Journal of the Institute of Management Services

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Winter 2011 Volume 55 Number 4 ISSN: 0 307 6768 CONTACTS

Winter 2011 Volume 55 No 4

ISSN 0 307 6768

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

Editorial Telephone +44 (0)1795 542429 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 Spring 2012 issue is 3 February of methodologies and techniques for the improvement of productivity Publication date is 8 March 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. Anne-Marie Jordan In addition to creating and upholding professional standards for the Designer Kate Hayward 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 Bishops Printers European Federation of Productivity Services, and the European Institute of Industrial Engineers.

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In this issue of Management Services… Cover Story Initiated as a project in 2007, implementing lean at the Department for Work and Pensions (DWP) has reaped substantial dividends, with a huge return on investment of 365% and a change in work culture across the Department. With the entire civil service currently undergoing transformation, DWP has paved the way for the rest of government in taking lean forward and making it real. See page 8.

Institute and Improving healthcare quality Is lean a waning fad? 34 Regional News 04 and service 16 John Seddon investigates why disappointment and Chairman’s report and note, regional events and Spotlight on the NHS’ The Productive Ward disillusionment are prevalent among practitioners updates Programme LSS saving lives in warzones 37 In the footsteps of The King’s How LSS increases forensic DNA effi ciency 20 Explores how LSS has increased production of mine- Speech 06 resistant ambush protected vehicles North West Region visit the Queen Street Mill Textile Louisiana State Police’s innovative approach to Museum cutting crime rates SMART objectives 40 Second part of Dr Chamberlin’s spotlight on SMART Energy assessment 07 Measuring well-being in goals and outcomes Harry Hogg reports on his three-hour lecture society 26 Dr John McManus and Dr David Floyd examine Executive coaching 44 Age concerns 10 what represents well-being in the 21st century Philip Atkinson focuses upon the long term, positive The Equality Act in the workplace benefi ts that coaching can bring to companies Leadership lessons in lean Lean and the HMRC 13 construction 30 Profi le of new Chairman 47 Bob Emiliani discusses HMRC’s failure to effectively The story of how lean principles transformed the Meet Dr Andrew Muir, your new Chairman, plus implement lean management into its processes fortunes of a failing fi rm general news

10 26 34 Management Services 4 Winter 2011 News

Chairman’s Column

hope to build. So if I may, on overseas. To this end, Council place to improve and enhance your behalf, thank David for has established a small the Institute’s website. These all his sterling work during his assessment panel, consisting developments will continue in tenure as Chairman. of three senior members order to ensure that the site David has not gone away, of Council, to evaluate and remains relevant and up-to- though: he will remain a approve new providers. date. member of Council as Treasurer Thus far, the panel has Social networking sites and, along with the other six recommended the approval are also being explored members of Council, will form of four new overseas to identify potential a strong team on which I shall providers: two consultancy opportunities for promoting place considerable reliance. firms in Zimbabwe, one the Institute and its values. Indeed, I believe that in order in Harare, the other in The journal is, of course, to achieve maximum success, Balawayo; one consultancy accessible via the website, teamwork – and the synergy firm in Lagos, Nigeria; and but is also distributed in hard to be derived from everyone a fourth consultancy firm in copy. Widely recognised as pulling in the one direction – Sitra, Bahrain. the informative professional This is my fi rst Chairman’s will be essential for taking the It is interesting to note publication on productivity Column after being elected Institute forward. that the consultancy fi rm in in the UK, its editorial panel to the position following the Most of you will be Bahrain, whose chief executive has a remit to ensure that it AGM held on 21 October. It is aware that, in my capacity is a Fellow of the Institute, remains so. both an honour and privilege as Deputy Chairman, I was also wishes to establish a While responsibility for for me to represent you as responsible for chairing the branch in that country. formulating the Institute’s your Chairman and I shall group that reviewed the The second initiative is in strategy traditionally falls endeavour to promote the Institute’s strategy. Initially, relation to the retail and to the Deputy Chairman, it Institute and its values, as I fi ve strategy streams were service sectors. These sectors is my intention as Chairman have done during my 40-plus identifi ed which have now have been identifi ed as to ensure our strategic signifi cant growth areas in aims remain dynamic and the economy and, in order fl exible so we can exploit ... It is my intention as Chairman to to strengthen the Institute’s the opportunities that will involvement, Council has undoubtedly arise in the future. ensure our strategic aims remain approved the setting up of In conclusion, I would like to a working group to develop take this opportunity to thank dynamic and fl exible so we can and promote the Institute my colleagues on Council for and the advantages of electing me as your Chairman. exploit the opportunities that will becoming a member. I shall endeavour to justify the It is signifi cant that our UK trust they have placed in me on undoubtedly arise in the future education providers have seen your behalf. Please remember, an increase in demand for however, that it is your Institute years in the profession. been condensed into three training in these sectors, which and your comments, ideas and/ Before continuing, specifi c strategic initiatives. has resulted in a steady rise in or suggestions on how we can however, I would like to The fi rst of these initiatives student membership. improve the service would be thank my predecessor David is to strengthen the links The third initiative is based most welcome. Blanchfl ower who has, over the between the Institute and its around communications and, Finally, can I wish you and past three years, brought the existing approved education more specifi cally, the use of your family a very happy Institute through some fairly providers and to identify the internet. Many of you will Christmas and a productive and turbulent times and leaves a and develop new links and be aware of the developments prosperous new year. solid platform upon which I providers, particularly those which have already taken Dr Andrew Muir Management Services News Winter 2011 5

The Russell Currie Trust, a charity that seeks to promote the advancement Chairman’s of productivity, is asking readers of Management Services to create short videos on any subject relating to productivity. Details are in this issue of the journal on p43 and there will be a fi nancial reward. We are looking Note for good ideas, rather than top-class technical prowess, so start shooting! Regional News North West Region Board members were shocked his home as a venue for board and saddened to learn of the meetings, even providing us death of Bob Fletcher. He was with refreshments. There remain vacancies well liked as a board member Latterly, Bob became on the Region Board and with his sound common sense increasingly frail and his IMS members in the region and warm brand of humour. daughter Janet stepped in, are invited to join. Those He did much to support helping with the preparations at Bob’s house, we had the interested should contact the Institute, particularly and seeing that the guests opportunity to thank Janet for Chairman Harry Hogg on in its formative days, and were well catered for. Luckily, all the effort she had put in for 01942 863776. contributed a great deal in Janet has inherited Bob’s sense Bob and the rest of us. On behalf of the board, the fi eld of education and of humour and plain speaking Outgoing Chairman the Chairman wishes all training. and made an excellent hostess Kevan Kelly expressed our members and their families When we lost our meeting – she could certainly handle a gratitude to a delighted Janet a happy and enjoyable room at Breighmet Library, Bob group of leg-pulling engineers. and presented her with a festive season. generously allowed us to use At our last board meeting colourful bouquet.

Eastern Region Scottish Ray Martin, Chairman of general interest in addition interest to ER is the IMS Eastern Region, welcomed to productivity matters, and Strategic Review. Region past IMS Chairman Tony has attracted several visits. Discussion took place Parry to the regional Any suggestions for the about LinkedIn following meeting held at Eldon development and subjects an email circulated to all House, London. A full for our management toolbox members – ER is looking agenda discussed ‘Liaison would be welcomed. to develop links using the with South East Region’. Richard Bridges, COM system. It was noted that the ER delegate to ER, reported The region was sorry to website is being regularly to the meeting the main read about the death of updated with a variety of points from the recent Bob Fletcher from the North topics, covering items of a COM meeting. Of particular West Region.

