Whilst the Chancellor’s autumn statement offered some economic encouragement, the failure to control public borrowing and reduce the deficit, as initially predicted means that austerity is set to continue. It has been suggested that austerity will prevail for the next five years and if the last few years have been a challenge, the forthcoming phase is likely to prove even harder as ‘colossal’ spending cuts take hold.
Central government departments face further real cuts of 33%, compared to 21% between 2009-10 and 2014-15. The Office of Budget Responsibility has revised down it’s forecasts for local authority future spending blaming falls in central government grants to councils.
Transformation will inevitably have to remain at the top of the agenda and organisations will need to establish a step change in traditional working methods.
Continuous Improvement (CI) is a collaborative approach to produce gradual, incremental improvement to processes. It requires the engagement and input from all the workforce to analyse current working practices and decide how they may be improved to meet the needs of the end service users. Once the vision and issues are identified CI is implemented by bringing together a combination of process improvement methodologies and tools such as lean, kaizen, six sigma, agile, systems thinking etc. however without employees embracing CI and adopting changed processes, improvement won’t happen. Success requires a radical change in culture and a relentless search for business improvement and efficient performance.
Once CI has been established within the operational DNA of an organisation the benefits can be substantial in enabling cost effective results; an outcome recognised by the Cabinet Office in their quest to improve government efficiency. The government’s continuous improvement strategy required all central government departments to introduce and embed continuous improvement principles. CI also features significantly in the civil service reform plan. Many local authorities, health bodies and government agencies are now embracing CI as the way forward to transform services during a time of reduced funding.
There is no doubt that the momentum toward CI is increasing however there are still many wasted opportunities to release its benefits across the public sector.
At Continuous Improvement: Change for the Better the process of establishing, designing and maintaining a culture of CI will be examined and a series of best practice case studies will be shared bringing the immeasurable benefits of a Continuous Improvement strategy to life.
With demands from central government to reduce costs, do more with less and still provide excellent customer service you might want help to achieve this.
ChangeWise provides continuous improvement training and change management experience to:
• Streamline and continuously improve processes using Lean to remove backlogs, smooth demand or answer more calls
• Achieve greater customer satisfaction and improved delivery with Service Excellence techniques
• Lower costs by improving efficiency using Operational Excellence tools to reduce staff and overtime costs
• Assure quality, reduce errors and lower complaints with Six Sigma and Quality Management Systems
• Deliver project on time, in budget and to scope with ‘best practice’ Project Management
We engage, train and coach your people to adapt to this challenging economic environment.
Triaster, based in Oxfordshire, delivers a Business Process Management and Improvement Solution. A single source of truth for all processes and documentation. Our completely customisable approach means we fit seamlessly with our customers’ corporate brand and strategic objectives.
The Triaster Solution is the optimal way to discover, manage and improve your processes to achieve your required outcomes; be they best serving the public, maximising efficiency and/or cost savings. Our approach ensures that we always deliver to our customers’ needs and we pride ourselves on our trusted partner relationships.
Simple Improvement Ltd
Simple Improvement offers training, coaching and facilitation in continuous improvement, particularly for service, transactional and administration type organisations. Complex work requires Simple Improvement methods.
We specialise in Practical Process Improvement (PPI), a simple method trusted in 24 countries worldwide – this is your improvement programme. Employee engagement is very high because it is designed to run by your existing staff, both in conducting the initial training and completing the projects. You do not need external experts to drive improvement; you just need a method that involves the people doing the work.
Debbie Simpson, Founder and Acting CEO, Institute for Continuous Improvement in Public Services (ICiPS)
Debbie Simpson is the founder and acting CEO of ICiPS, prior to which she worked as a senior civil servant at DEFRA. Debbie has worked in the public and private sectors holding a number of senior positions including Head Of Department at Harrogate College, Group Head of Transformation at Arvato Government Services and MD of her own businesses. A Fellow of the Chartered Institute of Personnel and Development, Debbie specialises in transformation, utilising her experience to build solid businesses and develop strategic relationships that deliver the highest standards of customer satisfaction.
Andy Johnson, Managing Director, From The Front Consultancy Ltd
Andrew Johnson is the Managing Director and Chief Instructor at From The Front Consultancy Ltd, an independent Leadership Development Company, and acts as module leader of Cross-Cultural Leadership and Developing Human Resource at LCA Business School London. A former soldier with 30 years experience of high tempo, inter-disciplinary leadership in an international arena, Andrew is a former leadership instructor at the Royal Military Academy Sandhurst, the world’s premier leadership academy.
