department of transport province of kwazulu natal · turnaround strategies – best practice...

Province of KwaZulu NatalDepartment of Transport

PRESENTATION BY –

Chris HlabisaChris HlabisaChief Director:

Implementation

BATHO PELE LEARNING NETWORK

29 / 30 November 2004

OUR VISION‘PROSPERITY THROUGH MOBILITY’

KEY STRATEGIC FOCUS AREASSaving Lives;Developing people, infrastructure & economy;Ensuring value for money;Good Governance; andPoverty alleviation and rural development.

KZN Department of Transport INTRODUCTION

OUR CORE BUSINESS

n Provision of a safe, balanced and equitable Provincial Road Network;

n Road Traffic Law Enforcement;n Road Traffic Safetyn Traffic Law Administration;n Public Transport Regulation; andn Good Governance.

BACKGROUNDto Good Governance

n 1997 – Introduction of Good Governance Programme;

n Mandate met - Batho Pele principles & action plans;

n Result - Pockets of Excellence

Province of KwaZulu NatalDepartment of Transport

BARRIERS TO SERVICE EXCELLENCE

n Lack of overall improvement;n Little or no engagement of front line staff;n Culture of non-measurement;n Lack of tools, skills and authority to

practice participative management -needed holistic organisationaldevelopment;

n Apathy and at most, compliance to rules.

Turnaround Strategies Turnaround Strategies –– Best Practice Best Practice OrganisationsOrganisations§ Create a level 5 organisation

§ Focus on simultaneous improvement of quality, speed and cost effectiveness

§ Establish close links with customers and suppliers

§ Drive both linear and non-linear improvement initiatives

§ Eliminate all forms of waste and make value flow

§ Implement leadership practices that promote teamwork, participation, continuous learning and flexibility

How do we become World Class?

Host of InterventionsHost of Interventions

JIT

TQC

MRPII

VAM

Cut Lot SizeSPC

CIMCells

Eliminate Waste

Quality

Plannin

g Flexibility

Par

ticip

ativ

e M

anag

emen

t

Suggestion Program

DFM

Synchronize

Andon

Poka-Yoke

Level Scheduling

Gain SharingFocused Factories

Continuous Improvement

TPMPULL

Quality Circles

Step Kaizen

Innov

ation

Continuous Flow Mfg.Quick ChangeoverSQC

JidokaTOCDFA

Quality

at the

Source

Cost Reduction

CAD/CAMDOEEliminate Bottlenecks

Shorten ThroughputReduce Inventory

ABC

Product and Process MappingFlatter Organization

QWL

Group Technology

Synchronous Mfg.

OPTCEDAC

STS

Restructuring

Val

ueA

naly

sis

Kanban

Improve TurnsCompetitive Benchmarkin

g

Business Process Reengineering

Creating the Virtual Corporation

Time based competition

Core Competencies

The Learning Organization

Self-Managed teams

Building FlexibilityAlliances

EmpowermentDFMEA

QFD

TQM

Time Based Competition

ISO 9001

CTR

Focused Enterprises

6σ

Individual Dignity

Diversity

360 feedback

20KEYS

Taking WorldTaking World--best Practices best Practices to the Front Lineto the Front Line

THE ROLE OF MDWT PROGRAM

n Business focus - creates alignment from strategy to front line - a vehicle to accomplish the vision, values & goals.

n Engages the head, heart and hands of ALL team members – creates a learning organisation.

n Provides a measuring instrument for all service delivery – the foundation for innovation & continuous improvement.

n TOOLS to assist in achieving SERVICE EXCELLENCE through business results whilst simultaneously complying with various legislation.

n Skills transfer.n Improve public perception.n Strengthens Leadership.

SERVICE EXCELLENCE – A WAY OF LIFE

World Best Workplace PracticesWorld Best Workplace Practices

Empa ng e niLa dys m ith

Durba nPie te rma ritz burg

PietermaritzburgPietermaritzburg regionregion•• Initiated MDWT as a Initiated MDWT as a Pilot ProjectPilot Project

•• 877 Staff complement877 Staff complement

•• 19000 km219000 km2

•• 50 Mini50 Mini--businessesbusinesses

•• 12 Coaches12 Coaches

•• 3 Master Coaches3 Master Coaches

•• 1 Process Driver1 Process Driver

THE PILOT PROGRAMME

KZN DEPARTMENT OF TRANSPORT

92300 km2

302 Mini-Businesses

82 Coaches

15 Master Coaches

4 Process Drivers

1 Strategic Driver

Aligning our strategies to the New Batho Pele Belief Set

The 11 Principles are the pillars of the Belief Set

• Access: Offering integrated service delivery• Openness and Transparency: Creating a culture

of collaboration• Leadership & Strategic Direction: aligning front

line delivery to strategy and customer needs.