East Midlands Region

There was a board meeting In May 2012, there will be dates will be agreed at our Photograph taken at the on 8 October at which a visit to a recycling plant next board meeting; details recent Scottish Region outline plans were made for in Mansfield. to follow. meeting showing Bob the next six months. A further industrial/ Further information and Smith, Scottish Region In March 2012, there research visit will be made joining instructions will be Chairman, after he will be an AGM to which in Lincolnshire at a date available from John Davies, congratulated Dr Andrew a member of the National to be decided, possibly email daviesj@bramcote. Muir on being elected Council will be invited. January; final details and fsbusiness.co.uk. National Chairman. Management Services 6 Winter 2011 News IMS group follows in the footsteps of The King’s Speech

embers of the We were escorted to the IMS North West reception area where Les MRegion and their explained the principles of wives visited the Queen Street weaving on a handloom. Warp Mill Textile Museum, Harle Syke, yarn from the weaver’s beam near Burnley on 29 September. was drawn through healds After clocking-in at 1.30pm, and reed to make cloth. The we were introduced to our weft was transported in a guide Les. The tour started shuttle across the full width of in the boilerhouse where the cloth. we were shown the workings The healds allowed for the of the Lancashire-made boiler. weft to go over one end then The coal no longer came from under the other end to give the local area via canal barges, a plain-weave. After every but from America and Russia. traverse, the reed was pulled During the early days of up to the cloth fell, the healds production, the boilerman were then changed for the shovelled coal to feed the process to be repeated. boilers six days a week while We were then taken the engineer proudly ran and into the warp preparation maintained the engine. department where yarn from Next we arrived at the several hundred bobbins from yarn is transferred from a yarn through two eyelets. This Engine House and this a ‘creel’ – where each end was cone to a ‘pirn’, which is was superseded in later years particular engine offered under tension – was drawn done using a pirn winding by making a cut in the top of 500-horsepower of direct drive through a comb onto the machine where you could the shuttle and the insertion to the lineshafts. When fi rst weaver’s beam. The machine have a number of spindles of a brass device that made installed in the 19th century, ran until the required length winding at the same time. it virtually self-threading. the engine was given the was wound-on. At this point everything Subsequently, the loom speed name of the engineer’s wife, The beams were located in was ready for the loom. The was in the region of 170-weft Prudence. However, at the end the creel of the tape sizing warp beam was placed in insertions or picks per minute. of the war in 1918, the name machine, say, six for example, brackets at the rear of the All machines that required was changed to PEACE and with around 450 warp threads loom, the healds coupled up powered drives were catered still bears this name today. on each, giving a weaver’s to their respective treadles, for by leather belts connected Poppies are displayed on it beam of 2700 ends. The grouped in twos, and the around drive wheels and every Remembrance Day. process added a size mix to reed was fi xed into the sley. the rotation provided by give the yarn extra strength to At each end of the loom, lineshafts. cope with the weaving cycle. the cloth was tensioned to We were then shown the ... ‘shuttle- These size mixes were retained its width by temples, which cloth warehouse where the as top secret, only the sizing consisted of spiked rollers, cloth was inspected, plaited kissing’ – to operative knowing what the two per temple fi xed to a bar and bundled. Here we saw exact mix was. that was connected to the samples of cloth for towels, thread a shuttle, Each weaver’s beam was loom frame. Arab headdresses and Jewish then placed in a looming In the weaving shed, we prayer shawls, among others. a weaver had to frame where each of the were given the chance to After a tour lasting around warp ends had to be drawn see two looms actually in two hours, which everyone kiss the shuttle through an eye in the production. Here we were thoroughly enjoyed, we were heald and each two threads informed about ‘shuttle- shown the visitors’ book with and suck to get through a space or ‘dent’ in kissing’. It used to be the case entries by Colin Firth and the reed. There were four that to facilitate a weaver Helena Bonham Carter, the the yarn through healds, utilising a system of to thread a shuttle, he or lead actors in the award- two-up and two-down. (usually) she had to kiss the winning fi lm The King’s To provide the weft, the shuttle and suck to get the Speech. Management Services Energy assessment Winter 2011 7 The role of energy assessment

Harry Hogg, FMS CeMAP were then explained, as were we have to import around The consumer has the potential DEA, Chairman of the North the differing types, such as for 40% of natural gas. to lower their fuel bills by West Region, delivered a residential, commercial and Carbon capture and improving insulation, heating three-hour lecture on energy public buildings. storage techniques have been systems and installing micro- assessment at St Peter’s Areas of special interest discussed to great length generation power, such as photo Pavilion, Hindley, near Wigan were also covered, including but, as yet, there is no major voltaic panels which can feed back on 13 October. solar photo voltaic panels and headway from UK industry – electrical energy to the National The necessity for the energy feed-in tariffs, solar thermal we cannot get proper pilot Grid, and the Government too by assessment of buildings hot water and pay back studies operational. promoting the introduction of and the associated Energy calculations, off shore and The favourite alternative so continuous upgrades to new build Performance Certifi cate (EPC) on shore wind farms, the UK far is wind energy where total construction methods, which are was derived from the Energy energy mix and how electricity input of energy to the UK contributing towards lower energy Performance of Buildings gets to your home, smart grid is measured in gigawatts. usage and correspondingly lower Directive (EPBD 2002). meters, wave energy and Note that when a wind farm’s carbon emissions. The EPBD has two main liquid gas imports (LNG) and peak output is expressed, objectives: to help reduce new gas pipelines. its actual average output is

CO2 emissions which are around a third of this due to contributing towards climate Further into the future variations in wind speed and change and to focus our The introduction of the transmission losses. attention on the security of ‘smart grid’, along with more The key to any long- energy supplies in the medium widespread use of smart term strategy is to have a to long term. meters, could give greater diversity of supply because The EPC indicates the energy control. we do not want to rely on too effi ciency of the building’s Another suggestion is to few resources or suppliers. fabric and construction, integrate the EU network with Consider oil supplies from including the installed the UK’s National Grid as the unstable countries or gas heating, cooling, ventilation, EU can negotiate better terms supply interruptions from insulation and lighting of supply within the energy Russia – relying on them puts systems for the purpose of market, while energy surpluses them in a powerful position. producing energy usage and in one area can be transmitted The fi rst step to energy

