EMBEDDING A CULTURE of CONTINUOUS IMPROVEMENT PRESENTATION, 20 TH September 2012 Stephen Walsh with Alan Vogan and Brian Connelly Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 1 Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 2 1
THE BURGE HUGHES WALSH PARTNERSHIP - what we do Six Sigma Training & ‘Train - the Trainer’ projects - Lean - Six Sigma Performance Building a Improvement CoP of through BSG system Business Improvers THINK Shell, BP, Baxter, TANK: Vodafone, Systems What IS Royal Mail Engineering CI? Basic and others problem-solving plant-wide Coaching (Lean) Champions - facilitation and training skills ‘Focus on Improvement’ - all staff engaged Lean - branch head team building, Kaizen Blitz Systems 8D problem solving - facilitator training, Thinking Six Sigma - Continuous Improvement Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 3 THE BURGE HUGHES WALSH PARTNERSHIP - local authority work Embedding Continuous Improvement – the ‘Bronze Silver Gold’ methodology: trained and coached CI officers in BSG and in lean techniques, data analysis and facilitation skills; supported projects in housing repair and street cleansing Supported Rapid Improvement Workshops Conducted Rapid Improvement Projects; trained staff to run their own workshops Process Excellence Training, coaching and project support Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 4 2
EMBEDDING CONTINUOUS IMPROVEMENT IS LIKE... Trying to get a barbecue going! - you need to put more fuel on it than you intended… - you need to put more effort into it than you expected… - and you daren’t leave it untended for too long UNTIL those coals are… SELF COMBUSTING!!!! Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 5 PURPOSE OF THIS PRESENTATION The aim of this presentation is to: • Describe the Bronze-Silver-Gold approach to embedding Continuous Improvement in an organisation • Present examples from two award-winning organisations Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 6 3
OUTCOMES OF THE BRONZE-SILVER-GOLD APPROACH improvement is a daily habit cultural change – behaviours that exhibit a ‘culture’ of CI Customer-focussed Process – focussed Performance (self) monitoring is the norm structured plan for continuous improvement best practice work processes adopted empowered people improved processes better performance Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 7 LEVELS OF TEAM ACHIEVEMENT Silver Gold Bronze Performance Doing Doing things things Well Better Being the Best 4-5 months 1-2 years Time Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 8 4
BRONZE-SILVER-GOLD APPROACH 1. Bring the senior team on board 2. Divide the site(s) into areas (by teams, natural work groups , departments) Launch the work team – introduce the B-S-G maturity model , the audit and 3. introduce lean principles for process improvement 4. Conduct the audit/improvement cycle regularly Advance the team’s knowledge and abilities to improvement through 5. (typically 3-hour) workshops 6. Periodically ASSESS and reward (B-S-G award levels) 7. Continuously record and report through 1-6 above Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 9 QUALIFYING REQUIREMENTS 1. WORKPLACE: HOW WE TAKE PRIDE IN OUR WORKING ENVIRONMENT 2. OUR ROLE: HOW WE CONTRIBUTE TO SERVICE PROVISION BRONZE 3. PERFORMANCE: HOW WELL WE PERFORM 4. FLEXIBILITY: HOW WE WORK FLEXIBLY 5. PROCEDURES: HOW WE DO OUR WORK 6. HOW WE PLAN AND REVIEW OUR WORK 7. HOW WE DEAL WITH PROBLEMS SILVER 8. HOW WE MEASURE AND IMPROVE PERFORMANCE 9. HOW WE PROVIDE CONSISTENT SERVICES TO OUR CUSTOMERS 10. HOW EFFECTIVE WE ARE AS A TEAM 11. HOW WE PLAN OUR CONTINUED SUCCESS 12. HOW WE INTERACT WITH OUR INTERNAL AND EXTERNAL PARTNERS GOLD 13. HOW WE MANAGE KNOWLEDGE 14. HOW WE DISCHARGE OUR RESPONSIBILITY TO SOCIETY 15. HOW WE SUSTAIN THE VERY BEST PERFORMANCE FROM OUR TEAM Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 10 5
QUALIFYING REQUIREMENTS: BRONZE LEVEL 1. WORKPLACE: How we take pride in our working environment 2. OUR ROLE: How we contribute to service provision Bronze 3. PERFORMANCE: How well we perform 4. FLEXIBILITY: How we work flexibly 5. PROCEDURES: How we do our work Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 11 PUTTING ENERGY INTO THE FLY WHEEL Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 12 6
