Journal of the Institute of Management Services

Achieving excellence through people and productivity Management Services

Productivity at the Crossroads Creating a socially, economically and environmentally Spring 2011 Volume 55 Number 1 responsible world ISSN: 0 307 6768 CONTACTS

Spring 2010 Volume 55 No 1

ISSN 0 307 6768

Management Services 27 Castle Street, Canterbury, Kent CT1 2PX

Editorial Telephone +44 (0)1795 542436 The Institute of Management Services is the primary body in the UK Facsimile +44 (0)1795 535469 concerned with the promotion, practice and development of the range Email [email protected] Editorial deadline for the Summer 2011 issue is 4 May of methodologies and techniques for the improvement of productivity Publication date is 6 June and quality, known collectively as ‘Management Services’. This embraces the disciplines of industrial engineering, work study, organisation and Advertising methods, systems analysis, and a wide range of management information Rob Aspin and control techniques as illustrated in our Body of Knowledge. Telephone +44 (0)1795 542413 Fax +44 (0)1795 535469 The Institute acts as the qualifying body for the Management Services Email [email protected] profession in the UK, focusing developments in practice and knowledge Media Committee and acting as a forum for information exchange. This in turn enables our David Blanchfl ower, Julian Cutler, Mel Armstrong members who work under a variety of job titles across the whole of the UK economy, to make a more effective contribution to the well-being of Editor their own organisation and to the nation’s economy as a whole. Mel Armstrong In addition to creating and upholding professional standards for the Designer Becky Ellison practice of management services through the adoption of a code of ethics and the provision of a system of qualifying examinations, the Institute Published by of Management Services collaborates with national and international The Deeson Group Ltd on behalf of professional bodies in similar fi elds. The Institute of Management Services The Institute is a member of, or represented on, a number of other Printed by bodies including the World Confederation of Productivity Science, the Advent Colour European Federation of Productivity Services, and the European Institute of Industrial Engineers.

Institute of Management Services Brooke House 24 Dam Street Lichfi eld Staffs WS13 6AA Telephone: +44 (0)1543 266909 Fax: +44 (0)1543 257848 Email: [email protected] The Deeson Group employ a positive paper recycling policy, soft IMS website: www.ims-productivity.com proofi ng system and, where possible, uses paper manufactured from woodpulp sourced from sustainable forests and Elemental Chlorine Free pulp bleached papers.

© Copyright The Institute of Management Services 2011 Unless otherwise indicated, views expressed are those of the editorial staff, contributors and correspondents. They are not Notice to Advertisers necessarily the views of the Institute of Management Services, It is a condition of acceptance of advertisement orders that the publishers, Deeson Group Ltd, does not guarantee the insertion of a particular advertisement on a specifi ed date, or at all, although its offi cers, or Council of Management. The publication of an every effort will be made to meet the wishes of advertisers; further the company does not accept advertisement or editorial does not imply that a product or liability for any loss or damage caused by any error or inaccuracy in the printing or non-appearance service is recommended or endorsed by the Institute. Material of any advertisement, or if we decide to edit or delete any objectionable wording, or reject any may only be reproduced in any form by prior arrangement and advertisement. Although every advertisement is carefully checked, occasionally mistakes do occur. with due acknowledgement to Management Services. We therefore ask advertisers to assist us by checking their advertisements carefully and advise us by the deadline given should an error occur. We regret that we cannot accept responsibility for more than ONE INCORRECT insertion and that no republication or discount will be granted in the case of typographical or minor changes that do not affect the value of the advertisement.

Write for your journal

If you want to try your hand at writing a feature for Management Services, please submit an abstract (around 200 words) explaining what your feature is about, with intended word count. (Features should be between 1000 and 2500 words, although exceptions can be made.)

Send your abstract to Mel Armstrong, Editor, Management Services, 27 Castle Street, Canterbury, Kent, CT1 2PX or email [email protected].

We also want your news and points of view about what appears in this journal. Something you disagree with? Tell us about it. CONTENTS

Cover Story The 16th World Productivity Congress and European Productivity Conference was held 2-5 November 2010 at the Maritim Pine Beach Resort- Convention Centre, Belek- Antalya, Turkey. Dr Andrew Muir IMS Deputy Chairman and WAPS Fellow reports on day one of the Congress.

Institute and 4 Office Skills 20 IMS Elections 2011 36 Lean and continuous improvement Nomination forms Regional News in the office by Mike Keen and Carl Evans Including the Chairman’s report, and student graduation news. Is Quality still 38 Change Mastery 23 The persuasion paradigm by Philip Atkinson, Relevant? 16th World 8 who highlights the need for professionals to Colin Coulson-Thomas reports on the 21st annual complement their technical skills with soft skills World Congress on Total Quality and asks is quality Productivity Congress still relevant A report on the speakers and proceedings from day one from Andrew Muir Time for Change 29 Part II of Dr John Chamberlin’s paper which Opportunity of 45 People Driven 13 analyses business process re-engineering a Lifetime Winston Churchill Travelling Fellowships, a unique Productivity opportunity to travel and work abroad on a Lean for small businesses by Professor Hendrik Van Graduate News 34 personal project Landeghem and Joris April of Ghent University, Graduates celebrate the Belgium award of their IMS certificates

20 29 45 Management Services 4 Spring 2011 NEWS Institute News Chairman’s Column

As I have already indicated we as Coalition Government has recognised an Institute see our website (www. that quality and productivity are ims-productivity.com) as playing a linked and that improved productivity prime role in communicating what can release existing funding to bring our Institute is all about. I would about quality improvements, without invite members to view our website the need for the investment of new and evaluate its content and layout money. It is pleasing to see that the and email me at blanch2203@gmail. Government is recognising the role com with your views on the current that productivity can play within the website, together with any suggestions National Health Service in helping you may have for enhancements or the country overcome the present improvements. financial crisis. Of much less merit is In July 2010, the Government the financial saving being made in White Paper: Equity and excellence: local government via shedding labour Liberating the NHS set out the without any apparent plan or strategy Coalition Government’s vision for for improving the quality of service the future of the NHS. Included in being provided to the public. these plans was a commitment to One of the pleasures of being a programme aimed at improving Chairman of the Institute is attending ‘Quality, Innovation, Prevention and functions and meeting Institute Productivity’ (QIPP). The initiative members. Recently I attended the aims to place quality at the heart of headquarters of Scott Grant, one of the ommunication is perhaps one of the health service. However, in view Institute’s main education providers to the most important things in our of the current economic crisis, there is present the organisation’s Student of Clives, how we communicate can now a heightened sense of urgency to the Year Award. It was doubly nice for project a negative or positive image of implement the fundamental principles me as the student was Steven Moody, a what we are seeking to say depending of QIPP. The NHS has been tasked fellow Liverpudlian who is an employee on how we communicate our message. with identifying £15 to £20 billion of Asda (see page 34 for the full story Our Institute is fortunate to have a in efficiency savings by the end of on the awards). It brought back to me quarterly journal and more recently a 2013/14, which must be reinvested memories of my own time as a student regular email newsletter by which we into the service, if year-on-year quality sitting the Institute’s examinations can communicate to the membership. improvements are to continue to be in 1969 and all the friendships I have Over the past year, we have upgraded delivered. made in my 42 years as a member our website which is the Institute’s face The Government has declared that of the Institute. I would never have to the world. Via the website, we seek the NHS will be protected from the cuts dreamed 42 years ago when I joined to communicate to the world at large experienced by other public services the Institute as a student member that the need for productivity improvement – this is a great gift, but it comes at I would one day have the honour of and how increased productivity can a price. There will be no excuses for serving as its National Chairman. result in higher standards of living. failing to deliver; there will be tough As always I welcome your comments Increased productivity in the third times ahead and expectations will be and observations on our Institute and world would almost certainly improve raised. The challenge to make savings can assure you that myself and all the the lives of so many people now living via productivity improvements so that members of the Institute’s Council of in poverty. Even as I write we are seeing these savings can be reinvested to Management strive to ensure the IMS is great unrest in the Middle East, with bring about improvements in quality recognised as the premier authoritative the population of many countries very is commendable, as often the focus on body in the UK able to speak on forcibly indicating they want better quality improvement can result in a lack productivity matters. standards of living and changes to the of productivity improvement as quality country’s leaderships. becomes the Holy Grail. Clearly the David Blanchflower, Chairman Management Services NEWS Spring 2011 5 A personal note to members from Andrew Muir

was privileged to represent and Prosperity through the IMS at the World Productivity’. He also never I Productivity Congress held misses an opportunity to in Turkey in November 2010. promote the IMS for which This is the third world congress I, for one, am extremely that I’ve been fortunate grateful. If I may therefore, enough to attend and I’m on your behalf, congratulate currently in the process of John on his election to the writing several articles on the Presidency, and ask him to event for publication in the keep up the good work. Institute journal. The second item, relates In going through my to David Blanchfl ower IMS notes, there are two items of Chairman, and the Fellowship particular importance which he received from the World I feel would be remiss of me Academy of Productivity not to bring to your attention. Science. One of only two The fi rst of these relates to Fellowships to be awarded the Presidency of the World to individuals from Europe. Confederation of Productivity The citation reads, “David Science. I’m sure you will be Blanchfl ower has been aware that this is currently elected to the World Academy held by John Heap, a past of Productivity Science by Chairman of the IMS and a virtue of signifi cant and member of the Institute’s long-lasting contributions Council of Management. to the improvement of However, what you will not quality of work, quality of be aware of, is just how much work life, quality of life and John is respected throughout productivity” The honour the world for his knowledge, is well deserved and a Andrew Muir, David Blanchfl ower, John Heap experience and expertise recognition for almost four in the fi eld of productivity. decades of contribution to Academy, I fully supported as with John Heap, ask him to A global player, he travels the productivity profession David’s nomination. If I may continue to keep up the good extensively in his role as at the highest level. I am also therefore, on your behalf, work. President, promoting the personally pleased because, congratulate David on Dr Andrew Muir WCPS’s message of ‘Peace as an existing Fellow of the receiving his Fellowship and, Deputy Chairman Regional News

North West An invitation The North West Region Board arranges lectures and visits to manufacturing enterprises and other institutions, and generally promotes the interests of the Institute. The Board has vacancies for additional offi cers and IMS members living in the region are invited to apply for these positions. The Board has about eight events per year, including visits and formal meetings. Board meetings are held in the Bolton area, on Saturday mornings. These positions are voluntary, but members are rewarded with interesting contacts in industry and convivial discourse with like-minded colleagues. Aspiring applicants should contact Kevan Kelly on 01257 271066 or Harry Hogg on 01942 863776. Management Services 6 Spring 2011 NEWS Regional News

Scotland

API games night API Annual The API (Association of Professional Institutes) Deliberation held its annual games night on 26 November to be postponed 2010 at the New Club, Kirkcaldy. The event, Members are asked to note which was once again organised by Bob that the API (Association Smith, IMS Scottish Region Chairman, was of Professional Institutes) well attended and a great success. Annual Deliberation to The eventual winners were Jim and Mary be presented by Dr David Dunsmore representing the Chartered Munro has had to be Management Institute. In presenting the postponed for a second trophy, Bob Smith indicated that Terry and time due to unforeseen Lynn Watt had provided the food for the circumstances. For further evening at no charge which would enable information contact Bob him to donate a record amount of monies to Smith, Scottish Region Children in Need. Chairman on 01592 758252.

theorising from process data, Academy of Management Review, 24(4): 691-710 IMS certifi cate students who were Apology National Housing Federation (2007) Home Truths. Birmingham. NHF West awarded the IMS certifi cate in 2010 Midlands Mrs Nicola Axford Apologies for not attributing Miss Nompumelelo M Mabuza Seddon, J (2003) Freedom from Mr Ged Bagnall AMS Mr Goodwill B Matsebula an article published in the Command and Control. Buckingham. winter journal. ‘An Evaluation Vanguard Press Mr Iain C Bennie Mr Steven Moody of Systems Thinking in the Seddon, J (2008) Systems Thinking in the Miss Senzukuthi Bhembe Miss Heather Moore AMS Care & Support of Older Public Sector: the Failure of the Reform Mr Colin Byers Mr Themba J Motsa People’ was written by Regime and a Manifesto for a Better Mr Jonathan Carthew Ms Gcina S Ndlangamanola Joe Marshall, Faculty of Way. Axminster: Triarchy Press Business, Computing and Tsoukas, H (2009) Craving for Generality Mrs Lomakhosi G Miss Lisa Nicholson and Small-N-Studies: A Wittgensteinian Dlamini-Vilakati Miss Tututu L Nxumalo Law, University of Derby. The Approach towards the Epistemology references to this piece were of the Particular in Organisation and Ms Dudu K Dlamini Mr Terry O’Neill also missing. Management Studies in Buchanan and Mr Goodman S Dlamini Mr Gavin Osborn Bryman (eds). The Sage Handbook Ms Hlobsile Dlamini Mr Glenn Pallan Butler, J, Scott, F and Edwards, J (2003) of Organisational Research Methods Evaluating Organisational Change: The London: Sage Publications Mrs Nompumelelo P Dlamini Mr Brian Patterson Role of Ontology and Epistemology. Weick, KE (1995) Sensemaking in Mr Samkeliso Dlamini Mrs Elaine Pattison Tamara: Journal of Critical, Postmodern Organisations Thousand Oaks, CA: Sage Mr Michael Driscoll Mr Anthony Peet AMS Organisation Science Vol. 2, 4, 55-67 Publications Deming, WE (1994) The New Economics: Yin, RK (2003) Case Study Research: Mr Julian Mark Dyson Mr Martin Perkins For Industry, Government, Education 2nd Design and Methods Thousand Oaks, Mr Sudath S Ediriarchchi Mr Martin J Rae Edition Massachusetts: MIT Press CA: Sage Publications Miss Beverley Gilkeson Mr Piyal S Sandara Langley, A (1999) Strategies for Mr John Grierson Marakkalagie Management Services Winter 2010 39 Systems Thinking Mr Richard Hanlon Mr John Sayers Systems Thinking Management Services There are a number of quantitative 38 Winter 2010 and measurable service Miss Patience N Hlophe Mrs Lungile P Shongwe improvements for customers An evaluation of systems thinking in and the organisation, linked the care & support of older people. Mr Malcolm Holmes MMS Miss Wendy K Shongwe directly to the [ST] intervention

