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An introduction to Continuous Improvement (CI)

An introduction to Continuous Improvement (CI). Version 1.0. The Continuous Improvement Unit Improving performance and productivity. Our core purpose is to enable the Home Office to deliver excellent public services that are continuously improving and represent best value for money.

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An introduction to Continuous Improvement (CI)

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  1. An introduction to Continuous Improvement (CI) Version 1.0

  2. The Continuous Improvement UnitImproving performance and productivity • Our core purpose is to enable the Home Office to deliver excellent public services that are continuously improving and represent best value for money. • Our vision is that continuous improvement practices are embraced throughout the Home Office as the way we deliver value for the public.

  3. Aims and Objectives At the end of the session, delegates will be able to: • Understand transformation in a CI way • Understand CI concepts on systems thinking, value to the customer and removing waste • Have an improved confidence in applying CI tools and techniques

  4. Questions What do you think CI means? Why do you think it’s important?

  5. What is Continuous Improvement?There isn’t one single definition Continuous Improvement is a generic term for ways of working which improve performance, reduce waste, enhance quality and customer service whilst simultaneously increasing staff engagement. It draws upon the best bits of various approaches, without the jargon or the directive top-down approach.

  6. Why do we use CI methodology?

  7. Any questions about CI?

  8. Systems Thinking John Seddon’s Check Process Study customer demand and system purpose Distinguish between ‘value’ and ‘failure’ demand Understand whether demand is predictable Redesign services to meet customer demand / purpose Move from targets to measures of system effectiveness

  9. Flow and Pull Flow is where workloads are balanced and there is an absence of waste and WIP. Pull is where we respond to customer demand and only work on what is necessary.

  10. Simulation Round 1

  11. Discussion What issues did you identify with the process? What normally happens when there are problems like this in the workplace?

  12. Scientific approach to problem solvingPDSA Cycle and D5

  13. Discussion Have you considered the customer’s needs? Is there anything you would like to find out from the customer? If so, what?

  14. Activity Your customers are not happy! Agree one change to your process that will improve customer satisfaction.

  15. Simulation Round 2

  16. Discussion What impact did the change have?

  17. Process MappingBrown paper mapping

  18. Process MappingOther mapping techniques Spaghetti Diagram

  19. Removing waste from the process – DOWNTIME model Overproduction Waiting Defects Excess processing Not utilising talent Transport Motion Inventory

  20. Activity Can you identify these wastes within your process? Agree one change to remove a waste.

  21. Simulation Round 3

  22. Discussion What impact did the change have?

  23. Root cause analysisThe 5 whys model You’ve spent the entire IT budget. I want answers!!! We had to. 60% failed and needed to be replaced. Why did they fail? They overheated. Why did they overheat? The vents were blocked. Why were they blocked? They weren’t cleaned. Why weren’t they cleaned? It’s not in the cleaners contract. Why not? There’s no reason. It can be added at no cost.

  24. Problem Solving4Cs CONCERN CONTAINMENT COUNTERMEASURE CAUSE

  25. PrioritisationBenefit/Effort matrix

  26. Activity List all further ideas to improve the process. Prioritise your ideas using the Pugh matrix. Select your top 3 ideas.

  27. Simulation Final Round

  28. Discussion What impact did the changes have? What did you learn from the simulation that could apply to work?

  29. Benefits Tracking Set a baseline, which is a snapshot at the start of your project. Set a target for the desired level of performance at the end of your project. Measure the progressive impact of your changes on outputs and outcomes. Check benefits are realised.

  30. Key messages for team leadersEverybody Problem Solving Everyday Understand the numbers. Ask the right questions and invite challenge. Provide top cover, so staff have the time, space and confidence to make improvements. Think about measures instead of targets.

  31. Key messages for all staffEverybody Problem Solving Everyday Think about what your customer values. Make evidence based decisions. Work collaboratively.

  32. Close Any further questions?

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