improving our processes delivering excellence · sipoc is typically used during the define phase of...
TRANSCRIPT
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Improving our processes...
deliveringexcellence
...growing our University
Brighter futures begin with GCU
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Contents01 GCUPACE
02 PACEPrinciples
05 ThePACEContinuousImprovementCycle
07 PACETools
SIPOC CriticalToSuccess Datatools-Histogram andRunChart ProcessMapping SevenWastes
16 PACESpace
RolesandResponsibilities ImprovementOwner ImprovementTeam Facilitator SteeringGroup
21 Howdoyougetinvolved?
IdentifyaPACEproject BepartofaPACEprojectteam
GCU PACEDoyousometimeswonder‘IfIdidthiswork
inthiswayitwouldbemuchquickerandeasier’ordoyoufindyourselfthinking‘Thisisareallycumbersomewayofdoingthings’.Well,thereasoncouldbethattheprocessesyouare
workingwithcoulddowithanupdate.
PACE(PeopleAchievingthroughCollaborativeExcellence)isasignificantoperationalinterventionwhichspanstheUniversity.Thebroadaimistosupportthereviewofour
processesremovingwaste,challenginginefficienciesandbureaucracy.PACEisnotaboutreducingworkforcebutabout
freeinguptime,andmoreeffectivelyusingotherresources,toreduceworkloadonstaffandfocusourenergiesonvalue
adding,andmorerewarding,activity.
Aim of the GuideTheaimoftheguideistointroduceyoutotheideas
underpinningtheUniversity’sOperationalExcellencejourneyandtosomeofthetoolsandtechniquesitwilluse.Theguide
alsooutlineshowyoucanbeinvolvedinPACE.
Processesareessentialtoensurethatworkisdoneinaparticularorderwithinputfromtheright
peopleattherighttimeandtoproduceoutputswhichaddvaluetothecustomer.Oftenourprocessesworkwellhowevercircumstanceschange,forexamplenew
rulesandregulationscomeintoplace,departmentsandteamsrestructure,customerexpectationschangeor
advancesaremadeintechnology.Thesedriversmeanthatprocesses,whichserveduswellinthepast,areno
longersufficientorcouldworkevenbetter.Soperiodically,weneedtoreviewhowwedothingstolookforopportunities
toimprovetokeepusaheadinourcompetitivemarket.
Usingasimplekitofwelltestedandrecognisedtools,PACEequipsstaffwiththecapabilitytoexamineandimprove
processesinasystematicway.PACEengagesstafftobeagentsofchange,ratherthanbeingthesubjectsofchangeanddevelopacultureofcontinuousimprovement.Indoingsowecreaterobust,
slickprocesseswhicharefitforpurposeandwillsupportthegrowthanddevelopmentaimsofouruniversity,deliverexcellenceforour
studentsandothercustomers.
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PACE Principles PeopleArevitaltoeffectiveprocessimprovement.Theinvolvementofprocessexpertsisparticularlyimportantastheyworkwithintheprocessdaytoday,andcanbringauniqueinsightandaclearunderstandingofhowtheprocessworks.
Achieving Theultimateaimofprocessimprovementistoachieveefficiencyandeffectiveness.Thissenseofachievementwillonlybepossibleifpeopleatalllevelsareinvolved,astherewillbeasenseofownershipandresponsibility.
Collaborative Involvingprocessexperts,includingpeoplefromacrossfunctionalboundariesisvitaltoprocessimprovement.Acollaborativeapproachcombinesknowledgeandexpertise,anddevelopsanunderstanding,appreciationandrespectforothers.Bringingtogetherprocessexpertsfromeachstageintheprocessgivesanoverviewofthecurrentsituationandfromthere,itispossibletobuildandimplementtheimprovedprocess.
Excellence Processimprovementidentifiesandsetsprocessperformancestandards,focusingoncustomers,qualityandefficiency,monitoringandreview.Thiscycleofcontinuousimprovementhelpstodevelopoptimisedprocessesandsupportsthedrivetoachieveexcellenceineverythingwedo.
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Identify theprocess issues
andperformance
measures
Start
Get theexperts in theroom for an
RIW
Map the As-Isprocess
Look for value,identify and remove
inefficiencies,bureaucracyand waste
Review
Map theTo-Be process
Implementthe changes
Monitorimprovement
The PACE Continuous
Improvement Cycle
PACEprojectsfollowasimple,systematiccycleofeventswhichsupportakey
principleofprocessimprovement–thatit’scontinuous.Teamsworktogetherthrougheachstageoftheprocessfromprojectconceptionthroughimprovementand
implementationandbeyondtofurtherreview.
