors like empowerment, collaboration, communication and removing blockers were emphasized.
OEE Financial Benefits From Component ImprovementLean Teams USA
OEE has long been used as a Lean measure for the effectiveness of production equipment. It is mainly used to determine where to focus improvement efforts, Availability, Performance, or Quality. This presentation provides an explanation of OEE and a case study of how improvements to each of the OEE factors can demonstrate financial results
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
This document discusses how corporate agendas can stifle lean thinking and provides examples of lean leaders who changed corporate agendas. It explores the basic language of corporate agendas and six schools of thinking that hinder lean, such as short-term focus, either/or thinking, and disrespect for production staff. Case studies of lean leaders like Art Byrne and Dr. John Toussaint demonstrate how changing metrics and empowering staff can improve both profits and outcomes. The document advocates studying lean management systems and getting involved in discussions to help shift corporate priorities towards lean.
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
This document outlines many of the core components and principles of Lean Management, including analytical tools, value stream analysis, metrics-based process mapping, root cause analysis techniques, waste elimination strategies, standard work, visual management, pull systems, cellular layouts, level loading, work balancing, batch size reduction, setup reduction, cross-training, strategy deployment, key performance indicators, daily kaizen, problem solving processes, gemba walks, and continuous improvement of processes, products and services to deliver value to customers. The overall goal is to eliminate waste and create continuous flow to maximize efficiency, quality and customer value.
The document summarizes an upcoming value stream mapping event for a home healthcare services company. The 2-day agenda includes lean education, creating a current state map to understand existing processes, identifying improvement opportunities, designing an improved future state map, and developing an action plan. The goal is to streamline processes, eliminate waste, and improve customer satisfaction through applying lean principles like value stream mapping.
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
One of my first written pieces on Lean, this was the feature article in the March 2006 issue of Industrial Engineer. (As a note, I didn't write the sidebar on trust-building exercises and wasn't thrilled that the editors added content without my permission.)
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Leadership: Helping Leaders Understand Their Role In The Improvement Pro...TKMG, Inc.
This document provides an overview of a webinar on helping leadership understand their role in the Lean improvement process. It discusses how improvement professionals often face frustration from a lack of leadership support, while leaders face frustration not knowing how to best provide assistance. The webinar aims to educate leaders on key Lean concepts and their vital role in enabling improvements. This includes setting an improvement strategy, coaching project teams, authorizing frontline changes, and modeling Lean behaviors. It also addresses managing expectations around the timeline and disruptive nature of transformation, emphasizing the need for long-term commitment.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
How Outstanding Is Your Organization?: An AssessmentTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuueq4
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Organizations who wish to become outstanding on all fronts often have areas of weakness that hold them back from achieving their goals.
In this webinar, Karen shares the assessment she created for measuring one's current state, shares how to set a target condition, and provides how-to's for bridging the gaps that exist.
Based on her Shingo prize-winning book, The Outstanding Organization, the assessment rates an organization's skill in operating with clarity, focus, discipline, and a fully engaged workforce--the fundamental behaviors required for excellence in any endeavor.
Participants received a link to the free assessment, which can be used to obtain a baseline and measure progress on the journey to "outstandingness."
Download the free assessment here: http://www.ksmartin.com/the-outstanding-organization/
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Kaizen events -what are they? Driving Performance ImprovementPhilip Lowe
Kaizen Events are a easy way to get started improving your business. With a focus on Action and implementation teams that are dedicated to solving a problem. Freeing up people from usual day to day responsibilities generates focus, dedication and enthusiasm that can be built upon every month to continually generate results. We have been involved in kaizen events that have generated benefits up to $20 Million for a weeks work! Usually 4 weeks is allowed to prepare for a Kaizen Event and 4 Weeks after the event to finalise any outstanding actions.
Webinar On Lean In Non Manufacturing Environmentsfertuckda
This document discusses Lean operations and how its principles can be applied in non-manufacturing environments. It defines Lean thinking, outlines its history and key concepts, and provides a case study of how Virginia Mason Medical Center successfully implemented Lean in a healthcare setting. The document explains how Lean was used to stabilize processes, standardize workflows, simplify tasks, eliminate waste, and continuously improve operations, resulting in significant benefits like reduced costs, errors and waste.
