cin. digital journey. june

Continuous Improvement

CIN ForumJourney into Digital

Transformation

Paul EmesBusiness Analyst

June 2018

Vision to Execution

LSS - Continuous Improvement

Systematic Transformation - Toolkit

BPM

Lean Six Sigma

Data Analytics

People

Stakeholders

VOB and VOC

Technology

ProMapp

ElementOrg

Power BI

Business Process Management


BPM the enabler of Digital Transformation

Improving Interactions - Agility – Innovation

• Reduced Process Costs: 10-15%

• Increased quality / reduced number of errors: 20-30%

• Reduced process throughput times: 10-30%

• Reduced training time / expenses: 10-30%

• Reduced number of (internal) support requests: 15-30%

• Reduced number of customer complaints: 20-30%

• Increased forecast accuracy: 15-30%

Lean Six Sigma

LSS - Methodology to Continuous Improvement

Applied to improve existing “Business Process Management”

• Define – The problem, business case and process

• Measure – Identify baseline performance and metrics

• Analyse – Expose & verify the root cause(s) to problems

• Improve – Identify and implement solutions and confirm

• Control – Prevent the problem from recurring

Black belt taekwondo & LSS black belt Don’t mess with ICT and Council’s Business Analyst


Business Science

Define Measure Analyse Improve Control

QFD, Process Mapping, Capability & Control

MSA

Multiple Regression Analysis and Predictive Modelling

ANOVA

Design of Experiments

Statistical Process Control & Revision

Measurement System Analysis - Variation

VOC - Quality Function Deployment


Keep it Real


Without “measurable” data you're just another person with an opinion (W. Edwards Deming)

• Business performance is evidence based

• Not based upon personal opinion or group sentiment

• Facts and opinions should not compete

They’re complementary functions in our decision-making

Measurable Performance Improvements -• Based upon fact • Repeatable• Independently verifiable

Digital Transformation


What is Digital Transformation??“Digital transformation is the reinvention of an organization through the use of digital technology to improve the way it performs and serves its constituents” (UTS 2018)

• Face to Face $16.90• Telephone $ 6.60• Postal $12.79• Online $ 0.40

• Deloitte modelling combined saving of $25.27 per transaction (Deloitte Access Economics – “Digital government transformation” 2015)

• Digital Transformation returns four times than it costs

• MBDC has approx.+100 000 paper transactions p/a

• Transform processes by 20% = Saving $500K p/a

• Deliver more without increasing costs


Technologically mature well established

innovation and support eco-system,

continually anticipating change and

adaptive processes

Focussed on automation, virtualised

self service functionality, efficient

program management

Change Focused, long term vision,

adopting agile and flexible systems

and processes

Reliant upon legacy one size fits all

approach, lacking innovation and

online service delivery

Basic technology, slow and

ineffective processes, fragmented

operations

Digitally Reactive

Digitally Traditional

Digitally Transforming

Digitally Adaptive

Digitally Future Proof

The Digital Journey UTS 2018

MBDC positioned here

Current State• Hosted Cloud based ERMS - 2014

• ICT strategic positioning towards emerging technologies, IOT, Smart Cities etc..

• ICT positioning and organisational environment misalignment ??

• Legacy Systems – Medieval options available

• Low business maturity

• Cultural constraints

• Limitation in capability

• Poor data integrity and BPM (capacity v capability)


What's Needed ??• Alternatives to Legacy System

• Integration and Agility

• Easy deployment, functional, intuitive

• Cost effective & low maintenance

• Minimal Business Disruption

The answer -

• BPM combined with Low Code D.T“Drag and Drop Functionality”


Where to Start?


• Stakeholder Engagement

• Keep it Real

• Flexible, Open minded

• Narrowing the Scope

• Quick wins - Momentum, Credibility, Confidence

• Using BPM as the enabler (DMAIC)

“Define” the Problem


The values we practice – rather than the statements we make is what drives an organisations culture and high

performance.

• Concise Business Case and Project Charter

20% Transformation = $0.5 Million saving recurring P/A

• Understand the VOB, VOC and measurable CTQ

Stakeholder Engagement, Customer Survey, Audits, etc.

• Clear Objective and Purpose

• Understand the Processes – Promapp

• Execution – Can it be achieved??

Project ScopeProcess Transformation Opportunities


1. Health and Building Inspections

2. Community Facilities Bookings

3. Council Permits and Payments

4. Miscellaneous Forms and General Enquiries

5. Online Customer Self Service, CRM’s etc..

�Development Applications - DPTI (July 2020)?

“Measure” Existing Processes


A Vision without Execution Is Just Hallucination

The real work begins

• Process Mapping

• Data Collection

• Understand baseline performance

• Refining of Project Scope

“Analyse” The Problem


• Analyse Data

• Analyse ProcessE.G Health Inspections

• Determine Potential Root Causes

• Form & Test Hypothesis

• Verify Root Causes

• Avoid Tampering

Problem

Apparent cause

Root cause

Counter measure

Cause and Effect Diagram

(Fishbone)

Pareto Chart

Checksheet

“Improve” Performance


Generate potential D.T solutions Low Code Software Development Partnership

This where the fun begins

• Assess Potential Solutions

• Select/Test Preferred Solution

• Understand & Minimise Variation

• Develop Implementation Plan

Implementation


• Implement preferred solution

• Beta Test and Test again

• Verify effectiveness - Metrics

• Apply comparative methods - And

• Don’t lose sight of back end processes

Solution only as good as ability to

execute and close off

“Control” PMCS


• Standardise the solution..

• Develop & implement PMCS Process Management Control Systems – Internal Controls

Document project –

• Promapp

• Maintain Performance

• ElementOrg - Power BI

• Drive Home Cultural Change

Case Study


• Online - Facilities Booking

• Underutilised - Town Hall

Software Solution:

• Front End - Design to Deploy 6-8 weeks

Capability:

• Back End - process execution 6-8+mths

(some of the) Issues


• Allocation and return of Keys

• Bonding and Refunds

• Recurring Bookings

• Unauthorised Users

• Liquor Lic. and Security

• Undocumented event restrictions

• Cleaning and post event inspections

Quick Wins & Beyond


• Power BI Reporting (Delivered)

• Health / Building Inspections (1-2 months)

• Council Permits & Payments (3 Months)

• Miscellaneous Forms (3-4 Months)

Next 4 - 6 months• Online Facility Bookings

• Development Engineering Tracking

• Online CRM and Customer Portal

Questions

Thank you

cin. digital journey. june

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