Atthecoreofaprocessimprovementprojectistheindividualprocessreview–theRapidImprovementWorkshop(RIW)wheretheteamcomestogethertomaptheexisting
process,identifysignificantbutquickwins,andactionplanforimplementation.
RIWsmaylastaslittleasafewhourstoseveraldaysdependingontheof
theproject.Thetimescalesforprojectswillvary,dependingonscopeandcomplexity,butwillfundamentally
followthecyclerepresentedtotheleft.
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PACE Tools Supportingprocessimprovementprojectsarearangeoftoolsandtechniqueswhicharewelltriedandtested.Differenttoolsareusedatdifferentstagesoftheprocessimprovement–Define,Measure,Analyse,ImproveandControl.YoucanaccesslotsofimprovementtoolsviathePACEwebpage:www.gcu.ac.uk/pace.Belowisabriefoutlineofkeytoolswhichareusedinjustaboutallimprovementprojects.
SIPOCistypicallyusedduringthedefinephaseofaprocessimprovementproject,asithelpsusclearlyunderstandthepurposeandthescopeofaprocess.SIPOPCisanacronymforSuppliers-Inputs-Process-Outputs-Customers.TheoutputfromtheSIPOCcanbeseenasahigh-levelpictureoftheprocess,inabout5-8steps,thatdepictshowthegivenprocessisservicingthecustomer.ThetemplatebelowcanbeusedtoidentifyvariouselementsoftheSIPOC.Thetoplevelprocessstepsarethenidentified.
The definition of each SIPOC element –
Suppliersprovideinputstotheprocess
Inputsdefinethematerial,serviceand/orinformationthatareusedbytheprocesstoproducetheputputs
Processisadefinedsequenceofactivities,usuallyaddsvaluetoinputstooutputsforthecustomer
Outputsaretheproducts,services,and/orinformationthatarevaluabletothecustomer
Customersaretheuseroftheoutputsproducedbytheprocess.Inserviceprocesssuppliercanoftenalsobecustomersoftheprocess.
TheexampleontheleftistheSIPOCinthePostgraduateAdmissionsdepartment.
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Scope the process
Supplier Inputs Process Outputs Customer
Agentsorstudents
AdmissionsOffice
ExecutiveBoard
HeadofDepartment
InternationalOffice/EB
ProgrammeAdministrator
UKBA
OBSU
OnlineapplicationPDFForm
ApplicationDocuments
Decisionlog
Scholarshipdecision
programmes
Entryrequirements
Feeslist
AOSCodes
UKBAPolicy
IELTSCriteria
ISISUpgrades
Decision–Enrolledstudent
Rejectedstudent
Offer
Offer/acceptance
report
Visarefusals
ISIS–studentrecords
IntOfficeprospectsreports
Studentnumbers
CommsCommission
Language+academicskills
report
CAS/Visainfo
AssistantHeadsofAdmin
ISIS
InternationalOffice
GCULondon
Agents
INTO
UKBA
Level 1 process
ApplicationReceived
InputontoISIS
Decisionmade
OfferReject
Moreinfo48-hours
DepositpaidCASissuedVisaissues
Conversationactivity
Enrolement
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TimeNo. of days notice
No. of errors/complaints
Last minute change/notification
Customer satisfaction
Room utilisation
Customer feedback
Staffing/Training
Room conditions
Waste
Accuracy
Cost
Need Driver Measure
Quality
Data/Information/Resources
Critical To Success (CTS) treeTosuccessfullychangeprocessestomeetcustomerneedsandexpectationswemustusemeasurablecritical-to-successdata.
Asafundamentalprinciple,processimprovementsshouldresultinbenefitstothecustomer(s).Todothisitisnecessarytoidentifytheelementsoftheproductorservicethatareimportanttothe
customer.Howevercustomersoftenexpresstheirneedsinbroadtermsoftenusingvagueimmeasurablestatementssuchas
“Iwantagoodservice”.TheCTStreeisawayofbreakingdownthesestatementstoidentifyspecificandmeasurableproductor
serviceattributesthatthecustomervalues.
CTStreeiscompletedatthestartoftheprojectandthemeasurescanthenformKeyPerformanceIndicators(KPIs)
fortheprocessgoingforward.Wherespecificcustomerrequirementsarenotidentified,genericdriversoftime,accuracyandqualitywillhelptohelpbreakdownthecustomerneedsintospecificmeasuresofcustomers’
expectations.ACTStreeshouldbecompletedforeachcustomeridentifiedintheSIPOCexercise.