CO2 emission ratings. The to areas with shortages, giving effi ciency is to remove all or certifi cate will also provide increased security of supply. most wastage. The building recommendations to improve Since the nuclear disaster in stock in the UK is being the energy effi ciency of the Japan, many countries have replenished by ‘new build’ by building. become disillusioned with this the rate of 1% or so per year. U values and ventilation form of ‘risk related’ energy Therefore we need to retro- rates were covered and production but, in the absence fi t insulation and low U value by using diagrams and of immediate alternatives, materials to our existing stock. calculations, it was shown some are reverting to the fossil Also, we should encourage the how to design the heating fuel usage, to augment their use of low energy lightbulbs requirements of a room and/or energy gap, which causes price and, where affordable, a complete building. rises and supply shortages. replace any old boiler typically For double glazing and all Also with countries like 60% effi cient with a new window replacements, it was India and China, whose condensing boiler with around explained why the importance populations will want ever 90% effi ciency. of recognising if post-2002 increasing energy usage The lecture proved to be an glass units were installed lifestyles, the point of peak enlightening event. It gave because this is when ‘low E’ fossil fuel availability will insight into where our energy glass was introduced. soon be met. requirements are heading and The basics of how to This is coupled with our own what steps are being taken to conduct an energy assessment dwindling resources – already help secure future supplies. Management Services 8 Winter 2011 Effi ciency DWP lean journey – improving customer service, delivering effi ciency

By Peter Beuster, Head of DWP Central Lean Unit.

ean in DWP began as a challenges presented by strict project in 2007, becoming fi nancial settlements. Lone of the largest of “Lean is a journey, not a its type globally in either the destination. We’ve had some public or private sector. Four tremendous successes with lean years later we have successfully and DWP has paved the way different operational areas, customer insight extensively to introduced lean practices and for the rest of Government each with high volume, improve service for Jobseeker’s initiated a change in work in taking lean forward and customer-facing processes and Allowance claimants reaching culture across much of the making it real,” writes Jeremy clear business metrics. These the 13-week stage of their Department. Groombridge, Lean Senior early initiatives were run as claim. Surveys, group sessions In doing so, the project Responsible Owner, DWP. collaborations with external and face-to-face interviews has achieved a huge return consultants and internal teams were used to establish what on investment of 365%, Collaborations and delivered internal lean customers and staff thought realised through demonstrable The DWP serves 22 million expertise in DWP through skills about the existing service. process and customer service customers with whom it transfer, more customer-focused improvements, delivered completes a huge number and standardised processes, Real value alongside improved staff of daily transactions. These improved accuracy and reduced This dramatically improved engagement. encompass a diverse set of rework and, in doing so, proved claimant and staff satisfaction Following a number of activities including: the case for lean in DWP. – and added real value to successful lean pilots, we • high volume transaction The success of these early interventions. Customers selected lean as a structured processing pilots led to an acceleration of initially rated the service 6.5 and proven method of • calculation and payment of lean activity across traditional out of 10 and, 12 months later, delivering effi ciencies and benefi ts departmental boundaries and rated it 8.2. placing the customer at the • complex activity such as all business areas from 2008. Any strategy designed to heart of the organisation’s policy development Internal lean experts – skilled increase fl exibility and reduce service delivery model. We in training and coaching waste needs the commitment of remain fi rmly committed to The geographical spread, and both leaders and staff in senior leaders and the support continuous improvement and sheer size of the organisation lean behaviours, as well as in of frontline staff if it is to lean continues to be seen as presented a wide range of the application of tools and succeed and not be viewed as pivotal to future improvements practical and cultural challenges. techniques – have led the way simply ‘fl avour of the month’. as we strive to meet increasing Initial project activity was to success. With a mandate to introduce customer expectations and the focused in seven initiatives in Hereford Jobcentre deployed and embed lean working Effi ciency 9 within DWP systems, the customers need, not because 2008 2009 2010 2011 project set out clear objectives that is how the business wants Lean experts 30 139 171 283 around transactional and to do it. Culture changes are transformational change always hard but if it’s better Lean practitioners 300 785 963 1700 and standardised reporting for customers, our job becomes across the Department in four better too,” Julia Kory, Lean lean training, are now working staff and customer feedback, key result areas: capability, Expert, Hereford Jobcentre. on processes that had been they removed duplication culture, customer and process The project extended its improved by lean. and re-worded sections that improvement/effi ciency, all of activity in 2010 into specialist In addition, we have steadily customers found frustrating and which were subject to internal areas such as HR, Legal and grown our own internal lean unclear. and external validation. Policy Groups. This was a expertise over the life of the The new lean script was key objective as these areas project, as these fi gures show, rolled out nationally, resulting DWP Lean Academy determine the high level design to help sustain those gains and in reduced call times for at The project focused on of operational processes and deliver further improvement in least 2,500,000 DWP claimants developing internal expertise, infl uence the organisation’s core the future. annually calling to make a claim informed by and benchmarked systems which can enable or As the core DWP lean project to benefi t. against external lean learning, constrain lean ways of working. came to a close, each of the While much remains to be and standardised this across The challenge proved very Department’s major businesses done, DWP has undoubtedly the organisation through different in those areas as assumed ownership for the made signifi cant progress the establishment of its own the focus was very much on ongoing implementation of over the last four years. If the DWP Lean Academy and an the internal customer, with lean as we continue our journey Department only maintains its externally accredited lean low volume work, little or no and move towards our 2017 current lean commitments, the learning routeway. standardisation of processes lean vision of making lean projected savings over ten years Our skilled people have led and hierarchical, multiple sustainable and ‘business as are estimated at £2.3 billion. and supported improvements in checking tiers. usual’ across DWP. These successes provide a sound sites such as Midlands Disability Although initially harder to foundation for DWP to continue Benefi t Centre (DBC). Here they fi nd and quantify, signifi cant Development Centres its lean journey and ultimately used lean project support to improvement opportunities In evolving its lean approach, realise our longer term vision train staff in lean techniques, were identifi ed, demonstrating we have recognised the of becoming a truly lean freeing up more than 50 staff how lean can be applied fl exibly importance of capturing organisation by 2017. to deal effectively with the in non-operational areas, and systematically testing We are also sharing our transfer of work from Wembley starting with small improvement improvement ideas. We have experience and best practice DBC whilst maintaining service initiatives, such as the handling established seven Development with other government to existing customers. of ministerial correspondence Centres, led by lean experts, departments who are Engaging and empowering to convince, establish and prove designed to test and channel embarking on their own lean frontline staff in lean activity the application of lean in more these changes into the wider journeys. from the outset was key to complex environments. organisation. In addition, we As we go through our current delivering successful and “I think the benefi ts of lean are currently embarking on organisational transformation, sustainable results. At fi rst, working speak for themselves a more structured process to work will continue to fully some appeared sceptical, seeing and I’d advise anyone to generate and capture ideas for integrate and embed lean lean as relevant only to the give it a go. Lean is tried and change and innovation from into DWP systems and to grow manufacturing sector. tested with clear results and front line staff. the culture of innovation and However, as they became I think it emphasises the ‘can To support this, there continuous improvement across involved in informing and do’ approach to changing our is increased focus on the whole of the organisation. delivering visible business everyday work,” Sue Owen, strengthening problem improvements, they proved DWP Director General Strategy. solving skills as the purpose of quick to engage with lean and At the point of project closure continuous improvement is to Lean is a adopt tools and techniques to in June 2011, our customer make things better – and that deliver better, quicker and more service had improved in terms means understanding what is journey, not a accurate results for customers. of time, cost and quality and wrong in the fi rst place – and Details of their successes and we had improved people being comfortable in bringing destination ... experiences were published engagement. problems to the surface. This is a internally across DWP, making Our analysis shows a 12% tough cultural challenge for any and DWP has advances visible, and building improvement in staff experience organisation. the opportunity to continue to and engagement. 54% of The requirement to deliver paved the way drive lean forward and to share staff in the Department have a better customer service at good practice. been on lean training and are reduced cost led telephony for the rest of “The biggest shift for people now applying that learning in agents in Grimsby Contact is to think in terms of delivering practice. A further 28% of staff, Centre to redesign the call government our services in a way that who have not been through script. Based upon structured Management Services 10 Winter 2011 Legal topic Age concerns: How the Equality Act affects individual rights in the workplace