& Walton, 1992) used in Miss Khangezile H Jele Mr Sabelo Sifundza the impact, spread and many business improvement sustainability of the service methods, but one which improvements in Care & starts with ‘check’ rather than Support for Older People from ‘plan’: ‘Getting knowledge of this time. the what and why of current Miss Laura King Mrs Hannah Slack AMS performance as a system: Systems thinking nothing is assumed other than philosophy we almost certainly don’t The particular approach to know what that performance Mr John B Knight Mrs Judith I Stoker systems thinking studied in this is.’ (Seddon 2008 p78). research emanated from an The findings from ‘check’ are investigation into the frequent presented to the organisation’s failure of change programmes stakeholders including senior (Seddon, 2003, 2008). Seddon’s managers, customers, working Mr Jonathan S Kyle AMS Mrs Matsidiso Thwala philosophy and methodology partners and those supporting is based upon the systems the system. If agreement to principles of viewing proceed is granted then the organisations and operations next phases of ‘plan’ and ‘do’ Ms Leanna Lane Mr Peter G Waller AMS as systems (with a purpose can begin. Essentially, this is always seen in terms of its a redesign of the system to customer, client or citizen), achieve its new purpose from holism, requisite variety, the customer’s perspective. emergent properties (including Plan (or redesign) is the unintended consequences) and opportunity to design a system the Toyota Production System, by those who work in the in which success relies upon system through continued achieving economies of flow experimentation and learning (not scale) and design against that removes waste, achieves demand through the whole clean flow and, importantly, system, end-to-end. Systems aids managers and staff to thinking is a way of designing, change their thinking. IMS Diploma – students who were billion, over 32,000 homes, managing and measuring homes for older people employing more than 1600 the flow of work through An evaluation framework level with a social motivation and those with specialist Golden Oldies staff. It is the largest housing the system as opposed to for ST Social housing that allows them to take a support needs. There are 175 and regeneration social used to assess the impact of measuring and managing the One of the problems Nearly four million homes wider role in improving or housing associations in the business in the region and Introduction work in functional activities. in evaluating ST is the ST on service delivery from are owned and managed by West Midlands owning and his article reports on protecting neighbourhood comprises four independent The effectiveness of the system, different and often conflicting professional social landlords confounding nature and a three year research conditions, creating mixed managing nearly a quarter of yet mutually supporting awarded the IMS Diploma in 2010 perspectives, ie customers, Seddon argues, should be number of organisational in the UK; and although the income communities and even a million homes, on behalf of businesses. project investigating measured in terms of customer variables when looking for T housing officers, managers number is significant the nearly half a million people providing general advice to One of CH’s businesses, Care the impact of system thinking purposes. cause (an ST intervention) and staff delivering the sector has become much (NHF, 2007). (ST) on service performance their tenants (for instance; & Support (Older People’s service. smaller as a proportion of and effect (organisational Mr David E Parkes MMS debt prevention). homes, care & support) in the UK housing sector. Evaluation data collected Systems thinking performance) relationships. the overall housing market. Central homes identified responsive repairs The research evaluates an during and beyond the formal Methodology Another problem has been The primary remit of the Housing associations Central Homes (CH) was and rental income as critical ST intervention in the care ST intervention period is The methodology ‘check- the paucity of robust measures social housing sector is that Housing associations in the created by a merger in 2006 for service improvement. CH and support of older people presented and the research plan-do’ is a variation of the and evaluation criteria of of helping people who could West Midlands region of the of two leading housing adopted ST as a methodology service taking place in concludes that there are plan-do-study-act/plan-do- the impact of ST and its not otherwise afford ‘decent’ UK invested nearly £34 million associations in the Midlands for improving services in one of the largest housing a number of quantitative check-act’ model (Deming housing to do so. However, between 2003 and 2008 on and is now a major social 2007 and the research tracks associations in England, using and measurable service the scope for social landlords community infrastructure business with assets of £1.1 an in-depth, real-time case improvements for customers has now expanded, with and provide nearly 50,000 study over almost three years. and the organisation, linked most functioning at a local The research proposes an directly to the intervention. evaluation framework that is Management Services NEWS Spring 2011 7

Successful collaboration between HP and Portsmouth Business School

ewlett-Packard ‘Black provoke thought, self reliance for developing competent improvement activities. Belts’ from around and self belief.” business knowledge and This approach adds value HEurope, hand-picked Hewlett-Packard, which better understanding of how to the technical content of to study for the tailored has approximately 304,000 HP as a company operates. It the course, while retaining Masters degree in Strategic employees worldwide, has also enabled me to apply the rigour and academic quality management at the identified Ray and 20 key the knowledge I have gained standards appropriate to a Portsmouth Business School, contributors from their within my working area Master’s qualification. have heralded the course a Lean Sigma community for straightaway.” “In addition, this special success. the work-based learning The MSc programme is delivery mode provides an The HP employees, programme. Each individual designed to last around efficient way to enhance the known as ‘Lean Sigma Black has taken on a specific 18 months at which point students’ knowledge and Belts’, are an elite group of business project, fundamental the students’ strategic goal capabilities in a relatively individuals trained to use to the organisation, to form should be achieved. The short timescale. Just two Lean methodology, which is the basis of their studies. individuals receive their months after the conclusion based on identifying waste The new, tailored delivery Masters qualification in of the first university-based within an organisation of the existing Masters recognition of researching study week, students were and focusing on customer qualification in Strategic global good practice relevant reporting measurable benefits needs. Half way through quality management has been to HP. to the company that could the programme, they are designed by the university in Course leader, Barbara be directly ascribed to their reporting a significant change collaboration with HP, one of Savage, said: “The course studies at Portsmouth, and in how they work within the the globe’s most recognisable team have worked closely which went well beyond that company. IT brands, to assist in meeting with HP to develop a new which had been anticipated.” Employee and student its strategic objectives way of delivering the existing Students spend two week- Ray Dodd said: “The course of enhanced customer MSc in strategic quality long sessions at the university challenges my inherent responsiveness and efficiency. management so that it and the remaining study is beliefs, attitudes, behaviours HP employee and student complements HP’s Black Belt done via distance learning and takes me well outside my Mihaela Stancu said: “The training programme and with access to e-learning comfort zone. I’m learning all course is providing me integrates effectively with the facilities and direct contact the time and the tutors really with a strong foundation students’ day to day quality with their university mentor. Management Services 8 Spring 2011 PRODUCTIVITY CONGRESS

World Productivity Congress and European Productivity Conference

A report by Dr Andrew Muir IMS Deputy Chairman and WAPS Fellow on day one of the Congress.

he 16th World jointly organised by the World IMS and current President of Productivity Congress and Confederation of Productivity the WCPS, delivered the James TEuropean Productivity Science and the European L Riggs memorial lecture. Conference was held 2-5 Association of National Supplementary to this, was November 2010 at the Maritim Productivity Centres. The host a poster programme with Pine Beach Resort-Convention organising body was MPM, the some 23 posters on display, Centre, Belek-Antalya, Turkey. National Productivity Centre of illustrating projects currently The theme for the Turkey. being undertaken on such Congress was ‘Productivity In order to give some diverse subjects as ‘Shanghai’s at the Crossroads: Creating indication of the scope of the Economic Growth and the a Socially, Economically and Congress, there were no fewer Infl uences of Its Industrial Environmentally Responsible than 150 papers presented in Labour Productivity Since World’. fi ve separate streams running the Reform and Opening-up’ The Congress was, for the in parallel over three days. In and, ‘Business to Business fi rst time, held in partnership addition, there were seven Online – The New Paradigm with the European Productivity keynote speakers and John of Productivity Growth in the Conference, and was thus Heap, a past Chairman of the Romanian Trade Area’. All in Management Services PRODUCITIVITY CONGRESS Spring 2011 9

all, a very intense three days use rational and productive for the 400 plus delegates from methods; increasing global 25 different countries, that wealth, providing wealth were in attendance. with fairer distribution at the national and international Opening of the Congress – levels, sparing resources day one for combating hunger and The President of the Republic poverty will contribute to of Turkey, His Excellency world peace. The republic Abdullah Gul’s message to the of Turkey has always been a congress was: “Today, the need supporter of such activities”. for re-evaluating the world’s His message concluded, “At economic circumstances in line the congress, the effects and with productivity principles is the results of the global crises a must. Keeping the balance will be discussed and the between the unlimited needs experiences of the countries and the limited resources about overcoming the crises will be succeeded only with will be shared, the solution collaboration of the world’s suggestions of different capacities at the international countries will be discussed and to state my contentment and level in all fi elds”. His message the crises the world is going support for the 16th World went on, “I would like to through will be examined Productivity Congress and emphasise my conviction that extensively in the framework the European Productivity instead of wasting the world’s of productivity . Conference 2010 taking place resources by neglecting to Consequently, I would like in my country”.

U.K. Methods-Time Measurement Association (2000) Ltd.

MTM Visual Inspection The association has successfully completed its first 3 day course for 8 delegates in MTM VISUAL INSPECTION for a large vehicle manufacturer. The comments made by some of the delegates where: “ For me, the course gives us a tangible predetermined timing system that we can apply to all our visual inspection processes.” “ Worthwhile and well run course that fully meets the need of our quality department” “ Ideal for quality inspection - fills the gaps that the standard UAS course leaves” “ The course was valuable for the Quality Kaizan team, much of what we do is based on Visual inspection so we will use it. For us it gives us a better understanding of, e.g. when we are performing paint checks on a panel.” The Association still provides training in each of the following techniques; MTM UAS, MTM 1 and MTM 2, both on-site at client premises, or as distance learning for individuals wishing to further their manufacturing knowledge, an email to the address shown will generate an immediate response. Any person previously trained in any of these techniques who is not currently a member of the Association is invited to join us in delivering the best work measurement solutions ever devised. Persons trained in MTM1 are especially welcome to further develop their skills to become Instructors in any, or all, of the current IMD standards. For more information please contact us. [email protected] ukmtm.co.uk Management Services 10 Spring 2011 PRODUCTIVITY CONGRESS

High unemployment, unsolved problems in financial systems, ongoing uncertainties regarding exit strategies from accommodative fiscal and monetary policies and households unwilling to borrow more in economies that suffer asset price busts, suggest that it will take a long time for the global economy to completely recover

Keynote speaker – Ms. from accommodative fiscal and long-term. Her company Guler Sabanci – Chairman and monetary policies and had gained competitive and Managing Director of households unwilling to advantage by managing Sabanci Holding, Turkey. borrow more in economies these targets proactively and Guler Sabanci is among the that suffer asset price busts, customising its reporting 10 most powerful women in suggest that it will take a long systems. From 2010, she said global business, indeed Fortune time for the global economy Sabanci Holding will integrate magazine ranked Ms Sabanci to completely recover and the sustainability into its corporate as number seven in its annual recovery is going to be slow. culture in order to ensure ‘50 Most Powerful Woman She went on to say, that that the concept gains priority in Business’ list. She oversees the global shock caused a throughout the company. more than 30 group companies deep recession in Turkey and At the end of her in Turkey, which generated the economy had contracted presentation, Ms Sabanci was total revenues of $12.2 billion by 8.4%. However, she thanked by Professor Thomas in 2009. She has focused the emphasised, Turkey did not Tuttle, Member of the WCPS group on core businesses like require economic assistance Board, and presented with cement, energy and retail. She from the IMF nor aid to its a Fellowship of the World has also launched a transition capital banking sector. Indeed, Academy of Productivity into low carbon emission Turkey has succeeded in being Science. projects, with the company’s among the few countries cement group investing whose credit ratings were Keynote Speaker – Mr significantly in the production raised this year by international Durmus Yilmaz – President of electricity from waste gas – a credit rating agencies. of the Central Bank of first for Turkey. She highlighted the fact that Turkey. Her presentation Germany was recovering better An economist, educated at concentrated on the impact from the recession than other the City University London, Mr of the global recession and developed countries which Yilmaz is Turkey’s equivalent to the economic slow down she said was due to the whole our own Mervyn King. that continued during 2009. country working together to His presentation Globally, she said, wide-ranging resolve their problems. Lessons concentrated on the global public intervention applied could be learned from this. crisis which he said first started nearly everywhere to support In concluding her in the developed countries. demand and lower uncertainty presentation, she placed 2008/9 saw the crisis spread and systematic risk in financial emphasis on one of the key throughout the entire global markets. As a result, the world themes of the conference system and central banks were economies have emerged ‘sustainability’. She said that urged to take measures to from the deepest recession sustainability had become limit the damage caused on of recent history and the an important concept for growth, employment and the recovery process has begun. everyone. After Kyoto, Turkey financial system. He went on However, rising physical deficits made commitments on to say that experience gained and high unemployment, carbon emissions; industrial from domestic crises in the past unsolved problems in financial and energy sectors will be meant that the Central Bank systems, ongoing uncertainties permanently affected by the of Turkey was able to make regarding exit strategies targets set both in the medium prompt and effective decisions, Management Services PRODUCTIVITY CONGRESS Spring 2011 11

thus minimising the adverse and cited several examples, impact of the global crisis. As a one of which was IKEA where result, Turkey, like many other short meetings are held in emerging economies, which the workplace where all were once associated with stakeholders get together to significant risk, showed more discuss issues and the resultant resilience than expected during changes are implemented the crisis and this had changed within a few days. Quick and risk perceptions. Turkey is now effective. the 16th largest economy in In comparing technical the world. innovation with non- Mr Yilmaz said that technical he said studies sustainability of productivity had shown that technical growth will be a key factor for innovation represented 25% all countries in the future, as of all innovation compared will be ‘green’ technologies. to non-technical innovation Turkey is dependent on others representing 75%. for energy, therefore the In concluding his development of wind, water presentation Professor Pot and solar generated power will re-emphasised the importance be essential. of utilising the skills of the In concluding his workforce which he said presentation, he said that was critical for workplace currency has a significant innovation. impact on all economic factors In the afternoon of day one, and a strong banking sector I chose to attend a series of was essential in a world market presentations on Productivity where financial systems were in Sports. Principally, because so interdependent. Finally, he I was intrigued and interested wished everyone an enjoyable to find out just how the subject and productive congress. had been approached.

