For Improvement · Version 1.0 23/02/2015 People Directorate Adult Services Driving Performance and...

Version 1.0 23/02/2015

People Directorate

Adult Services

Driving Performance and

Continuous Improvement

For Improvement

Implementation Guide

Version 1.0 23/02/2015

DRIVER, REFLECT, INSPIRE, ADVANCE, VISION and the four triangle

logo are trademarks of Angus Council.

Version 1.0 23/02/2015

Contents

1 What is ADVANCE for Improvement? ........................................................................... 1

1.1 What do we mean by improvement? ................................................................... 1

1.1.1 Putting Customers First ...................................................................................... 2

1.1.2 Balancing the Three Voices ............................................................................. 3

1.1.3 Understanding Business Processes .................................................................. 4

1.1.4 Eliminating Waste .............................................................................................. 5

1.1.5 Rethinking what we do and why we do it ..................................................... 7

1.1.6 The cost of poor quality and the cost of improvement ............................... 9

2 Overview of the ADVANCE Improvement Process ................................................... 10

2.1 The Improvement Cycle ........................................................................................ 10

2.2 Structure and Roles ................................................................................................. 10

2.2.1 The Guiding Team ........................................................................................... 11

2.2.2 ADVANCE Teams ............................................................................................. 11

2.2.3 Sprint Teams ...................................................................................................... 11

2.2.4 The Change and Improvement Team ......................................................... 12

3 Leading Improvement: The Guiding Team ................................................................ 13

3.1 Setting the Strategic Context ................................................................................ 13

3.2 Communicating the Vision .................................................................................... 14

3.3 Developing a Programme for Improvement ...................................................... 14

3.4 Chartering Improvement Projects ........................................................................ 15

3.4.1 The Roles of Sponsor and Process Owner .................................................... 16

3.5 Celebrating Success............................................................................................... 16

4 Preparation for an Improvement Project ................................................................... 17

4.1 Improvement Project Proposal ............................................................................. 17

4.2 Process Metrics ........................................................................................................ 17

4.3 Voice of the Customer (VOC) .............................................................................. 18

4.4 Practical Arrangements for the ADVANCE Team .............................................. 19

Version 1.0 23/02/2015

4.4.1 The programme ............................................................................................... 19

4.4.2 The venue ......................................................................................................... 20

4.4.3 Visits to process workplace ............................................................................ 20

4.4.4 Equipment and resources .............................................................................. 20

4.4.5 Facilitator preparation .................................................................................... 21

5 DEFINE Phase .................................................................................................................. 22

5.1 Forming the Team ................................................................................................... 22

5.2 Defining the Goals .................................................................................................. 22

5.3 Preparation for the MEASURE Phase .................................................................... 23

5.4 Update the Project Logs and Ideas Bank ........................................................... 23

6 MEASURE Phase .............................................................................................................. 24

6.1 Selecting the Key Measurements ......................................................................... 24

6.2 Walking the Process ................................................................................................ 25

6.2.1 Value Stream Walk Observation Sheet ........................................................ 25

6.2.2 Value Stream Walk Cycle Time Record ....................................................... 25

6.3 Mapping the Current Value Stream .................................................................... 26

6.4 Walking the Process Backwards ........................................................................... 27

6.4.1 Value Stream Walk Voice of the Process ..................................................... 28

6.4.2 6S Evaluation Sheet ......................................................................................... 28

6.4.3 Updating the map ........................................................................................... 28


7 ANALYSE Phase ............................................................................................................... 29

7.1 Applying and evaluating the metrics .................................................................. 29

7.1.1 Lead time (LT) ................................................................................................... 29

7.1.2 Process time (PT) .............................................................................................. 29

7.1.3 Activity ratio (AR) ............................................................................................. 30

7.1.4 Customer demand rate (CDR) ...................................................................... 30

7.1.5 Takt rate (TR) ..................................................................................................... 30

7.1.6 Percentage complete and accurate (%C&A) ........................................... 31

7.1.7 Work in process (WIP) ...................................................................................... 31

Version 1.0 23/02/2015

7.1.8 Backlog Rate (BR) ............................................................................................ 31

7.1.9 Process cycle efficiency (PCE) ...................................................................... 32

7.2 Identifying Waste and the Root Causes of Waste ............................................. 32

7.3 Identifying Solutions ................................................................................................ 33

7.4 Prioritising Improvement Actions ........................................................................... 34

7.5 Mapping the Future Value Stream ....................................................................... 35

7.6 Creating an Improvement Plan ............................................................................ 35

7.7 Commissioning SPRINT Teams................................................................................ 36


8 IMPROVE Phase .............................................................................................................. 37

8.1 Why SPRINT? ............................................................................................................. 37

8.2 SPRINT Rapid Improvement Process ..................................................................... 37

8.2.1 PLAN .................................................................................................................. 37

8.2.2 DO ...................................................................................................................... 38

8.2.3 STUDY ................................................................................................................. 38

8.2.4 ADJUST............................................................................................................... 39

8.3 Shifting the culture .................................................................................................. 40

9 CONTROL Phase ............................................................................................................. 41

9.1 Reviewing the Results of the SPRINTs .................................................................... 41

9.2 Securing the Gains ................................................................................................. 41

9.2.1 The Habit of Excellence .................................................................................. 41

9.2.2 Error Proofing .................................................................................................... 42

9.3 Project Logs and Lessons Learnt ........................................................................... 43

9.4 Ideas Bank ............................................................................................................... 43

10 Project Closure ............................................................................................................ 44

ADVANCE for Improvement: Implementation Guide 1

Version 1.0 23/02/2015

1 What is ADVANCE for Improvement?

ADVANCE is part of the DRIVER performance and improvement programme

developed for Angus Council Adult Services.

ADVANCE aims to develop a culture of continuous improvement at all levels of

Adult Services and deliver tangible improvements for our customers.

ADVANCE builds on the DRIVER philosophy of continuous improvement.

ADVANCE is about how the services we

deliver and the way that we deliver them

can be continuously improved to deliver

better outcomes for customers at lower cost

by eliminating waste and designing quality into

our processes.

The philosophy is built around six principles: the

customer is front and centre in everything we

do; our decisions should be based on

evidence; all staff should be respected for

their contribution to service improvement;

improvement outcomes should always be SMART; everyone in the process is

accountability for delivery; we aim for excellence in all that we do.

Throughout this guide reference is made to a number of tools which can be

accessed by Angus Council staff from the following link:

TBC

1.1 What do we mean by improvement?

Firstly let’s be clear what improvement is not. It is not about reducing staff numbers,

it is not about making staff work harder, and it is not about meeting corporate

targets.

Improvement is about doing the best we can for our customers every time,

continuously refining the services we deliver and the way we deliver them so that as


Version 1.0 23/02/2015

little effort is wasted on things that are unimportant to the customer and more effort

on things which delight our customers.

1.1.1 Putting Customers First

In most cases the people who use our services are our primary customers.

Everything we do should be built around what our customers tell is important to

them.

This does not take away from the skills and professional expertise of our staff; those

remain critical to getting the right service for our customers. But only customers

know what matters to them in the way the service is delivered, how they are

treated, and the outcomes they value.

There is no point in delivering services that people don’t need, don’t want, or which

are ineffective in delivering positive outcomes for our customers.

Just because council services are public services it does not mean that they should

be any less customer focused and customer led than services in the private sector.

In fact they should be more focused on the customer as local authorities are there

to improve the public good rather than narrow private profit.