• Consultation: Listening to customer problems• Redress: Apologizing when necessary• Courtesy: Service with a smile• Encouraging Innovation & Rewarding

Excellence: Continuous improvement and recognition

• Service standards: Anticipating customer needs• Information: Going beyond the call of duty• Value for money: Delivering solutions• Service Delivery Impact: the outcome for the

communities we serve through all of our activities.

We Serve

Looking after our Country by…• Anticipating customer needs• Offering integrated service delivery• Going beyond the call of duty• Ensuring that the impact of our service

delivery improves the quality of life for the communities we serve

OUR CUSTOMERS

Diverse cultures – internal & external

TOURISM

RURAL RECREATION

TRADE URBAN

COMMERCIAL FORESTRY& INDIGENEOUS RESERVES

INDUSTRY & INFORMAL TRADING

THE LINK IS THE LINK IS ROADSROADS

PRIORITISATION OF CUSTOMER NEEDS

Consultative ForumsRural Road Transport Forums

Community Road Safety Councils

Public Transport Associations Vukuzakhe Associations

HOSTILE TERREIN

HARSH CONDITIONS

ACCESS

SOURCE OF QUARRY

MATERIAL

CHALLENGESCHALLENGES

PRESERVE

PROTECT REGULATE

MAINTAINNEEDS

Setting, Measuring & Managing Service Standards Setting, Measuring & Managing Service Standards ––Involve Customers and SuppliersInvolve Customers and Suppliers

MINIMINI--BUSINESS BUSINESS LEADER & TEAMLEADER & TEAM

(LEVEL 1)(LEVEL 1)

MAINTENANCEMAINTENANCE

RTI MINI-BUSINESS AREA (Level 1)

RTI teams identify ‘red’

spots and focus their

enforcement activities

ESHOWE RESULTS - BLADING

-15%-20%5% overUnit rate per kmCost

89%86%73%Reaching TargetsSpeed

90%85%75%Check SheetQuality

200420032002Unit of

MeasureRoad

maintenance

ESHOWE RESULTS – BLACK TOP PATCHING

-7%-5%10%overUnit rate per m2Cost

92%86%79%Reaching TargetsSpeed

90%85%80%Check SheetQuality

200420032002Unit of

MeasureRoad

maintenance

ESHOWE RESULTS – BETTERMENT

-5%-5%20%overUnit rate per kmCost

90%82%70%Reaching TargetsSpeed

92%86%79%Check SheetQuality

200420032002Unit of

MeasureRoad

maintenance

COACH (LEVEL 2) BUSINESS AREA COACH (LEVEL 2) BUSINESS AREA MAINTENANCEMAINTENANCE

MEANINGFUL MEASUREMENT

BUDGET CONTROL

0

10

20

30

40

50

60

70

80

90

A M J J A S O N D J F M

MASTER COACH (LEVEL 3) MASTER COACH (LEVEL 3) MACRO BUSINESS AREA MACRO BUSINESS AREA -- MAINTENANCEMAINTENANCE

PROGRAMME 2: ROAD IMPLEMENTATION

STRATEGIC GOAL DEPART. GOAL

MEASURABLE GOAL Meas

AGREED PLANNED

MEASURABLES 2003/4

ACTUAL ACHIEVED

MEASURABLES 2003/4

OVER/ UNDER ACHIEVEMENT

Saving LivesRoad marking and road studs km 2,744 2,015 -729

Blacktop patching and rut repair sq.m 61,600 125,401 63,801

Transport engineering projects - Major km 2 2 0Transport engineering projects - Minor km 8 44 36

ROUTINE MAINT. Blading km 51,250 79,225 27,975

Reseals sq.m 425,000 674,098 249,098Heavy rehabilitation sq.m 265,600 143,737 -121,863Light rehabilitation sq.m 173,050 545,524 372,474Rehabilitation structures km 0

STRATEGIC PLANNING WORKSHOP 21 OCTOBER 2004

An equitable affordable, safe

and well managed

transportation system.

SAFETY MAINT.

SAFETY ENGINEERING

REHAB

PROGRAMME 2: ROAD IMPLEMENTATION

STRATEGIC GOAL DEPART. GOAL

MEASURABLE GOAL Meas

AGREED PLANNED

MEASURABLES 2003/4

ACTUAL ACHIEVED

MEASURABLES 2003/4

OVER/ UNDER

ACHIEVEMENT

Developing the people,

infrastructure and economy for

KZN

ROAD UPGRADING

ARRUP km 0.0 32.4 32.4

CG Cabinet upgrade projects

km 0 3 3

Surfaced Agricultural Roads

km 0 20 20

Lowcost surfacing

km 0.0 26.6 26.6Total 63 82 19

PERIODIC MAINTENANC

Regravelling km 1,200 1,190 -10Fog sprays sq. 0 849,765 849,765

STRATEGIC PLANNING WORKSHOP 21 OCTOBER 2004

An equitable and economically empowered

contruction and transportation

industry.