Courtesy of iscrimination in 2011) and the Government is than another is treated or Russell Jones & employment on the continuing to consult on the would be treated because Dgrounds of a person’s best way to introduce them. of their age or age group, Walker Solicitors. age is unlawful. The Age unless this treatment can Regulations, which came into The behaviour prohibited be ‘objectively justifi ed’ (as effect in 2006, have now been The Regulations outlaw a explained further in this replaced by the provisions number of different types of article). of the Equality Act 2010 behaviour: direct and indirect prohibiting age discrimination. discrimination, victimisation and Indirect discrimination Those provisions have harassment. Direct discrimination This is where what the law far-reaching effects, giving can also arise where a person is describes as a ‘provision, protection to not just older discriminated against because criterion or practice’ (ie an workers, but those of all ages, they are perceived to be a certain arrangement or feature relating in all areas of employment. age or age group (whether to the employment) is applied correctly or not) or because they or would be applied equally to The protection given are associated with somebody all persons. If this puts or would The Act protects workers of a particular age or age group. put people of a particular from age discrimination in In certain circumstances they age group at a disadvantage, recruitment, employment terms also prohibit discrimination after compared to persons of and conditions, promotions, the employment or working another age group, it may transfers, dismissals and relationship has come to an be indirect discrimination. vocational training. It will end. Employers may also be However this would not be the also protect people from age responsible for the acts of their case if the ‘provision, criterion discrimination in the provision of agents, as well as the acts of or practice’ can be goods and services, but these other employees. ‘objectively provisions have not come into force at the time of Direct discrimination writing (November This occurs when a person is treated less favourably Management Services Legal topic Winter 2011 11 justifi ed’ (as explained further differences in treatment on and where notice of retirement in this article). grounds of age are sometimes is given after 5 April 2011, the An employer necessary. If this is the case, an DRA cannot be relied upon by Victimisation employer will have to show an employer, unless it can show may legally This is where a person is that any such difference in justifi cation: treated less favourably treatment is a ‘proportionate discriminate because he or she has made a means of achieving a legitimate Service-related benefi ts complaint or allegation of age aim’. Tribunals will scrutinise Employers often require a on grounds of discrimination, or is assisting such defences closely and certain length of service before someone else who has taken employers will have to awarding a benefi t such as age if being a action in relation to age produce solid evidence of their private medical expenses discrimination. justifi cation. insurance or increased pay or particular age holiday entitlement. Harassment Exceptions and This could constitute indirect is a genuine Harassment is defi ned as exemptions age discrimination because conduct related to age that The Equality Act previously the younger a person is, the occupational violates a person’s dignity allowed employers to set a less likely he or she is to have or creates an intimidating, default retirement age (DRA) of the required length of service. requirement hostile, degrading, humiliating 65, without requiring them to An exception for this type or offensive environment for justify this. Although the DRA of benefi t has been made as them. It takes account of all was abolished with effect from length of service benefi ts are circumstances, including the 6 April 2011 and any dismissal clearly important for motivating perception of the victim. because of age taking place on staff in certain circumstances, Typical examples of or after 6 April 2011 is direct age rewarding loyalty and harassment include derogatory discrimination under the Equality recognising experience. comments about a person’s Act 2010 (EqA 2010), transitional Any benefi t earned by fi ve age or excluding/ignoring a provisions currently apply. years’ service or less will be person on the basis of their age. The DRA still applies where exempt. If the benefi t is based Harassment may not necessarily notice of retirement was given on more than fi ve years’ service, be targeted at an individual on or before 5 April 2011 and an employer must show that or individuals; for example, an the employee being retired will it reasonably believes that offi ce culture of telling and have reached the age of 65 (or it is using the benefi t to tolerating ‘ageist’ jokes may the normal retirement age if refl ect the higher level qualify as harassment. this is higher) on or before 30 of experience of the September 2011. employee, to reward Objective justifi cation Employees subject to the loyalty, to increase Direct and indirect transitional provisions have the or maintain discrimination on grounds of right to request to continue motivation age may be justifi ed in certain working beyond their normal or that it circumstances. The retirement age however, and otherwise law recognises employers are obliged to fulfi ls the that consider such requests. From employer’s 1 October 2011 onwards, the legitimate default retirement age will business be completely abolished Management Services 12 Winter 2011 Legal topic needs. The extent of evidence to do so. However, this power ABOUT THE AUTHOR required by a Tribunal in this should not be relied upon. Russell Jones & Walker Solicitors case remains to be seen. You may also need to follow are home to the independently top the ACAS Code of Practice ranked employment law team for in- Statutory Redundancy Pay on Discipline and Grievance dividuals within England and Wales. This is currently calculated Procedures (which can be We do not deal with businesses and using age-related criteria downloaded from the ACAS this puts us in a unique position to but is exempt from the age website). This is aimed at assisting advise people regarding their em- discrimination provisions of parties to resolve disputes within ployment rights with no confl ict. The team deals with all areas of employ- ‘The Act’. Enhanced redundancy the workplace. ment law and regularly acts for sen- payments following the If your claim is successful, ior executives and alike negotiating statutory scheme will also but the Tribunal considers that complex settlements and resolving be exempt. If an enhanced you have unreasonably failed employment issues. redundancy scheme is different to comply with the Code, your from the statutory scheme, it compensation could be reduced will not be exempt, and the by up to 25%. There are also employer will have to justify the penalties on the employer if scheme objectively. they do not comply with the Code. Please note that the time National Minimum Wage limit for bringing a claim is not The National Minimum Wage affected by compliance with the is applied by reference to age ACAS Code. It still needs to be bands. brought within three months less one day of the treatment you are Genuine Occupational complaining about. Requirement You are entitled to request In limited circumstances, your employer to complete an employer may legally a questionnaire to obtain discriminate on grounds of information relating to your age if being a particular age complaint. This can be served at is a genuine occupational any time prior to commencing requirement. For example, an legal proceedings, or within 28 actor in a particular role may days of lodging your claim. Once need to be in or around the you have convinced the Tribunal age of the character he or she that an act of discrimination is playing. There are other has occurred, and the employer exemptions in relation to life is responsible, it is up to the assurance, age-related statutory employer to justify their requirements and occupational behaviour. pension systems. If a claim is upheld, a Tribunal can make a declaration that Pursuing a complaint there has been unlawful Strict time limits apply in respect discrimination and award of bringing a claim. Most claims compensation. There is no upper will need to be brought in the limit to the amount that can be Employment Tribunal within awarded. three months less one day of the If you think you are a victim treatment you are complaining of age discrimination, you about. may bring a complaint to an Where that treatment Employment Tribunal. There is no amounts to a continuing minimum service requirement for course of conduct by your bringing a claim. It is important employer, the claim may be to take legal advice at the outset. brought within three months Please visit www.rjw.co.uk to less one day from the end of request a copy of the separate the conduct. In some instances, factsheet Age Discrimination if a claim is lodged out of time, at Retirement for details of the the Employment Tribunal has procedure to be followed for the power to extend the time requests to continue working limits if it is just and equitable beyond normal retirement age. Management Services Management failure Winter 2011 13 Lean management failure at HMRC

