Developing Quality and Innovation through Strategic Operations
description
Transcript of Developing Quality and Innovation through Strategic Operations
Developing Quality and Innovation through Strategic Operations and Alliances in the Voluntary Disability Sector
The Pavilion, North Campus, University of Limerick DFI/UL Symposium, 29 November 2013.
In partnership with
Improved Optimisation Through Cooperation, Learning and the Adaption of
Incremental Improvement Techniques
Dr John F. Noonan
Enterprise Research CentreFaculty of Science and Engineering
University of Limerick.
www.disability-federation.ie
Background to the Presentation1. Interaction with the students from the DFI/UL
Introduction to TQM course (2 years/4 Cohorts)2. Interaction with the Voluntary Disability Sector
students & Researchers on the Lean Specialist Diploma (UL)
3. An examination of other initiativesAim: To formulate a perspective that might provoke reflection
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Presentation Structure
• A catch phrase• A perspective: The hymn sheet• Some Reports and Findings• Unique challenges• TQM Applied• Lean Applied• An age old argument• The nature of highly effective voluntary disability
organisations• The way forward
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A Catch Phrase
“Think Big Work Small”1. Incremental improvement2. Smaller organisations have just as much
to contribute3. Many views one vision4. Systems Thinking {TQM & LEAN}
i.e. Improved Optimisation Through Cooperation, Learning and the
Adaption of Incremental Improvement Techniques
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The Hymn SheetTQM Course (UL/DFI)
• Systems thinking: systems are more than the sum of their parts, so well organised relationships between the parts are paramount
• Lean Thinking: Value to the service user through provider Involvement & relentless elimination of Waste
• TQM: corporate culture characterised by increased service user satisfaction through continuous improvement, in which everyone participates actively.
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Reports & Findings: SystemsChildren England
(Birmingham 2009)Mission; a fairer world for children, young people and families - The ‘Every Child Matters’ agenda• “Progress does not need to involve huge change; what is
important is that progress is being made, however incremental”
• “importance of infrastructure, which includes small organisations and that is carefully developed to be locally appropriate, being ‘owned’ by the VCS.”
Children England was formerly the National Council of Voluntary Child Care Organisations, NCVCCO
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Reports & Findings: Lean Thinking
Public Sector Scotland (2010)Disabled Facilities Grant (DFG) Service (Neath Port Talbot County Borough Council)
Progress Made 2008 November 2009 November
Avg. End-to-End time 675 days435 wait and 240 install
64 days
Flow Steps:1st point of contact to completion of work
291 34
Cost of physical work AVG/Case
£7000 £6300
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Reports & Findings: TQM Cedar Foundation
(Belfast), 2001(Physical Disability Services)
“The pursuit of excellence is not optional in the voluntary sector, it is essential”
1993-2000Driver: The level of growth and the increase in range, choice and quality of services to users• Customer Service Excellence awarded (customer & value)• ISO 9000 certified (documented quality system)• EFQM self assessed
2012- 2015“development and delivery of innovative and effective Services” Despite economic challenges
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The ChallengesExplored in the Assignments
1. Defining greatness and calibrating success without business metrics (increasing effectiveness to better utilize scarce financial resources)
2. Leadership and getting things done within the dispersed structure of voluntary disability organisations
3. Building teams and getting the right people engaged within voluntary disability organisations’ constraints and opportunities
4. Increasing and securing the flow of resources to the voluntary disability organisations without a profit motive;
5. Building momentum through brand reputation of the voluntary disability organisations.
6. The customer: taxpayer, elected official, governing body, or the individual who receives a service?
7. Political leadership is transitory
Adapted from The challenges Five Issues that Separate CVOs from Businesses: Collins (2006) 9
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(Up for the challenge)
TQM Tools Applied: FMEA - Service
Group work / Facilitation Skills Training
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Function Potential Failure
Effects of Failure
Severity
Potential Cause of Failure
Occurrence
Current Control
Detection
RPN
Recommend Action
Actions Taken
Use of Role Play in Training
Participant does notengage in role-play
No opportunity to apply or practice the skills being developed
7 Insufficient skills (trainer)
3 Reference checking
6 126
Minimum requirements process introduced
Loss of confidence in the ability of trainer
Lack of planning in creatingtraining resources
Planning and review group set-up
Ongoing evaluation
Paul Partnership
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(Up for the challenge)
TQM Tools Applied: FMEA – Product
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Function Potential Failure
Effects of Failure
Severity
Potential Cause of Failure
Occurrence
Current Control
Detection
RPN
Recommend Action
Actions Taken
Operation of Hoist
Hoist mal-function
Client falling from hoist
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Hoist not maintained
6 Check hoist is
maintain-ed.