In general what the customer wants can be easily expressed in the following

formula:

Public services tend to focus on accuracy, cost and effectiveness but do not pay

so much attention to timeliness, accessibility or respectfulness.


Version 1.0 23/02/2015

Our customers expect that all of these aspects of a service to be as much a priority

for us as they are to them.

Part of the purpose of continuous improvement is to make that a reality.

1.1.2 Balancing the Three Voices

There are three voices which determine what we do in our work and how we do it.

There is a natural tendency within any organisation for the voice of the organisation

to take precedence over the other two voices. This is understandable when the

voice of the organisation is to shape work around legal, regulatory and budgetary

requirements. But often, particularly in respect of corporate support services such

as HR or IT, it can often seem that our work is more determined by the limits of IT

systems or human resources policies than the needs of our customers.

In any hierarchical system teams working at the operational “coal face” expect to

be directed in what to do by higher layers of management. However, when the

requirements placed on front line service teams come to seem onerous or to get in

the way of their work there is a natural backlash. People who work at the front line

delivering services to customers consider themselves best placed to decide how

the work needs to be done and consider their voice, the voice of the process, to

be more important than the voice of the organisation. This is particularly true where

front line staff have professional, para-professional or technical expertise which is

possessed by neither the organisation nor the customer.

Neither situation (where the voice of the organisation or the voice of the process

take precedence) is effective nor will either result in quality service to customers.


Version 1.0 23/02/2015

Both are important in shaping services but it is the voice of the customer which

determines what the service needs to be and how it is delivered. Quality, like

beauty, is in the eye of the beholder, and in a service industry like adult services

only the view of the customer ultimately matters.

The secret to continuous improvement which is sustained is to get the right balance

between the three voices, one which accords equal weight to the voices of

organisation and process and a much greater weight to the voice of the customer.

1.1.3 Understanding Business Processes

A business process is any sequence of activities or tasks which begin with a

customer request for a service and end with the customer receiving that service.

Business processes look very different depending on your perspective.

Processes rarely work in the way we planned or in the way the customer expects.

Typically they are in reality much more complex and consist of tasks and steps

which add nothing of value to the customer, nor contribute to the organisation’s

requirements or the needs those involved in carrying out the process.

There are basically three types of work which we do in providing services; work

which is valuable to the customer, work which is not of value to the customer but

we have to do for other reasons, and work which we don’t need to do.


Version 1.0 23/02/2015

To improve a service process we need to maximise value added work, minimise

required non-value added work and eliminate waste.

In the service sector including local government the proportion of time between

the start and end of the process which is value added work can be under 10% of

the total process time and waste can account for over 70% of the total process

time.

Business processes can be viewed as a stream which carries value to the customer,

a value stream in which customer value is frequently diluted by non-value added

activity.

This way of looking at a process, in terms of value rather than function, is particularly

helpful in understanding what parts really matter from the customer’s perspective

rather than from an operational or organisational perspective.

1.1.4 Eliminating Waste

Viewed from the point of view of what the customer values our processes are full of

wasteful activity and delay.

The table below shows the eight main causes of types of waste and provides some

examples of these in an office context. The eight wastes are often referred to

under the acronym “Downtime”:

Eight Wastes (Downtime)


Version 1.0 23/02/2015

Defects / Errors

Forwarding incomplete documentation

Returning documents / forms due to

incomplete data

Entering wrong / inaccurate data

Missing information due to poorly specified

information requirements

Over Production

Emailing / faxing the same document

multiple times

Entering repetitive information on multiple

documents

Producing reports that are not used by

anyone

Performing more analysis than is required

Waiting

Requiring excessive signatures or approvals

Having no priority level for someone to

complete a work assignment

Delaying in obtaining feedback / approvals /

decisions

Delaying responding to emails

Non-Utilized Talent

Not involving employees in improvement

ideas and teams

Assigning employees two jobs due to

understaffing

Providing no cross-training when people are

sitting ‘idle’ due to bottleneck in upstream

process

Back-up / cover staff with insufficient training

Transportation

Travelling to meetings which could be held as

teleconferences or which are unproductive

Travel to visit service users to collect

information / deliver information which could

have been obtained on the previous visit

Filing same work documents in different

locations (e.g., keeping hardcopy while also

having it available electronically)

Hand-carrying paper to another process

Inventory

Having to sort through obsolete files

Filing documents which will never be used

again

Keeping multiple copies of reports

Keeping unused ‘required fields’ that will not

be used in any reports


Version 1.0 23/02/2015

Motion

Searching for electronic files

Searching for documents in file cabinets and

file folders

Having cross-departmental resource

commitments without proper

communications

Presenting data that is not easy-to-read or

not ‘user friendly’ to support decision-making

Excess Processing

Duplicating reports or information or

providing more detailed information than is

requested

Entering same data in different systems

Entering data into ‘stand-alone’ spreadsheets

for reporting purposes

Attending or conducing ineffective meetings

We can all think of examples of these types of waste in relation to our team or the

work we are required to do. The challenge is to find ways to eliminate this waste

and release capacity.

ADVANCE for Improvement provides a method and tools for doing just that in a

systematic and sustainable way.

1.1.5 Rethinking what we do and why we do it

In general we tend to think of the work that we do, we do because we have been

instructed to do so by management. From that perspective every step in a business

process is carried out because that is the way management expect it to be done.

This hierarchical understanding of business processes is particularly difficult for front

line staff who actually deal directly with customers, understand their needs, but are

unable to respond in the way the customer wants because they have been told

that is not the way to carry out the task.

But if we put customers first we need to rethink what we do and why we do it. It is

the customer who tells us what they need from the person at the front line. In turn

they are best placed to tell their line management what they need in order to

meet the customer’s requirements and so on through the process to its starting

point – the customer request.

Any service begins and ends with the customer and the process of delivering the

service should be determined primarily by the customer.


Version 1.0 23/02/2015

This applies equally to each stage of a process. For example, who is better placed

to determine what is required from a manager dictating a letter than the clerical

officer who has to type it up accurately. Or who is best placed to determine how a

computer system is set up than the person who has to use it efficiently and

effectively in their work.

So in thinking about business processes it is the person downstream who is most

likely to be the best person to determine what is required from the person upstream

from whom they get their work. Everyone who carries out a task in the process is an

internal customer and also an internal supplier to the next internal customer

downstream.

Of course there are aspect of any process which are determined by organisational

requirements (required non-value added work). For example, it might be necessary

to complete a certain form for financial audit purposes when commissioning a

service. This is of no value to the customer but is important for the organisation.

These are the sorts of things in our work which are determined by management

rather than the customer.

In general, however, the most important person in any business process is the

customer, and the internal customer at each step in the process.

From this it is clear that if we wish our business processes to deliver value to our

customers then everyone involved in the process has a vital role in identifying how

the process can be continuously improved.


Version 1.0 23/02/2015

1.1.6 The cost of poor quality and the cost of improvement

Making and sustaining improvements require effort and resources. Delivering real

improvements takes a significant commitment of staff time, attention to detail,

development of documentation, training materials, new ways of working, and new

tools.

Cost of Quality Cost of Poor Quality

Prevention Costs

Quality by design

Internal failure costs

Failures identified in the process

Training

Documentation

Error proofing

Time to do it right

Rework

Delay

Poor communication

Other wastes

Appraisal Cost

Proportionate quality assurance

External failure costs

Failures identified by the customer

Audit

Coaching and appraisal

Quality metrics collection and analysis

Customer dissatisfaction

Complaints investigation and resolution

Failure to meet needs and deliver outcomes

leading to additional service demand

Costs incurred as a result of the

improvement process

Costs recovered as a result of the

improvement process

But this needs to be balanced against the cost of poor quality in business processes

which the improvement action is intended to rectify. These costs include rework,

delay, poor communication, customer dissatisfaction, complaints investigation, and

additional avoidable service demand.