By Bob Emiliani, Central Connecticut State University, New Britain, Conn, USA.

he controversy and and its evolution over the last at the expense of workers. negative reaction 100 years. Taylor’s statement can be It ceases Tsurrounding the The forerunner of lean updated to characterise lean introduction and practice management is scientifi c management today: “It ceases to be lean of lean management in HM management. It too is much to be lean management the Revenue and Customs (HMRC) derided – until one realises the moment it is used for bad.” management seems well-deserved. true intent of its originator, Lean management used for A recent journal paper by Frederic Winslow Taylor. bad is not lean management; the moment it Bob Carter et al, Lean and Taylor wanted to improve it is simply bad management. Mean in the Civil Service: The productive capacity for the This causes enormous is used for bad Case of Processing in HMRC, good of workers (wage headaches and confusion describes the fl awed approach increases, less arduous work among managers and workers taken and the resulting terrible and better trained workers), as to what lean management outcomes. enterprises (sales growth and really is. Being used for bad, From that paper and other improved profi tability) and one can only conclude that sources, it is clear that lean the Nation (GDP growth and lean management must be management was not actually international trade), and also bad. But lean is not bad in put into practice at HMRC. improve cooperation between and of itself; this is a very The civil service unfortunately workers and management. He important point to remember. applied a highly degenerate was specifi cally interested in Unfortunately, zero-sum and dysfunctional derivative eliminating disputes between thinking is deeply ingrained form of new management workers and management among most senior managers practice that resulted in a which inevitably led to zero- and consultants, which is the proliferation of zero-sum (win- sum outcomes. principal way in which lean lose) outcomes. I have long Taylor said the following is recognised as bad. Zero- called this ‘fake lean’. A better words in testimony he gave sum thinking is so integral name, perhaps, would be ‘no to the US Congress in January to management’s mindset lean’. 1912: “It ceases to be scientifi c that senior managers simply management the moment it is do not understand how to Fake lean used for bad.” achieve non-zero-sum (win- It is far more common, This statement captures win) outcomes. It is a concept by a factor of 500 to 1 or Taylor’s enormous frustration so foreign to them that they more, to witness the rapid with how most senior ignore it altogether. The emergence of zero-sum fake managers and consultants approach to lean taken at lean in organisations due to mistakenly interpreted his HMRC, and resulting outcomes, a combination of short-term work, as a fast way to achieve were thus entirely predictable. thinking, ignorance of what zero-sum outcomes that lean management is and benefi t the company at the Different focus ineptitude on the part senior expense of workers. Importantly, this same mistake managers and consultants. The same frustration is made over and over again The ability to discern exists today for people who by senior managers and the true intent of lean advocate lean management. It consultants, despite having management and, hence, to too is seen by most managers gained decades of practical practise it correctly, requires and consultants as a fast way knowledge that inform us of one to understand the history to achieve zero-sum outcomes what to do and what not to do of progressive management that benefi t the company when introducing progressive Management Services 14 Winter 2011 Management failure

lean management into and costs, which increase have been made redundant organisations. inexorably, must be levelled must not lose their job and Consultants should know or reduced by improving instead be re-deployed to this, but apparently practising processes – not by laying other areas of the organisation progressive lean management people off. to do productive work. This correctly does not generate The ‘respect for people’ process is one of bilateral negatively sales to senior managers, most principle refl ects the need to negotiation between impacted of whom are narrowly focused, help ensure that improvements employee, current manager many different time-constrained and demand do not result in zero-sum and future manager to assure stakeholders. immediate cost savings for outcomes – winners and non-zero-sum outcomes. It is too important political or other purposes. losers. Taylor, Woollard and Workers are not the pawns a failure to quickly Lean management is Ohno were management of management in lean, to dismiss it as the result defi ned by two inviolate practitioners, not academics, be placed in jobs that are of bad planning or bad principles: ‘continuous who each held positions convenient for management execution, by blaming improvement’ and ‘respect in industry, ranging from but diffi cult for workers. employees or suppliers for people’. These became engineer or shop fl oor The ‘continuous (the consultants), or by principles of progressive worker to senior executive as improvement’ and ‘respect scapegoating one or two lean management because their careers matured. They for people’ principles are high-level managers. The act its foremost practitioners – learned from experience the practical and effective and of doing this would, in itself, Frederick Winslow Taylor (US, importance of the ‘respect for they encourage people to demonstrate that the ‘respect practice period ca 1880-1914), people’ principle and that it think. And thinking is what for people’ principle is not Frank George Woollard (UK, must not be seen by anyone lean management requires, understood by HMRC senior practice period ca 1915-1933) – especially not by senior as it is often referred to as managers. There is no thinking and Taiichi Ohno (Japan, managers and consultants – as the ‘Thinking Management going on here. practice period ca 1947-1978) something that is optional. System’. Managers have to The root cause of this failure – realised that you cannot If the ‘respect for people’ think and they also have to should be carefully determined have continuous improvement principle is not recognised, or learn to trust workers to think. using formal root cause without respecting people. is recognised but viewed as However, the HMRC case analysis, such as by creating A3 Importantly ‘people’ in optional by senior managers, shows that neither the reports. As senior managers this context means an then failure is certain. The ‘continuous improvement’ at HMRC are responsible for organisation’s stakeholders: mistake that senior managers nor the ‘respect for people’ the failure, they must be the employees, suppliers, customer, almost always make is to lay principles were understood ones to think and learn from investors and communities. people off as the result of and thinking among managers it by analysing its root causes The ‘continuous process improvement. was obviously on extended and identifying practical improvement’ principle That kills employees’ holiday. countermeasures in order to expresses the need to improve desire to participate in Taking HMRC’s ‘no lean’, avoid future failures. on a daily basis in response continuous improvement and zero-sum approach to process Importantly, failure analysis to changing circumstances. fundamentally contradicts the improvement to other civil must not be used as yet The world changes every day ‘respect for people’ principle. service departments in the UK another tactic to assign blame and so must we. At minimum, will result in almost certain and it must not become customers’ expectations of Bilateral negotiation disaster. politicised. It must instead be quality and timeliness, for Is not the cause-and-effect What happened at HMRC used as a means to identify example, increase over time obvious? Instead, people who is a major failure that has process-related problems Management Services Management failure Winter 2011 15