Strategy Deployment: Accelerating Improvement Through Focus and AlignmentTKMG, Inc.
Recorded webinar: http://slidesha.re/18ouqPy
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ball" appears.
Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for creating and maintaining focus on the projects and improvement activities that lead to outstanding business performance.
Though Strategy Deployment (SD) was developed in the 1950's, it's experiencing a resurgence due to the growing popularity of Lean practices and SD's vital role in creating the climate for success.
In this webinar, you'll learn how to:
• Prioritize the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on.
• Gain organization-wide alignment, the key to successful plan execution.
• Manage the plan to keep distractions at bay and generate the level of results all organizations are capable of.
In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.
The document summarizes a seminar on applying Lean principles to small businesses to eliminate waste, cut costs and processing times, improve quality and productivity. Lean focuses on identifying and removing non-value added activities through tools like 5S, value stream mapping, and Kaizen events. Attendees would learn how implementing Lean requires changes in thinking and culture but can provide significant benefits like reducing inventory, lead times, and costs.
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
Improvement Facilitation and Coaching: An Open ForumTKMG, Inc.
Here are a few potential issues with blending value stream mapping and kaizen events in the same week:
- It can be difficult for participants to switch mindsets between the strategic, high-level thinking required for value stream mapping and the tactical, detail-oriented work of a kaizen event. This risks superficial efforts.
- Value stream mapping requires understanding the current state holistically across functions, while kaizen events focus narrowly on specific processes. Blending the two loses some of the benefit of each approach.
- The time boxes of a typical kaizen event (3-5 days) may not allow deep enough exploration and consensus building around a future state map. Mapping should inform event scope and goals.
- Mapping late
The document discusses value stream mapping (VSM) for healthcare processes. It provides an overview of VSM and its objectives to visualize and improve material and information flows. An example VSM is shown mapping the process for hernia patients from referral to follow up. The VSM identifies opportunities to reduce waste, including lead times, and implement a more efficient "green stream" future state with continuous flow and pull systems. Implementation involves breaking the future state into loops and conducting point kaizen events to iteratively achieve the target state.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
This document discusses implementing portfolio management tools at AstraZeneca to improve business decision making. It provides an overview of AstraZeneca as a global biopharmaceutical company and its R&D organization. It then describes the use of Planisware portfolio management software to integrate data on projects, resources, schedules, and forecasts to provide management information. This enables evaluating delivery confidence, identifying resource constraints, and exploring options to maximize value across the portfolio by reducing costs, accelerating development, or improving post-launch performance. It acknowledges challenges in implementing such systems but emphasizes that enabling intelligent decisions by knowledgeable decision-makers with the right information is key.
Governance is important to ensure projects meet their objectives and provide value. When using agile methods for project management, some governance challenges arise due to differences from traditional "waterfall" approaches. Agile utilizes iterative delivery, adaptive planning, self-organizing teams and value-driven prioritization versus fixed plans, timelines and documentation. An example project demonstrated how moving sponsorship to business owners, establishing governance boards including key stakeholders, engaging users, and incremental delivery based on priorities improved outcomes over a "big bang" implementation rejected by users. Behaviors like empowerment, collaboration, communication and removing blockers were emphasized.
The document is a resume for Vincent Callaghan, an experienced team manager seeking a new management position. He has over 15 years of experience managing teams in recycling, IT, and finance. His skills include team building, project management, process improvement, and strategic planning. He holds certifications in PRINCE2 and ITIL problem management and seeks to bring his expertise to a new employer.
The document provides an overview of Lean Six Sigma Green Belt training being offered by the County Executive Office. It introduces key concepts that will be covered in the training, including challenges faced by government, Lean and Six Sigma principles and tools, and an overview of the County's Service Excellence Program which uses continuous improvement methods. The training will help participants develop skills in areas such as facilitation, team building, and Lean Six Sigma thinking to identify and implement process improvements within their own work areas. The syllabus outlines lessons that will cover topics like defining processes, measuring performance, analyzing problems, and improving and controlling processes using Lean tools.