An advocate of transformational and authentic leadership, he authored and successfully delivered the Security Sector Reform Roadmap for the Basra City Police Service in 2005; a major change management intervention. He also served as Influence and Corporate Communications Officer for the International Security Assistance Force in Afghanistan. For much of his career, Andrew has specialised in systemic change management, workforce development and conflict management. His major projects have included a nationwide recruiting and re-branding project, workforce development and resilience, productivity generation in the public and private sectors, and charity event management. Andrew has also served as the logistics manager of a dynamic, multi-disciplinary organisation.
In addition to his role at From The Front Consultancy Ltd, Andrew is an experienced youth worker, the author of several military historical fiction novels and personal development handbooks, and a marathon runner. He is also an entrepreneur and owns several businesses, as well as holding chairmanships of a not-for-profit organisation and until recently a school governing body.
Max Moullin, Visiting Fellow, Sheffield Business School and Director, Public Sector Scorecard Research Centre
PROFILE – MAX MOULLIN BSC (SOC. SC.), MSC, FORS, CQP, FCQI
Max is director of the Public Sector Scorecard Research Centre and a visiting fellow at Sheffield Business School, where he was a principal lecturer in quality and performance management for over 25 years. He is a Fellow of both the Operational Research Society and the Chartered Quality Institute and is a Chartered Quality Professional. He is author of the book Delivering Excellence in Health and Social Care, which has sold more than 3,000 copies.
The Public Sector Scorecard is an outcome-focussed performance management framework for the public and third sectors, based on a culture of innovation, improvement and change rather than a top-down blame culture.
Max is an experienced workshop facilitator, consultant and plenary speaker. He has given workshops for the Irish Health Summit, NHS England, the Public Sector Performance Management Forum, the British Quality Foundation, the Dept. of Work and Pensions, the Association for Public Service Excellence, and the Operational Research Society – all with excellent feedback. He has extensive consultancy experience in quality improvement and performance management and is an associate of the Balanced Scorecard Institute.
Max’s early career was in operational research in the Departments of Transport, Health and the Environment, before becoming senior section leader in British Coal’s Operational Research Executive. He has an MSc in Management and Operational Research from Warwick University.
Owen Jones,Programme Director. Operations Management and Lean, Business School, University of Buckingham
Owen is the programme director of the MSc in Continuous Improvement in Public Service at Buckingham University.
Owen began his research into Lean Improvement as one of the original research fellows at Cardiff University’s Lean Enterprise Research Centre in the mid 1990s.
He has led value stream management research; consultancy and learning & development projects for a wide range of private organisations from a variety of sectors. He has also worked with a number of Government Departments, Executive Agencies and NDPB’s to help improve their operational effectiveness.
Owen’s primary area of interest is how Policy Driven Organisations and Public Networks can develop and sustain cooperative behaviours that enable the practice of continuous improvement. For his latest research, an ethnographic study of The Determinants of Goal Congruence within a Public Network, Owen spent a year working within the Ministry of Justice. The findings of the project, funded by the EPSRC and Cardiff Business School, is being used to increase understanding of the ways that public organisations can deliver meaningful continuous improvement.
Michael Cousins, Managing Director, Triaster
Michael Cousins is the Managing Director of Triaster. Michael is the originator of the Noun-Verb Method that underpins the Triaster Solution, and a thought leader behind the concepts of Distributed Process Mapping. He writes regularly for the UK quality press and is a regular speaker at process improvement seminars and events. Michael is a Chartered Quality Professional, a Fellow of the Chartered Quality Institute and a Doctor of Mathematics. His special interests include Software Quality Assurance and software tools that bring processes within the reach of everyone within an organisation.
Dr Mike Bell, Simple Improvement Ltd
Dr Mike Bell runs Simple Improvement Ltd. a continuous improvement training, coaching and facilitation business. He uses Ed Zunich’s Practical Process Improvement (PPI) programme to help organisations establish a simple improvement system where they can realise quick results and build an in-house capability to train and coach their own staff. He has written six books to support the system.
Mike believes that there is huge opportunity for improvement in hidden processes; e.g. transactional, service, administration environments. Improvement methods developed for manufacturing are not ideal where there is high variety – complex work needs Simple Improvement methods.