Carrying through an improvement project can seem a daunting and sometimes

onerous task. However, if given sufficient commitment and effort the rewards in

terms of released capacity, reduction in waste, cost savings, quality, and customer

satisfaction will far outweigh and costs and effort in carrying out the improvement

project.


Version 1.0 23/02/2015

2 Overview of the ADVANCE Improvement Process

2.1 The Improvement Cycle

ADVANCE follows an improvement cycle called DMAIC from the names for the five

stages of the cycle – define, measure, analyse, improve and control.

DMAIC is a logical scientific process which leads from defining what process is to be

improved, measuring that process to get a baseline on the current situation,

analysing where waste and other problems are occurring and finding solutions,

implementing those solutions, and putting in place controls to ensure the

improvements are sustained.

The DMAIC process is intensive, requiring a commitment from management and

staff to commit time and energy to rapid improvement over a period of up to three

months.

2.2 Structure and Roles

The ADVANCE improvement process has three levels.


Version 1.0 23/02/2015

2.2.1 The Guiding Team

The guiding team are responsible for setting the overall strategy, prioritising and

selecting improvement projects, and providing governance for the selected

projects.

In Adult Services the management team function as the Guiding Team.

2.2.2 ADVANCE Teams

ADVANCE teams are established and chartered by the Guiding Team. The role of

an ADVANCE team is to undertake the analysis of the process to be improved,

identify the required improvement actions, commission Sprint Teams to implement

the improvement actions, and ensure the improvements are controlled and

monitored.

The team should typically be composed of no more than nine members – a third

being staff who undertake aspects of the process, a third from outside the process

who can act as critical friends, and a third who are customers of the process

internal and external. The team will also have an external facilitator.

An ADVANCE project should be capable of being completed within no more than

three months.

2.2.3 Sprint Teams

Sprint teams are responsible for testing and implementing improvement actions

using a rapid improvement methodology.

They should be no more than four members, ideally a person directly responsible for

the process task to be improved, a customer of that process task, a person

Improvement Actions

Improvement Projects

Improvement Strategy

Guiding Team

Advance Team

Sprint Team

Sprint Team

Advance Team

Sprint Team

Sprint Team


Version 1.0 23/02/2015

responsible for overseeing or managing the process or segment of the process, and

a person outside the process who can act as a critical friend.

A Sprint should be capable of completion within no more than two weeks.

2.2.4 The Change and Improvement Team

The role of the Change and Improvement Team is to support and facilitate

improvement activity. This includes providing training and coaching, assisting in

the collection and analysis of data, facilitating events and meetings, and

supporting teams to adopt and embed a culture of continuous improvement.


Version 1.0 23/02/2015

3 Leading Improvement: The Guiding Team

The ADVANCE approach to service improvement is neither “top-down” nor

“bottom-up” but includes the contribution and commitment of everyone involved

in delivering the service and, most importantly, the voice of the customer.

The Guiding Team have a key role in leading and championing continuous

improvement, and providing staff at all levels with the confidence and support to

be proactive about improvement.

This section describes the part the Guiding Team plays in ADVANCE, and the

sidebars provide a brief description of some of the tools to support the team.

3.1 Setting the Strategic Context

One of the key roles of the Guiding Team is to maintain an overview of the strategic

context in which the programme of continuous improvement takes place.

The strategic context includes the political and

policy drivers at national and local level, legislative

and regulatory requirements, economic and

budgetary factors, and corporate priorities and

objectives.

Taken together these drivers and factors “voice of

the organisation” (VOO) as they define the things

that are important to the organisation, its reputation,

stability, and corporate governance.

Some of these drivers are enablers of change and

some are resistant to the delivery of change. The

Guiding Team needs to be able to evaluate how

these forces impact on services and their

improvement.

In particular the Guiding Team need to identify how

services can become more proactive in seizing

opportunities and resilient in confronting threats.

Tools

PESTLE

This tool is useful to get an

overview of the key drivers or

priorities which make up the

voice of the organisation (VOO).

Force Field Analysis

This simple tool is useful in

identifying enabling and

restraining forces impacting on

improvement.

SWOT2

The tool helps analyse the inter-

relationship between our

strengths and weaknesses, and

external threats and

opportunities.


Version 1.0 23/02/2015

3.2 Communicating the Vision

Getting staff and stakeholders to buy into a shared

vision of continuous improvement is critical to

ensuring improvements are sustained and a culture

of improvement becomes embedded through the

organisation.

It is important from the start to get that vision right.

Gap analysis can help to begin formulating the vision

by comparing how we want things to be in the

future with how things are now.

The vision needs to be articulated in a clear and

simple statement which staff, customers and

stakeholders can understand. The vision also needs

to express what the measure of success will be so

that everyone can assess what progress is being

made.

The purpose of developing and communicating a

vision for continuous improvement is to gain buy-in

from staff, customers and other stakeholders for

change. As an improvement programme kicks off

stakeholders will have different levels of commitment

or resistance to the programme and the vision will

need to be communicated to each group of

stakeholders in a way which is most likely to gain their

commitment to the programme of improvement.

Analysing the perspective of each stakeholder group, their influence on other

stakeholders, and their reasons for supporting or resisting change and improvement

before launching an improvement programme, will greatly improve the prospects

for success.

3.3 Developing a Programme for Improvement

Sustainable improvement cannot be imposed on a service area. It has to be

generated from within the process by the people engaged in the process.

Having set the strategic context and communicated the vision, the main role of the

Guiding Team is to encourage and solicit service teams to come forward with their

own improvement ideas.

Tools

Gap Analysis

Gap analysis helps to organise

thinking around the gaps

between the current and future

states for people, processes and

services.

15 Words Vision Tool

This tool is useful to help distil a

complex vision into a brief, clear

vision statement.

Stakeholder Diagnostic

This useful tool helps map out

who the stakeholders are, their

influence, their level of support

and any reasons for resistance.

Programme Communications

Plan

Building on the stakeholder

diagnostic the communications

plan sets out how, what, when

and purpose of communication

with each stakeholder group.


Version 1.0 23/02/2015

Through self-evaluation and regular analysis of the management information,

teams will be increasingly aware of where improvement is needed in the processes

within their service area.

Any member of staff, customer or stakeholder should

be encouraged to come forward with improvement

suggestions. These should be review by the relevant

service manager and compiled into formal

improvement proposals using the ICAP tool, and

presented to the Guiding Team. It is important the

proposal is endorsed by both the service manager and

the owner of the process to be improved.

For each improvement project proposal the Guiding

Team will need to consider whether the proposal:

is consistent with the programme objectives and

the strategic vision

represents an unacceptable risk

can be improved to deliver better results

can be combined with other proposals to deliver

better results

conflicts with previously approved proposals

will deliver minimal gains

will require disproportionate effort

represents a reasonable return on investment of

any project delivery costs

On the basis of this analysis the Guiding Team can either reject the proposal, ask for

the proposal to be amended or combined with another proposal, or approve the

proposed project.

3.4 Chartering Improvement Projects

Once an improvement project has been selected the guiding team are responsible

for establishing and chartering an ADVANCE team to undertake the project. The

project charter sets out the scope of the project and provides the authority to the

ADVANCE team to take whatever actions are required to deliver the improvement.