Keynote speaker – Prof Session 1 – The effect Frank D Pot – Professor of of sponsorship relations Radbout University, the of sports federations Netherlands. and the level of Frank D Pot is Professor of institutional sufficiency on Social Innovation. Social productivity. innovation is complementary The basis of this presentation to technological innovation. It was the result of research into covers dynamic management/ the effects of sponsorship on absorptive capacity, working the efficient running of sports smarter, flexible work federations. The research took organisation, developing the form of a 38 question talents, new employment questionnaire/survey and was relationship. Its objectives are directed at the president, a better quality of work and secretary general and ace a better performance of the presidents of the federations. organisation. The results of the research Professor Pot’s presentation have shown that the efficiency concentrated on workplace of sports services will increase innovation which he said was if the institutional levels of critical for productivity gains. the sports federation increase. We need to produce 50% more All streams of income are with 50% less people/resources being researched including: and the way to achieve this merchandising, product is through innovation. It is licencing, franchising, fan essential that we utilise the cards, stadium marketing, skills of the workforce and etc in order to improve other stakeholders he said, the product/experience for Management Services 12 Spring 2011 PRODUCTIVITY CONGRESS the spectator. Interestingly club in order to exploit royalty enough, we were advised that potential, promote licenced the most successful sports club products, increase the value in in Turkey, in commercial terms, copyright auctions, improve is Fenerbahce – the range of the utilisation of stadiums, etc. sports covered by the club The research has also shown include: football, basketball, that there is a need for each volleyball, boxing, swimming, club to be able to ‘grow their table tennis, rowing, athletics own people’ through better etc. youth development systems. Clubs can no longer afford Session 2 – the high transfer fees for star relationship of the players. controlled activity and As I stated earlier, I was institutional productivity intrigued by the heading at sports services ‘Productivity in Sport’ and The basis of this presentation was interested to hear about was research that had been the outcome of the research. carried out on the relationship My general conclusion, is that between controlled activity sport is no different from (inspections) and institutional any other business; it’s about productivity (efficiency). Some increasing revenues, reducing 373 sports managers took part costs and improving resource in a 45 question questionnaire/ utilisation. survey. Day one of the congress The results of the research concluded with a cocktail has shown that the efficiency party, an ideal opportunity for of the sports services will networking and meeting old increase as the inspection friends, an integral part of the activities increase. Further whole event. research is being done to Dr Andrew Muir establish the ideal inspection regime required to achieve A report on day two of the optimum productivity. congress will be published in the next edition of Session 3 – financial Management Services. productivity of sports clubs The basis of this presentation was the outcomes of research aimed at evaluating solutions for the financial problems of clubs and how to increase each club’s productivity. Of particular concern, was the continuing failure by the Football Federation to fulfil the financial criteria set by UEFA and the potential consequences of this. The research consisted of ‘in-depth’ interviews and a 26 question questionnaire. Results showed that there was general agreement that the state could not provide enough money to sustain clubs, therefore sponsorship was essential. There is a need for marketing expertise at every Productivity Flower Management Services PRODUCTIVITY CONGRESS Spring 2011 13 People driven productivity lean for small businesses

Lean as structured method to improve s low-wage economies very important within the are growing rapidly, EU economic structure. productivity has earned its undisputed AEU manufacturers In a recent annual SME place during the last 10 years. The are under increasing pressure report commissioned by combination of a people-oriented to be more innovative and the European Commission, philosophy, combined with simple flexible. Lean manufacturing is (Audretsch et aI, 2009) a proven method of increasing the importance of SMEs is but effective methods, has led to productivity. While large evidenced: 99% of Europe’s considerable improvements in almost all companies seem to have non-financial companies are industry sectors. However it becomes embraced manufacturing SMEs, accounting for 67% increasingly clear that introducing philosophies such as Lean and of employment. As (Antony Six Sigma, empirical evidence et aI, 2005) rightfully state, Lean requires knowledge and efforts suggests this is not the case SMEs also act as suppliers that are outside the possibilities of for SMEs as reported by to larger organisations and small businesses. The paper reports on (Shah & Ward, 2003): ‘despite thus achieve a ‘footprint’ the preliminary results of a concerted organisational inertia effects, that is even larger than these large firms are more likely to numbers suggest. While SMEs research effort towards an effective implement lean practices than are shown to have a lower method to introduce Lean in small their smaller counterparts’. labour productivity and lower production enterprises (SMEs). (Von Axelson, 2009) adds profitability than their large that Lean knowledge is counterparts (Van Volsem mainly tied up in large & Van Landeghem, 2009), manufacturers they are acknowledged as and has not widely essential for economic spread among SMEs. growth, innovation SMEs, ie companies and knowledge with less than 250 transfer. employees, are Trying to however understand Management Services 14 Spring 2011 PRODUCTIVITY CONGRESS

the difficulties SMEs have finds Finance and Skills/ partner region. 24 SMEs are The main goal in implementing Lean, we Expertise to be two of the actively testing the method. could start by studying critical success factors. So the Knowledge networks are an of the method what diversifies them from challenge is to find a method adequate way to introduce their large counterparts that exploits the strengths of Lean principles in SMEs, as is to instil a (Von Axelson, 2007): SMEs, while avoiding their backed by Swedish empirical Resources, Management and limitations. research in (Von Axelson, sustained Organisation. SMEs have clearly 2009). The challenge however less resources, both in time and Project ERIP: European is that both the network improvement money. Their management style Regions for Innovative itself as the transferred tends to be short-term oriented Productivity knowledge and improvements drive among (Antony et aI, 2005) without The strategic importance in the individual companies much strategic alignment of SMEs and their limited need to be sustainable. A the workforce and performance follow-up ability to attract knowledge performance pattern that (Smart et aI, 2004). However to boost labour productivity typically emerges in SMEs the management team is and competitiveness have implementing Lean techniques usually small and centralised, incited the EC to support is initially encouraging multi disciplinary ‘hands-on’, the European Regions for results, but a later fall back informal and people oriented Innovative Productivity (typically within two years (Ghobadian et aI, 1996). Each (ERIP) project through the after implementation start – of these last elements seems ‘Interreg North Sea Region’ scenario Band C in Figure 1). to be rather beneficial for programme. The project Sustainability in improvement a Lean programme to be is a partnership between for an SME means continuing implemented. Good top- local government (regional the improvement effort management leadership development agencies), (Bateman & David, 2002) be has higher leverage in small knowledge institutions and it with or without external companies and is the major private companies, from support (A in Figure 1). critical success factor for Lean in six regions within England, an SME (Achanga et aI, 2006). Belgium, The Netherlands, The framework of the From the above reasoning Germany, Sweden and lean change methodology one could conclude that Norway. The Lean change methodology SMEs offer a more suitable The project wants as tested in the ERIP project environment for successful to facilitate Lean has been based on the Lean implementation. implementations in SMEs experience in the different However, limited resources by testing a ‘Lean change participating regions, most (skills, labour time and methodology’ adapted to notably the MAS-NEPA financial resources) cause small companies, and by method in England (Herron major implementation setting up a knowledge & Braiden, 2006), which has difficulties (Antony et aI, network – the so called already helped more than 150 2005). In practice this is the ‘Innovative Productivity companies achieve sustainable limiting factor for an SME’s Centres’ – that actively productivity improvement. Lean implementation efforts, provides support, training and However, none of the while (Achanga et aI, 2006) knowledge exchange in each experiences was within small companies. The ERIP method Figure 1. Sustainable improvement scenarios (Bateman 2000) Improvement therefore can be considered as a stripped down version, maximising effect from A minimal theoretical effort. This is backed by (Mulhaney et al, ca. 20% 2004): companies struggle to appreciate how to implement B solutions, not which to implement. The methodology consists of a stepwise approach in four phases: C initiation, improvement cycles, KPI introduction and 1 year 2 year management consolidation. Management Services PRODUCTIVITY CONGRESS Spring 2011 15

Initiation short notice and by the team It is of crucial importance to members themselves. Due to their size most SMEs have start off on the right foot: typically SMEs have already Local area improvement a flat organisation, simplifying been through several attempts cycles at structural improvement The main goal of the method the introduction of these review and expectations are is to instil a sustained normally very limited towards improvement drive among the cycles. The review exposes SME the new method. First workforce. This is initiated by management is required to a brainstorming session among management to the improvement sign a formal agreement, the workers, in which they stating the requirements and can identify any problem they cycles and their beneficial effect, engagements expected from face in their daily jobs. Each them. By signing such an problem is noted down on a which will engender support agreement, top management yellow post-it and categorised clearly demonstrates their on a board. Such a session lasts among management for those commitment. Initial visits are typically for 1.5 hours, yielding very essential to build mutual on average three problems per actions that need investments trust; (Von Axelson, 2009) participant. This session has shows this is essential in an proven to be a very effective or encouragement efficient knowledge network. kick-off event, beating any Because SMEs generally theoretical explanations. have a limited management Experience has shown that it structure, the change agent(s) eliminates issues which would that will drive the continuous otherwise hinder progress in improvement efforts are the improvement cycle. identified beforehand. It creates a sense of trust, A general diagnostic is ownership and involvement undertaken to describe the in operators which see some operations and to document of their (sometimes already the chosen focus area. timely) daily irritations An introductory training and problems solved. to Lean is mandatory for the With these problems, the management team, in which workers can start engaging they are clearly informed in improvement actions, about the work force led following the well-known continuous improvement PDCA (Plan-Do-Check-Act) cycles that will be started, method proposed by (Deming, Figure 2. Problem solving Fishbone diagram of SME 1 which they will have to 1982). Progress is tracked support and foster. Then a showcase event is scheduled in which one specific area is analysed, problems identified, and improvement actions formulated and planned. This event is run by an external expert, who guides a team from the SME through the different steps of the method in a limited time frame (typically one week). In the ERIP project the event was held in one of the SMEs, while employees from the others were present. The showcase makes the method very tangible, and proves that results can be obtained on Management Services 16 Spring 2011 PRODUCTIVITY CONGRESS

visually on wall-mounted limited to ‘QCDI’: quality, or more of these companies, checklists, listing problems, cost, delivery and inventory. that receive regular visits from corrective actions and target Every month the results the SME’s operator teams and dates. As needed for the are reviewed, and regular also explain some of their improvement actions, short comparisons are made with training methods. Not only information sessions are peer companies participating does this show good practice, held introducing specific in the project across regions. it gives the SMEs one more Lean Tools. As the project This peer comparison serves as opportunity to meet, discuss progresses, some companies a reinforcement to keep the and exchange experience might move on from strictly momentum. If an SME is doing with both peers and the local initiatives (5S, standard extremely well, it will motivate exemplar company. It has work, visual management) to them. If an SME is lagging, been very clear in our recent value stream-wide workshops then seeing that other SMEs empirical experience that the to improve flow, planning achieve better results will ‘peer group’ effect within the and production control, for reinvigorate them by showing national and transnational example. A fixed minimal set that improvement goals are SME clusters is very important; of ‘before, during, and after’ attainable. at informal discussion measurements are decided opportunities after common upon for research purposes, Management trainings, very vivid discussions but also for sustaining consolidation and experience exchange take momentum in each company. Obtaining sustainability is place. While SMEs are clearly the most difficult part The management review Introducing KPI’s of the method, as argued installs a regular cycle of short, shown to have Once one or two areas are in the introduction. It is action-oriented meetings engaged (typically after a pursued along two action around the visual tools, linking a lower labour three to six month period), the lines: the local exemplar and the work force to their line first local measurements are the management review. The supervision, and the line productivity gathered. These indicators are exemplar is a (large) company supervision to management. then linked to some general that has reached excellence Due to their size most SMEs and lower Key Performance Indicators. in Lean. Each region has have a flat organisation, The KPI’s are purposely enlisted the support of one simplifying the introduction of profitability than their large counterparts (Van Volsem & Van Landeghem, 2009), they are acknowledged as essential for economic growth, innovation and knowledge transfer Management Services PRODUCTIVITY CONGRESS Spring 2011 17

these review cycles. The review have solid bottom line results: exposes SME management to productivity improvements SMEs offer a more suitable the improvement cycles and up to 32% (figure 4), quality their beneficial effect, which improvements of 50% saving environment for successful Lean will engender support among considerable costs in testing management for those actions (figure 3), aso. The SMEs that implementation. However, limited that need investments or lag behind will be remedied encouragement. by hosting a showcase event in resources (skills, labour time and their location. It seems to be Results an important trigger for both financial resources) cause major The ERIP project has been employee involvement and running for a year now, management commitment. implementation difficulties and the first results are Most SMEs are now entering encouraging. Five of the seven phase Ill. ERIP SMEs have successfully executed improvement The manner in which the cycles in at least two areas workforce has responded to of activity, engaging their the appeal for improvement workforces in a manner that initiative has been they never have experienced overwhelmingly positive. It before. Some of them already proves that ‘people are not

Figure 3: Quality Improvement at SME 1 (% scrap)

Larger version available upon request to the editor

Figure 4. Productivity Improvement at SME 2 (Time per part)