TheCTStreeoppositewascreatedintheGCUtimetableRIWin2011.ItidentifiesKPI’swhichcould
beusedtomeasuretheprocessperformance,afterthechangetoensurethatthenewdesignmeetswhatthe
customerwants.
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Data toolsProcessdataisimportantinmeasuringtheperformanceofthecurrentprocess,settinggoalsfortheprocessimprovementandtomonitorthenewprocessinaction.Differenttypesofchartgiveadifferentviewofthesamedataandprocessperformance.Runchartsandhistogramsareusefulwaysofrepresentingquantitativedataformeasuringtheperformanceofthecurrentprocessandformonitoringorcontrollingtheperformanceoftheimprovedprocess.
Histograms displaythefrequency(occurrence)ofdataandareusedtoanalysevariationandanomaliesintheshapeofdistribution.Theshapeofthedistributionshowswhethertheprocessiscapableofmeetingthecustomer’sexpectation.Shapesthatdifferfromthenormaldistribution)asymmetricalbellcurve)indicatethatotherfactorsmaybeaffectingtheprocess.
Run chartsdisplaythesamedata,butinchronologicalorderandprovideavisualrepresentationofprocessperformanceovertime.Theycanbeusedtoidentifytrendsandspecialcauses.Runchartsalsoprovideastartpointtouncovertherootcauseofprocessbehaviouraswellasprovidingabeforeandafterviewwherechangeshavebeenimplemented.
Usedinisolation,thehistogrammayhidechangesinperformanceovertime.Likewisetherunchartmayhidetheshapeofdistributionandthusfailtouncoverunderlyingcharacteristicsofprocessbehaviour.
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PACE project overview
Improvement team (including owner) Facilitator Improvement
Owner
Implement changes
Design new process
Participate in RIW
Monitor improvement and review process
Complete project
Report progress to Steering Group
Create workshop
report
Facilitate RIW
Design RIW
Plan RIW logistics
Participate in RIW
Scope project - SIPOC
Identify project
Process MappingProcessesaresimplysequencesofactionsdesignedtotransforminputsintooutputs.
Forinstance,bakingacakewillinvolvetakingvariousingredients(inputs)andproducing
thecake(output)usingtherecipe(process).Similarly,thestepsrequiredtoapproveastudent
applicationwillinvolveaaprocess,orseriesofprocesses.
Processmappingisanexercisetoidentifyallthestepsanddecisionsinadiagrammaticformwhich–
•Describestheflowofmaterials,informationanddocuments
•Displaysthevarioustaskscontainedwithintheprocess
•Showsthatthetaskstransforminputsintooutputs
•Indicatesthedecisionsthatneedtobemadealongthechain
•Demonstratestheessentialinter-relationshipsandinterdependencebetweentheprocesssteps;
andremindsusthatthestrengthofachaindependsuponitsweakestlink.
Processmappingtakesplaceatthestartoftheimprovementactivitytomapthe‘As-Is’process.Allstepsintheprocess
shouldbeidentifiedandmappedtoensurethatitrepresentstherealityandnothowwemightlikeittobe.Followingdataanalysisoftheprocessandwasteidentificationthe‘To-Be’processisthenmapped.Thisbuildsacommonunderstandingofthenewdesiredprocessandhelpsin
creatingtheactionplantogettoimplementation.
The map to the right is an outline of the PACE project process.
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Seven WastesAprocessaddsvaluebyproducinggoodsorprovidingaservicethatacustomervalues.Aprocessconsumesresourcesandwasteoccurswhenmoreresourcesareconsumedthanarenecessarytoproducethegoodsorprovidetheservicethatthecustomeractuallywants.Inabroadsense,wastecanbeconsideredasanyactivityorresourceinaprocessthatdoesnotaddvaluetothecustomer.
Briefly the Seven Wastes are described as -Waiting Time –Timespentwaitingbetweenactivities
Transport –Movementbetweenactivities
Component Design –Effectivenessofthetool(form,system)inmeetingitspurpose
Inventory –Numberofitemsofworkateachactivitystep
Over Production –Anyeffortoroutputthatexceedsthecustomerexpectation
Motion –Movementwithineachactivity
Defective Goods –Outputsthatdonotmeetthecustomerexpectation
Note:An8thwastecouldbe-Unused Employee Creativity
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PACE Space ThePACEspaceisavailableforteamstotaketimeawayfromtheirusualworkplaceandintoadifferentenvironmenttoreview
andrefreshprocesses.Thespaceisresourcedwiththematerialsyouwillneed
toworkthroughyourimprovementexerciseandoffersanenvironmentwhereyoucan
collaboratewithothers,thinkdifferentlyaboutyourprocessandcreateimprovements.TobookthePACEspaceforyourlocal
improvementevente-mail:[email protected]
Roles and Responsibilities
PACEprocessimprovementrequiresinputfromstaffacrosstheUniversity.Threemainrolesareidentifiedwithinthe
improvementprojectandtheRIW–ImprovementOwner,TeamMemberandFacilitator.Inaddition,tosupportthe
overallmanagementoftheuniversityPACEprojectactivity,theSteeringGroupprovidedirectionandgovernance.
