Lean Thinking and Monitoring and Evaluation An overview of tools that can be used to improve programme efficiency, document impact and improve programme effectiveness.
Objectives Key message • Lean methodology tools are interlinked and they will help improve the efficiency and effectiveness of your organisation. • Use some of the tools as and when required (i.e. you do not have to use them all at once) Areas that will be covered • What is lean thinking? • How has it been used by Tshikululu Social Investments NPC? • What are some of the tools associated with this approach? • When do you use it? Who is it applicable to? Why? • Note : I will be referring to customers later in this presentation- customers are beneficiaries or programme participants in the NPO context. In a school context they could be referred to as learners. 2/15/2017 Disclaimer: 3
What is lean thinking? • Business philosophy that encourages efficiency, waste reduction and quality • Linked with (social) entrepreneurship-bootstrapping approach for coming up with MVPs and scalable enterprises • Resemblance software development cycles • Lean data movement pioneered by Acumen+ • Data collection: Focuses on rapid reporting-collect only what is necessary • Can be used for Programme Design, Programme Monitoring and can aid the Evaluation Process. 2/15/2017 Disclaimer: 4
Comparable cycles Lean product cycle Deming Cycle (PDCA Cycle-Lean Results Based Monitoring Cycle Cycle) Faster learning feedback Better uptake of learning to improve loops programme delivery 2/15/2017 5
Lean Thinking to Facilitate Learning and Fewer Indicators • Food Sovereignty Programme • Situation : New strategy implemented and reviewed data collection efforts • Problem : Programme Partners were uncertain about baseline data collection efforts and what it meant in relation to the funding the strategy • Action : Workshop to clarify strategy and M&E • Result : Networking, shared learning, agreement on M&E Plan 2/15/2017 Disclaimer: 6
Lean Thinking to plan better • Reviewed a Socio-Economic Development Strategy to find opportunities to improve its alignment with community needs • Situation : Felt that the work that was being done was good – but not entirely reflective of intent • Problem : Short-time horizon to change strategy and implementation. • Action : Use fishbone analysis and A3 report. Understand beneficiary journey. • Result: Better aligned strategy, philosophical fit with intent, more engaged client, partners and beneficiaries. 2/15/2017 Disclaimer: 7
Lean Thinking for new product design and rapid reporting • Strategy development process and gather insights • Situation : Required to implement a rapid social investment approach • Problem : Short-time horizon to report and assist in BEE Scorecard • Action : Develop a strategy and reporting format that meets time and client requirements (used existing implementation data and interviewed participants-focused questions, small sample) • Result: Fast turnaround on strategy implementation, met Clients reporting needs 2/15/2017 Disclaimer: 8
Making sense of Lean tools • Value Proposition Canvas : understanding the job a programme participant needs to complete and the barriers and rewards associated with completing the job • Customer Journey Canvas: Understanding the motivations and behaviours associated with completing a job. • Business Model Canvas: a tool used to understand how service/product offerings can be operationalised to become a viable business model. • A3 Reporting : One page report that provides a summary of a problem, how it was solved and the implementation plan to track progress • Ishikawa Diagram: A mind map that allows for identifying the potential causes of a problem. 2/15/2017 Disclaimer: 9
• Provides a simplified view of a customers needs. • Useful for Programme Designers. • Provides some direction into understanding the needs of customers and how they are best served.
1 Rational Emotional Trigger Information Inspiration 2 Trigger 3 Motivation Trigger 4 Conversion • Provides insight into the emotions, rational thinking and motivation of customers. • Useful for Programme Implementation Staff and Senior Leadership team. • Useful when designing a programme, or collecting data to better understand the fit between programme theory and programme delivery.
Storyboarding to understand value proposition Programme Partner Story Boards – Adapted version of the Value Proposition Canvas
Tools to develop a deeper understanding of the customer experience Personification Most Significant Change Mood Board (MSC) 13
Who will you What will you What is your How do you Who is your work with? do? product/ customer? interact with service? your customer? How will you What do you communicate need to and distribute deliver your your product/ product/ service? service? What are the costs associated How will you make money with delivering your product? off your product/service? • Provides and overall picture of how a business operates • Useful for all stakeholders involved with programme delivery. • Mainly those in a Marketing, Fundraising, Operations, Finance and Senior Leadership role. • Useful when developing/ • reviewing strategy
Programme Programme Theory of Needs Stakeholder Processes Activities Change Assessment Map Needs Assessment Logic Model Communi- Programme cation/ Stakeholder Plan Engagement Map Plan Programme Programme Sustainability Budget or Revenue Model Business Model Canvas also integrates various aspects of Monitoring and Evaluation that may be challenging to explain for stakeholders involved in implementing a programme and for those Evaluating a programme.
Logic model
A3 Chart and Ishikawa Diagram • Provides a framework for analysing and solving problems. • Its an effective communication tool. • Useful for all levels of staff within any organisation. • Primarily used in process improvement within an organisation. Could also be used for strategy development. 2/15/2017 Disclaimer: 17
Objectives Areas that were covered • What is lean thinking? • Business philosophy focused on efficiency and continuous improvement. • How has it been used by Tshikululu Social Investments NPC? • What are some of the tools associated with this approach? • Business Model, Value Proposition, Customer Journey Canvasses. A3 Reporting and Ishikawa Diagram. • When do you use it? Who is it applicable to? Why? Key message • The tools are useful for making sense of how interdependent parts of organisational operations interlink. • They are useful in understanding that the needs of the customer (beneficiary/participant). • It can improve the efficiency and effectiveness of your organisation. 2/15/2017 Disclaimer: 18
Useful Reading Resources and Training Useful Reading Resources Search for Lean Data Case Studies or Lean Data Collection Root Capital: https://www.rootcapital.org/ Acumen+ http://acumen.org/ Stanford Social Innovation Review: https://ssir.org/topics/category/measurement_evaluation Useful Resources (Free Training) • Lean Principles for Social Impact (Online and Free) https://novoed.com/lean- social-change • Lean Data Approaches to Measure Social Impact (Online and Free) https://novoed.com/lean-data • Strategyzer 2/15/2017 Disclaimer: 19
References • Baxter, R. (2014). Generating value through A3 thinking. Be an A3 thinker. Retrieved from: https://vgpblog.wordpress.com/2014/12/27/generating-value-through-a3-thinking/ • Dichter, S., Adams, T. & Ebrahim, A. (2016). The power of lean data. Stanford Social Innovation Review , Winter 2016 . • Liker, J.K. & Meier, D. (2005). The Toyota Way Field Book: A practical guide for Implementing Toyota’s 4 Ps . New York, NY: McGraw-Hill. • Miller, J., Bogotova, T. & Carnohan, B. (2011). Improving Performance in Service Organizations: How to Implement a Lean Transformation. Chicago, IL: Lyceum Books. • Rigani (2016). How to enhance your customer’s experience . Retrieved from: http://rigani.com.au/how-to-enhance- your-customers-experience/ • Singal, K.R (2014). Quality concepts and ISO 9001:2008 QMS awareness: an effort to create awareness . Retrieved from: http://iso9001-2008awareness.blogspot.nl/2014/04/pdca-cycle.html • Unger, R. & Chandler, C. (2012). Project objectives and approach for UX design: Know which stars to navigate by . Retrieved from: http://www.peachpit.com/articles/article.aspx?p=1856033&seqNum=2 • Wittine, D. (2014). RTB implementing for Results-Based Management . Retrieved from: http://www.rtb.cgiar.org/blog/2014/01/16/rtb-implementing-pilot-for-results-based-management/ 2/15/2017 Disclaimer: 20
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