00:23:02 00:20:10 00:17:17 00:14:24 00:11:31 00:08:38 32% Improvement 00:05:46

Production Time per Part Production 00:02:53 00:00:00: 5-jan 1-jun 2-feb 9-feb 6-apr 2-mrt 9-mrt 4-mei 12-jan 19-jan 26-jan 16-feb 23-feb 13-apr 20-apr 27-apr 16-mrt 23-mrt 30-mrt 11-mei 18-mei 25-mei Management Services 18 Spring 2011 PRODUCTIVITY CONGRESS

against change, they are productivity improvement in manufacturing companies’, in against being changed’. It has International Journal of Production also shown that the carefully Economics, 104 (1): 143-153. Mulhaney, A, Sheehan, J, Hughes, l chosen steps of the method (2004). ‘Using IS09000 to drive continual do work, and that productivity improvement in a SME (Case study)’ in improvements can be initiated The TOM Magazine , 16 (5): 325-330. Shah, R, Ward, PT (2003). ‘Lean with limited time and Manufacturing: context, practice resources and almost no cost. bundles, and performance’ in Journal of Operations Management, 21: 129-149. The results of this research Smart, PA, Maull, RS, Childe, SJ, & will be published in an easy to Radnor, ZJ (2004). ‘Capitalizing on thematic initiatives: a framework for read book, that will serve as a process-based change in SMEs’, in manual for SME’s. Production Planning & Control, 15 (1): Acknowledgement – this 2-12. Van Volsem, S & Van Landeghem, H research is sponsored by the (2009). Using data envelopment analysis European Interreg Secretariat to benchmark logistic performance in Belgian manufacturing companies. (North-Sea region), the In: 39th International Conference on Flemish Government and the Computers & Industrial Engineering (CIE39), Troyes, France, 431-436. Flanders’s Science Foundation Von Axelson, J (2007). ‘On The (IWT). Development of production methods for transfer to small to medium-sized enterprises’ (Unpublished doctoral References dissertation), Royal Institute of Achanga, P, Shehab, E, Roy, R, Nelder, Technology, Stockholm, Sweden. G (2006). ‘Critical success factors for Von Axelson, J (2009). ‘Developing Lean Lean implementation within SMEs’, in Production implementation methodology Journal of Manufacturing Technology for SME learning networks’ in EurOMA Management , 17 (4): 460-471. 2009 Conference Proceedings, Antony, l, Kumar, M, Madu, CN (2005). Goteborg, Sweden. ‘Six sigma in small- and medium-sized UK manufacturing enterprises’, in International Journal of Quality and By Hendrik Van Reliability Management, 22 (8): 860-874. Landeghem, Audretsch, D, van der Horst, R, Kwaak, T, Thurik, R (2009). ‘First Section of the Professor Industrial Annual Report on EU Small and Medium- Management, Fellow sized Enterprises’, URL: htfp:/lec. World Confederation europa.eulenterpriselpolicieslsmelfacts- of Productivity Science figuresanalysislperformance- reviewlindex_en.htm. Ghent University, Bateman, N, David A (2002) ‘Process Belgium and Joris April, improvement programmes: a model for Researcher, Ghent assessing sustainability’, in International Journal of Operations & Production University, Belgium. Management, 22 (5): 515-526. Deming, WE (1982). Out of the Crisis, MIT Center for Advanced Engineering Study, Cambridge, MA, ISBN: 0-91-137901-0. Ghobadian, A, Gallear, D (1996). ‘Total Quality Management in SMEs’, in International Journal of Management Science, 24 (1): 83-106. Herron, C; Braiden, PM (2006). ‘A methodology for developing sustainable quantifiable Engineers Without Borders

Engineers Without Borders-UK is an international development organisation that removes barriers to development through engineering. Our programmes provide opportunities for young people to learn about technology's role in tackling poverty.

We are always on the look out for new volunteers, so to get involved or make a donation please visit out donations page at http://www.ewb-uk.org

EWB A4 Ad.indd 1 03/03/2011 10:17 Management Services 20 Spring 2011 LEAN Office skills Lean and continuous Improvement in the office by Mike Keen and Carl Evans.

n recent years, The need for lean in manufacturing units the office Ihave sought to embrace Despite extensive use of principles of continuous technology in most offices, improvement (Kaizen) and and typically, standardisation reduce waste in production of forms and reports, some processes. Moreover, the organisations struggle to concept of ‘Lean’ has tended accurately communicate key to concentrate on supply chain ideas, administrative teams and logistics to form a more continue to make the same cohesive customer-supplier order processing mistakes and relationship that centres on service to customers remains end-to-end improvements unsatisfactory. Many problems (Hill, 2008). in administrative functions However, if the organisation stem from an inability to fix is viewed holistically, then failing elementary processes. those same principles should This can be exasperated by be applied to the office administrative managers environment, potentially ignoring the more mundane cutting waste by up to operations in order to be 80% (The Manufacturing involved in larger, higher Institute, 2008). Here, profile projects. However, significant improvements in the introduction of a new the performance of the office computer system for example, can be made by removing will not move the organisation bottlenecks, reducing costs, to an administrative nirvana if eliminating errors and thereby the underlying administrative offering a more efficient processes are not universally service to customers (Chaneski, understood, sporadically 2005a). More importantly, as followed, or not aligned Lareau (2003) notes, the office with the needs of other can provide an organisation stakeholders. with a source of competitive Consequently, launching a advantage by improving programme of ‘Lean in the administrative processes. office’ can bring opportunity for resolving these types Management Services LEAN Spring 2011 21

of problems. Chaneski that Lean is not a process of (2005b) cites numerous case cutting resources, but actually examples of companies that a means of increasing capacity have identified potential for through seeking incremental streamlining office activities, improvements in operations. especially where employees It is this incremental approach are wasting time searching that differentiates lean from for documents that had six sigma, which according to previously been taken for Gregory (2008), focuses on action, resulting in customers larger scale initiatives. not being called-back in appropriate time-frames. Developing a lean In a busy sales oriented approach for the office environment where speed of Launching a Lean in the office response is of the essence, programme can be quickly a delay in contacting the initiated by conducting customer can rapidly lead to a waste audit. Here, the loss of business. key is to get everyone to challenge whether the tasks What is Lean they do actually add-value While Lean is a concept to the customer (internal or that is embodied in other external). In particular, staff management initiatives such are looking for: as TQM and JIT, Slack et al • Documents that have been (2010) recognises that Lean misplaced demands a strategic approach • Unclear , ambiguous or in seeking to eliminate waste missing information in all operations. Lean is • Unnecessary walking therefore more than a move (movement) or searching toward seeking to reduce for information and costs, but a strategic approach equipment to create an operation that • Processes that compete is fast, reliable and capable with each other or are of producing goods and ‘misaligned’ with other services that are of high functions quality and thus yield a source • Staf f adopting ‘off-line’ of competitive advantage. or ‘bespoke’ processes Similarly, Paluch (2008) warns and systems, instead of

Lean is therefore more than a move toward seeking to reduce costs, but a strategic approach to create an operation that is fast, reliable and capable of producing goods and services that are of high quality, and thus yield a source of competitive advantage Management Services 22 Spring 2011 LEAN

following established together is ‘short-interval procedures. coaching’, where words • Staff double checking work of encouragement, congratulations on successes The waste audit gives a and guidance/support where useful starting ‘kick-start’ for improvement initiatives are the programme. However, stalling are all important. this needs to be supported Industry Week (2008) by a more robust structure, recognises that leadership especially to ensure that and a clear demonstration of everyone is ‘on-board’ with commitment to the lean office the lean programme (Tiplady, are vital. 2010): The implementation of Set up the Lean team – Lean in the office means that which will be a steering day-to-day process drift is no group, comprising the longer tolerated as the norm administrative manager and by staff. In addition, waste administrative staff, with the is removed and replaced remit to lead, and initiate by structure, discipline the implementation efforts, and ownership to ensure and subsequently coach and sustainable improvements mentor further improvement over the long term, and as teams. McKellen (2005) notes, lean Mobilise continuous in the office offers significant improvement groups. These benefits to the business as a will be charged with the whole. responsibility to deliver the improvements. Here, specific targets, activities and References deliverables, all linked in with Chaneski, WS (2008a) Lean in the Office – Identifying Waste, Modern Machine the broad business objectives Shop, Vol. 78, Iss.4 should be established. These Chaneski, WS (2008b) Stories from the Lean Office, Modern Machine Shop, groups keep the steering Vol.78, Iss.7 group informed about Dixon, DR (2008) Kinda, Sorta, Lean…So What Comes Next? IMPO, progress, noting in particular, September, p.56 wins and successes. Hill, S (2008) Forging a Lean Supply Develop Lean ‘champions’. Chain, Manufacturing Technology, March, p.48 Provide appropriate training Industry Week (2008) Path to the Lean and support for individuals to Enterprise: The Continuous Improvement Office, Industry Week, July, p.56 enable the momentum of the Lareau, W. (2003) Office Kaizen: initiative to be carried forward Transforming Office operations into a Strategic Competitive Advantage, and provide new impetus. Milwaukee, ASQ There are numerous tools McKellen, C (2005) The Lean Office, and techniques that support Metal Working Production, September, p.12 the initiative, identifying The Manufacturing Institute (2008) in particular, improvement Extending Lean to the Office Could Cut 80% of Waste, Works Management, opportunities. These typically November, p.19 include: 5S methodology, Tiplady, B (2010) Running a Lean Office, Manager: The British Journal of value stream mapping, and Administrative Management, Autumn, visual charts. Moreover, Dixon pp. 22-23 (2008) advocates the use of Lean Maturity Models, which About the Authors provide a more comprehensive Mike Keen is supply chain manager, EMEA & assessment of progress of India at Cooper Bussman, Leics. improvement. Carl Evans is a senior lecturer in the Business However, the ‘glue’ that School at the University of Worcester. holds the various components Management Services CHANGE Spring 2011 23 Change Mastery The Persuasion Paradigm Success as a change agent of any description is based on your ability to influence others. Using authority and rank is a poor tool for persuading others and based purely on sanction. Here, Phil Atkinson highlights the need for professionals such as accountants, IT professionals, project managers, consultants, quality and manufacturing engineers, auditors, governance and risk consultants to commit to practice to complement their technical skills with behavioural and political mastery which includes using motivation, persuasion, influence and negotiation to win their case.

hange skills start with their effectiveness is achieved working with people, not by just demonstrating this Cunderstanding their facility, but the behaviours motivations and engaging and and skills that support influencing them to look at them. Let me provide some things differently. I think we examples. can all see the importance of this in the context of moving Telecoms and technical big macro corporate change wizards programmes forward, as well We have all met the technical as on the micro level with geek who is great at doing personal development. their job in isolation, but Most of us enable change when required to interact to take place, not through with team members, the use of authority and customers and others, their being assertive, but relying on degree of interpersonal the ‘meta’ skills of influence competence erodes their and persuasion. If we have confidence. Have you ever to rely on our job titles or met engineers, accountants, being of senior rank then that lawyers, professional service is a shame. As is too likely advisors, IT specialists, the case, often only a small actuaries, risk managers and percentage of any workforce others who would benefit have received training in from such training? this ‘soft skills’ arena, and You know the impact that yet it’s an area where rapid this can have on performance learning is experienced which is enormous – especially does have a major impact on if the account manager personal effectiveness. starts losing customers, I find it amazing that we get the insurance agent the balance between technical loses the contract, the and soft skills training all engineer alienates wrong. Staff are trained to the single source develop their technical skills preferred supplier in their core competence but or the technician the execution of their role and notices that his Management Services 24 Spring 2011 CHANGE

Staff are trained to develop their technical skills in their core competence, but the execution of their role and their effectiveness is achieved not by just demonstrating this facility, but the behaviours and skills that support them clients are migrating to other developed his very own ‘death it can be learned easily. Early suppliers and providers. by PowerPoint’ that would do on in our workshops we deal It’s not about manipulation, him no favours. with the issue of confidence but getting a win-win for all He asked me what I thought. and self esteem. You see, it is parties. My view is that PowerPoint all geared around identifying If the average employer is only a tool to direct the issues and the presence of self committed to developing attention of the audience to limiting beliefs. I am told we superior development in the presenter. PowerPoint are born into this life with two behavioural mastery they should be composed of fears – the fear of falling and could hugely impact their prompts or illustrations the fear of loud noises – yet we results for the better. The designed to focus the attention go through life picking fears average advisory organisation of the audiences to the next up all the time. has below par sales staff dynamic point delivered by the interacting with the customer. presenter. Effective PowerPoint Be vigilant: question your Developing techniques to reinforces the power of the self limits constantly move a client towards a presenter – it should never Most of our beliefs have been win-win is ecological for distract or bore the audience. created by others and what both parties. Using guile As you can guess, the they say to us at an early or pushiness is for short accountant devoted all his time age. We know, for instance, term gain only, with buyer to the slide show and none that most empowering and remorse the winner, you with to rehearsal. The first time he limiting beliefs are firmly in depleted clients and a lousy stood up to present was his place by the time we are 6, reputation. As soon as you very first live rehearsal and it 7 or 8. Please pay attention start to push the other person was obvious! to the following. In terms of into a position you are moving Mastery in any skill is our brain evolution we do not towards win-lose – with you based on the simple use of have the cognitive ability to the loser. repetition and rehearsal, and judge whether these beliefs it’s no different with talking are right, just and accurate It’s not soft skills – it’s formally (or otherwise) to about us at this age. Only at a hard skills people. You’d never improve later age would we have this Although people refer to your golf swing by watching ability. We have not developed such development as ‘soft PowerPoint, so how are the critical faculty at 6, 7 or skills’ – the term is really a non you going to give people 8. We develop our critical starter because many people confidence in your business cognitive functions at 8, 9, 10 find these skills are difficult skills if you never get up there and 11. So tell me, how can to establish and most fail to and rehearse? we judge whether a negative understand what they need to belief about ‘self’ is accurate do to rehearse these skills until Confidence is an if we don’t possess the critical they have acquired mastery. emotional state not a processing power to evaluate Only recently an accountant journey whether it is fair or not? friend told me about a Confidence and self esteem are In honesty, we are pretty presentation he had to give not journeys which you embark much programmed by to the management team in upon and then arrive at some paternal authority figures a large Insurance business. time in the future. They are around us and this includes He was clearly uncomfortable emotional states that can be parents, grandparents, about it and realised he accessed anytime by anyone – teachers, ministers and other needed to practise, so he you just have to know how and care givers. At that age you SG0012 - A4 Management services ad_final.pdf 1 15/10/2010 09:54

C

M

Y

CM

MY

CY

CMY

K Management Services 26 Spring 2011 CHANGE

don’t have to ability to judge whether a statement about your behaviour is accurate, fair or justifi ed. In our workshop sessions we say belief is a matter of choice – that is once you can be consciously aware of it and question its validity. Someone may say something to you “You are not good enough” or “You are like me, I was never good at school”. These are statements directed to you, fairly or unfairly, which you cannot challenge because this critical rational ability was probably not in place. Our commitment is we think it’s a good idea to challenge these negative beliefs at the beginning of the workshop sessions rather than tackling them on at the end. It is central to development and self esteem.

