What's Up - Expert Answers
ICIPS can facilitate putting members continuous improvement questions to relevant expert members. If you have a question for our experts please get in touch.
Read some previous questions and answers below.
Any tips for speeding up data gathering please? - Anonymous
"This step does tend to take a lot of time, if you have existing data that is reliable to use then it will speed things up. If collecting new data, create a data collection plan; be very clear what you need and why, make sure you have defined the sample size as this will prevent gathering more than you need. Think how you will collect the data, can several people be involved? if so make sure there is a comparable standard of measuring and collecting (gauge studies) and keep checking to ensure they are doing so correctly"
Debbie SImpson - ICiPS Expert
Our leaders always say they want people to practice CI but when it comes to it they always have other priorities. What do you suggest? - Anonymous
"Although a common problem there isn't an easy answer. It may stem from a fundamental lack of understanding about what CI is. CI is simply a continuous drive to meet strategic priorities as efficiently and effectively as possible, what’s not to welcome about that? If leaders aren't supporting CI then maybe they haven't defined and cascaded their priorities well enough.
Are you able to provide a compelling case for change? We see a lot of people invest time and money in change that does not provide a corresponding level of benefit. Is it a cultural problem? Is CI embedded well enough in work practices so it is the norm? It isn't an easy question to solve but like most problems, the first question to answer has to be 'Why?'"
Debbie SImpson - ICiPS Expert
I am running a project but it seems that every time I am about to implement them I get criticism from people who say they haven’t been involved, what can I do? - Anonymous
"You should try to identify if this is a communication issue or individuals who are trying to block the change. First check your communication plans are robust. Re-visit your stakeholder analysis and engagement plan, maybe try a RACI to ensure all perspectives are covered. There is also a useful tool called 9cs. If your communications are robust then consider blockers; take a step back and take an objective look at the challenges, are they valid? If not you need to decide how to manage the situation and get them on board."
Debbie SImpson - ICiPS Expert
I am half way through a project and realise I maybe should have done things differently, can I back track or should I just move forward? - Anonymous
"It all depends on what you should have done. Go back to the aims, objectives and desired out come for your project, if you are still able to deliver them the answer is carry on. If you are unable to meet them you need to pause, complete the missing elements and then review the aims, objectives and desired outcome and ask your self can you now meet them.
Sometimes it is easy to do a bit of extra work to try and get the project back on track without losing the momentum and enthusiasm it has generated. Starting again it can be even harder to re gain by-in from your stakeholders."
Richard Wylde - ICiPS Expert
I am running a 'Day in a life of' survey for the first time and wondered if you have any tips? - Anonymous
"My two top tips are consult, plan and monitor. Consult is about ensuring everyone knows what is going to happen,why, and are bought into it. Plan is about understanding the main components of work to structure data capture appropriately. Monitor is to make sure people are capturing work on an on-going basis and accurately."
Debbie SImpson - ICiPS Expert
"Running a Day In the Life Of (DILO) survey is a great way to understand how individuals operate within the selected process. It will give you a chance to compare the job role vs what actually happens as there is often some disparity between these and increase effectiveness by identifying then reducing Non Value Adding time/activity.
The following 6 steps outline what I think are the key elements for a successful DILO:
1. You need to identify the individual and review their job objectives. This is usual done with a team leader/ operational manager from the area.
2. Inform the individual, discussion why the DILO is being run and what the expected benefits will be.
3. Agree a date and time with the individual, ideally it will cover a full shift.
4. Prepare the documentation; at a minimum the documentation used should record the following:
- Name
- Date and Time
- Job Role
- Department/Area
- Time activity took place
- Activity Name
- Activity Detail
- Duration of Activity – Split between Value Adding and None Value Adding
Sometimes I have found it beneficial to also include an area to record interruptions, who made them and reason.
5. On the agreed date and time complete the documentation by recording the tasks performed, duration etc.
6. Review and analysis the data gathered and provide feedback. It is sometime useful to do this with the individual being followed in the DILO study. This may also include an action plan to change the process by reducing the identified None Value Adding activity.
Whilst all steps are necessary, steps 2 and 4 are key. With step 2 you must make sure that the individual is engaged with the DILO study and understands its importance and the benefits it can bring. It is not always a pleasant experience having someone watching your every move so the individual may need some reassurance. In step 4 the preparation of the document is vital to ensure you can record all the necessary information about the activities being performed and explore if there is any further data you may wish to capture, for example use a pedometer to capture the number of steps taken/ distance traveled.
Running a DILO is time consuming, however following any changes it is always worth running it again to ensure that any changes made are having the intended impact."