Selection of the ADVANCE team is critical to the success of the project. The

Guiding team needs to ensure there is a balance between the voices of the

customer, organisation, and process and that the team has an experienced leader

and / or experience facilitation.

Tools

ICAP

A standard form for analysing

improvement issues and

recording formal improvement

proposals.

Implemento

This is a scenario based tool for

testing a project proposal for risk

and opportunity.

Project Prioritisation Tool

This tool is designed to help the

Guiding Team to prioritise

improvement projects.

Improvement Programme

The improvement programme

logs the improvement projects

which have been approved,

their timetable and their current

status. It is a live document.


Version 1.0 23/02/2015

3.4.1 The Roles of Sponsor and Process Owner

The charter is signed off by the person responsible for the process (the Process

Owner) which is to be improved and the service manager with budgetary

accountability for the service area (The Sponsor).

For larger projects, or projects which cut across a number of services, the project

Sponsor should be the Head of Service.

3.5 Celebrating Success

Developing a quality service means developing a culture of continuous

improvement, and this requires leadership and a workforce committed to

improvement.

The business of improvement rests with front line teams. The role of the guiding

team is to set the strategic context but more importantly to encourage, empower,

and support front line staff to lead improvement and to celebrate their

achievements.

The Guiding Team needs to be visible to the ADVANCE and SPRINT teams,

encouraging their efforts, celebrating their success, and communicating their

achievements to other teams and to senior management and elected members.

Staff who are rewarded and praised for their efforts and achievements are more

likely to develop and sustain a culture of continuous improvement and take pride

achieving excellence in service delivery.


Version 1.0 23/02/2015

4 Preparation for an Improvement Project

4.1 Improvement Project Proposal

Improvement projects are generated by front

line teams and should naturally emerge from

their ongoing REFLECT self-evaluation process.

The identification of opportunities for

improvement is a good indicator of the heath

of a team and the quality of its self-evaluation.

Once a team has identified an area for

improvement the team should pull together a

summary of the issues and how they might be

addressed. A useful tool for doing this is the

ICAP tool, a two sided A4 summary based

around the four themes – Issue, Context,

Analysis and Proposed solution.

This is the model used to propose ADVANCE improvement projects to the Guiding

Team.

An improvement project should be submitted to the Guiding Team by the person

responsible for the area for improvement (the process owner), usually a team

manager, and sponsored by a member of the Guiding Team, usually the relevant

service manager.

It will then be for the Guiding Team to prioritise the project in the context of the

overall strategic improvement plan.

4.2 Process Metrics

Even before the project is given approval, it is important to begin to collect high

level data to form a baseline for the project.

These metrics will include, wherever possible, the lead time, process time, customer

demand rate, work in progress, and customer demand rate. These are described in

detail in section 7.1.


Version 1.0 23/02/2015

4.3 Voice of the Customer (VOC)

Core to any improvement project is the Voice of the Customer. Any business needs

to continually capturing the voice of the customer in order to be effective and

maintain quality, so this part of the preparation is very important to the success of

an improvement project.

There are many ways to capture the voice of the customer including questionnaires,

focus groups, semi-structured interviews, as well as complaints, compliments and

customer feedback.

The main thing is to identify what is important to customers about the service they

receive.

One tried and tested approach is to use the RATER model. The model uses five

domains – Reliability, Assurance, Tangibles, Empathy, and Responsiveness – to

analyse customer expectations and requirements.

RATER Model

Domain Description Specific Criteria used by Customers

Reliability Our ability to perform

the promised service

dependably and

accurately

Timeliness

Consistency

Regularity

Accuracy

Assurance The knowledge and

courtesy of our staff,

their ability to inspire

trust and confidence

Staff competence

Respect for customers and other stakeholders

Credibility

Probity and confidentiality

Safety and security

Tangibles The physical

representations of the

service

Physical facilities

Equipment

Technology

Employees

Communication materials

Empathy The caring

individualised attention

we provide to our

customers

Access (to staff, services, information)

Communication (clear, appropriate, timely)

Understanding the customer or other stakeholder

Services appropriate for customer’s individual needs

Individual attention


Version 1.0 23/02/2015

Domain Description Specific Criteria used by Customers

Responsiveness Our willingness to help

customers and to

provide prompt service

Willingness to help

Prompt attention to requests, questions

Problem resolution

Complaint handling

Flexibility

Reviewing existing customer feedback information and, where necessary,

commissioning new customer research prior to the project being approved will

ensure that the project team has a firm understanding of customer value when the

project begins.

4.4 Practical Arrangements for the ADVANCE Team

The preparation for an ADVANCE project mainly rests on the Team Leader. The

following preparatory work should be carried out in order to ensure the team gets

maximum value from the project.

4.4.1 The programme

The work of the ADVANCE Team typically takes place over five full days, though in

complex processes this might extend to up to eight days. The programme takes

place over no longer than a three month period.

The first three stages (Define, Measure, and Analyse) should be carried out as close

together as possible, preferably over consecutive working days.

Define runs over two days and takes place in a dedicated meeting space. The first

day of Define is a training day. Measure normally takes place over one day with

half the time spent in the meeting room and the rest of the time in the workplace(s)

where the process is carried out.

Analyse takes place over one or more days in the meeting room.

At the end of the Improve stage the team meets again for the Control stage which

again takes place over one or more days in a dedicated meeting space.

Define Measure Analyse Improve Control

Day 1 Day 2 Day 3 Day 4 (up to 3 months) Day 5

Training Morning and

afternoon

workplace

visits

SPRINT Teams


Version 1.0 23/02/2015

In planning a project you should allow at least two, and preferably, four weeks’

notice to participants and ensure they can attend on all planned dates.

4.4.2 The venue

The meeting room should be large enough for up to 10 people and suitable for

powerpoint projection. The should be enough wall space to hang two 1.2m by 3m

sheets of frieze paper for the value stream maps.

The room should also have appropriate table space for all participants to work on

and to hold up to four table-top flip charts.

Wherever possible the meeting room should be near the main workplace where

the process is carried out to limit travel to and from the value stream walks.

4.4.3 Visits to process workplace

At the same time you should ensure that is suitable for the team to visit the

workplace throughout the MEASURE day or day(s).

The process owner needs to be advised of the number of people on the team who

will be carrying out the workplace visits and give their staff advanced warning of

the visits and their purpose.

4.4.4 Equipment and resources

At least two weeks before the project starts you should make sure you have the

following items ready for use:

Frieze paper – white 1.2m by 15m Bleed proof flipchart markers – at least

four colours, four of each

Table top flip charts - four Pads of post-it notes in various pastel

and neon colours – 3x5 inch and 3x3

inch

Blu-tak Sellotape – two rolls

Glue stick - four Sufficient pens and rulled A4 pads for

participants

A4 clipboards – sufficient for participants Digital stop watches - four


Version 1.0 23/02/2015

You should also ensure you have booked a Laptop, Projector, and Digital Camera

for each of the days of the programme.

4.4.5 Facilitator preparation

The facilitator should ensure that all presentations and training materials are

prepared well in advance, and ensure they have sufficient copies of the tools

prepared in advance along with copies of the implementation guides.

They should also have signed copies of the Project Charter and completed copied

of the training certificates before the first day and completion certificates for the

final day.

Prior to the first day the facilitator and ADVANCE Team leader should meet to go

through the process and ensure they both understand the programme and

approach, especially if the team leader has not previously participated in an

ADVANCE team.


Version 1.0 23/02/2015

5 DEFINE Phase

The objective of the Define phase is to establish the ADVANCE team, collect and

analyse the voice of the customer (VOC), define the customer requirements which

are critical to quality factors (CTQs) and define

how the CTQs relate to the technical requirements

of the process.