Confi dence is a big issue in business performance: case examples We designed workshops on interpersonal infl uence and presentation skills for groups of internal auditors within a UK telecom giant. The reasoning behind this was a realisation that, although the auditors were highly skilled in their technical within three years all 240 year period to improve improvement. We combine areas of budgetary control, staff and others had attended their change management this with especially designed risk assessment, process and used the strategies and skills to ensure they had role plays and exercise which improvement, fi nance and methodologies daily in their complementary skills to deal are focused entirely on real computer audit, they did not audit work. with challenging operations business in the organisation. have the capacity to create a The results achieved were and plant managers all over No synthetic role plays or great enough change in their signifi cant and the confi dence the world. Working with hypothetical scenarios. Every clients within the business. and assertive nature of the fi nancial services companies activity must refl ect the internal audit division was it is relatively easy to take challenges and issues that Sabotaging improvement signifi cantly enhanced. This their accounts, IT, audit they face everyday and which Instances of line managers was later extended to other and risk and governance, will challenge their role in the deliberately confusing and parts of the Telecom’s business internal consultants and future. Those designing the defl ecting the enquiries of including inventory control project managers up the materials and process must their internal audit function and, later, purchasing. same learning curve and be a blend of operational led to a very poor acceptance We have designed and complement their skill base. managers from the business rate of fi ndings and reports, run similar programmes in and a listening behavioural and even poorer installation America, Canada and Europe Content and process of consultant with the credibility of the required controls. We for engineering companies. soft skills to deliver. This is to be treated designed and installed an We worked with many Interaction, practice and as a premier league process. interpersonal skills programme hundreds of manufacturing rehearsal are fundamental to After all, this is about leading to address these issues and engineers over a seven any process for interpersonal change! Management Services CHANGE Spring 2011 27

Leadership & also on a bad day?” Refl ect on Interpersonal Infl uence this. Just by focusing on how Without leadership there is no we interact with others we can change. The best in persuasive get a grasp of the conscious techniques, negotiation, and unconscious triggers infl uence strategies and and behaviours we send out. psychometrics are central We also can then identify to this process. It is a cycle whether we are moving of learn, rehearse, practice, further towards developing refl ect. It will come as no a real team around us, or surprise that those who drive just winning acceptance and change probably project much conformity because of our more of a ‘transformational’ authority. style than their less visible ‘transactional’ types who Boss watching prefer to focus on short-term Remember, everyone is a managerial and administrative boss watcher. If you are in a style. We believe that those position of authority, people who are transformational will be looking for your verbal in nature probably are and non verbal cues and quite independent and will triggers – so it might be a challenge the status quo and good idea to understand what look for new ways of working. sort of behaviours you send Personal traits are defi nitely out to the world. We all have instrumental in shaping good days and bad days, but change projects. A slow its better to deliberately invest moving mechanical style that in new behaviours and that focuses on analysing and means ‘enabling your team to measuring everything never act’. Through extensive L&D achieves a great deal and even you can harvest big and long if they do, they do so in spite lasting results. of failing to provide a lead to In our workshops we use a their team. variety of models for refl ecting We utilise personality on our styles and how we profi les to examine the variety impact others. I prefer a of styles that can be successful Jungian profi le not dissimilar in bringing about change. Our to Myers Briggs – we use them particular model is based on interchangeably and from the the active transformational various types we distil these style of manager who spends down to four ‘pure types’ a great deal of her or his time regulator, visionary, facilitator challenging the way things are and analyst. By understanding done. There is always a better how to deal with them, one way or a cheaper way or is much more confi dent and simply another way to reduce can practise new behaviours. cycle times and unnecessary Managers have a much better inspection and micro grasp of things if they can management. Transformers focus on broad ‘types’ rather have something about their than trying to follow every personality that inspires and nuance of specifi c types. Our enthuse people to greater development is focused on With practice one can swiftly achievements. how people move through different ‘personality stances’ identify the objections that others Take a look in the mirror depending on the prevailing In our development challenges and pressures have to your proposals in advance workshops we focus on ‘mirror during their day. We argue gazing’, that is asking oneself strongly that no one type is of them raising them “what is it like to receive my perfect or ideal, but being behaviour on a good day and able to be fl exible and adapt Management Services 28 Spring 2011 CHANGE

to the circumstances is the ‘yes’ frame Summary: Until behaviour Being able to key to infl uencing others. • Building rapport with changes, nothing changes With practice one can swiftly your sponsors and those Organisations can devote be fl exible and identify the objections that who don’t like the change resource to methodologies others have to your proposals • Understanding resistance to bring about change adapt to the in advance of their raising to change and turning it but the real changes them. to acceptance start to take place when circumstances • Utilising benefi ts and organisations develop their Typical content of features to a win-win internal capability to drive is the key to workshops advantage improvement. This comes • Your personal authenticity • Utilising seven assertive about by seriously tackling the infl uencing and developing a win-win techniques to make your soft skill shortage experienced, attitude at all times point and the unwillingness to lead others • Understanding the process • Practising listening skills and challenge the way things of infl uence and setting a • Focusing on the gentle are done. use of power and Organisations require more infl uence of their technical experts to • Becoming a confi dent consolidate their technical negotiator and using and functional mastery, and higher authority build an arsenal of tools • Dealing with giving bad and techniques around news them to lead to signifi cant • De-escalation of confl ict – behavioural change and bringing things back from organisational improvement the edge for the new business models • Quickly respond using we must grasp in all sectors. solution-based questioning Focus needs to be on • Using conversational designing the process psychometrics and Jungian around the current and analysis of personality future challenges, and be • Handling personality tailored specifi cally to the objections organisation. Progress should • Identifying motivational be mapped, and the change drivers in others coached through an intensive • Using the four quadrant post workshop process that personality tool ensures their behaviours are • Analysing conscious and installed and hard wired for unconscious behaviour use in leading and mastering • Developing your self the process of change. confi dence and self The time is ripe for any esteem organisation to develop their • Learning how to use six line managers and technical infl uencing strategies experts into a formidable force.

Philip Atkinson is a consultant specialising in strategic, behavioural and cultural change. He is a member of various training consortia and has recently focused on creating innovative business simulations through Learning Strategies Ltd. He consults in the UK, Europe and US, has written seven business books and published many articles, speaks at conferences and runs workshop sessions for leading companies. Philip can be contacted on +44 (0) 0131 346 1276 or visit www.philipatkinson.com. Management Services CHANGE Spring 2011 29 Time for change

Business process re-engineering – considerable potential for improving the success rates of some enabling diagnostics, organisational re-engineering part II by Dr John Chamberlin. (or constraining ambition). Personal development Readiness and radicalness plans (PDP) are commonplace, Combinable things hitherto so is not the concept of an un-combined (Poe, 1845). organisational readiness The important point here is plan (ORP) equally valid? It that considerable research is suggested that this is what has already been completed the Hammer and Stanton, over the decade and a half and Kettinger et al diagnostic since BPR fi rst emerged. Yet, exercises offer. On the one for example, there is little hand, the fact that since (possibly no) evidence of these their publication in 1995 and two devices being used in 1997, there appears to be no real organisational situations evidence of their widespread – both of which offer use is unfortunate. On the other hand, they offer now a clear opportunity to research their application within UK LGOs and other public sector organisations, as their largely traditional cultures wrestle with the increasing need to deliver radical change and reduce costs. As Sir Peter Gershon said, just cutting services is not acceptable, they need to be re-engineered!

A combined self-diagnostic instrument A range of combined developmental options were considered, based on Hayes’ (2007) three dimensional models to aid choice(s) of interventions, until a more useful representation emerged. The three-dimensional, or stepped model (see next page), combines the three components of Hammer and Stanton’s diagnostic on organisational readiness, with Kettinger et al’s Project Radicalness Planning Worksheet (PRPW). Suggested new descriptors for each readiness level are also offered Management Services 30 Spring 2011 CHANGE

Fig. 2: Combined self-diagnostic instrument at each step of that combined self-diagnostic instrument (see Process- Figure 2). Passionate Expertise. High based. Radical Reengineering The immediate visual & Dares to be Empowered Committed Different teams implication in this representation is that there are steps upwards, showing an organisation’s potential Culturally Open to Open- flexible. Exploration Medium minded, Recognises Process Redesign to progress through the need for & Flexible Challenge three levels of overall change organisational readiness – and independently within Project Radicalness each separate component of Resistant Complacent, Top-down. Organizational Readiness Process Improvement that – towards being better Low to Staid & Command Change Traditional & Control prepared to attempt change projects of increasing degrees of radicalness, through to full-scale, organisation-wide, Style of Readiness radical re-engineering. Leadership Reengineering From a LGO policy-maker’s Organizational Implementation perspective, the willingness to consider the Hammer and in-depth – will not provide Stanton self-diagnosis exercise robustly generalisable would suggest at least some conclusions. However, if the realistic intention to refl ect new Coalition Government upon the appropriateness had continued with its of its current leadership, the predecessors’ top-down readiness of the organisation imposition of policy, as a whole, and its expertise supported (enforced?) by a in the area of re-engineering robust inspection regime, implementation, prior then it would have needed to to making any sort of acknowledge the effect that commitment to change of a this has at local government more radical nature. (LGO) level. In such an Equally, but perhaps from a environment of organisational practitioner’s (local manager’s) retrenchment, Keen and Scase perspective, when potentially (1998) suggested that: radical change projects are ‘The manager’s degree of being initiated – ie, at project freedom to manage within the identifi cation stage – use of framework of performance Kettinger et al’s worksheet outcome targets and criteria (PRPW) to assess a proposed can become constrained by project’s level of ambition increased levels of action would enable operations planning and control over managers (process owners) to work processes as well as over engage in more rational and outputs.’ structured discussions with In discussing the new their local policy-makers, in managerialist model of order to consider any possible the 1980s and 1990s, they mismatch that might have stated that: ‘Differences been exposed. It is important between local government to note that external and the private sector are facilitation could be required disappearing in the sense that at this stage. managing, for example, a social services department is Policy and practice basically the same as running National level a company’ (ibid). It is accepted that a study The evidence of this of just two LGOs – however research is that those Management Services CHANGE Spring 2011 31

differences still abound, the managers’ (chief executives down…) freedom to manage is still highly restricted and constrained, and the targets regime is still dominant, yet the recent announcement that the Audit Commission is to be scrapped on the bonfi re of the quangos has to be good news. On the basis of this study at least, if Gershon’s recommendations to bring more private sector practices into the public sector is to stand a greater chance of success – at least within LGOs – then seeing the Coalition Government acknowledging the restricting effect that these regimes have had can only be encouraging. Evidence-based policy has been a mantra, yet policy- based evidence has, in many cases, been the norm, with spurious examples of evidence being sought and used to support the imposition of idealistic (but not systems- based) policies in attempts to prove their so-called initiatives are working. The achievement of Excellent/4-Star status was supposed to result in a reduced regime of inspection for the council so awarded, yet in ‘City C’ (8000 FTE), they say this has certainly not been the case. Keen and Scase again: ‘…many local authorities are reluctant to reduce their reliance on detailed and centralised control systems for reasons associated with senior managers’ fears of losing power as well as because of public accountability requirements’ (ibid). These are serious cultural and managerial issues if radical change and the commensurate freedom to innovate are to progress and thrive at LGO level. Such fears need to be removed and recruitment and reward systems reviewed if senior LGO Management Services 32 Spring 2011 CHANGE