and to identify opportunities for people’ principle were ML ‘Bob’ Emiliani is a for process improvement. easy to understand, including Senior professor in the School The failure analysis and its inter-relationship with the of Engineering and managers, countermeasures should be ‘continuous improvement’ Technology at Connecticut shared with other civil service principle, then fake lean would State University in New in particular, departments in the UK prior be rare and real Lean would Britain, Conn, where he to their initiation of process be common. But real lean – the teaches courses on lean have a lot of improvement activities within daily application of both the leadership, lean supply those departments. ‘continuous improvement’ and chain management, failure analysis of If not, you can be assured ‘respect for people’ principles homework to do management decisions that other civil service – is rare while fake lean is, and research methods. to gain a correct departments will strongly unfortunately, common. Prior to joining academia resist any efforts to improve The senior managers of in 1999, Bob worked understanding processes when outcomes for HMRC and other civil service in industry for 15 years civil service employees and departments must realise and had management of lean other key stakeholders are that 100 per cent of their responsibility in certain to be zero-sum. university education and engineering (R&D, new management, Now, the question one work experience pertains to product development) and operations should ask is: can the non-lean management. To (manufacturing and damage done at HMRC be emphasise this point, I tell which is a supply chain). He repaired? Yes, but it will people: “Don’t confuse getting had responsibility for prerequisite require an ability to explain an ‘A’ or receiving a diploma implementing lean to HMRC employees what with knowing anything.” principles and practices in for its correct lean management is and That may seem harsh, but both manufacturing and how HMRC’s efforts varied it’s true. Formal education supply networks at Pratt & practice drastically from it in almost systems teach batch-and-queue Whitney. He is the author every way. information processing, while or co-author of numerous books and papers on Management will have to lean seeks to achieve fl ow in lean management. Bob admit its mistakes and show information processing. The received engineering the way forward to better two are completely different degrees from the its lean practice and achieve fi elds of knowledge and University of Miami (BS), favourable outcomes. It is practice, with almost no areas University of Rhode Island likely that some mid-level of overlap. (MS) and Brown University HMRC managers are very Therefore, to adopt lean (PhD). frustrated by what happened management in HMRC or and may also have a proper elsewhere in UK civil service understanding of lean means to learn something management. I am sure they completely new. Senior would love the opportunity managers, in particular, have to put their knowledge to a lot of homework to do to use in leading efforts to help gain a correct understanding senior managers repair the of lean management, which damage. It will be very tough is a prerequisite for its correct going as employees do not practice. The bad news is that easily give second chances to most senior managers are not management. eager to learn new things. The good news is that there Lack of understanding are resources today that did As always, the weakness in not exist ten or 15 years ago senior management’s efforts to help senior managers learn to introduce progressive new things. lean management into The question is: will senior organisations is their lack of managers be motivated to understanding of the ‘respect fi nd and study those resources, for people’ principle. They put into practice what they typically think they are already learned and make adjustments practising this principle or that as their learning develops and they know what it means. improves over time? Or will These are horribly faulty they simply blame someone for assumptions. If the ‘respect failure and move on? 16 Quality improvement Improving healthcare quality at scale and pace

Lessons from The Productive Ward programme, courtesy of The NHS Institute for Innovation and Improvement.

he NHS Institute us and what are we doing organisations successful and for Innovation and about it? others not in terms of take up? TImprovement’s (NHS It is no secret that the NHS is 2 Why do some organisations Institute) Productive Ward: facing the biggest challenge in spread quickly and others do Releasing time to care™ (The its history and that £15-20 billion not? Productive Ward) programme in effi ciency savings have to be 3 What are the time scales aims to empower ward teams to found by 2014. that organisations take to identify areas for improvement There are countless examples spread? by giving staff the information, of money saved and quality 4 Are there organisations that skills and time they need to improved through using the spread quickly and sustain well? regain control of their ward and tools and techniques provided What are the characteristics of the care they provide. by the NHS Institute’s Productive these organisations? This research builds on the Series. Some of these can be 5 What is the process that is insights provided by the NHS found at www.institute.nhs.uk/ used in organisations that have Institute’s The Productive productives. spread and sustained well? Ward: Releasing time to care™ However, we are currently 6 For organisations that Learning and Impact Review, fi nding that, although The struggle, do they share specifi c undertaken February-June Productive Ward has proved factors? 2009, by the National Nursing to be extremely successful in 7 Is it possible to identify Research Unit, Kings College the NHS, so far it has been specifi c actions that could London. implemented in fewer than half overcome barriers? This study (undertaken of the wards in NHS England. April-June 2010 by the same This has to represent a huge It also explores how learning research team) aims to inform missed opportunity – and one from NHS staff experience of efforts to maintain momentum which needs to be addressed implementing The Productive of The Productive Ward, to urgently. Ward can inform the spread It is no secret support NHS staff going forward It is critical that improvement and sustainability of other and to discuss mechanisms programmes like The Productive large-scale change initiatives that the NHS and arguments for continued Ward, which have the potential and provides insight into a commitment and investment. to have a signifi cant impact broader challenge; whether it is facing Broader objectives include on cost and quality, are is possible to take the lessons generalising the benefi ts from implemented on a large scale learnt from The Productive the biggest this learning, creating a set of and as quickly as possible. Ward implementation and move hypotheses about the spread To achieve this it is important from a reactive to proactive challenge in its of large-scale change that can to understand what is needed understanding of the spread of be tested in future change to support ‘spread’ and large-scale change initiatives in a history and that interventions, theorising about what actions can be taken to healthcare context. some of the implications for the overcome potential barriers £15-20 billion spread of The Productive Ward to widespread adoption, Methodology and other large-scale change implementation and assimilation The research applied a in effi ciency programmes across different of such initiatives into routine two-phase methodology. sectors of the NHS, eg mental practice. Phase one comprised of three savings have health and community sectors. The research provides elements: a focused review of signifi cant insight into a number the theory related to spread of to be found by What were the aims of the of questions: innovations within healthcare, research, what does it tell 1 What makes some application of this theory to our 2014 Management Services Quality improvement Winter 2011 17

