World Class Glasgow Process Improvement Approach

Transcription

1 World Class Glasgow Process Improvement Approach

2 World Class Glasgow Transformation Programme - Vision The University of Glasgow is a world-class, world-changing place of higher learning. From our ground-breaking research to our enviable reputation for outstanding teaching, we pursue excellence in everything we do. However, the environment around us is changing globally, higher education has never been more competitive; to retain and improve our position among the world s top universities, we need to address every aspect of our business and ensure that our systems, processes, infrastructure and facilities are as good as they possibly can be. Over the next 10 years we will invest to transform our campus. This is a historic opportunity for Glasgow to lead the way: to create a world-class environment where staff and students can discover and share knowledge that can change the world. With the full engagement of staff and students helping to define the services they require, we will effect step-change improvements in a range of business processes with the aim of becoming leaner and more agile, by enhancing efficiency and effectiveness, removing duplication and waste, and maximising use of new technologies. By doing this we will improve the university experience for students and staff. We will use the talents and dedication of staff at all levels in helping us define and implement programmes to empower everyone, enabling everybody to maximise their potential and to make a much greater contribution to the success of the University. This will involve an unambiguous commitment to high performance, team-working, personal development and delegated decision-making as one university working together. Great people supported by great processes and great communications will lead to world-class outcomes and world-class experiences for our staff and students.

3 Lean Methodology - Defining Value Activities that have to be carried out because they enable another (value- adding) activity to take place, or are required for another reason (e.g. regulatory) These are sometimes known as Value Enabling ) Necessary Non Value Adding Value Added Activity Activities that convert process inputs to outputs, creating value. Non Value Adding (Waste) Objectives Eliminate Waste Reduce Necessary Non-Value Add Maximise Value Add Activities that absorb resources, but create no value for our students or staff.

4 The 5 Lean Lenses provide a holistic approach to Continuous Improvement across business areas. Lean Business Improvement (5 Lens approach) Process Efficiency Focus on maximum impact: deliver what our students and staff want, when they want, to the quality they want and nothing else - Process streamlining by removing waste, variability - Standardisation - Capacity management Purpose Focus on the outcomes. Map the user Mindsets & Behaviours experience. People work together to put the Understand our students and staff at the expectations. heart of the organisation - Team common vision - Best practice - Lean management & role modelling - Link lean behaviour to appraisal and rewards Performance Management Delivering on outcomes is continuously monitored/improved, in a structured & focussed approach - Pragmatic KPI s - Visual Management - Systematic Root cause Analysis Organisation Design Making sure that the right people in the university are undertaking the right activities and are based in the right teams. - Operating model design - Service proposition defined by purpose - Activities completed at appropriate level Lenses can be applied in totality or as separate modules, depending upon what leaders want. It is however recommended that all lenses are applied on larger, more complex deployments to leverage the most benefit. Purpose is at the heart of the approach. It defines what the outputs of the process are, and because of this we can accurately define what is value add and what can be defined as waste.

5 A typical 5 lens deployment can comprise of the modules below. Prepare Diagnose Design Implement Sustain Efficient Processes Performance Management Organisation Design Mindsets & Behaviours 1. Understand key business issues and strategy Check prerequisites Set up team and precise line management role Define precise scope Communicate project to business line and key stakeholders Run orientation training before launch 2. Understand the user experience Understand needs and expectations Purpose 2.1 Map the end-to-end process. Assess process efficiency 2.2 Analyse target setting, performance monitoring and action plans 2.3 Analyse current organisation, skills and skill development system 2.4 Identify level of ambition and assess resistance to change 3.1 Design Long Term (and medium term where required) optimal processes 3.2 Define KPI s, target setting system and review cycle 3.3 Define skill building requirements and targeted organisation 2.4 Define targeted mindsets and behaviours 4. Plan detailed implement ation for short to medium term and define overall plan for long term solution Align on target and transforma tion process 4.1 Dedicate and synchronise flows and standardise common activities 4.2 Establish KPI s and run performance review 4.3 Run skill development cycle, define roadmap to target organisation 4.4 Run workshop & be present daily on the floor to demonstrate new behaviours 5. Establish control plan and follow up on Long Term plan Capture remaining potential Bridge organisational gaps Build control tools and follow-up mechanism

6 Want to find out more? Contact the Continuous Improvement team at