5.1 Forming the Team

The Define phase starts with a full day training and

team forming session. This allows the team to form

and understand the ADVANCE improvement

process and tools.

The main output from this training and team

forming event is the Team Charter, a document

which sets down who is in the team and their roles,

how they will work together, when they will meet

and where, and is signed by all the team members.

5.2 Defining the Goals

The second day of the DEFINE stage takes as its

starting point the Project Charter which sets out

the purpose of the team and what it is expected

to achieve by when.

The first task is to turn the voice of the customer

evidence into specific requirements that are

critical to quality (CTQs).

For example, customers might express a need for

good customer service. We then need to break

that down to those things which constitute good

customer service for customers, for example

waiting times or politeness of staff. These are the

quality drivers, the things customers will judge us by.

But for the purposes of improvement we need to

identify something which is measurable, for

example answering calls within 3 rings or always

Tools

SIPOC Diagnostic

This diagnostic tool is used to get a

high level overview of the process

under five headings: suppliers,

inputs, process, outputs, and

customers.

CTQ Tree

This tool is useful for deriving CTQs

from voice of the customer data.

House of Quality

This tool, also known as the quality

function deployment tool, helps to

understand how CTQs relate to the

technical requirements of the

process and changes to the

process.

Tools

Team Charter

Project Logs

Three logs which are used to record

the progress on agreed actions, any

risks associated with the project,

and any issues or opportunities

arising during the project

Ideas Bank

Don’t throw any ideas away.

Anything you don’t use but might

be useful in future should be

recorded in the Ideas bank.


Version 1.0 23/02/2015

greeting customers with a genuine smile. These measurable requirements are the

CTQs.

We then need to be clear about how the CTQs relate to the operational or

technical aspects of the process. For example if customers expect staff to be polite

we need to build in training for staff in how to treat people with genuine empathy.

If customers expect their phone calls to be answered within three rings we need to

ensure that there are sufficient staff available to answer calls within 3 rings and that

we have some method of recording how fast we answer calls.

This will give us a clear understanding of what parts of the process add value from a

customer’s perspective and the extent to which each part of the process is aligned

to customer requirements.

5.3 Preparation for the MEASURE Phase

The final work to be done in the DEFINE stage is to plan how the MEASURE stage is to

be carried out so that the most can be made of the hands on observation walks.

This involves being clear about the order of tasks in the process and which members

of the ADVANCE team will use which tools and interview questions at each point in

the process.

It is important to make sure that the process owner is aware of the dates and times

you will be visiting to map the value stream and that they have informed their staff

in advance.

5.4 Update the Project Logs and Ideas Bank

During this phase remember to update the project logs and the Ideas Bank. These

tools are important to get the most out of ADVANCE.


Version 1.0 23/02/2015

6 MEASURE Phase

To understand a process we need to go to where it happens and observe what

really happens. The MEASURE phase is carried out over one or two days,

depending on the scale or complexity of the process, and involves two visits to the

places where the stages of the process are carried out to see what actually takes

place and to interview the people working in the process.

People are at the heart of the process and it is important that the MEASURE phase is

carried out sensitively. People may find having the ADVANCE team drop in to ask

lots of probing questions a bit threatening and disorientating. It is important to

emphasise to people that you are measuring the process and not their individual

work and that you have come to seek their expertise and understanding of the

process and their individual tasks so that the process can be improved.

Walking the value stream is intrusive and you should take steps to ensure that you

make best use of the time and are as unobtrusive as possible.

The MEASURE phase will usually take a whole day, or more if the process is complex

or spread over multiple sites.

6.1 Selecting the Key Measurements

Most of the key measurements will be about time and waste.

You should always collect the following:

The cycle time of the process and for each task or step.

The actual process work time for the process and each task or step.

Any waiting time between steps.

The average number of items queued at each task.

The average number of items of work in process at each task or task step.

The percentage of items leaving each task in the process complete and

accurate.

Depending on the process other measures may be necessary especially in complex

processes which are dependent on the output of external processes (e.g. approval

by senior managers or committee).


Version 1.0 23/02/2015

6.2 Walking the Process

During the first value stream walk you will follow the process forwards through each

task and step from the initiating event (e.g. a customer request) to the closing

event (e.g. the customer receiving the service).

The purpose of the first walk is to see the process as it really happens on the ground,

speak to the people who actually do the work to get their perspective on what

they do and how it could be improved, and to measure and evaluate the various

tasks which make up the process.

During the walk some of the team should focus on gathering overall metrics and

evidence of waste while the rest of the team should focus on the finer detail of

each step in the task.

This stage is about gathering information on the steps in the process and the key

metrics. Two tools are useful at this stage to make sure we collect the information

you need.

6.2.1 Value Stream Walk Observation Sheet

The first part of the tool helps you collect key information about a specific task in

the process from the staff who are responsible for that task. This includes lead time,

process time, percentage complete and accurate from the previous task,

available work hours, work in progress, work waiting to be worked on, and

completion rate.

The second part covers waste in all its forms. This is an opportunity for you to identify

waste as well as asking the staff what waste they can see in their work.

6.2.2 Value Stream Walk Cycle Time Record

While some of the ADVANCE team members are using the observation tool, the rest

should concentrate on the more detailed cycle time record. For each task you

should observe the task, describe each step, and measure the time each step

takes (using a stopwatch where possible). How detailed you need to be will

depend on the complexity of the task. In some situations you may need to break

the task down into sub-tasks.

It is important to include communication steps including communication with

upstream suppliers, downstream customers, and external customers as well as

inputting data into IT systems or spreadsheets and viewing or extracting data from

those systems.


Version 1.0 23/02/2015

You should then identify which of the steps you have recorded is adding value for

the customer.

6.3 Mapping the Current Value Stream

Once the team has collected the data for each task in the process it’s time to map

the process to identify where value is added in the process for the customer and

where waste exists in the process.

This is best done using 1.2m wide frieze paper and 76mm x 127mm post-it notes.

There are three main types of information you need to record on the map:

Type Purpose Suggested Colour

Tasks This is used to record all the key metrics of each task e.g.

cycle time, process time, %C&A.

Yellow

In Trays This is used to record the number of pieces of work

waiting to be worked on at each task. You should

distinguish these post-it notes with a triangle.

Pink

Data Systems One for each system or spreadsheet you use. Green

Complete each “task” and “in tray” post-it and arrange them sequentially from left

to right across the middle of the frieze paper. Start with the “in tray” for the first task

then the “task” then the “in tray” for the next task followed by the “task” post-it and

so forth.

Leave some space between the post-its to allow for further information and branch

processes if there are any.

Next place the completed “data systems” post-its widely spaced in the upper part

of the map.

At the very top of the map write “Customer” in a box or a circle.

The next step is to show the information flows. To do this, use an arrow from a task

pointing to the relevant data system for inputting data, and use an arrow from the

data system pointing to the task for data retrieval. You should also distinguish

information which requires manual input (use a straight line or dark colour) from

information which is automatically updated (use a zig-zag line or bright colour).

Finally, if the communication is not electronic but is, for example, a letter to the

customer or a fax to another department, use a dotted straight line.


Version 1.0 23/02/2015

Once you are finished you should have a map something like this:

This map will graphically illustrate all the information you need to understand the

value stream, areas of waste, and the parts of the process which need

improvement.

6.4 Walking the Process Backwards

As we noted earlier, an efficient process is constructed backwards with each

downstream task defining what it needs from the next process upstream in order for

the task to be undertaken efficiently and to a consistent quality.

