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THE CHANGEMAKER CONTINUOUS IMPROVEMENT?

THE CHANGEMAKER CONTINUOUS IMPROVEMENT?. Chris Howells Managing Director The ContinuousImprovement Practice. THE CONTINUING DEMAND FOR CHANGE. Benefits. ‘Lean’, Systems Thinking. Crosby. IIP. Outsource. Time. Quality. People. Process. Costs. Initiative fatigue?.

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THE CHANGEMAKER CONTINUOUS IMPROVEMENT?

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  1. THE CHANGEMAKER CONTINUOUS IMPROVEMENT? Chris Howells Managing Director The ContinuousImprovement Practice

  2. THE CONTINUING DEMAND FOR CHANGE Benefits ‘Lean’, Systems Thinking Crosby IIP Outsource Time Quality People Process Costs Initiative fatigue?

  3. ‘THE BIG SOCIETY’ Community Private Public Business Voluntary Citizen

  4. A QUESTION A product of continuous improvement

  5. WHY CONTINUOUS IMPROVEMENT? REAL TERM BENEFITS Continuous Improvement Breakthrough Improvement T I M E

  6. WHAT IS CONTINUOUS IMPROVEMENT? • A systematic approach to improving • Processes, • Practices • People • Comprises • Personal development of staff and • Removal of non value added activities (waste) AND • Everyone involved in an activity does it!

  7. WHERE DO WE START? • Document processes and practices • If you don’t measure it you cannot improve it! • Make it stick • Visual Management • Trust • Observation • Share Best Practice

  8. Visual Management

  9. Trust • Let the people who do the work make it better • Managers help not instruct • People define their personal development • People create their own CI teams • Measure and report on benefits

  10. OBSERVATION

  11. OBSERVATION - OUTCOME

  12. Share Best Practice IRRV Improvement & Efficiency Academy • Objectives • Develop/share best practice in CI • Help drive efficiencies in terms of • savings • better customer service • Add value to Members • Hands on Workshops • Best Practice Portal

  13. TO SUMMARISE • ‘Big Society’ is an opportunity • Change is constant • Manage and anticipate it • Trust the staff • CI can be a catalyst for change

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