Customer and Business Services Lean Continually improving alongside
Customer and Business Services Lean: Continually improving alongside our People Slide
Our Journey • Tomorrow’s Support Services – Back office for the Glasgow Family: a quick history – Bringing ‘like for like’ work together – Shared service and the Lean journey • “Different strokes for different folks” – Simplify, Standardise, Share • We needed different thinking, we needed lean thinking Slide 2
Lean so far • Year 1 – 550 employees skilled to white belt – £ 875, 000 / 35 FTE’s worth of work • Year 2 (half way) – 1000 employees skilled to white belt – £ 355, 000 / 14 FTE’s worth of work • BUT…Lean gives much more than this Slide 3
Key Strategy Customer and Business Services: Key Strategies for People delivered through Lean – – Satisfaction Communication Involvement Development Slide 4
Lean is… Satisfaction • Employee engagement to make changes to their activity • Using employee subject matter expertise to identify wastes. Online suggestions with Employee Voice. • Year on year increase in satisfaction score from staff survey. 2% increase year on year. • Employee of the month Slide 5
Lean is… Communication • Closing the loop on ideas with viable feedback • Having an open forum for ideas and suggestions to improve the business. • Share success stories and interweave with all messaging Slide 6
Lean is… Involvement • 700 ideas to improve process so far this year • 533 nominations for Employee of the Month for use of Continuous Improvement • Employees know they are being listened too. 86% believe CBS has an improvement culture • Performance meetings, Team meetings, Lean Events, Lean Weeks Slide 7
Lean is… Development • Training all staff to white belt level. Over 1, 000 trained to date – expectation for all. • Around 40 Yellow Belts and 15 Green Belts • 80% of staff believe CBS is committed to developing their skills • Links to Strathclyde University and Catalyst Slide 8
Lessons Learned • Year 1 – – Engage with all staff for subject matter expertise viewpoint Commitment not approval Focus on small changes, and lots of them Yellow not Green • Year 2 – – Hopper for projects Engage with managers for project identification Use of Business Intelligence to proactively focus Lean Partnerships Slide 9
ACCESS’s CI Journey Introducing Lean Six Sigma to a Public/Private Joint Venture
Key Topics • Who are ACCESS • Why we chose Lean • Our Journey – what we’ve achieved/project delivery and culture changes • Lessons learned & Success Criteria
Who are ACCESS? = +
Our Journey
Before Lean Six Sigma s u o u n i t n Co nt e m e v o r Imp pockets Visibility poor across the organisation Decisions not always based on data (Fact) ing r a h s No ce n e i r e p of ex ess c c u s and No sustainability Constantly fire fighting Business did not keep up with growth
2014 Changing ACCESS’s Culture • 90% of the organisation trained in Lean Six Sigma to either white, yellow or green belt standard • Introduced a continuous improvement objective in every employees annual Personal Development Plan, with training to support • Introduced service improvement plans for all departments, feeding through to PRP, with training to support • Spotlight and awareness - Yellow Belts presenting their projects across the business and successes shared • Celebrated success and linked to reward and recognition – Award Ceremonies held for all qualifying Yellow and Green Belts 2016
2014 Project Delivery • 4 Groups of Lean Six Sigma Yellow Belts 44 employees enrolled │ 40 Projects | savings and benefits 2016 Example Projects • Streamline care. First password reset process • • Green Belts project initiated, 4 employees enrolled 2 Projects| savings and benefits • 15 Other projects delivered |savings and benefits • • Hopper Process set up to capture problems. Executive Board data based decisions on project selection • • Established Governance, Executive board sponsoring rollout of programme. • ü Moved to First time Fix Model Streamlined the Design Authority Process ü Reduced time take to approve by 60+ days Consolidated mailrooms ü Remove the need for 2 mailrooms at City Chambers Blackberry Incident Management ü Increased SLA from 60% to 85% Building Survey ü Reduced from 3 Hours to 1. 2 Hours per unit