Finding and Mining Value Hidden in Operations - The ProAction GroupThe Proaction Group
In this set of slides, you'll find an overview of ProAction's role, values, a few case studies covering diligence through exit, as well as several team member bios.
This document discusses several key issues impacting a company's total business: [1] Managing warehouses and the supply chain, [2] Ensuring compliance, [3] Developing a lean culture, and [4] Harmonizing global logistics and sales & operations planning. It provides analysis on implementing more efficient processes to reduce costs, outlines challenges of coordinating a global S&OP process, and proposes an implementation plan for evaluating and selecting 3PL partners to help optimize warehouse and logistics operations.
Environmental and social impacts Across supply chains - LCA conference 4 Nov ...Factor-X
The document summarizes a software tool called MYRMEX that aims to help companies manage their socio-environmental data and reporting in a more efficient manner. It does this by acting as a central repository where companies can input their data once and then generate various reports and answers to queries from it. This avoids duplicating data collection efforts. MYRMEX also seeks to build transparency within supply chains and improve data quality over time through innovations like managing uncertainties. The tool is envisioned as an open source project developed through partnerships and collective governance.
This document summarizes the journey of improving portfolio management practices within the AZ Essentials division of AstraZeneca from 2009 to 2012. It began with identifying problems like a lack of visibility into all projects and their benefits. Early efforts involved data collection and establishing governance networks and KPIs to track improvement. Process changes included implementing portfolio prioritization and management principles. Over time, practices were embedded and roles like portfolio managers were established. The goal was to transition portfolio management to business as usual operations within each functional area through training and tools like a new data management system.
John Kelly has over 22 years of experience in IT leadership roles in both the public and private sectors. He is a results-driven leader with a strong track record of driving change and cost reductions. He has experience managing multi-million euro budgets and transforming organizations through strategic planning and change management. Kelly is currently an ICT management consultant for the Nursing and Midwifery Board of Ireland.
Getting the Maximum ROI From Your ERP Project and BeyondJeff Carr
This webinar from Ultra Consultants discusses how to maximize ROI from an ERP project and beyond. The speaker discusses Ultra Consultants' services including business process improvement and enterprise technology selection and implementation. Key areas discussed for maximizing ROI include developing a strong business case for change, identifying ROI opportunities across various business functions, and making investments in people, processes, and technology through the ERP project and beyond. Additional resources from Ultra like webinars and white papers are also mentioned.
The Washington DC Scrum User Group (DCSUG) welcomed Adam Parker on June 19, 2017 to present on "Finding Lean in Agile: What They Can Learn From Each Other"
Abstract: Explore the connections between Lean and Agile. What is shared? What's similar? What can each learn from the other? Discuss why highly performing teams from both philosophies demonstrate similar traits; including:
• Delivering value to the customer
• Creating and maintaining a stable, people-first environment
• Visualizing the work (Kanban being one example)
• Improving continuously
Video:
https://www.youtube.com/watch?v=TCyVyk0npFM
Frances Spencer has over 30 years of experience in project administration, revenue processing, and quality assurance. She has skills in MS Office, accounting systems, project management, quality processes, and revenue analysis. Her work history includes roles processing revenue, reconciling reports, and ensuring quality and audit compliance for various technology companies such as Commvault, Symantec, EMC, and Data General.
Introducing data driven practices into sales environmentsBarry Magee
1) The document examines the impact of introducing data visualization tools on user engagement and sales results in a complex sales environment over three cycles.
2) Key findings include that visualization drives discovery of new insights and uncovered organizational issues, while the right data delivery process is critical for adoption. Aggregating data into a central system had more impact initially than advanced analytics.
3) Over the three cycles, engagement and sales results improved as the tools evolved from basic spreadsheets to aggregated data views to interactive client profiles. This showed that data transformations impact organizations by uncovering inefficiencies and that visualization tools are effective early wins.
