Post on 21-Jan-2020
Achieving Sustained Performance
2
Agenda
– Welcome and Introductions– About SAI Global– The Framework in Action– Applying the Framework– Achieving your Outcomes
3
How does SAI deliver its solutions and services?
Distribution DatabasesSearch
Apply Business SolutionsProvide Information
ConformityAssessment
- Product- Food- Systems
Audit Effectiveness
PUBLISHING
TRAINING and BUSINESS IMPROVEMENT SOLUTIONS
(Professional Services)
TRAINING and BUSINESS IMPROVEMENT SOLUTIONS
(Professional Services)
Standards
Legislation
Databases
Property
Other Technical
Alerts
News feeds
Monitoring
Awareness and understanding
COMPLIANCE ASSURANCE
4
About SAI Global
SAI Global is an applied information services company. It:
Is your source for global technical and business information
Provides end-to-end training solutions around critical business information
Helps you understand, implement and manage the information associated with business systems and processes
Assists you to develop your organisation’s capability to continuously improve performance in a sustainable manner
Enables you to verify your understanding of information by providing independent assessment, certification and registration
5
– What are the key drivers for change and improvement in your organisation?
– What are the barriers to change and improvement in your organisation?
Activity
6
How to achieve Sustainable Performance
– The applicability of the Business Excellence Framework and SAI Global’s approach to support your journey towards sustainable performance
7
How to achieve Sustainable Performance
– The Framework assists organisations to achieve sustainable outcomes which align to organisational objectives
8
Achieving Sustainable Excellence
9
Frameworks and Principles
– Guide behaviours within the organisation– Guide decision making– Are the cornerstone to guide the other steps in continuous
improvement
10
Business Excellence Principles
1 Leadership: Lead by example, provide clear direction, build organisational alignment and focus on sustainable achievement of goals
2 Customers: Understand what markets and customers value, now and in the future, and use this to drive organisational design, strategy, products and services
3 Systems Thinking: Continuously improve the system
4 People: Develop and value people’s capability and release their skills, resourcefulness and creativity to change and improve the organisation
11
Business Excellence Principles
5 Continuous Improvement: Develop agility, adaptability and responsiveness based on a culture of continual improvement, innovation and learning
6 Information and Knowledge: Improve performance through the use of data, information and knowledge to understand variability and to improve strategic and operational decision-making
7 Corporate and Social Behave in an ethically, socially and Responsibility: environmentally responsible manner
8 Sustainable Results: Focus on sustainable results, value and outcomes
12
The Business Excellence Model
13Categories and Items
14
– Approach – thinking & planning– Deployment – implement, do it– Results – achieving what you planned?– Improvement – what did you learn?
– change Approach / Deployment?
ADRI Assessment Dimensions
15
Activity
– What principles or values does your organisation have?– List them out
– Map them to the principles of Business Excellence– What’s missing?
16
Graduate Certificate Course
– Higher Qualification– National Recognition– Module 1
– Core knowledge– Module 2
– Evaluator– Self assessment
17
Achieving Sustainable Excellence
18
Develop a Systems View
All enterprises are part of a larger system All enterprises consist of a number of sub-systems
OTHER STAKEHOLDERS
VisionMissionValues
Relationships
Processes
SUPPLIERSCUSTOMERS
Inputs Outputs
Feedback Feedback
19
Develop a Systems View
Outputs
Values : Collegiate, Integrity, Value Adding , TrustMission : To assist organisations to develop their capability to
continuously improve in a sustainable manner.Vision : To be recognised as a Tier II Management Consultancy
within Australia and Asia by 2011
Feedback
Customers
OutcomesCustomer
Improvement
Other StakeholdersAssurance ServicesOther SAI subsidiariesDelivery Partners
InputsContacts / LeadsTraining MaterialDelivery SupportMarketing ServicesPrinting SupportFacilitation / TrainingAccounts Payable & ReceivableKnowledge & SkillsCustomer RequirementsIT Hardware & SoftwareAdministration SupportABEF Review & SupportProspectsSpecialist Product support
SuppliersEducation & TrainingAssurance ServicesMarketingPrinting OrganisationsABEF AwardsExternal ConsultantsProduct SpecialistsTravel OrganisersAccountsMailing List Administrator
TargetsRevenue TargetsExpense TargetsCustomer Satisfaction Target
RelationshipsBIS staff & SAI GlobalBIS Staff & DP’s
Core ProcessesConsulting ServiceAssessment ServiceTraining ServiceClient Management
Key Support ProcessesInformation SystemsHuman ResourcesFinanceBusiness Activity Monitoring & ReportingAdministrationDelivery Partner ManagementTeamwork MarketingService / Product developmentStrategic Planning
Private OrganisationsLargeSME
PublicFederalStateLocal
Not For Profit OrganisationsIndustry AssociationsEducational Institutions
Customer SatisfactionFinancial
Assessment ServicesChange Management SupportConsulting AdviceIn-House TrainingIntellectual PropertyCustomised ConsultingConferencesNetworking/customer events
Business Improvement Solutions System View
Process Measures
3
Results Measures
BIS staff & CustomersBIS Staff & SuppliersBIS Staff & NetworksPartners
Delivery Partners
20
Develop a Systems View
PROCESSES
VISIO N -
M ISSION -
INPUTS O UTPUTS
SUPPLIERS CLIENTS
O THERSTAKEHO LDERS
VALUES -
“RELATIO NSHIPS”
FEEDB ACK
RESULTS M E ASURES
TARG ETS
PROCESS M E ASURES
PROCESSES
VISIO N -
M ISSION -
INPUTS O UTPUTS
O THERSTAKEHO LDERS
VALUES -
“RELATIO NSHIPS”
FEEDB ACK
RESULTS M E ASURES
TARG ETS
PROCESS M E ASURES
CUSTOM ERS
O UR PEO PLE
21
Using the Systems View
– Mechanism for gaining clarity about outcomes, relationships and the system as a whole
– Systems thinking provides us with clarity about the interrelationship between the components of our organisation and how each of them impacts upon performance
– This understanding is critical to allow effective prioritisation of resource allocation
22
Activity
Start at the right and work left
Outputs Targets Result Measures
Outcomes Customers
23
Systems Thinking – A Summary
– A systems view of the organisation usually leads to new knowledge being generated, new approaches being developed and new performance indicators being set.