Having completed the initial work on the current value stream map it is time to go

back and walk the process for a second time, but this time from the end to the

beginning.

The purpose of the second value stream walk is to focus on the people involved in

each task as a customer in the process. The aim is to capture what matters to them

and what improvements they would like to see to assist them in their work.

At the same time it gives the ADVANCE team an opportunity to evaluate the

working environment and ways in which it might be preventing efficient and

consistent quality of work on a particular task or tasks.


Version 1.0 23/02/2015

6.4.1 Value Stream Walk Voice of the Process

This tool is intended to capture that “customer” perspective from the staff within in

the process. The tool sets out some key questions for a more informal interview with

each member of staff about their work.

6.4.2 6S Evaluation Sheet

The work environment can have a major impact on the efficiency and quality of

work.

This tool provides a framework for assessing the work environment – its safety, how

organised it is, how clean and clear of clutter, how organised and standardised

work processes are, and how well staff are empowered and enabled to maintain

high standards in these areas.

6.4.3 Updating the map

Having completed the second walk you will have a lot of additional information to

add to the current value stream map which will help you when you come to

analyse the waste in the process, identify its causes, and plan improvements to the

process.

Finally it is helpful at this stage is to draw a timeline at the bottom of the frieze

showing the value added, required non-value added, and wasted time in the

process under each task and “in-tray”.





Version 1.0 23/02/2015

7 ANALYSE Phase

The purpose of the ANALYSE phase is to identify waste and its causes, clarify flow

issues such as bottlenecks, evaluate process capacity, and develop solutions to

these issues.

Most of the metric will be on the current value stream map and the timeline of the

process you produced in the MEASURE phase.

7.1 Applying and evaluating the metrics

During MEASURE you will have collected a number of metrics which will enable you

to analyse capacity and flow in the process.

The following are amongst the most important, although there are many others

which are of use in particular situations.

7.1.1 Lead time (LT)

Lead Time

Lead time, also known as Process Cycle Time, is the average amount of time it

takes from the customer request being received and the time their request is

fulfilled and they receive the service. The measure takes account of the amount of

time a request waits in the queue before it begins to be processed.

It is important to note that lead time is measured in terms of available time, i.e. the

time when work could be done on the customer request whether or not it is. So if

the working week is 9-5 Monday to Friday then the evenings and weekends are

excluded from the calculation and work is not done during these periods.

It may, of course, turn out that the analysis show, that in order to meet demand

within a reasonable lead time it is necessary to expand available working time to

include some or all of these evening and weekend periods.

You should evaluate this metric for each task as well as for the process overall.

7.1.2 Process time (PT)

Process Time = Actual activity time spent on one unit of work

This measure only looks at the time work is actually being done on an individual

customer request. It excludes all waiting time or delays, and excludes time which is

not available for work e.g. weekends.


Version 1.0 23/02/2015

You should evaluate this metric for each task as well as for the process overall.

7.1.3 Activity ratio (AR)

Activity Ratio =

x

Putting the two measures above together gives us a picture of the percentage of

the lead time which is actually taken up with process activity on the customer’s

request for service.

Clearly the ideal situation is that the activity ratio is close to 100%. In practice in

service and office settings this is usually under 30%.

This does not, of course, mean that staff are idle for 70% of their working time. The

process under scrutiny is usually only part of their job and while they are not working

on one customer’s request they may be processing others. It just means that, from

the customer’s point of view, having their request met takes longer than necessary.

You should evaluate this metric for each task as well as for the process overall. It will

highlight where the longest delays are which might be caused by poorly designed

workflow, insufficient resources for a particular task, or flow bottlenecks such as

batching work or approval procedures.

7.1.4 Customer demand rate (CDR)

Customer Demand Rate = Average new Referrals in Period

This is the key piece of information for assessing the capacity of the process. Even if

you achieve a 100% activity ratio within the process, if there is more demand that

process capacity (e.g. insufficient staff resources) then you will just have a growing

waiting list at the beginning of the process.

7.1.5 Takt rate (TR)

Takt Rate =

This metric (the name is German for beat or rhythm) tells us how much time we

have to complete a unit of work (a customer request) on average given current

resources and customer demand. In other words how fast do we need to work to

manage customer demand.

This measure should be evaluated for each task as well as the whole process as it

highlights where there are bottlenecks in the process.


Version 1.0 23/02/2015

7.1.6 Percentage complete and accurate (%C&A)

Percentage Complete and Accurate =

x 100

A great deal of waste in any process comes from errors or faults which require

reworking before being complete and accurate and ready for the next stage in

the process.

This metric identifies the percentage of work passed to a downstream task which is

complete and accurate and therefore does not disturb the flow of work through

the process. If a piece of work is incomplete or inaccurate when received by a

downstream task it will need to be passed back to the staff responsible for the

upstream task in order to be reworked until it is complete and accurate. For

example, a request for a visit to a client that does not include address and contact

details is incomplete and cannot be processed by the person who needs to carry

out the visit until the person who passed on the request does further work to include

these vital bits of information.

7.1.7 Work in process (WIP)

Work in Process = Total units of work in the process

This is the number of items of work being processed at any one time. It includes

anything waiting in the “in-tray” as well as items currently being worked on.

This snapshot gives a measure of delays in the flow of work as well as whether work

is pushed or pulled through the process.

This metric should be evaluated for each task in the process as well as for the whole

process.

7.1.8 Backlog Rate (BR)

Backlog Rate =

x 100

This is the percentage of all items in the process which are actually being worked

on at any one time. The metric measures the backlog of work at each task and for

the process as a whole. It identifies waste in terms of waiting and helps identify

barriers to flow or tasks where work is pushed rather than pulled.


Version 1.0 23/02/2015

7.1.9 Process cycle efficiency (PCE)

Process Cycle Efficiency =

x 100

From the perspective of the customer the only time which is of value is work which

adds value to their service request. Everything else is either both wasted time and

effort, or time and effort spent on things which are only of value to the organisation.

This is the most striking metric of the process and shows the difference between the

process as the customer expects it to be and the way it actually is.

In a service or office setting this can often be as low as 5%-10%.

7.2 Identifying Waste and the Root Causes of Waste

From the metrics above you will already have identified what are likely to be the

major areas of waste – waiting and rework. The other types of waste will be

identified by reviewing the value stream map and evaluating each task in the

process (see section 1.1.4 for an explanation of the 8 wastes).

We do this by challenging each and every task to

determine whether it is necessary or not, or

whether the task can be done more efficiently.

A lot of the waste which is inherent in any process

is only revealed once we understand the reason

for each task and how it contributes to customer

value. By asking why a particular task or step is

part of the process we can quickly identify

whether the root cause of the task or step is

important or trivial from the customer perspective

and whether the task or step is proportionate to

what it is intended to achieve.

For example, the reason for requiring authorisation

of a particular task may be to ensure expenditure

is scrutinised. However, if the amount of

expenditure is small and the delay caused by the

authorisation process may lead to deterioration of

the customer’s situation, the authorisation

procedure is clearly disproportionate. And if the

likelihood of the expenditure being inappropriate

is also small then the authorisation procedure is an

unnecessary and wasteful bottleneck in the process.

Tools

Five Whys

This is a simple but effective tool for

getting at the underlying reasons for

a task or step in the process to see if

it is really necessary.

Fishbone Analysis

This tool helps to categorise the

causes of a problem, e.g. a

bottleneck, in the process.

