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Continuous Improvement
- 1. intouch Gareth Webb Senior Partner Phil Selley Senior Partner Re-energising your CI programme Success in process improvement with technology But don’t let the tail wag the dog!
- 2. intouch Success in process improvement with technology • Improvement experiences • Approach • Examples • Discussion
- 3. intouch
- 4. intouch
- 5. intouch Improvement Experiences People • People – “what’s in it for me?” • Frustrations from poor process, data, rework • Learning • Accountability • Operations – the poor relation • Not invented here • Technical change is emotional!
- 6. intouch Improvement Experiences Process • Poor process • “We’ve always done it this way” • Repetition & rework • Unable to share information • Key person dependence • Unsecured workflows & authorisations
- 7. intouch Improvement Experiences Technology & Data • Spreadsheet jungle, data islands & stove-pipes • Duplicated data • Big system inertia & cost • Keep it simple to use, quick wins • Platform for continuous improvement • Access anywhere • Needs to pay for itself
- 8. intouch Intouch approach… • Clear project objectives / outcomes • Understand & engage the business • Manage the risk • Connect with specialist systems • Light-touch cloud systems - Servizio • Incremental deployment • Commercially cost-effective and simple • Great support & continual improvement
- 9. intouch Intouch solution - Servizio • Web-based framework • Reusable components to support bespoke process • Quick wins, minimise impact • Standard Microsoft components • On-going upgrades, new apps • Minimise complexity & emotional change
- 10. intouch Servizio – Case Study 1 Government Department
- 11. intouchHome & office based staff Support Services On shift manager Virtual teams on shift Swaps Giveaways
- 12. intouch Servizio – Case Study 1 Government Department • Time for rota production reduced from 3 weeks to 3 hours • Reduced support team for doubling staff • Absence requests turned around same day • Swaps undertaken directly by staff • Balance of hours maintained • Premium payments calculated real-time
- 13. intouch Servizio – Case Study 2 Sightsavers • Use the Proactis e-procurement system • Needed a e-portal front end for worldwide access • Provides planning and standard purchasing (country dependent) feeds into budget and planning system • Purchases through approved suppliers at agreed prices • Expanded for the IAPB to facilitate 115 worldwide eye-care charities Servizio – Case Study 2 Sightsavers
- 14. intouchE-PROCUREMENT PERFORMANCE PROJECTS FUNDRAISING £ $ € EXPENDITUREINCOME FUND MANAGEMENT UnrestrictedRestricted Tracking Receipt of Goods Teams Countries Shopping PLANNING Project CLAIMS Budget Claim E-PROCUREMENT Tracking Receipt of Goods Shopping
- 15. intouch Servizio – Case Study 2 Sightsavers • Use the Proactis e-procurement system • Needed a e-portal front end for worldwide access • Provides planning and standard purchasing (country dependent) feeds into budget and planning system • Purchases through approved suppliers at agreed prices • Expanded for the IAPB to facilitate 115 worldwide eye-care charities • Standardised data, workflow & approvals • Reduced planning cycle time, costs & errors • Joined up approach • Procurement costs reduced • Transparency of performance • Monitoring of key indicators • Audit clarity & security • Enabled high value project funding to be won
- 16. intouch Servizio – Case Study 3 Hyde Sails Servizio Case Study 3 - Hyde Sails
- 18. intouch Servizio – Case Study 3 Hyde Sails • Reduced overheads • Visibility of sales performance & reporting • Increased revenue & exports • All year round factory utilisation • Increased Distributors from 3 to100+ www.hydesails.co.uk
- 19. intouch Summary • Continuous improvement is a long road • Our experiences led us to use Intouch & Servizio successfully for our customers • Make sure your solution is agile enough & has the legs for the long road
Notes de l'éditeur
- WelcomeIntro peopleIntro company – help achieve process improvement through our services and information framework – ServizioThe real surprise is that we have remained friends despite supporting opposing Manchester teamsPhil & I go back to 1979 when we met at Plymouth Polytechnic
- We are going to start with slightly personal journey. Phil and I have been invovled in large scale process and business change since beginning of the 90sShare our lessoned learnedWe certainly believe our own publicity such that we created Intouch and a new way delivering information management systems with ServizioI have 3 examples to briefly show you Hopefully this will stimulate a useful discussion