PROGRAMME 2: ROAD IMPLEMENTATION

STRATEGIC GOAL

DEPART. GOAL

MEASURABLE GOAL Meas

AGREED PLANNED

MEASURABLES 2003/4

ACTUAL ACHIEVED

MEASURABLES 2003/4

OVER/ UNDER ACHIEVEMENT

Rural development and

poverty alleviation New cabinet roads km 0 0 0

Construction of local roads km 340 450 110Construction of IEC roads km 224 224New causeway no 58 62 4New bridges no 3 9 6New pedestrian bridges no 3 2 -1

STRATEGIC PLANNING WORKSHOP 21 OCTOBER 2004

Improved Quality of Life

NEW INFRA-STRUCTURE

-1%2210+14%26762344Accidents

-7%492-3.2%546564Reduction fatalities

%YTD

2004YTD

%20032002Unit Measure

RESULTS –Saving Lives

RESULTS – TRAFFIC POLICING

+845151865-4833549206536401Speed – vehicles screened

-612605-21612816451Seat belts

+52246-8194210Booze bus ops

+171253477-39112248184078Vehicles weighed

+1806-957ProsecutionsAlco

-24+0.2

58726662

--

92597979

Fail to carryNo license

Drivers licencesSpeed

+233873902+1737721893233024Mileage patrolQuality

%YTD

2004YTD

%20032002Unit Measure:Traffic Policing

89.291.391.9REGION 491.992.990.4REGION 387.789.989.8REGION 286.084.482.7REGION 1200420032002

RESULTS – MECHANICALPlant Availability (%)

ALL WORKSHOP MINI-BUSINESS LEADERS, COACHES AND MASTER COACHES HAVE BEEN TRAINED IN ASSET CARE

TO IMPROVE OVERALL EQUIPMENT EFFECTIVENESS

VALUE FOR MONEY

ELIMINATING WASTE THROUGH WORKPLACE ORGANISATION & PROCESS IMPROVEMENT

BEFORE&AFTER

EASIER & SAFE WORKING CONDITIONS

Before

After

We Care

Looking after our internal & external customers by…• Listening to their problems• Apologizing when necessary• Delivering solutions• Ensuring world-class leadership - providing direction,

creating alignment, engaging staff, creating effective partnerships and demonstrating sound, ethical values.

Redress and Courtesy

ý þ

EQUAL ACCESS EQUAL ACCESS Meeting Customer NeedsMeeting Customer Needs

Developing Service Delivery Partnerships

EDUCATE

We Belong

Looking after our people through…• Building a learning organisation• Creating a culture of collaboration• Allowing flexibility to learn• An environment characterised by

teamwork, participation, continuous improvement and flexibility

STRONG VALUES

n Customer Service – we put YOU firstn Teamwork – WE make it happenn Integrity – from the HEARTn Continuous Improvement – NO limits to

excellencen Recognition – CREDIT where duen Fairness & Equity – promote equality, value

diversity

Information Sharing & Creating a Culture of Collaboration

n Daily 8-minute performance meetings

n Multi level meetingsn Team-on-Team reviewsn Peer Reviewsn Goal alignment reviewsn Annual Indabasn Monthly audits against

best practice benchmarks

n Strategic planning sessions

n Cultural Dayn Sports Daysn Minister’s summitn Road openingsn Training workshopsn Developing service

delivery partnerships

SPORTS & CULTURAL DAYS- TEAMBUILDING

Encouraging INNOVATION

Making work easier

Simpler, Better, Faster

REWARDING EXCELLENCE!

n Enormity and complexity of roll outn Identifying and focusing on core businessn Leadership makes the differencen Staff commitment - changing of attitudesn Measuring performancen Strong value system

SHARING OUR SHARING OUR LEARNINGLEARNING

Province of KwaZulu NatalDepartment of Transport

THE WAY FORWARDn SUSTAIN & IMPROVE through Batho Pele –

value-driven, accountable service excellence

n Strengthen goal alignment – Resources & Budget challenges

n Red Tape Challenge – waste eliminationn Developing service delivery partnerships

ZERO TOLERANCEALUFAKWA!

KWAZULU NATALDEPARTMENT OF TRANSPORT

BATHO PELE – PUTTING PEOPLE FIRST