EURO 2007 Skill Share Improving What We Do

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Improving what we do

Best practice workshops

Quality Techniques



Over the past ten years SkillshareInternational has explored anddeveloped an approach to qualitythat has impacted not only on ourown approach to “Improving what

we do” but also on the performanceand development of many of our

partner organisations through ourleadership development programme



Quality techniques and tools

We could look at how a technique likeflow charting has improved Skillshare

International’s understanding of itscore processes



Country Office HR Team Advertising Agency

Assess request

Write info for

recruitment

Recruitable? No

YesAdvertise

Shortlist

Run selection

process

InternationalRecruitment

Process




Or we could look at how Improvementstatements coupled with process

performance measures have helpedsome of our partner organisations

move beyond arbitrary targets into abetter understanding of process

improvement



LINKING IMPROVEMENT STATEMENTSWITH PERFORMANCE MEASURES

Improvement

Statement

Performance

Measures

To reduce the length of

time it takes to be seen by

a nurse at the clinic

The length of time inminutes and seconds

between entering the clinic

and being seen by thenurse

To increase the accuracy of

data collected from customers

Number of errors

in the data collected on amonthly basis




Or how control charts have givenus a real understanding of how

our key systems deliver over time



11

THE CONTROL CHARTTHE CONTROL CHART

Lower Control LimitLower Control Limit ( minus 3 standard deviations)( minus 3 standard deviations)

MEANMEAN(centre(centre

line)line)

Upper Control LimitUpper Control Limit ( plus 3 standard deviations)( plus 3 standard deviations)

TIME SERIES OR SEQUENCE

P R

O C E S S

D A T A

Limits Calculated from the DataLimits Calculated from the Data




Or we could look at how we haveused affinity activities to build acollective views of the future of

key areas of our work




Or we could look at how partnerorganisations have used theory on

repositioning to help them focuson the changing context of their

work



All of these have been useful in

helping us make improvements;however:

• There are many tools and techniques tochoose form and how they are used

appears too be more important than thechoice of tool.



The things that appear to help are:• Developing a deep understanding of the

current reality

• Creating an environment in whicheveryone recognises that work is about

working on systems as much as it is aboutworking in systems

• Building an understanding of what would

constitute and improvement• Making systems thinking second nature



HIERARCHICAL THINKING



A BASIC SYSTEM MODEL

Listen to CustomerFeedback

MeasureSystem &

In-ProcessPerformance Outputs

The

Customer

People

Materials

EquipmentMethods

Environment

Supplier’s Inputs

Value

AddingConversion or

Transformation



The common reasons quality

initiatives can fail appear to be:

• Managers retreating into hierarchical

thinking when times get tough• Tampering with processes

• Lack of constancy of purpose• Lack of shared commitment to new ways

of doing things



Before opening the discussion up:

• Talk to the person next to you about tools

you have used to drive improvement inyour organisation and the

• Successes and difficulties you have facedwhen implementing systems improvementin our very complex context

EURO 2007 Skill Share Improving What We Do

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