(annual)
If not should
be reported
10
600
Ensure maintenance
contract is taken out
Ensure that staff are
trained to detect the hazardous
effect
1. a.
2. b.
3. c.
Mayo CIL
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(Up for the challenge)TQM Tools Applied:
Quality Function Deployment
Direction of Improvement
Customer Requirements
(What)
Design Requirements
(How)
Lapt
op /
PC
Cou
rse
Syl
laby
s
Trai
ner K
now
ledg
e
Trai
ning
Ven
ue
Cou
rse
Tim
e S
ched
ule
Trai
ner T
ime
Sch
edul
e
Less
on P
lan
Experience
Improve Environment
Knowledge
Laptop / PC
Reduce Time Schedule
# Strong
Mobile IT
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(Up for the challenge)Lean Tools Applied: Kaizen + Value Analysis
(Stream Map of Headways New Process)
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VSM Pre Kaizen event Timeframe VA/ NVA
VSM Post Kaizen event Timeframe
Incoming call from potential client
Case note written up Application posted out
Day 1
NVA
Incoming call from potential client Case note written up Application posted out
Day 1
Application form returned to forum Day 5 VA 1 Application form returned to forum Day 5 Medical records requested by post
Day 6 Medical records requested by post
Day 6
Medical records returned and reviewed
between Day 8-20
VA 2 Medical records returned and reviewed
between Day 8-20
Abi forum meeting takes place - case discussed -
confirm client age, consent, meets/does not meet entry criteria
Between Day 22-25
VA 3 Abi forum meeting takes place - case discussed - confirm client age, consent, meets/does
not meet entry criteria
Between Day 22-25
Client case sent to Cork Referrals team
Day 26 Client initial needs assessment takes place
Between Day 26- 30
Case discussed at Cork referrals team - depends on the timing of the next referrals team meeting after the arrival of the case
Day 28- 54 VA 4
Client initial needs assessment takes place
Between Day 55-60
VA 5
HeadwaysDMAIC Kaizen
60 Days 30 DaysNew clients can access the service with approximately 30 days removed from the clients wait.
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Age old Argument: “Quality Time” or
“Quality all of the Time”
Google’s 20% Time: for creativity and innovation(Results: AdSense, Gmail, Google Talk, Google Reader)
Googlers “120% time”Larry Page (Chief Executive 2011) we need “more wood behind fewer arrows” referring to lack of focus
• Reliable processes = reliable results• processes are the sum of their inputs• Continuous Improvement & Consistency• Teamwork & Routine performance Analysis• Training for all
The Nature of Highly EffectiveCommunity and Voluntary
Organisations(Williams: 2007)
• Any CVO should start with, and then continue to have, the people it exists to serve, the ‘Participants’ (users), at the heart of its organisational focus.
• It might be nice to think that funding would not be such a primary and priority task to deal with. However, people (volunteers and/or staff) need resources to give life to any dreams that exist or emerge
“CVOs need to be masters at making something out of nothing – of alchemy”.
Ian WilliamsAnnual Community and Voluntary Sector Conference
The Carmichael Centre for Voluntary GroupsFebruary 1st 2007
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The way forward:
Balancing Lean with Latitude(Putting passion into compassion)
Realistically:TQM : long–term success through service user care & improving processes, services, and culture
Lean Thinking : embodies a set of design principles to deliver purpose more and more effectively by reducing waste
Lean + TQM: Balancing value with efficiency
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In Summary
• The mission of the Voluntary Disability Sector distinguish them sharply from business
• The real need among the Voluntary Disability Sector is for tools and learning developed out of their experience and focused on their specifics
Above all:• Cherish achievements• Build in quality of service• Reduce complexity• Learn Look to a future state some where between the current state and an ideal state through grasping opportunities. More poetically……………
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Anthem Leonard Cohen
“ Ring the bells that still can ring,Forget your perfect offering,
There is a crack,There is a crack in everythingThat’s how the light gets in”
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