The report looks at the assumptions and observations about core innovation concepts. It goes on to categorise, giving examples of a wide range of indicators which could be studied to assist spread of an innovation in the context of healthcare organisations, eg identifying and mapping opportunities and constraints (ideas), reviewing organisation’s impact (context) and assessing the capacity for benefi cial change/effectiveness (outcomes). Specifi c challenges to spreading improvement programmes in healthcare are identifi ed and described within the report. Examples range from a lack of receptive organisational context or human receptivity to an absence of communities of practice or an inconsistent organisational/professional group vision. The research explores these factors in relation to spread of The Productive Ward and helpfully summarises critical success factors required to spread improvement programmes at scale and at pace, eg awareness raising of the potential for change, emotional connection to unleash energies for change, learning about benefi ts to self, belief that change can succeed, seeking and forming supportive knowledge of The Productive the implementation of other insider’s perspective of context, relationships and restructuring Ward and identifi cation of new ideas; history, current activity, staff the environment to support benefi cial areas for future Islands of improvement – energy, organisational energy, change. research to inform phase two of Pockets of excellence remain facilitators and barriers, and the research. isolated and unknown to others. future plans. What lessons can be Phase two comprised in- There is a lack of spread or only learned from the literature depth case study interviews isolated uptake of innovations; Insights from the review? with NHS staff implementing Improvement evaporation literature review of the Spread cannot be driven by The Productive Ward. These – A situation where change theory related to spread ‘top-down’ plans and motivation focused on the three areas is not sustained. The decay of innovations within alone – it needs to also focus identifi ed in phase one as of organisational change healthcare on unleashing change from the being most signifi cant for the may be infl uenced by a wide The report helpfully defi nes and system itself by moving people future development of the range of factors including staff clarifi es the term’s dissemination, to change themselves and each programme: commitment, managerial and diffusion, adoption, spread, other. Discontinuation – People (or leadership approach, as well assimilation and sustained Spread has to be user- organisations) decide to reject as organisational, fi nancial, change. focused to meet the needs and an innovation after adopting it, political, cultural, contextual and The case studies in phase two requirements of different groups possibly due to shifts in context temporal factors. of the research are particularly of potential adopters. which make work methods exciting as they provide The rapid spread of ‘good’ and goals obsolete, or because In the case study sites, multiple evidence on a topic which has ideas can be damaging in the sustaining one approach may participant accounts were used not been widely researched longer term if there is not inhibit staff development and to establish a near as possible previously: non spread. adequate time for staff to learn 18 Quality improvement new skills or wider impact (for access to the innovation, provide example, on patients) is not support for implementation, and considered. promote positive relationships There are different types of and client-centredness. barriers to spread, including lack Engaging respected of receptive context, inconsistent individuals to champion the vision, self-sealing groups, initiative, publicise the work of sticky knowledge fl ow, issues of ‘leading’ organisations, identify scaling-up, and inward-looking change agents and networks innovation. Positive actions are to connect and spread clear needed to address specifi c types information and learning about of problems. the innovation. Spread can be perceived Providing clear information as ‘grounding’ innovation about the benefi ts of the within systems – in other innovation in terms of the words confi rming the mutual potential for: advantage, knowledge, beliefs and compatibility with organisational assumptions related to the goals, straightforward innovation. It includes the implementation, trial and formation of groups of people, adaptation to local contexts, and personal investment and local observable improvement. control as well as technical Providing clear information systems such as plans and about the operational measures. attributes of the innovation Spread involves exchange in terms of operational goals, and mutual learning – this usefulness, feasibility and care™ Evaluation Report means taking on board the stages of implementation, (BHSCP 2009). human aspects of change and what type of knowledge and recognising that people is required. For easy access we have infl uence people, eg local Supporting adopting compiled lessons from the ‘change champions’, strong organisations to examine focused review of the wider leadership support and great their organisational context to literature and insights from project management. identify facilitating factors such case study interviews and in as resourcing, leadership, skills, a separate set of ‘top tips’ As leaders of improvement, knowledge-base, transferable for practitioners who are is it possible to infl uence know-how, ability to evaluate leading Productive Ward spread and adoption? the innovation and receptivity in implementation (Top Tips The research indicates that terms of vision, values and goals, for spreading the Productive A greater leaders of improvement as well as critical success factors Ward within NHS Trusts, programmes like The Productive for organisational spread. available at www.institute.nhs. awareness of Ward can learn from the uk/productiveward). above lessons and take positive Review of the four previous the nature of actions to overcome barriers to Productive Ward evaluation Discussion and innovation and spread: studies (listed below) also reveals recommendations for these processes Connecting with wider social characteristics which may have maintaining momentum of and political agendas (including hindered the spread of the The Productive Ward ... could help national policy imperatives), programme: The research confi rms that particularly to secure resources • The Productive Ward: there are numerous frameworks practitioners and negotiate incentives. Releasing time to care™ and models relating to spread Understanding the needs Learning and Impact and adoption and indicates to channel and characteristics of potential Review (NNRU 2010); that this can be confusing for adopters ensures the meaning • NHS London (2009) practitioners. The three-fold resources and of the innovation is clear to Evaluation of Releasing model – determinants, processes them and the adoption decision time to care™; and measures – developed energies into is made as simple as possible. • NHS Scotland (2008) within the report aims to Engaging potential adopters Releasing time to care™ provide a helpful framework areas where at all stages: for example, in Evaluation; within which to refl ect upon development and end-user • Belfast Health and Social and plan locally for spread. it will have the testing to target the innovation Care Trust Productive A deeper awareness of appropriately, enable ease of Ward – Releasing time to the different determinants greatest impact Management Services Quality improvement Winter 2011 19

discontinuation, or looking to Organisational energy is complicated by the fact that improve communication and infl uenced by levels of visible there is no agreed end point to shared learning in the case of executive support, resources implementation or completion islands of improvement. for programme leadership and of the programme. Nonetheless, Finally, organisations might facilitation, as well as building it should be noted that aspects look to invest resources in resilience to times of pressure of The Productive Ward have maintaining staff energy and and change. Continuity of been sustained even when wider engagement if they wish to organisational energy helps to implementation and spread has avoid improvement evaporation. avoid discontinuation. seemingly halted; this includes Practitioners are likely to fi nd Sometimes the decision to embedding improvements it useful to know more about temporarily halt implementation (such as standard procedures how to measure (and explain) can be benefi cial for ensuring and guidelines) into working the spread of The Productive the work is picked up at a practices and leaving a lasting Ward. Such measures could defi ned time in the future, structure (theory base and help to address variation in how rather than struggling on while staff knowledge) for future spread is judged and assessed, as organisational energy wanes and organisational improvement. well as opening up a dialogue contextual issues escalate. between different stakeholders Staff energy drives programme Closing comments from the to reach a more useful and spread, but staff need to know NHS Institute objective agreement about what about the programme, feel they The NHS Institute continues to a ‘successful’ rate of progress is. are backed by organisational work closely with key partners The fi ndings of this study energy and have time and space at all levels of the health system provide insights into how to participate in ways that are to maintain momentum of The organisations can spread learning meaningful and benefi cial to Productive Ward programme and embed improvement by, them. and support NHS staff going of spread (individual, for example, helping ward In implementing organisations forward with other large-scale organisational and contextual) leaders to manage time and there will naturally be islands change programmes. could help practitioners to resources to release staff, as well of improvement because of While discussions regarding improve readiness for spread as supporting shared learning patterns of staff energy and the mechanisms and arguments by identifying facilitators and through local adaptation and approaches to implementation. for continued commitment and challenges for individual staff, then local standardisation of Communication is essential to investment are ongoing, the different ward-based teams tools and techniques. the spread of the programme report indicates that continued and whole organisations. Key and the improvements made. investment in facilitators will be factors include staff receptivity, Conclusions for The It involves promoting the critical in order to sustain and staff energy, engagement, Productive Ward and programme through existing build on improvements which organisational commitment, large-scale change structures such as induction have already taken place in many collective capability, historical The progress of any organisation programmes, education and organisations. context and the way in which implementing a programme training; maintaining interest on The research also indicates organisations function. like The Productive Ward can be wards using informal interactions that robust evidence of impact The study has focused judged in different ways. and refl ection time; and linking measures would be extremely on three selected processes Successful implementation monitoring and reporting into benefi cial to support continued of spread (discontinuation, and assimilation means organisation-wide improvement investment. islands of improvement and spreading programmes at scale meetings. The NHS Institute has improvement evaporation) and as quickly as possible. It In a context of shrinking undertaken Rapid Impact and it shows that one or can also mean making sure the budgets and the challenge of Assessments for The Productive more of these processes can right changes happen, at the scaling up to whole organisation Ward in ten organisations, the be in operation in any one right pace, and that these are roll-out, programme leads and results of which are available organisation at the same time. embedded in organisational facilitators are now focusing at www.institute.nhs.uk/ A greater awareness of working. more on managing staff productiveward. the nature of these processes External observers, executives, expectations about what type of We look forward to continuing – and why they may occur managers and front line work can be done and delivering our support of NHS organisations within an organisation – could staff make different types of support in more effi cient ways. on their Productive journey. help practitioners to channel judgements about how well the Where The Productive Ward resources and energies into organisation is doing. The three- has been able to demonstrate Source: NHS Institute for areas where it will have the fold way of explaining spread cost savings, such evidence can Innovation and Improvement greatest impact. developed here (determinants, be used to make the case for For example, looking to processes and measures) organisational roll-out, even in a To fi nd out more about The continuity of organisational provides a framework within challenging fi nancial context. Productive Series visit: www. commitment and collective which to refl ect upon and plan However, assessment institute.nhs.uk/productives. capability in order to avoid locally for spread. of progress and impact is Management Services 20 Winter 2011 Forensics Louisiana State Polic Increasing effi ciency of forensic DNA