Assessing how we’re doing Sheet 0 Kaizen for Daily Improvement: audit report BRONZE QUALIFYING REQUIREMENTS TEAM: Audited by: Date: V4 updated 22/08/08 Max Audited BRONZE QUALIFYING REQUIREMENTS Score Score 1.0 WORKPLACE: HOW WE TAKE PRIDE IN OUR WORKING ENVIRONMENT 20 0 2.0 OUR ROLE: HOW WE CONTRIBUTE TO SERVICE PROVISION 20 0 3.0 PERFORMANCE: HOW WELL WE PERFORM 20 0 4.0 FLEXIBILITY: HOW WE WORK FLEXIBLY 20 0 5.0 PROCEDURES: HOW WE DO OUR WORK 20 0 TOTAL 100 0 SCORING GUIDE BRONZE LEVEL QUALIFYING REQUIREMENTS Level Approach Deployment Other comments TEAM: 0 Audited by: 0 5 Fully integrated into system Always applied Role model for other units V4 updated 22/08/08 4 Monitored and standardised Usually applied Measured, controlled, systematic QUALIFYING WORKPLACE: HOW WE TAKE PRIDE IN OUR WORKING ENVIRONMENT REQUIREMENT 1.0: 3 System available/designed Sometimes/some areas applied Defined, understood, repeatable 2 Some anecdotal evidence Occasionally applied Anecdotal Activity: 1.1 Evidence Max Audited Actions for improv Score Score All staff can demonstrate an Record of attending 5s events What 1 No evidence of practice Rarely applied Poorly understood and practised understanding of 5S methodology Sample questioning of team members 0 Not practised Not applied Not understood 5 Bronze Award conditions: A. Minimum of 4 points for EACH activity Activity: 1.2 Evidence Max Audited Actions for improv 5S is practised in all team work areas Visual displays at work areas Score Score What B. Minimum of 16 points for EVERY qualifying requirement of: Standard Operating Procedures Process charts C. Minimum of 90 points total for the qualifying requirements Cleaning schedules 5 Activity: 1.3 Evidence Max Audited Actions for improv 5S audit sheets are completed regularly Audit sheets and results Score Score What and outcomes are made visible dislayed on visual display board 5 Activity: 1.4 Evidence Max Audited Actions for improv Score Score Issues gathered and actions captured on Issues sheet/action plan What the team action plan are done timeously displayed on visual board and signed off as complete 5 QUALIFYING RQMNT SCORE: 20 0 Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 13 A TYPICAL ACTIVITY Activity: 1.1 Evidence Max Audited Score Score All staff can demonstrate an Record of attending 5S events understanding of 5S methodology Sample questioning of team members 5 Level Approach Deployment Other comments 5 Fully integrated into system Always applied Role model for other units 4 Monitored and standardised Usually applied Measured, controlled, systematic 3 System available/designed Sometimes/some areas applied Defined, understood, repeatable 2 Some anecdotal evidence Occasionally applied Anecdotal 1 No evidence of practice Rarely applied Poorly understood and practised 0 Not practised Not applied Not understood Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 14 7
SELF ASSESSMENT DRIVING BEHAVIOURS AND PERFORMANCE IMPROVEMENT Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 15 REPORTING PROGRESS BRONZE SUMMARY SCORES FOR SERVICE AREA BRONZE SUMMARY SCORES FOR SERVICE AREA BRONZE SUMMARY SCORES FOR SERVICE AREA BRONZE SUMMARY SCORES FOR SERVICE AREA BRONZE SUMMARY SCORES FOR SERVICE AREA BRONZE SUMMARY SCORES FOR SERVICE AREA 1.1 1.1 1.1 1.1 1.1 PROCEDURES 5 5 1.1 WORKPLACE PROCEDURES PROCEDURES 5 5 WORKPLACE WORKPLACE PROCEDURES PROCEDURES 5.4 5.4 5.4 5 1.2 1.2 1.2 WORKPLACE WORKPLACE 5.4 5.4 1.2 1.2 5 PROCEDURES W ORKPLACE 5.4 1.2 5.3 5.3 1.3 1.3 5.3 5.3 5.3 1.3 1.3 1.3 4 4 4 4 4 5.3 1.3 4 5.2 5.2 5.2 3 3 1.4 1.4 1.4 5.2 5.2 3 3 1.4 1.4 3 5.2 3 1.4 2 2 2 2 2 2 5.1 5.1 5.1 2.1 2.1 2.1 5.1 5.1 2.1 2.1 5.1 2.1 1 1 1 1 1 1 4.4 4.4 0 0 2.2 2.2 4.4 4.4 4.4 0 0 0 2.2 2.2 2.2 4.4 0 2.2 4.3 4.3 4.3 4.3 2.3 2.3 2.3 2.3 4.3 4.3 2.3 2.3 FLEXIBILITY FLEXIBILITY FLEXIBILITY FLEXIBILITY OUR ROLE OUR ROLE OUR ROLE OUR ROLE FLEXIBILITY OUR ROLE FLEXIBILITY OUR ROLE 4.2 2.4 4.2 4.2 4.2 4.2 2.4 2.4 2.4 2.4 4.2 2.4 4.1 4.1 4.1 3.1 3.1 3.1 4.1 4.1 3.1 3.1 4.1 3.1 Oct 08 Dec 08 Nov 08 Sep 08 3.4 3.2 Feb 09 3.4 3.4 3.4 3.4 3.2 3.2 3.2 3.2 Jan 09 3.4 3.2 3.3 3.3 3.3 3.3 3.3 3.3 PERFORMANCE PERFORMANCE PERFORMANCE PERFORMANCE PERFORMANCE PERFORMANCE Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 16 8
EXEMPLAR 1: Kaizen for Daily Improvement Awarded the 2011 CoSLA Bronze Award for ‘Securing a workforce for the future’ Alan Vogan, Improvement Manager Corporate Services Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 17 Burge Hughes Walsh Partnership: swalsh@burgehugheswalsh.co.uk 18 9
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