leaders are to be encouraged Champy’s original (1993; or the concepts’ potential for Differences to adopt, and be comfortable updated 2001) text already use, the implications for with, more radical approaches provides suffi cient guidance strategic leadership within between local to change; otherwise: to any CEO/chief executive these organisations would ‘the scope of local wishing to do this, and so do be very important and have government authority middle managers’ many others. far-reaching consequences. innovative activities is To unready or risk-averse That alone should justify the and the private likely to be restricted to organisations (LGOs, in this exercise. incremental, as opposed to case), whilst Hammer and Combining these hitherto sector are radical, innovations within a Champy (1993) state that un-combined things with framework of clear corporate business re-engineering the combined self-diagnostic disappearing policies and rigorous control means starting over and the instrument shown earlier, systems’ (ibid). alternative view (Stoddart & would enable these LGOs to in the sense Jarvenpaa; 1995) was that a step up to the BPR plate and Local level ‘Hammer-like ‘clean slate’ BPR deliver dramatic results. Arguments over approaches to was not typically practised,’ that managing, References corporate strategy – planning’ there is no Tayloristic one Ansoff, I (1991) Critique of Henry vs emergent’ – have raged for best way. What LGOs across Mintzberg’s The Design School: for example, a Reconsidering the Basic Premises of at least two decades (Ansoff, the UK are therefore advised Strategic Management, Strategic social services 1991; Mintzberg, 1991), but to do is begin to utilise more Management Journal, Vol.12, pp. 449-461 LGOs have little choice; they meaningfully what already Blanchard, KH (1989) The :01ne Minute department, are required to ‘plan’. City C, exists; and in this case, the Manager – Live!, Audio cassette seminar, for example, were criticised diagnostic exercises to do Boulder (USA), CareerTrack Publications Chamberlin, JE (2008) Ready or Not? – is basically in their 2001 comprehensive with their own organisational Business Process Re-engineering (BPR) performance assessment (CPA) readiness and assessing the in Local Government, Euram 2009, Conference paper, Liverpool the same as for their lack of strategic advisability of their ambition, Davenport, TH (1995) Business Process planning. Recent training or project radicalness. Re-engineering: Where It’s Been, Where It’s Going; in Grover, V & Kettinger, WJ running a on how to create business (Eds), (1995) Business Process Change: plans, and ‘Prince 2’ project Implications Concepts, Methods and Technologies, management methodology, This research is limited by Harrisburg, PA, Idea Publishing, pp. 1-13 company Davis, E (2008) BBC/Radio 4 Today provide two examples of its focus on just two LGOs, Programme, Wednesday, 19 March, where they have tried to but whilst therefore not 2008, 0750 (7 mins 21 secs) Gershon, Sir P (2004) correct this. Both of the two generalisable, there are clearly Spending Review 2004: LGOs studied already – and implications for other LGOs Effi ciency Review – Releasing therefore, one might assume, in a similar situation, in terms Resources for possibly others too – have a of their readiness for more the Frontline: surfeit of un- or under-used radical change initiatives. Independent Review of Public tools and techniques at their Further research to test both Sector Effi ciency, disposal. All they need to do of these questions sets within http://wwwhm- treasurygovuk/ is use them. Pringle, rather the two collaborating LGOs spending_review/ than Prince, might help this: has been discussed, but doing spend_sr04/associated_ documents/spending_ ‘Projects in genuinely liberated this elsewhere would also sr04_effi ciencycfm, (12 environments’! add to the knowledge gained July 2004) The point here is redolent thus far. Both LGOs expressed Hammer, MJ (1990) Re-engineering Work: Don’t of Papert and Harel’s (1991) an interest in utilising the Automate, Obliterate, Harvard Business constructionism, or learning outputs of this research as Review, Vol 68, No 4, pp 104-112 Hammer, MJ & Champy, J (1993) by making – in this case, they progress their change Re-engineering the Corporation: a ultimately, piloting new management strategies. manifesto for business revolution, London, Nicholas Brealey Publishing processes. The very nature However, further research Hammer, MJ & Champy, J (2001) of BPR’s high-risk and high- across a broader spectrum of Re-engineering the Corporation: a uncertainty means that the UK or other countries’ public manifesto for business revolution, updated and revised edition, London, depth of planning should sector organisations could Nicholas Brealey Publishing be limited to the minimum provide greater validation (or Hammer, MJ & Stanton, SA (1995) The Re-engineering Revolution: The necessary to get started, otherwise) of the Hammer and Handbook, London, BCA/HarperCollins and thereafter enter into an Stanton (1995) and Kettinger Hayes, J (2007) The Theory and Practice of Change Management, 2nd edition, iterative process of learning et al (1997) self-assessment Basingstoke, Palgrave Macmillan by doing; what Papert (1980) diagnostic exercises, where Holland, D & Kumar, S (1995) Getting likened to being ‘as natural none currently exists. If the past the obstacles to successful re- engineering, Business Horizons, May/ as learning French while outcomes of such an exercise June, Vol 38, Iss 3, p 79 (7) living in France.’ Hammer and were positive, in terms of Keen, L & Scase, R (1998) Local Government Management: The rhetoric Management Services CHANGE Spring 2011 33 and reality of change, Buckingham, Open University Press Kettinger WJ, Teng JTC & Guha S (1997) Business Process Change: A Study of Methodologies, Techniques, and Tools, MIS Quarterly, March, pp 55-80 Mintzberg, H (1991) Learning 1, Planning 0, Reply to Igor Ansoff, Strategic Management Journal, Vol 12, pp 463-466 Papert, S & Harel, I (1991) Constructionism (Coginiton & Computing), New York, Ablex Publishing Corporation Poe, EA (1845) American Prose Writers, No 2: NP Willis, Broadway Journal, January 18, pp 37-38 Seddon, J (2007) Performance beyond targets: leading radical change in the public sector, lecture at the University of Derby, 24 May Stoddart, D & Jarvenpaa, S (1995) Business Process Re-engineering: Tactics for Managing Radical Change, Journal of Management Information Systems, Vol 12, Iss 1, pp 81-108

About the author Dr John Chamberlin (65) is a senior lecturer and pracademic at the Derbyshire Business School (DBS), within the Faculty of Business, Computing & Law (BC&L) at the University of Derby (UoD). After 34 years in the telecommunications industry (BT), the last decade of which saw him as a senior manager with a large external workforce and commensurate budget covering the East Midlands, John took early retirement in 1996, but within a year of this he had signed on for a full-time MBA at UoD. Coming out with one of only two Distinctions, and the only ‘Masters’ Level prize for outstanding performance’ that year, John then became a part- time lecturer within DBS. Early in 2005 he again reverted to being a full- time student, to embark upon a PhD studying the implementation of business process re-engineering (BPR) within two local authorities, completing this in December 2008. The confi dential nature of, and ramifi cations from, this study, have meant that its outputs are being published in various stages, via conferences and journals. John is a founder member of ‘Sytoc’, the Derbyshire Business School’s ‘Systems Thinking & Organisational Change Research Group’, organised by Gino Franco, and led by Dr David Longbottom. John’s primary academic interests are in management, leadership, change, the public sector, BPR, and systems thinking.

www.Derby.ac.uk/sytoc Management Services 34 Spring 2011 NEWS Success crowns the ir efforts Three graduates have been celebrating international success in their latest examinations, the IMS certifi cate course. Scott-Grant Training is pleased to announce the following results for all delegates studying with the company during 2010 for the certifi cate.

tudent of the Year 2010 is Steven Moody Swho works as a wage planning analyst with Asda Limited in Leeds; his was the best overall performance in 2010. Scott-Grant‘s Managing Director Richard Taylor was very impressed: “This is no mean achievement. People from many parts of the world and across many business sectors have studied with Scott-Grant during the year.” To celebrate his success, Steven was invited back to Celebrating success! Left to right: Jonathan Carthew, Richard Taylor, Steven Moody, Colin Moran (lecturer), Scott-Grant’s head offi ce and Glenn Pallan, Craig Hamilton, Jon Ward, Mike Seaman, David Blanchfl ower training centre in Manchester along with his delighted the content of the IMS at Scott-Grant means that support and celebrate with manager, Craig Hamilton; “I certifi cate course to my work. I can really help with the Jonathan in Manchester. am very proud of him. This is The practical knowledge I’ve intricacies of line balancing, Asda and Waitrose are a fantastic achievement,” he gained has given me a much for example.” no strangers to celebrating beamed. better understanding; it was Jonathan Carthew, a IMS certifi cate success with Steven fi rst joined Asda in so wide ranging and is an trainee analyst from Waitrose Scott-Grant, sharing both fi rst Merseyside as a 16 year old ideal qualifi cation”, he said. Limited, part of the John and second places on several working in the store, then Tying for a very close Lewis Partnership, graduated occasions in the last few went to study Economics at second place were in industrial economics in years. University. After graduating delegates from automotive 2008. He began as part of Student of the Year Steven he returned to Asda working manufacturer Nissan Ltd in their store graduate scheme was awarded life membership in various store management Sunderland and Waitrose then joined the productivity of the Institute from IMS roles before joining the Limited in Bracknell. Glenn systems department. Jon Chairman David Blanchfl ower wage planning department Pallan is a graduate engineer felt the IMS certifi cate and was presented with a in 2009. “I can really relate from Newcastle upon Tyne course was particularly certifi cate from both the who is working full time useful as an extension of Institute and Scott-Grant. at Nissan as part of his his degree studies: “my Certifi cates and gifts were Master’s degree. Having degree course was more also given to runners-up graduated in Astrophysics, conceptual, whereas this Glenn and Jonathan by Mike he joined Nissan’s industrial course was full of practical Seaman, Scott-Grant’s training engineering department on techniques that have a real and technical director. Mike a two year project value to any business.” He observed that “many who and is delighted appreciated why Waitrose come to us for training are to have studied encourage all their employees wanting to be equipped for this professional in the productivity systems with the practical tools and qualifi cation. “It’s all department to obtain this techniques for the future and about applying problem professional qualifi cation. that’s what we can provide. solving skills and the new Productivity systems manager, We’ve had a tremendous knowledge I have acquired Jon Ward was there to year again training people Management Services NEWS Spring 2011 35

Productivity experts advise for BBC programme A production company Success crowns the ir efforts commissioned by the BBC has been involving Scott-Grant. in countries such as Sweden, Real Life Media contacted France, Italy, Belgium and the Manchester head offi ce of Spain, in many parts of productivity experts Scott- Africa including Morocco, Grant when they started to Kenya, Nigeria, Liberia, look at the work of Frank Ghana and South Africa. and Lillian Gilbreth for the We’ve also worked further BBC’s The One Programme. afi eld in Slovakia, Hungary, Presenter John Sergeant Romania, the Czech Republic explains the history of and Poland across to China, time and motion and its Korea, Thailand and Russia, application in today’s industry Australia, Canada and the and home life – with help USA. We’ve helped people because the practical from Mike Seaman, Scott- from a wide range of business application of the content Grant’s technical director. sectors and presented courses of what we teach has an If you’d like to know more in three languages. immediate value to their about how time and motion “As our three top delegates business. is perceived today, contact here prove, we’re seeing We shouldn’t underestimate Scott-Grant for a free guide. many people from higher the signifi cant achievement of Simply email productivity@ education wanting to study these three graduates.” scott-grant.co.uk or ring +44 with us for the IMS certifi cate www.scott-grant.co.uk (0)161 234 2121. Institute of Management Services Brooke House, 24 Dam Street, Lichfield, Staffordshire WS13 6AA

To All Corporate Members 5 March 2011 Elections to Council of Management

At the Annual General Meeting to be held on Friday 21 October 2011 the following members of the Institute’s Council of Management will retire. They are, however, all eligible for re-election:

Julian Cutler David Blanchflower Rory Graham Richard Bridges

Nominations for the vacancies so caused may be made by submission to me at the Institute’s Head Office, Brooke House, 24 Dam Street, Lichfield, Staffordshire WS13 6AA not later than 5pm on Saturday 9 April 2011 on the form overleaf. Will you please note that the nominee must be a corporate member of the Institute and be nominated by two other corporate members. Nominees must sign the undertaking to accept office if elected and provide details of themselves which may appear on the ballot paper.

In the event of the number of nominations exceeding the number of vacancies, ballot papers will be despatched to all corporate members on Monday 6 June 2011. The closing date for receipt of voting papers will be 4 July 2011 and the results of the election will be declared at the Annual General Meeting on Friday 21 October 2011.

The nomination form overleaf may be photocopied to avoid damaging your journal. An acknowledgement will be sent to the nominees as soon as the form is received.

The following notes outline the general duties and responsibilities of a Council member:

The Institute is a company limited by guarantee and is governed by the provisions of the Companies Acts. Its Memorandum and Articles of Association specify what it may do and how it should conduct its affairs. The business of the Institute is managed by the Council of Management who may do anything within the Memorandum and Articles of Association which is not contrary to any statute or is not required to be done by members in general meeting. This responsibility is a collective one and Council normally act through Council meetings. Council may of course delegate to committees or individuals but it has the final responsibility.

Council members are in a fiduciary relationship to the Institute and must exercise their powers for its benefit using reasonable diligence and care. They are required to take proper account of the interests of the Institute’s employees, as well as its members. They act as agents of the Institute and only become personally liable if they authorise any act or expenditure outside the Constitution. They may not receive any remuneration or benefit as Council members except out of pocket expenses; this includes benefit of any contract with the Institute by a company of which they own 100th of the share capital or more.

Apart from presenting annual reports and accounts and appointing certain officers, the Memorandum and Articles of Association lay no specific duties on the Council. Its responsibility is a general one of running the affairs of the business. Any individual responsibility springs from authority given by the Council and this will clearly vary from time to time. Council members are expected to serve a four year term of office and to attend all Council meetings (normally two or three each year). To be a member of at least one committee (meeting three or four times a year) and to represent Council at region, or specialist group meetings if called upon to do so.

John Lucey Secretary

Note: Candidates must enclose a good quality photograph of themselves and up to 50 words indicating why they wish to be elected to Council. This, together with the photo, will be published in the Summer Journal. Candidates must also let me have a maximum of 150 words giving details of their industrial/public service/professional experience relating to Management Services and/or past service to the Institute which will appear on the ballot form. If necessary, please add an additional sheet to accommodate your details. Institute of N o m i n a t i o n Management for Council of Services Management Closing Date for nominations 5.00pm Saturday 9th April 2011

Surname Forenames Age

Address Grade

Postcode Daytime Tel. Employer at 1 April 2011 Job Title

Current office(s) in the Institute

Why I wish to be elected to Council (50 words max.)

______

______

______Industrial/Public Service/Professional experience relating to Management Services and/or service to the Institute (150 words max.)