This document discusses applying lean principles to improve service industries. It notes that customers demand excellent service while costs must be managed. Service industries face challenges like high variability, siloed employees, and rework. Lean solutions developed for manufacturing can transfer to services by standardizing processes, reducing waste and handoffs, and creating multi-functional teams. The consultant, Kinetik Solutions, offers lean assessment, design, implementation, and training services to drive operational excellence through transformation programs.
How to Deliver a Successful Oracle E-Business Suite UpgradeCapgemini
Business growth is a key driver for Smiths Medical. Learn how Smiths Medical went through an assessment with Capgemini to arrive at a plan for an Oracle upgrade, including the key drivers in performing this project rather than adopting other solutions and how this evaluation gave Smiths Medical insight into the overall cost and program timelines.
This presentation covers the joint collaboration between Smiths Medical and Capgemini in implementing a global upgrade (from Release 11 to Release 12.1.3) within a short 10 months. You will also learn how this Oracle E-Business Suite upgrade provides a robust technology platform enabling Smiths Medical to drive functional transformation and realize its business objectives.
Presented at Oracle OpenWorld 2014.
http://www.capgemini.com/oracle
Lisa Ruddle has over 25 years of experience in supply chain management, most recently as S&OP Manager at Corin Group PLC where she designed and implemented a new global S&OP framework. Prior to that she held several senior supply chain roles at TE Connectivity, managing over $250M in sales and $25M in inventory. She has a strong track record of improving delivery performance, reducing costs and inventory, and developing teams.
This document discusses how Flow Consulting impacts private equity holdings. [1] Flow uses experienced consultants and a data-driven analytical approach to partner with clients. [2] It works to transfer knowledge and skills to clients to increase self-sufficiency. [3] Examples of Flow's work with various investment firms and companies are provided.
This document provides an introduction to operations management. It defines operations management as the set of activities involved in transforming inputs into outputs through production. The key learning objectives are to define operations management, distinguish between goods and services, and explain the differences between production and productivity. The document outlines the basic functions of operations managers and the 10 critical decisions they must make. It also discusses trends in operations management, such as the increasing focus on sustainability, globalization, and rapid product development.
Similar to Operating efficiency: the lean charity (20)
The document outlines a vision for volunteering that was launched on May 6th 2022. It was a collaborative project involving several non-profit organizations and government support. The vision identifies five key themes: awareness and appreciation, power, equity and inclusion, collaboration, and experimentation. It aims to make volunteering more accessible and enjoyable for all by 2032 through greater collaboration between organizations, empowering volunteers, testing new engagement strategies, and addressing current inequities. People can get involved by sharing commitments on the website to support changes over the next ten years.
This document outlines plans for the NCVO to create a new distributed network to better connect its members. The current centralized model has members connecting only with NCVO, rather than each other. The new vision is for a platform where horizontal relationships are central, members can easily connect and self-organize, and share knowledge to support each other practically and emotionally. This is intended to strengthen civil society impact. The next phase will develop a detailed proposal and funding budget to test assumptions and build understanding and capacity among partners to launch the new network by 2023.
Hollie Banu is a senior manager at a large technology company based in San Francisco. She has over 15 years of experience in product management and business development. Hollie received her MBA from Stanford University and enjoys traveling, cooking, and spending time with her family on weekends.
The document summarizes research from a national survey on volunteering in the UK. It finds that while formal volunteering declined during the COVID-19 pandemic, informal volunteering increased slightly. Willingness to help others is the top motivator for volunteering. However, paid work is a major barrier, and post-pandemic volunteers are experiencing burnout from increased workload and stress during the pandemic. The cost of living crisis may further impact volunteer satisfaction and participation going forward.
This document provides information about undertaking a governance review of a board. It outlines the typical stages of a review including desk research, surveys of skills, diversity and governance, interviews, board observations, and a final report. It then discusses tools that can be used for the review, including the Governance Wheel for self-assessment, a skills audit, and a diversity audit. Potential red flags or issues that may be identified are also mentioned. The document concludes by thanking participants and directing them to return to the main room for an AGM and member event.