Failure Mode and Effects Analysis

(FMEA)

The purpose of this tool is to clarify

risk by considering what could go

wrong, its likelihood, and potential

impact to determine whether the

existing controls are excessive,

sufficient or insufficient to manage

the risk.


Version 1.0 23/02/2015

It is important to evaluate the possible point of failure which each task is supposed

to address to ensure that throughout the process risk is managed proportionally.

There are many tools which are useful in this analysis but the three tools described in

the side bar on the previous page will be sufficient for most situations.

Finally, once you have considered the metrics and the waste exposed in the

process you need to establish where to focus your improvement action.

Consider each area of waste and establish what percentage of the total waste

(defined as unnecessary non-value added time) each area of waste accounts for.

You can then rank the areas of waste from the largest to the smallest and create a

pareto chart to show where you should focus your attention first.

In the graph above 80% of the waste in the process is due to the first four issues so

that is where the bulk of the improvement needs to be focused.

7.3 Identifying Solutions

Solutions to many of the waste and inefficiency problems in the process will be

obvious once the waste has been identified. For example, if a form serves no


Version 1.0 23/02/2015

purpose, stop filling it in or if information is asked for on multiple occasions set up a

system to gather that information once and make it available at all stages in the

process.

Sometimes solutions are difficult to see and evaluate and sometimes they may

appear too major a change or to pose uncertain levels of risk. These include such

things as new IT systems, co-location of staff, or changes in staff terms and

conditions.

This is point where creative thinking comes into play. Traditional idea generating

techniques are very useful at this stage including 6 hats thinking, reverse,

brainstorming, provocation, and star bursting.

The scamper and slide tool is particularly useful in getting the team thinking laterally.

The tool provides 12 different options for rethinking a task which often generates

other creative approaches.

When a particular solution seems too extreme or risky the Implemento tool can be

very useful. This helps you think through the worst case scenario if the proposed

solution went wrong and to think through how the failure could be mediated or

turned to advantage. This gives a sound basis for exploring what would be required

to implement the solution successfully and whether there are ways to improve on it.

Use the tools to generate ideas for solutions, however wild or extreme they seem,

but do not spend time evaluating or challenging each suggestion until you are all

agreed you have enough ideas generated and can think of nothing else you could

do.

7.4 Prioritising Improvement Actions

The next stage is to pare the list of possible solutions down to a manageable

number – a short list of those which seem practical, achievable and likely to be

effective.

There is likely to be a lot of duplications and overlap between suggestions so the

first task is to reduce the list into themes and gradually eliminate duplicates and

remove overlap between proposed solutions.

A good way to do this is to create an affinity chart. Write down each idea on

separate post-it’s and place it on a large piece of frieze paper, then work together

to identify ideas with a common theme and arrange them together under the

various themes.

You can then develop a simplified single idea to describe each of the themes. If

you are struggling with this the “DRIVER 15 Words Vision Tool” can be helpful.


Version 1.0 23/02/2015

Once you have your short list you need to establish which are the priority actions.

You already know from your pareto chart which areas of waste are the most

significant and it is likely that solutions to those problems will yield the greatest

improvement impact. However, this needs to be balanced by how difficult or

costly the proposed solution is.

The “ADVANCE Improvement Prioritisation Tool” is designed to help you record the

team’s judgement on the impact and difficulty of each proposal and to plot it on a

prioritisation matrix.

7.5 Mapping the Future Value Stream

The next task is to map out how the value stream should look if all the priority

improvements are implemented successfully – the Future Value Stream Map.

Constructing the future map is done in the same way as the current value stream

map you completed in the MEASURE phase. Estimate the anticipated future

metrics based on the evidence in the current map less the impact of you planned

improvements and show that in a revised timeline for the future process.

This will give you target metrics for the IMPROVE Phase.

7.6 Creating an Improvement Plan

You now have your ranked list of priority improvement actions. Some of these will

require action to be taken at a strategic level, for example the procurement of

mobile technology or changes to staff terms and conditions. These major changes

to the process should be passed back to the Guiding Team as they will typically

require separate project management and corporate buy-in.

The remaining priority actions will be ones which can be implemented and tested

by the staff within the process with the authority given in the project charter. These

will be carried out using the SPRINT methodology described in the IMPROVE section.

It is important at this stage to create an Improvement Test and Deployment Plan to

log what is to be done, who is responsible, any preparatory actions ad data

collection, and a timeline of no more than 12 weeks.

For some projects it may be necessary to create a Gantt chart showing the

timelines for each SPRINT and their interdependencies.


Version 1.0 23/02/2015

7.7 Commissioning SPRINT Teams

With the exception of major strategic improvements, each improvement action

should be developed, tested and implemented by a SPRINT team made up of

people who actually carry out tasks within the process on a day to day basis.

The SPRINT document is used to commission and record the SPRINT. It sets out the

scope and purpose of the improvement action and provides fields to record all of

the main data and information on the SPRINT.

The SPRINTs should be named and numbered on the Improvement Test and

Deployment Plan.





Version 1.0 23/02/2015

8 IMPROVE Phase

The IMPROVE phase is about two things – rapid design, testing and deployment of

an improvement, and engaging staff in a developing culture of continuous

improvement.

8.1 Why SPRINT?

SPRINT is a methodology for achieving rapid improvements by empowering those

involved in the process to make the improvements themselves.

A SPRINT lasts a maximum of 10 working days. The 10 days will normally be a

continuous burst of activity over a two week period.

In some cases the results of the test phase cannot be measured immediately.

Where a longer period of time is required then the 10 days can be spread out over

a period of no more than 12 weeks but the actual work of the SPRINT team should

never exceed 10 days in total.

The benefits of this rapid improvement approach are that it keeps the SPRINT team

focussed, it prevents the team getting tied up in side issues, it is done within the

daily work routine, and it is short enough not to significantly disrupt the day-to-day

work of the team.

8.2 SPRINT Rapid Improvement Process

The method is built around the four stage approach initially developed by William

Edwards Deming in the 1960s. The four stages are Plan, Do, Study and Adjust

(PDSA), although you may encounter some variant versions of the PDSA approach.

The other feature of the SPRINT method is the daily “Huddle”; a meeting of the

team strictly limited to 15 minutes to monitor progress and iron out problems.

Huddles are always conducted standing up which helps people stay focussed and

brief.

The SPRINT document is designed to hold all the essential information on the

progress of the SPRINT and reflects the PDSA structure.

8.2.1 PLAN

The PLAN stage is kicked off with a team meeting of no longer than two hours. The

purpose of the meeting is to get agreement on the scope of the improvement, how

the improvement action is to be carried out, any preparatory tasks and who will do


Version 1.0 23/02/2015

them, and the value of any baseline metrics which will be used to demonstrate

impact.

The SPRINT Document contains fields to summarise the PLAN stage.

8.2.2 DO

The next stage is the designing and testing of the improvement.

Depending on the type of improvement it may take the first two or three days to do

the design and preparation work, for example, if you are combining forms into a

simplified procedure. However, if the improvement is simply eliminating a

procedure such as an approval or inspection then you may be able to proceed

directly to testing the impact of the change.

Once the change is designed and prepared for it is time to test it to determine its

impact on the process. This means carrying out the task or tasks in the new way

and measuring the metrics again to see if there has been any improvement.

The SPRINT document provides three columns to record daily progress. The first is for

recording the previous day’s progress, the second to identify any problems or

unanticipated opportunities for further improvement, and the third to record the

key objectives for that day.

You should keep the SPRINT document pinned to a noticeboard where the SPRINT

team and other staff can see it to generate new ideas and celebrate progress.

