Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail...
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Transcript of Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail...
![Page 1: Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics.](https://reader036.fdocuments.in/reader036/viewer/2022082709/56649d895503460f94a6ea2b/html5/thumbnails/1.jpg)
Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the
Quality of Outputs
Gail Rowles Alison Pattimore
UK Office for National Statistics
![Page 2: Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics.](https://reader036.fdocuments.in/reader036/viewer/2022082709/56649d895503460f94a6ea2b/html5/thumbnails/2.jpg)
What we will share with you today
• Issue• Our Journey • Successes• Lessons Learnt• Outcome
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The CircumstancesDrivers• Civil Service Reform• ONS Strategy• Code of Practice
Issues• Committed people focussed on task• Silo based mentality
Questions• Are our processes efficient; produce quality outputs ?• Do we have a mechanism to embed continuous improvement?• Are our processes aligned to ONS strategic aims?• Are we adopting the ONS principles?
![Page 4: Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics.](https://reader036.fdocuments.in/reader036/viewer/2022082709/56649d895503460f94a6ea2b/html5/thumbnails/4.jpg)
Our Challenge
• Concentrate on the how rather than the what (behaviour change – question and challenge)
• Get staff and stakeholders involved
• Identifying the best tools
• Changing the culture
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The Original Plan
Standardise Quality checks
Better Outputs
Meet quality
objectives
Consistent Quality Assurance
![Page 6: Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics.](https://reader036.fdocuments.in/reader036/viewer/2022082709/56649d895503460f94a6ea2b/html5/thumbnails/6.jpg)
• Focus on the customer –understand their perception of value
• Identify and understand how the work gets done – the value stream
• Manage improve and smooth the process flow• Remove non-value-add steps and waste• Manage by fact and reduce variation• Involve and equip the people in the process• Undertake improvement activity in a systematic way
Lean Principles
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Six Sigma (Benchmarking)
• Understand the critical to quality requirements (CTQs) of our customers and stakeholders
• Understand our processes ensuring they reflect these CTQs
• Manage by fact• Involve and equip the people in the process• Undertake improvement activity in a systematic
way
![Page 8: Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics.](https://reader036.fdocuments.in/reader036/viewer/2022082709/56649d895503460f94a6ea2b/html5/thumbnails/8.jpg)
Something was missing!
OWNERSHIP
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The Revised Plan
RemoveCommand &
Control
Engage
Embed new behaviours
Create Continuous
ImprovementCulture
ENABLING TEAM
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Coaching
• Learn how to listen and ask the right questions (skills line)
• Focus on the objective not the solution (Coach)
• Build confidence through feedback (SEEDS)
• Adapt our behaviours to suit colleagues style (Communication Preferences)
![Page 11: Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics.](https://reader036.fdocuments.in/reader036/viewer/2022082709/56649d895503460f94a6ea2b/html5/thumbnails/11.jpg)
What went well
Full use of the toolkits has successfully• Engaged our people• Made decisions based on fact• Communicated our objectives to a wider
audience• Produced a mechanism to standardise QA • Produced a mechanism to implement
continuous improvement
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What we learnt
• Providing an opportunity for people to influence the change process increases receptiveness and enthusiasm
• Evidence based decision making ensured we had the right solutions – right first time
• Listening to people and taking things on board encouraged them to share experiences
• The systematic review has built a more confident workforce
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Conclusions
In embedding a new culture always remember:
It’s the people that make it happen.