- Phil worked as a Fleet Operations Manager in maritime Oil & gas exploration and changing the process and technology data capture ad analysis process from being a 3 month on-shore process to incorporating GPS minturisation and real-time data analysis on the new generation of ships with super-computing collecting terabytes of data per hour from 8 x streamers 12km long.Knowledge management – took the benefits and rolled out overnight to 30,000Saved $50m in 1st year
- Post the first Gulf War Improved the planning processes central contingency and operations ReadinessCollective TrainingEquipmentLogistics chainProcurementLondon Fire servicePolicePFI – bank rep Technical Due DilgenceDLR - upgrade Locked the Queen
- People can be selfish and may understandably have different objectives to OrganisationRepetitive data entrySwivel chair interfaceBut people do want to learnPeople want to fell accountable ( or others to be)Operations manager last to get tools ( after Finance, HR)Not invented here
- Processes that have not been thought out or are created around an individualInformation in spreadsheets are generally not sharedPaper chain & spreadsheet Workflows and authorisations are easily bypassed
- Spreadsheet jungle, data islands & stove-pipesDuplicated dataBig system inertia & cost Keep it simple to use, quick winsPlatform for continuous improvementAccess anywhereNeeds to pay for itself
- Product – pile it high with generic functionality vs bespoke. 80-20 rule and employ re-usability components Usually have a bespoke module to write and if its tricky or complex then we are extremely comfortable with thatAdd a person - Not seat driven, named person, linked in to ADControls - learn once use many times – Lord Bichard – hopefully little or no training Only show the data and controls you absolutely need
- I’d like to talk about a few case studies but we havent got time to talk some of worked with colleges e-marketing, trade organisations as WNA where for over 6 yrs supported worldwide events, Resource management tool for 2500. Due to sensitivities associated with the degree of change they asked not to keep this case study genericHome workers – out of hours working in Virtual teams
- Rota Management System for night workers with complex working arrangements and changing shifts and complimentscomplex working arrangements based on the ability to opt out of working particular days, periods, but still covering Intelligent shift filteringExpanded to cover 24 / 7Accommodates daytime WTD opt in / outManages all forms of absence, premium paymentsSwaps
- Time for rota production reduced from 3 weeks to 3 hoursReduced support team for doubling staffAbsence requests turned around same daySwaps undertaken directly by staffBalance of hours maintainedPremium payments calculated real-time
- We are very proud of our working relationship with an organisation doing such good works helping to transform their operations and back-office with 5 projects over the last 5 years. Sightsavers are one of the leading charities for process and technical change. You may remember them from Red Nose Day where celebrities walked across the desert.
- Already implemented a major Procurement system in the back office which was an improvement over plethora of spreadsheets usedBut not cost effective to licence rollout to all users in over 20 companies. Needed some sort of front end portal to allow teams in the field to purchase medical items. Phase 1 Amazon.com type basket, phase 2 integration into procurement. Phse 3 Planning, tracking recipt of goodsEnsures Purchases through approved suppliers at agreed pricesExpanded for the IAPB to facilitate 115 worldwide eye-care charities Fund Management system.Allows fund raisers to generate income plansAllows country mangers to create project expendiure plansFunds are managed and allocated to projectsMonitors spend on several hundred projectsBalanced Score card. Having the Score card and the procurement system were
- 2008 – transformed their business3rd largest sail maker in the world
- Business model changed from selling to a hub and DistributorCentralised manufacturing, call centreDistributors convert leads to quotations to orders add products and manufacturing informationOrder specifications used on the shop floorOrders despatched direct