8.2.3 STUDY

Once the change has been tested the team needs to meet again for a period of

no more than 2 hours to study the results of the test.

The purpose of the STUDY stage is to establish the difference the improvement

action has made.

You should agree a description of how the test went and record the baseline and

actual metrics. It is very important that the improvement can be measured so that

the benefit gained can be sustained as the improvement is implemented across

the service.

You should also record any barriers or challenges you encountered as this will be

helpful for the ADVANCE team and the Guiding team in getting an overview of

recurrent problems or difficulties.

Finally you should record any unexpected consequences of the improvement such

as the improvement impacting other tasks or revealing further opportunities for

improvement.


Version 1.0 23/02/2015

8.2.4 ADJUST

Having completed the STUDY stage the last stage is to decide what to do in the

light of the test results.

In some cases this can be done at the same time as STUDY, but in most cases it is

best to have a separate meeting of no more than 2 hours to fully explore future

action.

There are five options:

1. Abandon

If the results of the test indicate the change is impractical or did not deliver the

expected improvement you might wish to recommend abandoning the

improvement action.

2. More work required

You may conclude that the improvement action shows promise but needs a

further SPRINT to refine it further before it is ready for implementation.

3. Refer back

Sometimes the test will reveal that the proposed change is too complex to

implement with the SPRINT methodology. In this case you might decide to refer

it back to the ADVANCE team to consider as a major change project.

4. Implement on a phased basis

You might be happy with the test results but feel implementing the change will

take time to “bed in”. In this case you may recommend that the improvement is

implemented one team at a time.

5. Spread across organisation

If you are happy with the test results and think the change can be implemented

with minimal disruption then you should recommend immediate implementation

of the improvement across the service.

If you have identified further refinements or improvements as a result of the test

then these should also be recorded on the SPRINT document.

Once the SPRINT is completed a copy of the document should be sent to the

ADVANCE Team Leader.


Version 1.0 23/02/2015

8.3 Shifting the culture

The SPRINT may be over by improvement needs to continuous, and the PDSA cycle

should not stop at one cycle but should be the basis of a further cycle of

improvement and so on.

One of the benefits of a SPRINT is that it gives staff within the process an experience

of what can be achieved by adopting a continuous improvement approach to

their work. It gives staff a sense of ownership of the process and empowers them to

take control of the work, constantly looking for ways to improve what they do and

how they do it – to deliver better customer value.

A SPRINT is a good way to kick start a change in culture where quality and

improvement become part of the way every member of staff approaches their

work both individually and collaboratively.

To encourage this shift of culture it is very important to celebrate success and

acknowledge the contribution of the SPRINT team members. The process owner

and sponsor should take time to congratulate and thank each team member

individually and their participation marked by a certificate of achievement.

Encourage the team to share their experience and continue to take the initiative in

seizing opportunities to improve the process and the customer’s experience.


Version 1.0 23/02/2015

9 CONTROL Phase

Once the SPRINT teams have completed their work the ADVANCE Team should

meet for a final day to review the outcomes and put in place controls to ensure the

gains are sustained.

This final phase of the DMAIC process is extremely important as there is no point in

carrying out an improvement project if the momentum is not sustained and the

improvement gains are quickly lost.

9.1 Reviewing the Results of the SPRINTs

The first part of the day should focus on collating the gains achieved by each

SPRINT into an overall “Project Review and Closure Report”.

The review should focus on the extent to which the original objectives have been

achieved, any work which still requires to be done including any major actions

which need to be run as strategic projects, and any lessons learnt which can inform

future improvement projects.

The report should include a summary of the metrics and an estimation of the

capacity released, process efficiency improvement, and cost savings achieved

overall compared with the initial project expectations. The report should also show

the extent to which the new process conforms to the future value stream map

produced during ANALYSE and highlight any areas for future improvement.

The Project Review and Closure Report will form part of the project closure report

back to the Guiding Team.

9.2 Securing the Gains

How do we ensure that the improvements achieved during the project are

sustained?

9.2.1 The Habit of Excellence

Earlier we discussed the idea of rethinking the tasks within the process in terms of

internal customers and suppliers. This way of thinking is critical to sustaining

continuous improvement and securing the gains made through ADVANCE

improvement projects.

If we understand that the person downstream in the process is our customer then

we should always strive to meet their expectations, in other words, provide them


Version 1.0 23/02/2015

with what they need to complete their work. This means taking the time to not only

get things right first time every time but also to ensure your internal customer has a

positive customer experience.

The Habit of Excellence

Getting this message across and embedded and embedded in the way staff at all

levels approach their work goes a long way to error proofing the process. The

diagram above should be issued to all staff and prominently placed in all offices.

9.2.2 Error Proofing

There are a range of other things which will help in securing the gains.

The “Error Proofing Options Chart” provides a selection of ways to error proof a task

or the whole process. The important thing to remember in selecting error proofing

controls is that you need to address three aspects of the process together to get

effective control. These are the process itself, the people who undertake the tasks

in the process, and the service the process is designed to deliver.

In most circumstances there will also be metrics which will support staff to sustain

the improvements. For example, if the improvement has focused on the time it

takes to complete and process a referral then you will be able to specify the range

of time which is within the new acceptable limits. You can then monitor the time

each referral takes and plot it on a run chart against the lower and upper control

Never accept incomplete or

inaccurate work from your suppliers,

internal and external.

Get it right first time every time

and audit your own work to ensure

it is always complete and

accurate.

Never pass on incomplete or

inaccurate work to your customers,

internal and external.


Version 1.0 23/02/2015

limits (the shortest and longest acceptable time). This will help identify when

performance begins to slip and enable the team manager to take swift remedial

action.

Once you have agreed on relevant statistical control metrics the ADVANCE Team

leader should request the Change and Improvement Team to incorporate the

metrics into the GYRO performance framework for the service.

These statistical measures will then become part of a package of key performance

indicators (KPIs) for the service to measure continuous improvement over the long

term.

9.3 Project Logs and Lessons Learnt

During this phase remember to update the project logs. This is the end of the

DMAIC cycle and the logs will form a key source of learning from the project so it is

important to finalise all the logs.

The issues and opportunities logs should provide you with all the information you

need to complete the “Lessons Learnt” section of the “Project Review and Closure

Report”. This will contribute to improving the ADVANCE process for future projects

and the development of strategic support for improvement by the Guiding Team.

9.4 Ideas Bank

Finally, you should pull together all the ideas which you have banked during the

project in the “Ideas Bank” section of the report. These will be used to generate

further improvement projects and redesign of services. Don’t forget to capture any

ideas generated by the SPRINTs or opportunities identified in the “issues and

opportunities” log which have not been implemented during the project.


Version 1.0 23/02/2015

10 Project Closure

The final step is to close the project.

The ADVANCE and SPRINT teams have worked hard to deliver the project

outcomes and objectives successfully, often when continuing to carry their normal

workload.

It is time to celebrate and acknowledge their contribution and this should be done

by the Guiding Team at a specially convened project closure event. It is often best

to hold this at lunchtime when most of the participants can be present and can

relax together over some refreshments.

The Guiding Team should take the opportunity to individually thank the teams and

award certificates to the team members recording their participation in the project.

Finally, the Executive Sponsor and Process Owner should sign the Project Review

and Closure Report to mark the end of the Project.

For Improvement · Version 1.0 23/02/2015 People Directorate Adult Services Driving Performance and...

Documents

Transcript of For Improvement · Version 1.0 23/02/2015 People Directorate Adult Services Driving Performance and...