Richard Wylde - ICiPS Expert
How do you start mapping a customer journey when you are only a small part of it? - Anonymous
"Begin with obtaining the VOC the voice of the customer, you will need to identify all associated customers ensuring you then understand the needs overall. From this approach you can begin to map out what is value adding and what is waste, rembering what is the customer willing to pay for,a simple SIPOC is a good tool that I use on a regular basis."
Christopher Atkinson - ICiPS Expert
How do I deal with someone who is set on disrupting a change project? - Anonymous
"I think almost every change initiative I have been involved in over the years has included at least one person who has had or tried to have a negative impact on the change. What I have learnt is that you have to spend time with them (or this could be a group) so that you can understand the root cause of their issue/s. Sometimes involving their peers who have already been through a change can really help. This can be a long process however it will give you a valuable insight into their perceptions of the change which you can use to inform/modify your communications plan if needed.
Once you understand the root cause of the issue/s it is about working together to find a solution/compromise that works for both the individual/group and change project. When a solution/compromise cannot be found, it is about making sure they have enough information to make an informed decision as to whether they are a part of the change or if it is time for them to move on.
In the past 17 years I can only think of one occasion that having done all of the above I had to resort to following a HR Conduct and Performance policy to manage an individual and their behaviour when implementing a change project.
There are many change models out there, however I find the Knoster Model for Complex Change and Kubler Ross Change Curve useful when trying to understand people’s needs and their reaction to change."
Richard Wylde - ICiPS Expert
"A technique I have used on several occasions is to involve the individual who is may be being disruptive in some bench marking, taking them along to look at improvements in practice allowing them to talk to industry peers who can advise them on what went well or may be didn't but then explaing the benefits."
Christopher Atkinson - ICiPS Expert
Can I use standard lean tools in a non manufacturing workplace? - Anonymous
"The short answer is yes. In my opinion all tool were created to help solve a problem/issue or understand current working practices. The key to using improvement tools is to understand what they were originally developed for (the underlying principles), and then you can decide if it can be used as it is or if it needs to be modified for your organisation/context.
For example the 5S tool has been used in several National Health Service (NHS) organisations but has had a 6th S (Safety) added to it so that safety became more explicit. I have used the 5S tool in several non-manufacturing areas such as an Administration department, Information Technology Team, on hospital wards, in an Accident and Emergency department, Maternity Units etc.
Far too often I see people struggling with improvement tools, which then take energy and effort away from their project. If you feel like you are ‘shoehorning’ an improvement tool into your activity I would suggest the tool is wrong for your situation. If this is the case, take a step back, have a look at what you are trying to achieve and how you wish to achieve it. Then have a look at the improvement tool and either modify the tool, find a more appropriate improvement tool or create a new one to ensure that it achieves what you need it to."
Richard Wylde - ICiPS Expert
What is the best way of managing the productivity of staff who undertake highly variable work where standard timings don't make sense? - Anonymous
"There are a number of options that may work depending on the level of variability and what it is that is being measured. There may be consistent parts of the process that could be benchmarked; you could explore other measures such as quality or it could be a question of understanding an average process output."
"Understand where the process starts and ends, not forgetting this could be on line or the receipt of a form through the post. Get the process stakeholders together and map the journey capturing internal processes and customer touch points. Follow the process through yourself, as if you were a customer to experience how it works in practice."
Debbie SImpson - ICiPS Expert
How can you get leaders on board with CI? - Anonymous
"Though I believe that to embed CI across an organisation, it must be lead from the top, I also recognise that there are few public services that can demonstrate that they have that type of leadership in place. From my experience the best way to get leaders to ‘buy in’ to having a CI approach is to use CI to solve/improve an element of their service. I have found it best if this is done quietly with staff from the area full involved (when it is successful they will champion the approach) , ensuring you have the correct measures in place to be able to demonstrate the impact of the CI initiative.
In terms of reporting that success, which also demonstrates the approach you have taken, I have found using an A3 Report very useful in conveying the problem was, what data/information was used to analysis this, what was identified for a solution, what the high level action plan was and finally what the impact has been.
Implementing CI from the bottom up may not be easy; however it is certainly not impossible."
Richard Wylde - ICiPS Expert
"I agree with the A3 approach recording the why and the benefits to be realised. A technique I have used is to create a road map based on the journey the particular company or business area is undertaking, this must start with leadership buy in, by creating the visual road map you can then agree on what improvements need to take place by when and ensure this ties in with Policy Deployment and the operational strategy. I believe that a picture can say a thousand words and the involvement of the leaders in creating the road map will go along way in obtaining their buy in."
Christopher Atkinson - ICiPS Expert
What is the best way of tracking a KPI? - Anonymous
"You can use a control chart which will shows trends over time and enable you to distinguish between common and special cause variation"
Debbie SImpson - ICiPS Expert