This document summarizes the proceedings of a National Volunteering Forum organized by NCVO and AVM. The forum focused on engaging volunteers and paid staff. It included presentations on developing shared principles between volunteers and staff from sector perspectives, as well as case studies from organizations on their approaches. Breakout discussion groups also took place on making decisions around paid and volunteer roles, and challenges faced. The forum concluded with reflections on recognizing, reconnecting and reimagining volunteering in the future, the role of volunteer leadership, and next steps.
A panel discussion considering what the future hold for charities and their governance, and how trustees can support their charities to survive and thrive.
Here we share our progress on updating the Charity Governance Code. Hear from the Code steering group about changes that are being made to the Diversity and Integrity principles following its refresh.
The panel will share some of the proposed changes to the Integrity principle, offering a preview of the updates. They will also reflect on findings from engagement and the extended consultation on enhancements to the Diversity principle. This will be an opportunity for the steering group to share their learning, having listened to a range of experiences. It is also an opportunity to discuss best practice which has been identified through the revision work. Finally, the group will offer an update on next steps on the Code's revision.
We’ve put together this video guide to using the governance wheel to carry out a board effectiveness review. It will be most useful for trustees or staff who are undertaking a board review for their own charity and want to know how best to use the governance wheel to support them in this.
This document provides an introduction and agenda for a webinar on emerging safeguarding risks due to the COVID-19 lockdown. The webinar will discuss safeguarding risks in schools, the workplace, with homeworking, and regarding digital technology and online safety during lockdown. It will also provide an introduction to safeguarding, including definitions of vulnerable people, types of abuse, and special areas of concern. The host has a background in nursing, policing, social services, and currently works as a safeguarding risk consultant. Supporting documents on understanding safeguarding are also referenced.
As the charity sector continues to manage the impact of the pandemic, many charities are facing financial uncertainty. In this context many senior leaders, to ensure their charity’s sustainability, will be considering collaboration and merger. In this webinar, in association with Bates Wells, we aim to answer questions such as: When should a charity in crisis consider merging? What are the alternatives? How can you make the best decision for your organisation? You will also hear about a new online decision-making tool which will help organisations chart the options open to them in a tight financial spot.
Normal working practices have changed dramatically in a very short period. Most staff are still working remotely, and many organisations have made use of the furlough scheme. This has meant organisations are having to manage and support staff remotely; review some existing policies to ensure they are still fit for purpose; and manage with a reduced and rotating staff capacity. In partnership with our Trusted Supplier Croner, in this webinar we will be sharing good practice on managing and supporting staff in this new environment. We will be joined by Vicky Scott, Operations and HR Manager at Hackney CVS who will share the experiences and learnings of Hackney CVS in this new context.
The economic impact of coronavirus means that many voluntary sector organisations will be going through a period of significant change over the coming months. For many of the hardest hit charities, the process of restructuring and making redundancies will sadly be inevitable. In this webinar we help organisations prepare for this context.
The document summarizes a webinar on the legal and practical considerations for easing lockdown restrictions and returning employees to work. It discusses employers' health and safety duties, the UK government's roadmap, conducting COVID-19 risk assessments, and practical safety measures to implement. It also provides an example of how St. John Ambulance prepared to restart operations and shares resources on legal guidance from TrustLaw and NCVO.
Slides from a webinar broadcast on 15 July 2020, sharing what volunteering organisations have learned since the lockdown in March.
Watch the full recording here: https://www.youtube.com/watch?v=HyFbDAtHHQo
The document summarizes key findings from the UK Civil Society Almanac 2020. It finds that while the number of organizations has remained stable in recent years, most are small with incomes under £100k. Total charity income and assets have grown but more slowly in recent years, with the public now the main income source versus government. Reserves are back to pre-2008 crisis levels but reductions in investments could threaten financial fragility. The paid workforce has reached 900,000 but is likely to decrease, while formal volunteering rates have remained stable though changing in form. The document outlines implications and practical support available for charities during the current challenges.
Slides of NCVO webinar that took place on 24 June 2020 covering:
the general health and safety obligations to staff and volunteers, the key legal and practical issues employers need to consider and where to go for further support and guidance.