______

______

______

______

______

______

______

______

______

______

______

______I hereby agree to serve on Council should I be elected Signature: thereto. The details given about Myself are true and correct in all respects Date: NOMINATED BY Surname Initials Grade Signature 1

2 Management Services 38 Spring 2011 QUALITY Is Quality Still Relevant? New solutions to classic dilemmas

he staging of the 21st rewritten to claim expertise in annual World Congress the latest ‘kid on the block’ fad Ton Total Quality in or concern. Governance is an early 2011 represents an example. Experts on corporate opportunity to refl ect on governance now seem to developments since the outnumber FTSE 100 boards. fi rst event was held, and to Yet despite their guidance and question whether quality is codes, bank failures and bail still relevant. Since 1990 there outs have constituted arguably has been a great increase the most dramatic failure in the number of people of corporate governance and organisations offering in history. Board and risk solutions to management management processes have challenges and ways of been found wanting. improving performance. Quality exists in a crowded Early criticisms of quality market. At the initial world congress Today many voices clamour total quality had its critics. for attention. Taking early Aspects of it needed to be retirement and setting re-assessed if it was to counter oneself up as a consultant, its detractors and remain vital. adviser, coach, author and/ For example, quality standards or speaker in whatever topics were considered bureaucratic are fashionable at the time is (Small Business Research now almost a career option. Trust, 1992), and not a good There can be thousands, and in place to start (Binney, 1992). some cases tens of thousands One survey suggested that of books, on a popular subject quality standards had neither such as leadership. captured imaginations nor When so many people claim produced outstanding results to be able to raise our game, over a 15 year period (Seddon, or help us to tackle the latest 1994), while another found issues, leaders of organisations quality programmes were sometimes fi nd it diffi cult to running out of steam and decide to whom to turn for lacked management support advice. Companies struggle to (Voss and Cruise O’Brien, distinguish one hyped offering 1992). from another. Chief executive Quality professionals offi cers (CEOs) are protected themselves were questioning from those peddling the latest the vague and unfocused panaceas by personal assistants use of the term quality. For who jealously guard access to example, John Nicholls (1990) the executive suite. suggested use of the phrase People strive to be ‘value to the Customer’ or VTC associated with whatever in place of ‘customer driven is thought to be “current”. TQM’. While governance Colin Coulson-Thomas. Brochures and websites are was a little used word, the Management Services QUALITY Spring 2011 39 Is Quality Still Relevant? New solutions to classic dilemmas

importance of boards and approaches, or replaced by a and how can they be excellence in the boardroom better alternative. addressed? was recognised (Cadbury, We needed to look beyond 1990; Coulson-Thomas, 1993). traditional quality at the Continuing relevance of The quality of corporate quality of management. Less quality principles direction was an issue in the tangible areas such as the Today attention spans can be late 1980s in the sense that quality of attitudes, values, short. When people are too many boards were fi nding it perceptions and relationships busy to think and eager to diffi cult to implement their had become more signifi cant try something new, quality visions and ensure compliance (Coulson-Thomas and Brown, may appear passé. Yet for with their policies (Coulson- 1990; Coulson-Thomas and those who refl ect it continues Thomas, 1992b & c). People in Coulson-Thomas, 1991). Ways to be relevant. For example, the front line were not always had to be found of offering the quality of relationships equipped with the processes greater variety and tailored with internal and external and tools to do what was responses to individual stakeholders is vital. Where expected of them. customers, while at the same stakeholders have choices, time preserving quality. such as in terms of where The need for a new In the UK, people used to to work, supply, consume direction come of age at 21 and cross a or invest, such relationships A 1990 BIM report concluded perceived threshold to adult must be mutually benefi cial that as customers increasingly status and responsibility. and rewarding if they are to assumed quality, they might Much has changed since develop and last. no longer distinguish between 1990. Other complementary Quality of management alternative suppliers, while approaches have been is of direct relevance to “in markets in which all widely adopted such as BPR/ contemporary concerns with, suppliers have their quality BPM, business excellence for example, sustainability programmes, managers need and corporate and business and climate change. The to consider what lies beyond transformation (Coulson- effective use of inputs can quality” (Coulson-Thomas and Thomas, 1994 & 1997). lead to less pressure upon Brown, 1990). At stake when After 21 world congresses scarce resources. Processes the fi rst World Congress on on total quality is the quality that are more effi cient can Total Quality was held was message still of value today? lead to fewer and less harmful whether quality would adapt, Are concerns articulated a emissions. Visit an early be complemented by other generation ago still current, generation plant or process,

Where customers want to behave responsibly and wish to do the right thing support tools that increase their understanding of the outcomes of different courses of action can both satisfy their concerns and confer competitive advantage Management Services 40 Spring 2011 QUALITY

in locations such as Russia, When buying from an on- concrete achievements? At the initial Brazil or the rust belt of the line source over the Internet In particular, how can front US, and what one encounters customers seek to purchase line staff doing difficult jobs world congress is sometimes relatively from organisations they feel be helped to get it right and simple, crude and inefficient they can trust. to do the right thing every total quality compared with modern Corporate reputation time when responding to equivalents. and brand image can both individual requirements? had its critics. Opponents of cars stress be compromised by poor There are cost-effective ways their adverse environmental quality. Similarly, consistency of doing this internationally Aspects of it impact. Yet imagine the and driving errors out of across large organisations, environmental consequences what people do, particularly while also generating needed to be of an equivalent number those in direct contact with compliance and assurance of people travelling by coal customers, clients and citizens, information (Coulson-Thomas, reassessed if it fired steam vehicles or horse can enhance an image and 2007). was to counter drawn transport. In the face standing, and help to justify a of challenges such as global price premium. Changing quality its detractors warming, terrorism and the When companies get it priorities threat of pandemics, quality wrong they often now find Early or traditional quality and remain of imagination and thinking there are fewer places to sought to reduce variation continues to be important. hide. Because the media, and through standard offerings vital Successive innovations can other interested parties, can and prescribed processes. have a beneficial impact. reach larger audiences more Statistical tools were used Within the public sector quickly companies are keener to increase the quality of if anything, quality is more than ever to avoid risks. Yet physical products. In relation important today than it was quality procedures and the to services, feelings and values when the first world congress requirements for retaining have become more important. on total quality was held. a quality kitemark can still Retreating into a world In his opening address to a be a costly and bureaucratic of norms and standards can recent conference Lord Butler burden. We need cost lead rapidly to low margin (2010), a former head of the effective ways of ensuring commodity supplier status UK civil service, identified the consistency and compliance. (Coulson-Thomas, 1997). establishment of expected levels Increasingly, quality needs of service and the provision Transformation, governance to be built into the daily of support tailored to the and compliance tools that people use to craft needs of individual citizens as Transformation, governance, bespoke offerings. Ways fundamental trends during his risk management and need to be found of boosting career. Delivering high quality compliance are high on productivity, preserving quality services against a background contemporary corporate and ensuring compliance while of rising expectations remains a agendas. Quality of processes allowing faster, more flexible challenge. in these areas, and the and tailored responses. delivery of beneficial Many directors and Consumer expectations outputs, is an issue for managers feel trapped on the and board concerns directors, investors and other horns of a dilemma. People Customers continue to become stakeholders. Traditional for whom they are responsible ever more demanding. They quality considerations such may require the discretion and public service users as relevance and fitness for to respond to individual increasingly desire individually purpose still appear to be requirements if they are tailored products and services. appropriate. to create new options and Many of them want to stand In relation to governance, choices. Yet customers retain out and feel that what they ethics and social responsibility high expectations of quality are acquiring is distinctive, if are codes of practice and and will punish a supplier not special or unique. statements of corporate values for any slipping of standards. In the aftermath of various fit for purpose? Are they just There is a need to delegate corporate scandals, and pious statements and words and empower whilst still the failures and bailouts of on paper? Do they affect maintaining quality control. financial institutions, the good behaviour? How are policies standing of an organisation, in these and other areas Diversity and compliance or quality of reputation, implemented? How can board Given the growing need continues to be a priority. aspirations be translated into for bespoke responses, Management Services QUALITY Spring 2011 41

organisations are fi nding it and the quality of what is diffi cult to get it right fi rst delivered to customers, yet time in changing and novel over whom one has little situations. The time it takes direct control. How does to put separate quality checks one ensure consistency and in place to cope with each compliance across different new requirement means that organisations? approaches adopted may lag Anticipation and prevention behind an evolving need. is preferable to reaction to The variety demanded by quality problems. Too often customers has to be reconciled quality is a self-contained with the requirement to activity rather than an also keep a grip on quality. integral part of how work People worry about the risk is done. We need to ensure of compromising quality quality considerations are when bespoking responses. properly addressed as and Quality procedures may cover when risks arise. Quality must standard products, and a become an automatic and Figure 1: A Friends Provident support tool enables business partners to produce restricted set of responses, integral element of a bespoke bespoke and compliant sales material but may not cover departure response. from standard procedures, ie tailored offerings. Reviewing The performance tool each case can incur costs and solution result in delays. One solution is to use In many situations the performance or job support expense of applying a tools to increase workgroup bureaucratic approach to productivity and corporate quality to a growing number performance, by making of variations from the it easier for people to do norm would be prohibitive. diffi cult jobs. Devices such Maintaining traditional and as traffi c lighting can be stand alone quality alongside used to prevent people from a greater burden of work, progressing along a course diversity and pressure to of action if data entered is perform becomes ever more incomplete or suggests a problematic. possible risk. Building quality into ways Partner quality and of working and performance compliance support tools ensures control Product proliferation, is still exercised in delegated extra channels to market, situations (Coulson-Thomas, globalisation and innovation 2007). Responses are based create new risks that require upon core principles such as additional responses. The forcing a focus on customer sheer quantity of quality requirements and stopping procedures and standards errors happening in the fi rst makes it increasingly diffi cult place. Friends Provident has to keep people up to date used a support tool to enable When so many people claim to be with quality documentation, independent fi nancial advisers especially those working in to produce bespoke and able to raise our game, or help us the fi eld and up and down a compliant sales literature and supply chain. advertisements (see Figure 1). to tackle the latest issues, leaders Too often quality stops Importantly, support tools at the boundary of an can be used to capture and of organisations sometimes fi nd it organisation and does not disseminate best practice. extend to business partners. Within most workgroups there diffi cult to decide to whom to turn It may now need to embrace are superstars and the essence the activities of people who of their success can now be for advice directly infl uence a reputation expressed in better ways Management Services 42 Spring 2011 QUALITY

of doing things for others in the field and in partner (Coulson-Thomas, 2007). At organisations. Higher level the time of the first World work can be moved offshore Congress on Total Quality or outsourced. while the importance of Such tools can increase learning from high performers understanding and make was recognised (Camp, 1989), relevant support accessible there was less awareness of over a corporate intranet or how the differing approaches extranet, and internationally, of superstars could be cost whenever required. effectively captured and Different language versions shared. can be produced, providing The automation of more a more cost effective and routine and repetitive tasks quicker route to global can significantly improve operation than earlier productivity and allow approaches (Coulson-Thomas, Figure 2: A Nomix support tool explains the environmental benefits of its weed more time for activities 1992a & 2007). Guidance control solutions such as differentiation and relevant to a particular tailoring. Decision trees can situation and context can also be included to help ensure be provided. all aspects are considered. Tools can help customers Performance support tools can make socially responsible be made tamperproof, which choices, for example by significantly reduces risks to making them aware of the quality. environmental impacts of Learning support can also purchase decisions (Coulson- be provided to improve the Thomas, 2009). Nomix has general level of appreciation used a tool to explain the of important issues affecting advantages of its approach performance, quality, (See Figure 2). When relevant policies and other alternative implications considerations. Tools can are clearly presented many be programmed to prevent customers make up their outputs that conflict with minds and select the least laws, rules, regulations, damaging options. They buy, guidelines or ethical and thus answering Albert Carr’s other codes. Self-assessment (1970) question of whether a diagnostics can also be corporate conscience can be included which can identify afforded. development and updating Friedman (1962) has argued requirements. that a board best discharges its social responsibility by Changing behaviour at ensuring a company satisfies the coal face its customers in voluntary Board demands should be exchanges in the marketplace. matched with practical Where customers want to steps to help people in behave responsibly and The automation of more demanding front line roles wish to do the right thing make necessary changes. support tools that increase routine and repetitive tasks can People quickly adopt tools their understanding of the and approaches that make outcomes of different courses significantly improve productivity their life easier. Putting a of action can both satisfy performance support tool their concerns and confer and allow more time for activities onto a laptop or mobile competitive advantage. phone can liberate people Support tools can provide such as differentiation and and free them from particular the straight dealing and locations. Quality is taken completeness Cadbury (1990) tailoring out of the office and put associates with integrity, into the hands of people the essence of quality in our Management Services QUALITY Spring 2011 43

relationships with others. By encouraging or forcing of key corporate activities, They can also deliver multiple particular routes and and consequently signifi cant benefi ts in the public sector preventing others, tools savings are made. More when used, for example, to can have direct impact on transparent and mutually transform healthcare in a behaviour. They can provide benefi cial relationships rooted context in which demand easy paths through material in shared understanding can is rising, resources may be and incorporate quality and be forged. constrained, and quality and other checks. When situations Performance support patient safety are paramount and circumstances change tools build confi dence and (Coulson-Thomas, 2010). tools can be quickly updated understanding (See Figure 4) in ways that allow new or and are easy to disseminate to Benefi ts of performance changed material to be business partners in multiple support identifi ed. locations. Support needs Equipping workgroups with Companies such as Cisco to be current, and this can performance support tools Systems have achieved large be ensured by automatic offers various advantages returns on investment by updating when users are on- over traditional approaches using performance support line. People can be helped to to quality and compliance. tools to boost productivity, competently deal with change. Building in quality makes speed up bespoke responses, Building checks into tools it possible to give more ensure compliance, cut costs, helps to ensure that quality discretion to people whilst reduce stress and improve and compliance are not maintaining control. quality (Coulson-Thomas, perceived as a burden. Organisations benefi t from 2007). The approach has Those considering whether lower overheads, a reduced matured and is well tested or not to provide certain cost of errors and faster in various sectors, including workgroups with performance adoption of change. fi nance, manufacturing, support tools should seek Users like Dana fi nd IT, telecoms, professional a demonstration of actual multimedia facilities create services, printing and applications to make people the ability to show and packaging, and retail. aware of what is possible. A demonstrate things without workshop can then be held needing the presence of Lessons from pioneers of to examine the applicability an experienced person performance support of the suggested approach to (See Figure 3). This reduces If quality is to remain relevant the particular organisation the cost of delivering new and vital it should be built and context. The scoping of programmes and launching into support tools and the the format and content of the new products. Use of a day-to-day work process, support provided can then tool ensures a consistent rather than having it as a follow this. approach across all personnel separate stand-alone add-on. and locations. People fi nd it By automating tasks and Conclusion much quicker to locate the building quality gates in, Many past concerns about information that they need. errors can be designed out a gulf between board