– The organisational culture moves:
– From reactive post-mortems and blame to prevention, improvement and innovation;– From internal competition and sub-optimisation to organisation-wide teamwork and
synergy, and– From a focus on short-term outputs to organisational excellence and long-term
sustainability.
24
Achieving Sustainable Excellence
25
The Assessment Dimensions - ADRI
Approach– Thinking and Planning
Identifies the organisation’s intent for the Item, the thinking and planning it does to
design the strategies, processes and infrastructure to achieve the intent
Deployment– Implementing and Doing
Identifies the activities actually happening
Results– Monitoring and EvaluatingDemonstrates how measures or achievements associated with the Approach are monitored
Improvement– Learning and AdaptingShows how the process of
review and improvement of the Approach and its Deployment
are occurring
26
Activity
– Assess your organisation against the principles of Business Excellence (I or We)
– Identify 3 strengths and 3 opportunities for improvement relevant to each principle
27
0 (No known strategy or approach)
1 (Beginnings of a planned approach,with some deployment)
2 (Systematic approach that is well deployed, with evidence of results)
3 (Systematic improvement of approach anddeployment based on trends, with favorable external comparisons)
4 (Results of external measures demonstrateWorld’s Best Practice)
Assessment Criteria
28
Clarify Strengths and Opportunities for Improvement
– Online Assessment– Business Excellence Indicator
– Workshops– Facilitated Assessment
– External Assessment– Customised Assessment
29
Activity
– For the opportunities identified prioritise them against impact on outcomes and urgency (refer to Prioritisation Matrix)
30
Achieving Sustainable Excellence
31
Three primary methods for allocating resources to address OFI’s
– Local initiatives– People within your organisation are always improving the business
within their own sphere of influence– Recognise the improvements made– Manage the knowledge
– Share improvements generated– Minimise duplication– Local initiatives can prompt ideas for larger initiatives
– Improvement teams– Trained teams formed to address OFI’s– Defined methodology
– Six Sigma– Lean– PDSA
– Planning process– Annual planning process utilised if the resources necessary to
address the OFI are too great to be funded within existing budgets
32
Methodologies
– Each level of improvement generation can use differing techniques however they must be
– Integrated– Aligned to the agreed framework and principles– Complementary
– People should be empowered to use the methodologies– Success of the chosen methodologies must be monitored and
continuously improved
33
Excellence in Knowledge Management
– Communicating local initiatives– Format to compliment other improvement methodologies– Apply knowledge not just store it
– Reduce duplication– Maximise the value
– Recognise valuable participation
34
The PDSA Process
35
Six Sigma
DEFINEDEFINE
MEASURE
ANALYZEANALYZE
IMPROVE
CONTROL
Gate Reviews
Set up initiative
What is our customer problem ?
Collect data
How big is the
problem ?
Analyze
What are root causes for our
problem?
implement solutions
How can we improve the problem ?
Develop and
How can we improve the problem ?
Utilize scorecard to control and sustain
How do we measure & control our improvement ?
36
Activity
– What is the capability to undertake improvement in your organisation?
– What’s in place now?– What else do you need to do?
37
Increasing your organisation’s capability to improve
– Local initiatives– Innovations process– Suggestions process– Good ideas process– Communication– Recognition– Continuous Improvement Methodologies
– Improvement teams– Leading and managing highly effective teams– Continuous Improvement Methodologies
– Six Sigma– Lean– PDSA
– Project Management– Planning process
– Integration of improvements into the planning process– Tracking improvements
38
Effective approval and transfer of accountability for the solution
– What is the solution?– How justified?
– Data– Research– Pilot
– Key stakeholders– Consultation conducted– Communication plan– Stakeholder management plan
– Who should manage the solution– Role– Measures– Tolerances– Predefined actions if performance is outside of tolerances
39
Achieving Sustainable Excellence
40
Role of leadership throughout the organisation to optimise effective implementation
– Appropriate resources allocated– Stakeholders capable of implementing and managing the
solution– Accountability and responsibility clear– Measures for success focused on outcomes and integrated with
performance management system
41
Performance Excellence Dashboard
– Ongoing scorecard monitoring performance against objectives– Information focused on effective decision making for resource
allocation– Results cascaded to match the organisational structure– Monitor performance and impact on outcomes
42
Improve the system
– Reflecting upon the difference between what outcomes were intended and what was achieved allows us to
– Adjust the resource allocation and the solution itself to further improve performance
– Make adjustments to the continuous improvement system to improve the effectiveness of future improvements
– Reduce the variation between what was intended and what was achieved
– Compare your results with external benchmarks to identify other sources for improvement
43
Achieving Excellence
– Improve your outcomes– Continuously improve your organisation– Build from existing strengths– Achieve
44
Pathways to Success
– Work with Business Improvement Solutions– State Managers– Business Excellence Framework– Case Studies
– www.businessimprovementsolutions.com– White papers – Customised Solutions
– State Business Leaders Networks– Better Business Conference– Reading material
To assist organisations to develop their capability to continuously improve in a sustainable manner.
Business Improvement Solutions
46