1 processorientated statistical production iaos conference, october 16, 2008 Åke bruhn, director,...
TRANSCRIPT
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Processorientated statistical production
IAOS Conference, October 16, 2008
Åke Bruhn, Director, Process Dept,
Statistics Sweden
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Content
• The journey to develop quality and reduce costs
• The normal situation today – the situation tomorrow
• Which problem to solve
• Some results at Statistics Sweden
• Some lesson learned so far at Statistics Sweden
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Process investigation: many different production processes and/or production methods, tools, systems to solve the same task
Change in organisation: Input-thruput-output
TQM: Structured quality work, the customer in focus; correct from the beginning
The journey to develop quality
and efficiency
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The normal situation today – each product has its own processes
A.2 B. OWN C. OWN D. OWN E.1
A. OWN B. OWN D. OWN E. OWN
A. OWN B. OWN C. OWN D. OWN E.1
Some common processes are used
Only own processes are used
Own processes are dominating
Pro-cess A
Pro-cess B
Pro-cess C
Pro-cess D
Pro-cess E
Products
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The situation tomorrow – processes and products in cooperation
A.1 B.1 C.1 D.3 E.3
A.2 B.1 D.1 E.1
A.2 B.2 C.2 D. OWN E.1
Only standardized processes
Standardizedbut one process isn´t in use
Some own processes are in use
Pro-cess A
Pro-cess B
Pro-cess C
Pro-cess D
Pro-cess E
Products
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Which problem to solve?• Make the statistical production more effective and
reduce the cost with the same or higher quality
• The customers needs are not always in focus
• Unclear rolls and responsibility between the product-owner, the process-owner and the producer
• The steering of the today's processes is to weak
• The development of the today's processes is unstructured and not enough standardized
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More problem to solve
• Expensive to develop, maintain and document many systems and tools
• Difficult to implement new and better methods and tools and focus on competence development
• Many systems result in different quality
• Development work is depending on the competence in each product
• The resources of the NSI are not used in an effective way
• Sweden: The LOTTA project was established in spring 2006
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Results from the LOTTA-project and the ongoing work in the new line-organization • New organisation established 1 January 2008;
Process department, R&D department
• A common process map to follow for all statistical products
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The Statistical Process
identify clients
1.2
Establish Information need
1.4
Establishclient contact
1.3
Negotiate and agree1.5
Preparedissemination
7.1
Produce final output
7.2
Disseminate final output to client
7.3
Classifu and code micro data
5.1
Edit Micro data
5.2
Impute for non-response
5.3
Complement micro data
5.4
Calculate weights
5.5
Carry out disclosure control
6.3
Produce frame andregister population
4.1
Prepare Data collection
4.3
Carry out Data collection
4.4
Transfer and storedata electronically
4.5
Design output2.1
Designdata collection
2.3
Designprocessing
2.4
Designanalysis
2.5
Designa disseminationand communication
2.6
Designproduction flow
2.7
Create Measurement instrument
3.1
Create and adjustPrduction tools
3.2
Create production flow
3.3
Testmeasurement instrument
3.4
Test production tooland production flow
3.5
Carry outPilot study
3.6
Producestatistical output
6.1
Editmacro data
6.2
Establish finalobservation register
6.4
Interpret andexplain
6.5
Design frame, registerpopulation
and sample2.2
Identify informationneeds and availability
1.1
CommunicateFinal output
7.4
Draw sample
4.2
Planproduction flow
2.8
Implementproduction flow
3.7
Establish contentsfor dissemination and
communication6.6
Establish needs
1
Design and Plan
2
Create and Test
3
Collect 4
Process 5
Analyse 6
Disseminate and
Communicate 7
Select and archive
7.5
Note: Informal translation
Support and Infrastructure
Evaluate and Feed back8
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More results from the LOTTA-project and the ongoing work in the new line-organisation
• Processorientated thinking
• Structured process development organisation
• New standardised methods and tools are decided and introduced for all processes
• Quality management system (EFQM, SixSigma, ISO 20 252)
• Structured competence development
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Some lesson learned so far
• Strengthen in our thoughts that this is the best way to reduce cost and secure quality – run smarter not quicker
• Take time and a lot of efforts to change staff-members thinking, attitude and culture
• Take time to develop processes and show good examples