Watch the webinar: https://www.youtube.com/watch?v=RDBvyTIFTIc
Slides of the NCVO webinar that took place in June 2020 covering:
1) the role of the chair and the board in supporting organisations in the next phase
2) challenges and opportunities which the easing of lockdown presents for trustees
3) tips and resources to help boards plan in a period of significant change
Watch the webinar: https://www.youtube.com/watch?v=HaPktkiCRgo
This document provides information about applying for funding from the Coronavirus Community Support Fund in England. It outlines the purpose of the fund, which is to support communities affected by COVID-19. It details who and what types of organizations and activities are eligible for funding. Applications can request between £300-£10,000, or over £10,000 for up to six months of costs. The document explains the application process and what information will be requested, including details about the organization's COVID-19 proposal and financial situation. It concludes by providing next steps and contact information for questions.
More from NCVO - National Council for Voluntary Organisations (20)
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
1. Workshops
PM5: Operating efficiency: the
lean charity
Neil Fedden, Associate, NCVO
Peter Rimmer, Children’s Society
Laura Rawnsley, Transformation Director,
Children’s Society
2.
3. Why the need to change?
The need to improve
Improve
Do nothing
Decline
Time
Improvement
Company X
Competitor
If you do nothing then you will fall behind your competition as they improve !!!
26. Building Sustainable Change
at
The Children’s Society
NCVO Conference 16 June 2014
Laura Rawnsley – Transformation Director
Peter Rimmer – Head of Organisational Change
27. Our vision
A country where children are free from disadvantage
Our Mission
We fight for change, supporting disadvantaged
children to have better lives
Our Values
Brave, Ambitious, Supportive, Trusted
Who we are…
28. ...and some key facts.
• TCS was founded in 1881 and has a long association with the Church of
England.
• We are one of the traditional ‘big 5’ children’s charities in the UK which
includes NSPCC, Barnardos, Action for Children and Save the Children.
• Our new CEO, Matthew Read, joined The Children’s Society in June 2012.
• We deliver approximately 100 services across England, working with 23,159
children in the last year, 14,775 of those at a sustained level.
• We also have a significant policy and increasingly prominent campaigning
aspect to our work. The outcomes of which have impacting on over 350,000
more children.
• We employ approximately 1200 staff, manage 10,800 volunteers and have an
annual turnover is approximately £46m.
• In 2012 we embarked on a three year change programme to enable to
organisation to achieve its ambitions.
29. Prior to the change programme we faced a
number of challenges…
External Challenges
• A cluttered children’s
charity market
• The need for a clear
message about what we do
and what we stand for
• A reduction in
commissioning activity
across the sector
• A need to differentiate
ourselves from our
competitors
• A need to engage our
supporters with any specific
issues and beneficiaries
Internal Challenges
• Need for more joined up working
• Need for better IT systems
• Need to provide better value for
money for supporters
• Need to increase the scale of our
work through campaigning – sharing
information with a wider audience
30. To address this we set about achieving the
following objectives.
Integrated
structures and ways
of working
Performance
measurement and
reporting
Improved IS
infrastructure and
systems
Better talent
management and
development
A refreshed brand
More efficient
processes
Continuous
improvement and
innovation
Integrated income
generation
The
Transformation
Programme
1
2
3
4
5
6
7
8
31. Which has delivered the following changes to
date...
• A refreshed Mission, Vision and Values
• A revised Brand
• A new operating model with locally integrated working set up in three
areas of the highest need in England
• An outcomes framework and suite of evaluation tools
• A suite of leadership development interventions for all senior managers
• A IS suite of systems that supports responsiveness and mobility
• A dedicated PMO and a suite of tools and techniques used throughout
the organisation to deliver ongoing key initiatives
• A piloted approach and methodology for radical innovation and CI
32. ...and achieved some significant outcomes.
