Lean Coaching Principles using Lean Six Sigma and

Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics

What we will share with you today • • • Issue Our Journey Successes Lessons Learnt Outcome

The Circumstances Drivers • Civil Service Reform • ONS Strategy • Code of Practice Issues • Committed people focussed on task • Silo based mentality Questions • Are our processes efficient; produce quality outputs ? • Do we have a mechanism to embed continuous improvement? • Are our processes aligned to ONS strategic aims? • Are we adopting the ONS principles?

Our Challenge • Concentrate on the how rather than the what (behaviour change – question and challenge) • Get staff and stakeholders involved • Identifying the best tools • Changing the culture

The Original Plan Consistent Quality Assurance Standardise Quality checks Meet quality objectives Better Outputs

Lean Principles • Focus on the customer –understand their perception of value • Identify and understand how the work gets done – the value stream • Manage improve and smooth the process flow • Remove non-value-add steps and waste • Manage by fact and reduce variation • Involve and equip the people in the process • Undertake improvement activity in a systematic way

Six Sigma (Benchmarking) • Understand the critical to quality requirements (CTQs) of our customers and stakeholders • Understand our processes ensuring they reflect these CTQs • Manage by fact • Involve and equip the people in the process • Undertake improvement activity in a systematic way

Something was missing! OWNERSHIP

The Revised Plan Remove Command & Control Create Continuous Improvement Culture ENABLING TEAM Embed new behaviours Engage

Coaching • Learn how to listen and ask the right questions (skills line) • Focus on the objective not the solution (Coach) • Build confidence through feedback (SEEDS) • Adapt our behaviours to suit colleagues style (Communication Preferences)

What went well Full use of the toolkits has successfully • Engaged our people • Made decisions based on fact • Communicated our objectives to a wider audience • Produced a mechanism to standardise QA • Produced a mechanism to implement continuous improvement

What we learnt • Providing an opportunity for people to influence the change process increases receptiveness and enthusiasm • Evidence based decision making ensured we had the right solutions – right first time • Listening to people and taking things on board encouraged them to share experiences • The systematic review has built a more confident workforce

Conclusions In embedding a new culture always remember: It’s the people that make it happen.

THANK YOU For more information contact: Gail. Rowles@ons. gsi. gov. uk Alison. Pattimore@ons. gsi. gov. uk