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Performance Management and Systems Thinking. With exceptional Performance Management you may reduce costs by 10%. Systems Thinking may reduce them by 85%. Which is more interesting?. 1. Dave Gaster www.supportservicesdirect.co.uk . A different logic…….

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Performance Management and Systems Thinking

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Performance management and systems thinking l.jpg

Performance Management and Systems Thinking

  • With exceptional Performance Management you may reduce costs by 10%.

  • Systems Thinking may reduce them by 85%. Which is more interesting?

1

Dave Gaster www.supportservicesdirect.co.uk


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A different logic……

  • We can’t solve problems by using the same kind of thinking we used when

  • we created them

  • Albert Einstein

Dave Gaster www.supportservicesdirect.co.uk


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System vs Individual

  • More than 95% of your organisation’s

  • problems derive from systems, processes

  • and methods – not from individual workers

  • Dr W Edwards Deming

Dave Gaster www.supportservicesdirect.co.uk


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Systems thinking includes:

  • Working from a Customers Perspective

  • Working on the whole system

  • Taking an end to end view

  • Using and analysing data

  • A scientific approach to Change

  • Involvement of everyone in the system

  • Always improving the system

Dave Gaster www.supportservicesdirect.co.uk


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Systems thinking uses:

  • End to end analysis involving all aspects

  • Check (Study Act) Plan Do

  • Workshops, training and paper redesigns

  • Flow charts

  • Spaghetti charts

  • Pareto analysis

  • Cause and effect analysis

  • Run charts

  • Process control charts

Dave Gaster www.supportservicesdirect.co.uk


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How we go about it!

Start here

Check Plan Do

(Or SAP Do)

The cycle of continuous improvement

Dave Gaster www.supportservicesdirect.co.uk


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  • Defined by the customer

  • Find ways to understand

  • & delight customers

  • Design systems & processes

  • against purpose & demand

  • Common understanding

  • Cooperation not

  • competition

  • Experiment and learn

  • Visibility of the whole

  • Appreciation of impact

  • Belief in people; treat

  • with dignity, trust &

  • respect

  • Learn to manage the

  • organisation as a system

  • Understand variation

  • Decisions based on data

  • Measure what matters

  • to customers

  • Model for improvement - SAPDo

Voice of the Process

Voice of the People

Voice of the Customer

Quality

Joiner Triangle

Scientific Approach

All One Team

Dave Gaster www.supportservicesdirect.co.uk


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Too many missed bins

Voice of the Process…..Cause & Effect diagram

Materials

People

Method

Why?

Why?

Why?

Why?

Environment

Equipment

Why?

Dave Gaster www.supportservicesdirect.co.uk


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Dave Gaster www.supportservicesdirect.co.uk


Slide10 l.jpg

Dave Gaster www.supportservicesdirect.co.uk


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Traditional project plan

Systems Thinking work

Activity level

Form Team, training, induction, gather current data

Establish Project

Appoint Project Manager

Write PiD, draft Project plan

Redraft PiD via overview panels and peers

Set Targets and outcomes

Start working on the project

Produce report to seek authority.

Analyse, suggest alterations, finalise report.

Approve scheme

Design implementation plan

Start implementation

  • Start

  • PID

  • Programmes

  • Outcomes

  • Team Start Work

  • Design Scheme

  • Report

  • Approve

  • Design Implementation

  • Start Implementation

Gather data, analyse – make minor repairs, ‘As Is’ workshops

Analyse outcomes, concept designs, ‘To Be’ workshops. Blue Sky, Audit wash

Check Plan Do

Implementation plans, risk assess, governance? Do the easy improvements.

Activity level

Major work implementation support . and facilitation

Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 Time >

Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Time >


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Systems Thinking achieves

  • Refuse Collection

    • From 1000 to 2.8 misses per 100,000 collections

    • 14+% savings of revenue and capital costs

  • Housing

    • From 67% to 100% jobs on time

    • 14% saving of total budget, in first full year.

    • 12 days for average void turn round

  • Highways

    • S 58 trips and falls

      • From 90 days to 2.58 average days to complete reports

      • From £300,000 to £70,000 to process reports

  • Car Park enforcement

    • From 80% successful defence to 20% in 3 months

Dave Gaster www.supportservicesdirect.co.uk


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Questions / debate

www.supportservicesdirect.co.uk

Email: [email protected]

Phone: 07919 356 007

SYSTEMS THINKING

CONTINUOUSLY IMPROVING SERVICE DELIVERY

Dave Gaster www.supportservicesdirect.co.uk


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