Andrew Larner, Chief Executive, iESE Ltd
PIC BY STEWART TURKINGTON
Having over 25 years experience in improving local public services, Andrew is recognised for his work in designing new ways for delivering public service outcome and delivering changes that achieve those designs. He has significant experience of working in a range of cultures and of the need for and opportunity to deliver change including Africa, China, and India as well as throughout the EU and Central Europe.
Andrew worked in Hungary on a programme to develop the legislation, professional skills and institutions to create and manage the property market, including the IT systems to manage the service and an early use of online learning to train the new professionals. In China Andrew supported a programme to help councils modernise their management systems and use of technology in a time of rapid change. In South Africa Andrew was a part of a programme that helped Councils deal with some of huge issues arising from the requirement to support improvements in the Informal Settlements in the immediate post apartheid environment.
Andrew’s work with institutions around the world has involved the design and implementation of new information systems for a better service to residents and better management by those bodies. This led to Andrew’s interest in copyright, data protection and freedom of information. Andrew’s doctorate on balancing rights in information has helped him lead projects linking together hundreds of local authorities to jointly deliver electronic services. He has extensive experience of delivering these services through public private partnership as well as creating and running innovative public organisations, the latest of which is the Improvement and Efficiency Social Enterprise (iESE).
Andrew holds a First Class Honours in Surveying, a Doctorate on balancing rights in information and is RICS qualified. Andrew can also draw on a wealth of practical experience gained from previous leadership roles in the private, voluntary and academic sectors.
Emma Thomas, Improving Quality Together Lead for Higher Education, 1000 Lives Improvement Unit, Public Health Wales
Emma Thomas is the Improving Quality Together Lead for Higher Education working in the 1000 Lives Improvement Unit, Public Health Wales.
Emma has spent the last seven years working with front line multidisciplinary teams across NHS Wales to deliver measurable quality improvements. She has worked with many different staff groups across sites and is involved in supporting the development of quality improvement capability across NHS Wales. More recently Emma has led the partnership between 1000 Lives Improvement and educators, coordinating best practice across education, developing training materials and supporting the structured integration of quality improvement education across Wales.
Emma qualified as an Environmental Scientist but has spent most of her career working in higher education management before joining 1000 Lives Improvement Unit.
Carly Craddock, Research Delivery Manager and Continuous Improvement Lead – Clinical Research Network: West Midlands.
Carly Craddock has been a senior manager within the NIHR Clinical Research Network since 2007. The NIHR CRN is a network organisation that aims to increase the research opportunities available to the population of England that impacts on and improves the quality of health care.
Within this capacity Carly has a number of years experience of driving a culture for continuous improvement within her West Midlands role and also a national role within the NIHR CRN coordinating centre, therefore within her immediate team but also across a devolved operational model. In April 2014 Carly became the NIHR CRN: West Midlands Continuous Improvement Lead. In February 2014 Carly won the Lean Healthcare Academy Lean Champion Award for her bottom-up approach to continuous improvement and focus on providing a lean service to researchers and improving performance.
Lindsay Hoult, Head of Continuous Improvement,Food Standards Agency
Lindsay is the Head of Continuous Improvement & Organisational Development Programme Manager at the Food Standards Agency. She has a history of driving continuous improvement across the civil service, completing her training and first improvement projects at the Home Office, before joining the Cabinet Office Business Improvement Team.
Since joining the Food Standards Agency, Lindsay has designed and led an ambitious strategy to embed continuous improvement in the organisation, focussed first and foremost on staff engagement rather than efficiency gains and cost savings. Her flexible approach has resulted in fast paced adoption of Continuous Improvement as a way of working, delivering increased staff engagement, improved service delivery and customer satisfaction as well as better value for money.
Tracy Jelfs, Head of Children’s Services, Monmouthshire County Council
Tracy Jelfs is currently Head of Monmouthshire Children’s Services and has been a qualified Social Worker for 14 years. Prior to qualifying as a Social Worker, Tracy worked in a number of roles in the health sector. Throughout her career she has worked with both children and adults in a range of care settings and services. Tracy has particular interest areas in children with disabilities, enabling children and young people to be heard in developing and improving services, continuous improvement and change management. In her social work career, Tracy has mainly worked in frontline Children’s Services, which has been interesting, demanding and fun. There is nothing like listening to a child tell you how it is for them and provide an impressive reality check. In any leadership role that Tracy has undertaken she works from the principle that the staff group is as important as those that services are delivered to. Without an effective workforce there would be no service delivery.