Figure 3: The support tool of a division of Dana Corporation helps people to Figure 4: An Eyretel tool which gave sales staff the confi dence to develop solutions understand its technology and offerings for customers Management Services 44 Spring 2011 QUALITY

We need to ensure quality considerations are properly addressed as and when risks arise. Quality must become an automatic and integral element of a bespoke response

Health, Transforming Healthcare and aspiration and corporate Saving the Planet, Management Services, reality can now be addressed. Winter, Vol. 54, No. 4, pp 20-26 Coulson-Thomas, C and Brown, R Expensive and bureaucratic (1990), Beyond Quality: Managing the approaches are no longer Relationship with the Customer, Corby, BIM necessary. Much more practical Coulson-Thomas, C and Coulson- and cost effective ways of Thomas, S (1991), Quality the Next Steps, London, Adaptation and [Executive boosting performance, and Summary] London, ODI Europe ensuring compliance, quality Friedman, M (1962), Capitalism and relationships and quality Freedom, Chicago, Illinois, University of Chicago Press behaviours now exist. They Nicholls, J (1990), Value to the Customer, are ripe and ready for wider Total Quality Management, April, pp 85-87 adoption. Quality has come Seddon, J (1994), Debating the Case for Author of age, and could have a Quality, Professional Manager, May, pp Professor Colin Coulson- 23-24 promising future. Small Business Research Trust (1992), Thomas FMS, an expe- National Westminster Bank Quarterly rienced consultant and Survey of Small Business, Milton Keynes, board chairman, led the References School of Management, Open University, Binney, G (1992), Making Quality August EU COBRA re-engineer- Work: Lessons from Europe’s Leading Voss, C and Cruise O’Brien, R (1992), Companies, Special Report No P655, ing project and under- In Search of Quality, London, London London, Economist Intelligence Unit Business School took the surveys for Butler, R (Lord Butler of Brockwell) (2010), Opening Address, 2nd the Beyond Quality and International Public Sector Conference: Quality: The Next Steps accounting for a sustainable future, London, ACCA, December 15th reports. His 40 books Cadbury, Sir A (1990), The Company Further information and reports include Chairman, London, Director Books The performance support The Knowledge Entre- Camp, R (1989), Benchmarking: The Search for Industry Best Practices tools illustrated in this article preneur, Developing that Lead to Superior Performance, were developed by Cotoco Directors and Winning Milwaukee, Wisconsin, Quality Press Coulson-Thomas, C (1992a), Creating (www.cotoco.com). Further Companies; Winning the Global Company: Successful examples of support tools are People. Colin has been Internationalisation, London, McGraw- Hill given in Winning Companies; process vision holder of Coulson-Thomas, C (1992b), Strategic Winning People by Colin major transformation Vision or Strategic Con? Rhetoric or Coulson-Thomas which can projects; helped over 100 Reality?, Long Range Planning, Vol. 25, No. 1, pp 81-89 be obtained from www. organisations to improve Coulson-Thomas, C (1992c), policypublications.com director, board and Transforming the Company, Bridging the Gap between Management Myth & corporate performance; Corporate Reality, London, Kogan Page and spoken at over 200 Coulson-Thomas, C (1993), Creating Excellence in the Boardroom, London, national and interna- McGraw-Hill tional events in over 40 Coulson-Thomas, C (Editor) (1994), countries. He has held Business Process Re-engineering: Myth and Reality, London, Kogan Page professorial appoint- Coulson-Thomas, C (1997), The Future ments in Europe, North of the Organisation: Achieving Excellence through Business Transformation, and South America, the London, Kogan Page Middle East, India and Coulson-Thomas, C (2007), Winning Companies; Winning People: Making it China, and is a member easy for average performers to adopt of the business school winning behaviours, Peterborough, Policy team at the University Publications Coulson-Thomas, C (2009), Enabling of Greenwich. He can informed environmental choices: helping be contacted via www. customers assess purchasing impacts in Ahluwalia, J (Editor), Governance for coulson-thomas.com and Climate Security: Business, Innovation, his latest publications Social Change and National Security, New Delhi, World Environment obtained from www. Foundation/MM Publishing policypublications.com. Coulson-Thomas, C (2010), Picture of Management Services FELLOWSHIPS Spring 2011 45

Each year approximately 100 British citizens are awarded a Travelling Fellowship from the Winston Churchill Memorial Trust, the aim of which is to provide a unique opportunity for British citizens to go abroad on a personal project, with the objective of enriching their own lives and those of their communities.

Opportunity of a lifetime

ould you like the citizens to go abroad on and each application is judged opportunity to a worthwhile enterprise on the individual and the Wtravel abroad and of their own choosing, merit of the enterprise. broaden your life experience, with the aim of enriching Gap year, post graduate or while studying whatever you their lives by their wider academic studies, courses and are passionate about? Does it experience – through the activities are not suitable for sound too good to be true? knowledge, understanding, the Fellowships, unless real It’s not. Each year up to 100 and/or skills they gain – and, and wider benefi ts to others in people are awarded a Winston on their return, enhancing the UK can be demonstrated; multi-cultural, care, Churchill Travelling Fellowship the life of their community also those that benefi t the community, inclusion and that promises exactly that. by their example and the individual exclusively are not youth engagement issues, The Fellowships are available dissemination of the benefi t usually approved. politics, and the 2012 to people of any age, gender, of their travels.” Fellowships are awarded Olympic legacy; ethnicity or religion, with Absolutely anyone over in individual categories. Your • Education and Training: or without educational 18 years old can apply as project should fall into one of Applications welcome from qualifi cations, and in any long as they have a project the following categories. There right across this fi eld; occupation or none. Past that meets the criteria of the is an open category for anyone • Environment, Food and award winners include nurses, Trust. Suitable projects which with a project which does not Rural Affairs: Those involved artists, scientists, engineers, ‘bring real benefi t to you as fi t one of the other categories. in the countryside and farmers, managers, carers, craft an individual and will enable in food production, the workers, artisans, members you to bring positive benefi t • Arts, Crafts and Music: environment, conservation of the emergency services, to your community of fi eld of Including all aspects of and animal welfare; sportsmen and women, and interest’ will be considered. performing, visual and fi ne • Exploration, Adventure and young people. Since 1966, And a great number of these arts; Sport: Including leaders of around 4450 Fellowships have enterprises may be unlikely • Business, Industry and expeditions, but not team been awarded. to receive funding from other Commerce: WCMT is members; The Trust says: “Our sources. Each project must especially interested in small • Medical, Health and Social objective for the Travelling involve travel overseas for business start-up projects; Services: Anyone involved Fellowships is to provide between four and 12 weeks. • Citizen and Civil Society: in this broad fi eld including opportunities for British No qualifi cations are required Projects could include nursing, mental health, and Management Services 46 Spring 2011 FELLOWSHIPS

support to ex-servicemen; conclusions and disseminate in the UK by sharing the • Professions and the Public the results of your Fellowship results of your experience. Services: Those involved in all widely, to ensure you achieve This is achieved through the our public services including the maximum benefit. You will inspiration provided by the the emergency services, also be required to join and individual’s example – his or transport and the media; support your local Association her subsequent performance • Science, Engineering, of Churchill Fellows. and achievements and the Technology and Applications for 2012 dissemination and application Communications: fellowships can be submitted in of new knowledge, different Applications welcome from May 2011. Grants cover return perspectives and innovative across this wide spectrum; and internal travel, daily living solutions.” • Open: For anyone with a and insurance. For 2010 the worthwhile project that does average grant was £5600. For full details and how to not fit into the above areas. apply as well as register to The Trust receive an email in May visit Who can apply? The Winston Churchill www.wcmt.org.uk. • British citizens (British Memorial Trust was established Nationality Act 1981) who when Sir Winston Churchill Current Travelling Fellows are resident in the UK. died in 1965. Thousands of include • Anyone aged 18 and above people, out of respect for Kate Hathway on 31 December 2012. the man and in gratitude Effective community • People with a passion for for his inspired leadership, involvement in renewable their subject who cannot gave generously so that a energy partnerships resist sharing their passion living memorial to the great Richard Dennis and thus inspiring others. man could benefit future Solar powered generation • Existing Churchill Fellows generations of British people. linked by wireless technology may not re-apply. This fund now supports 100 Anthony Cowan Travelling Fellowships and ten Development of the UK Civil Applications Bursaries at Churchill College Air Patrol Applications should have a Cambridge, each year based on Linsay Chalmers well thought through project the Trust’s charitable Object of: Community Recycling Network that clearly demonstrates “The advancement and for Scotland some wider benefit to the propagation of education Flemming Ulf-Hansen community or field of interest, in any part of the world for Ecosystem-based management not just to the individual. the benefit of British citizens for habitat restoration Applicants should also explain of all walks of life in such an Jenny Pickerill how they are going to exclusively charitable manner Affordable eco-homes disseminate the results of the that such education will make Melissa Shales Fellowship so that the benefits its recipients more effective Steel safari – how railways reach the widest audience. in their life and work, whilst built modern Africa Applicants short-listed benefiting themselves and Monica Grose-Hodge for interview will need to their communities, and Monica Grose-Hodge is demonstrate that they have ultimately the UK as a whole”. travelling in Spain to interview Winston Churchill Memorial Trust the motivation and drive to As well as the Travelling master craftsworkers South Door fulfil their plans to a high Fellowships, the Trust also 29 Great Smith Street standard and that they possess funds 10 undergraduate To view other Travelling London SW1P 3BL a strong commitment to the bursaries at Churchill College Fellows visit www.wcmt.org. Email [email protected] chosen subject. Cambridge, as well as an uk/travelling-fellows-and- Tel. 0207 799 1660 If you are successful you will Archive By-Fellowship at the their-reports www.wcmt.org.uk have to plan the Fellowship’s Churchill Archives Centre, each travel within the limit of the year. awarded grant and according For the betterment of world peace to guidelines provided by the What is the purpose of Trust. the Fellowships? and understanding, people in all Once you have returned The Trust says: “To widen an from your travels, you will individual’s experience in such countries should be able to get to have to write a report a way that he or she grows within six months of your in confidence, knowledge, know one another and trust one homecoming detailing your authority and ambition. Fellowship findings and To bring benefit to others another Management Services FELLOWSHIPS Spring 2011 47

Case Study: John Lorriman Opportunities are provided to Background Education and training of electronic technicians and people of any age, gender, technician engineers ethnicity or religion, with or without The Fellowship In 1985 John went to Japan for six weeks to study the educational qualifications, and in Japanese approach to educating, training and managing engineers and technicians. Whilst there he met Professor any occupation or none Takashi Kenjo who went on to have a significant impact on his career.

The results On his return to the UK, John’s report was publicised in a half page article in the careers section of the Daily Telegraph. This resulted in some 200 requests for copies and numerous presentations at a time when relatively little was known or understood about Japan. At the time John was head of training for GEC Telecommunications and was able to implement a number of new ideas as a result of his Fellowship. In 1992 he left GEC and set up his own management consultancy business based around his Fellowship findings. His consultancy work has taken him to Hong Kong, China, the USA, Turkey and Japan, among others and provides an ongoing opportunity for him to apply the important lessons learnt during his Churchill Fellowship. In 1994 Oxford University Press published a book Japan’s Winning Margins – Education, Training and Management which he co-authored with Professor Takashi Kenjo. This was subsequently translated into Chinese and published in Beijing by China’s Science Press in 2002. Since then John has also co-authored Upside Down Management for McGraw-Hill and authored Continuing Professional Development – a practical approach for the Institution of Electrical Engineers (IEE). In addition to his consultancy and writing he does a lot of work for the Institution of Engineering and Technology (IET – formerly the IEE) – the largest of the engineering institutions with over 150,000 members worldwide – around professional development accreditation, chartered engineer interviewing and mentoring. John initiated and piloted the IET’s mentoring scheme. In 1999 he was asked to chair the first joint continuing professional development committee between the IET, the Institution of Mechanical Engineers and the Institution of Incorporated Engineers, with some 250,000 members worldwide. He was again able to use lessons from Japan to good effect in helping these institutions develop a joint CPD scheme based on Competences and focused learning. John also believes he has been able to play a role in popularising the concept of mechatronics which was invented by his (now) old friend and colleague Professor Takashi Kenjo. He feels that his Fellowship “....undoubtedly changed my life in a radical way.”

Why Don’t YOU Join the IMS

With the advent of life membership we are attracting new members. There are still people who are engaged in management services who are not members and we would like them to join the Institute.

We can use our ‘direct entry’ route to fast track this and information is available from Brooke House.

We very much hope that our existing members will make potential members aware of this option.

• Actively promoting the IMS in your place of work • Remind potential members of the benefi ts of • Encourage colleagues at work as well as IMS membership, eg, education system, regional professional and social contacts to join structure, recognised professional qualifi cation the Institute • Up to the minute information via the IMS • Refer potential new members to the Journal Journal and website professional support as an example of what the IMS is about • Undertaking contract/consultancy work

What Next? Contact the IMS for an application form W: www.ims-productivity.com E: [email protected] T: 01543 266909  Brooke House, 24 Dam Street, Lichfi eld, Staffs WS13 6AA