2014 Success Criteria & Lessons Learned • Measure Success – introduced KPI’s to track and measure performance • Seek external validation - IIP Accreditation and external consultancy • Continually look for new ideas – by networking, sharing best practice and learning from external organisations. Creating a continuous improvement community • Lessons learned – Perform lessons learned after project delivery to celebrate success and look for ways to improve how we deliver them 2015 - Linked with Glasgow City Council on their lean journey 2016
JOHN DAWSON LEAN PROGRAMME Lean Programme John Dawson Transforming Glasgow John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | Slide
Council Family (HSCP) John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | November 2020 Slide 20
Lean Package Transforming Glasgow Lean Package • Staff - Employee Voice Engaged & Aware • • Set-up support Employee voice system Welcome / user guide Communication pack 1: 1 • Staff Training - Continuous Improvement Understand • e. Learning / GOLD • Train-the-trainer option 1: 2 • Able to login and use EV • Capable in identifying waste/problems • Lean Team Members • Capable in moderating employee voice • Capable to support/deliver small lean projects • Lean Champion (Departmental) • Capable to deliver larger lean projects • Capable to involve/engage teams in lean projects • Service Sponsor / Lean Champion Deliver Consult • Capable of leading, inspiring and engaging lean • Lean Leader | Strategic Resource On Lean • Capable to provide strategic and technical guidance John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | Support & Deliver November 2020 • • e. Learning / GOLD 2 days class training Lean toolkit Train-the-trainer option 1: 50 • As Above + Lean forum member + Optional training 1: 10 • SMT briefings • Training integrated to ‘Creating Our Culture’ 1: 10 • Black belt mentor/coach • Programme experience Slide 21
Lean Package Roll-Out: Stage 1 (Phases 1 -4) 2016 SEP PHASE 1 Financial, and Chief Executives OCT lean teams Build employee voice Lean training Go-Live NOV JAN FEB No. FTE Engaged / Trained = 5030 = 45 =6 Go-Live Build employee voice Lean training Establish lean teams PHASE 3 HSCP and LES Build employee voice Lean training PHASE 4 Edu. , C. URC, City Park. , CSG, G. Life, Access, and City Build. No. FTE Engaged / Trained = 11665 =3 Go-Live Establish lean teams Build employee voice Lean training Q 2 16/17 MAR No. FTE Engaged / Trained = 2670 = 26+ Go-Live = 4+ Establish lean teams PHASE 2 Cordia, DRS and City Property 2017 DEC Q 3 16/17 Q 4 16/17 Q 1 17/18 Q 2 17/18 Q 3 17/18 No. FTE Engage/Train = 13795 = 75 = 10 Go-Live Q 4 17/18 STAGE 0: Build Lean Package STAGE PLAN 2 -Year STAGE 1: Roll-out Lean Package & EV STAGE 1 – See Plan Detail Above STAGE 2: Lean Projects & Self-Sufficient STAGE 3: Embedded To Culture John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | November 2020 Slide 22
Small Things Matter • Campaign Identity – Adaptable to family identities • Communications Collateral – Staff announcements – Internal magazine headers – User and manager guides – Web / Connect banners – Posters / e. Mails • Staff Engagement – Employee of the Month – Lean Weeks – Forums – Badges John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | Slide 23 November 2020
Lean Six Sigma Video | Glasgow City Council https: //www. youtube. com/watch? v=cq. EOCOi_Zes John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | Slide
Lean Hopper Process Team Meetings PCR Lean Teams Employee Voice Performance Indicators Reports & Audits Overspend & Resourcing Issues Complaints, Service Improvement , Customer Feedback Ideas, Problems, Wastes & Improvements Facilities Management Staff Forum John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | November 2020 Operations Lean DMAIC Slide 25
Implementation Step 1: Service Sponsor - Member of service SMT Step 2: Lean Champion(s) - Sponsors lean go-live in - Leadership family member service - Decides which area(s) - One champion as key contact to go-live with - Member of council lean forum - Additional champion for each department of service going live John Dawson | john. dawson@glasgow. gov. uk | 07976 20 20 10 | Step 3: Lean Team Members - Each champion has 2+ people supporting lean in their area - Lean team members moderate employee voice November 2020 Step 4: EV - Ensure lean team is aligned to support moderation - Staff communications and link to GOLD course - Go-live on EV (Employee Voice) and any service required options Slide 26
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