Who is the Improvement owner?TheImprovementOwnerissomeonewhohasoverallvisibilityoftheprocessbeingimproved.Theyoperate
atalevelthatwillallowthemtodrivetheprojectforwardtoimplementation.TheImprovement
Ownerleadsandsupportstheimprovementteam,throughouttheRIW.TheImprovementOwnerisresponsiblefordeliveringtheimprovedprocess
byensuringthattheredesignedprocessisimplementedanditsbenefitscaptured.
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What does the Improvement Team do?AttheRIWthewholeImprovementTeamgetstogethertomaptheexistingprocess,identifywastesandperformancemeasures,maptheimprovedprocessandagreetheactionplantotaketheprojectthroughimplementationtocompletion.
FollowingtheRIWtheImprovementTeamworkstogethertoaccomplishtheprojectactionplan,meetingasrequiredtoreviewandprogressactions.TheImprovementsOwnerwillupdatethePACESteeringGroupontheprojectsprogress.
What support does the facilitator provide?Thefacilitatorroleistoenablethedevelopmentofanimprovedprocess.Itisnotthefacilitator’sroletomanagetheimprovementproject,thatresponsibilitylieswiththeImprovementOwner.ThefacilitatorwillsupporttheImprovementOwnerinscopingtheprocessandtheselectionofRIWparticipants.InconjunctionwiththeImprovementOwnerthefacilitatordesignstheRIWandagreesontherelevantperformancedatatobeused,thenfacilitatestheRIWandthedevelopmentofanimprovedprocess.OncompletionoftheRIWthefacilitatorproduces,fortheImprovementTeam,areportincludingtheimprovedprocessandactionlist.
WealreadyhaveateamoftenPACEfacilitatorsrepresentingfunctionsacrosstheuniversity–professionalsupport,academicsupportandlecturingstaff.Wewanttomaintainthispoolofexpertsupportforteamsembarkingonimprovementprojects.BecomingaPACEFacilitatoroffersyouadevelopmentopportunitytoexpandyourskillssetandtoapplythisinuniversitywideprojects,andlocallyinyourownarea.
What is the role of the Steering Group?TheUniversity’sprogrammeofstrategicimprovementprojectswillbeidentifiedandapprovedthroughthePACESteeringGroup.TheSteeringGroupwillreviewandreportonthePACEprojectplanandraiseawarenessandunderstandingofPACEamongstGCUstaffandencourageandsupportthemintheircontinuousimprovementjourney.
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What can you do next?
Identify a PACE projectAllstaffareencouragedtothinkaboutandchallengetheprocessestheyoperatein-Why things are done
the way they are? What is the purpose of this activity? What is the customer benefit of what we are doing?
Inthefirstinstancespeaktoyourlinemanagerand
proposeyourprocessforimprovementandthencontact:[email protected].
Be part of a PACE Improvement Team Projectteamsmaybelocaltoyourteam,SchoolorDirectorateorwillworkacrossUniversitySchoolsandfunctions.Asateam
memberyouwilluseyouroperationalexpertisetohelpdesignanimprovedprocess.Youwillbeanactiveparticipantintheprojectimplementationundertakingprojectworkandbeingtheliaison
betweentheprojectteamandyourlocalworkarea.
Nowhavinglearnedsometoolsandtechniquesyoucanrunyourownlocalimprovementexercise.Changedoesn’tneedtobeonalargescale.Theimprovementteamcouldbeafewof
yourimmediatecolleaguesaslongastheprocessisrepresented.i.e.theyhavetherightknowledgeandexpertise.
Ifyouaremakingchangeslocallyusingprocessimprovement,pleasetellusaboutit.
Shareyourstoryat:www.gcu.ac.uk/pace/yourproject.YourprojectwillautomaticallybenominatedforaPACEaward.
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RespectExpertise
Contribution
Measure
Eliminate WasteCustomer
ValueReward
Effectiveness
Excellence GrowthTeam
ContinuousTogether
Contact PACET:01412731829E:[email protected]
Twitter:@GCUPACE
www.gcu.ac.uk/pace