• 20% (70-90%) increase in alignment of our work to our outcomes
• 5% (75-80%) increase in overall staff satisfaction
• 18% (73-91%) increase in volunteer satisfaction
• 15% increase in the staff’s confidence in leadership
• 23% increase in effective communications from line managers
• 2% recurring annual savings delivered through more efficient structures
• 3% increase in practitioner productivity /effectiveness
34. We faced a number of organisational issues we
could not ignore…
• Language – Staff really struggled with commonly used change
language and methodologies
• Data – Data management and data quality is not strong across the
sector which posed significant problems
• Skills – There was a need for significant coaching in parts of the
organisation on how to deliver the aspects of the change.
• Insights – Strategic insight was largely based in individual or team
skill sets with a lack of organisational processes to systematically
harness ‘insights’ for the whole organisation
• Silo’s – There was a lack of and understanding between teams on
how their work and processes crossed team boundaries.
1
36. Through our approach we have acquired a
number of insights and solutions along the way.
Top Down Approach
• Form a dedicated team
to manage change
outside of BAU
• Build senior level
governance around a
cross organisational
programme structure
• Identify key talent and
second to lead on the
initiatives & build skills
• Agree a set of design
principles before
commencing on
delivering the change
• Tie the change initiatives
into the strategic
direction and corporate
outcomes
Sustainable
Change
Bottom Up Approach
• Focus on a discrete area
to build a detailed
analysis and business
case
• Involve local staff in the
setting of plans and
strategies for local
working
• Build a network of change
agents across the
organisation to help drive
engagement with the
change
• Engage service users with
designing what needs to
change at a local level
37. We adopted a framework of how to analyse
how we would approach our change journey
Market realities and
external environment
Our framework
Based on our
organisational
theory of change
Driven through
our outcomes
framework
Primary data
available on local
needs
Local intelligence
and knowledge
Competitor and market analysis
Local policy priorities
Partnership opportunities
1
38. …and used a nuanced approach on how to
approach each issue.
Sustainable ChangeEnterprise
Wide Change
• Refreshed brand
• Talent
management &
development
• Performance
measurement
and reporting
Local Operational Change
• Integrated structures and ways of working
• More efficient processes
• Integrated Income Generation
2
39. And took time to enable sustainable innovation
and growth to be developed.
Year 1
• Establish the organisations strategy
and set the framework for change
Year 2
• The change is tested through
pathfinder sites improving and
embedding operational practices
Year 3
• Organisations ability to innovate and
grow is scaled up
Our Route to
sustained Innovation
and growth
3
40. What next for The Children’s Society…
• Continue to change manage the programme outputs through BAU to
maximise the benefits
• Scale up localised change and learning accross the whole
organisation
• Deliver against our growth agenda by further developing our
strategic and operational learning to date
• Look to other areas where we can now adopt an enterprise wide
approach such as process improvement and efficiency improvement
initiatives
1
SAY: “Must give it time to stabilize, cannot kaizen kaizen kaizen…
Put metrics in place to make sure a process is improving or stabilized.”
We have a relatively even split of income between Voluntary and Contractual income with significant ambition to grow both over the next three years.
We have a relatively even split of income between Voluntary and Contractual income with significant ambition to grow both over the next three years.
In late 2012 the Children’s Society launched its 2013-16 strategy, with bold plans to tackle Child Poverty and Adolescent Neglect, Increase our income and Transform the organisation.
To support this the organisation embarked on a three year change programme to fundamentally alter the way the organisation operates
Language – Staff really struggled with commonly used change language and methodologies, in some cases this bordered on resentment of certain words that needed time to overcome
Data – Data management and data quality is not strong across the sector which posed significant problems both with analysing the problems and engaging staff in working with the Transformation team in the first instance.
Transparency – There was a lack of transparency and understanding between directorates on the continuity of processes across team boundaries. Changing view points to look at problems from an organisational level took some people out of their comfort zones
Coaching – There was a need for significant coaching in parts of the organisation on all aspects of the change we were implementing. This has slowed down the pace of the process but it has been key in embedding the understanding beyond the transformation tea,
Insights – Strategic insight was largely based in individual skill sets and methods of combining, sharing and making key decisions based on this insight proved difficult