Performance Management and Systems Thinking

1. 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

2. 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

3. 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

4. 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

5. 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

6. How we go about it! Start here Check Plan Do (Or SAP Do) The cycle of continuous improvement Dave Gaster www.supportservicesdirect.co.uk

7. 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

8. 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

9. Dave Gaster www.supportservicesdirect.co.uk

10. Dave Gaster www.supportservicesdirect.co.uk

11. 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 >

12. 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

13. Questions / debate www.supportservicesdirect.co.uk Email: daveg@supportservicesdirect.co.uk Phone: 07919 356 007 SYSTEMS THINKING CONTINUOUSLY IMPROVING SERVICE DELIVERY Dave Gaster www.supportservicesdirect.co.uk