By Melinda Richard, MT(ASCP), Louisiana State Police; Timothy D Kupferschmid, MBA, MFS, Sorenson Forensics. The complete technical report is available at www.ncjrs. gov/pdffi les1/nij/grants/235190.pdf.

hile Louisiana’s The solution submittal form which gathers violent crime rates The LSPCL had a multi-pronged all information and prioritises Wshowed decreases, approach to the problem of the the case prior to submission. violent crime rates were 1.5 backlog, extended turnaround Evidence submissions are initially times that of the nation and times and low productivity. The limited to fi ve items for testing. murder rates were more than overall goal was to create an twice the national rates.2 With effi cient business-like structure Level 2: outsource 40.4% of Louisiana offenders to the scientifi c work and focus LSPCL outsourced work, having committed violent the scientists on the technical such as casework analysis, crimes3 and a recidivism rate laboratory work of DNA analysis training of DNA analysts and of 31.8% (2008),4 the need where the services rendered validation of new equipment. for rapid investigation and would then be timely and Newly hired analysts were resolution to forensic cases accurate, meeting the needs of trained by an external vendor, was apparent. the agencies served. off-site, reducing supervisor Through increased The strategy involved three time needed to train the new sensitivity in testing, levels of improvement: staff. Validation of the robotic laboratories are able to 1. Develop more effective equipment by external vendors isolate DNA profi les from communication between allowed LSPCL to introduce very small ‘touch’ sample agencies and LSPCL technology to shorten analysis sizes, providing an important 2. Outsource as much work cycle time, saving valuable DNA crime solving tool. Coupled as possible to temporarily analyst time. with the ever-increasing create more staff resources power of the national CODIS 3. Improve the effi ciency of Level 3: improve DNA database to produce a CODIS the DNA forensic process forensic analysis workfl ow ‘hit’ or investigative lead, the Louisiana was awarded a 2008 likelihood of DNA forensic The major work points for each Forensic DNA Unit Effi ciency analysis yielding assistance to of the three levels are listed in Improvement grant by the US an investigation is growing, the box opposite and below: Department of Justice, Offi ce provided DNA analysis of the of Justice Programs, National evidence in the forensic case Level 1: communication Institute of Justice (NIJ) to is completed. LSPCL increased communication fi nd innovative and creative Like other public crime with the district attorneys and solutions to this nationwide labs, LSPCL saw increases investigators to scrutinise and problem. in submissions such that prioritise pending cases. The grant was for $600,000, backlogs existed and Once each agency reviewed with $450,000 (75%) supplied turnaround times exceeded its pending cases, hundreds by the federal grant and a calendar year.1 The of DNA cases were cancelled $150,000 (25%) funded by state completion rate was not because the case had been funds. The grant goals were increasing at a rate to solved, closed or otherwise no to: 1) reduce DNA case turn- compensate for the increased longer needed DNA analysis. around-time by 50%, 2) double submittals and a backlog of Today case submittals productivity, 3) reduce DNA case DNA requests continued to are reviewed at the time backlog by 50% and 4) increase accumulate (see table 1). of submission, using a new the number of CODIS hits. Management Services Forensics Winter 2011 21 e Crime Laboratory casework using lean six sigma tools

Year # of DNA % increase in # of # of DNA % DNA requests TAT Backlog as of # of caseworking requests received DNA requests from requests completed 31 Dec FTEs previous year completed 2006 843 -0.6% 458 54% 476 876 11 2007 1032 22.4% 433 42% 561 970 11 2008 1037 0.5% 350 34% 568 1194 8 2009 1501 44.7% 1374 92% 676 910 14 2010 1317 -12.3% 1771 134% 287 286 16+4 trainees

Table 1: LSPCL DNA requests received vs completed, as well as annual backlog

LEVEL 1 LEVEL 2 LEVEL 3 COMMUNICATION OUTSOURCE IMPROVE DNA FORENSIC ANALYSIS WORKFLOW s#ANCELUNEEDEDCASES s#ASEWORK s)MPROVEANALYSISCAPACITYAND PRODUCTIVITY s0RIORITISEBACKLOGGEDCASES s4RAININGOFNEW$.!ANALYSTS s,EVERAGETECHNOLOGY s%NSURECOMPLETESUBMISSIONS s4RANSFERSCREENINGTONEWLY CREATED&ORENSIC4ECHNICIAN s3USTAINWITHCLERICALTIME s%QUIPAGENCIESFOREASIER POSITIONS savers FUTURESUBMISSIONS Management Services 22 Winter 2011 Forensics

Improve analysis capacity that measures all of the workstation was identical Backlog and productivity details and timing of the to every other workstation; LSPCL defi ned backlog as After researching the success current processes to establish a barcodes were printed to DNA requests that have been of the lean six sigma (LSS) performance baseline. replace manual tube labelling; received but not reported. methodology, the decision A spaghetti chart is a laboratory doors were removed The rear bars include the was made to apply business graphical illustration tool of to ease movement to and outsourced cases plus the management principles of the actual physical movement from lab spaces; unnecessary internally analysed cases. The LSS to the laboratory setting. of people and evidence procedural steps were removed front bars represent internal Consultants who specialise in throughout the laboratory. from the Standard Operating backlog only. these effi ciency methods were Processes that have not been Procedures; and a master contracted to conduct two streamlined often look like schedule was implemented Productivity projects: Sorenson Forensics, for a bowl of cooked spaghetti that dictated the activities of all The entire LSS project was the forensic DNA analysis LSS when diagrammed. Steps of analysts hourly. focused around increasing project, and CTQ Consulting, for the process for analysis of a CONTROL: Control phase is the productivity of the DNA the DNA purchasing LSS project. sexual assault case were drawn a management system that laboratory – the fl ow of and measured, showing a total monitors process variables and casework. The solution was Lean six sigma (LSS) of 12,687 feet (or 2.4 miles) performance measures and that four teams of three DNA LSS is the unique combination for a single case. As one step ensures that the problem stays analysts process approximately of lean thinking and six (two feet) takes approximately fi xed over time. Visibility and 75 samples (roughly ten cases) sigma process improvement one second to travel, the time accountability are cornerstones per batch. This translates to to form a thorough and for one case was 106 minutes. to the management practices, 40 cases per week, 160 cases/ comprehensive approach For 400 sexual assault cases, with daily production ‘huddles’ month (see fi gures 6 and 7)). to quality improvement, staff would spend 42,400 to ensure that all is functioning Figure 8 shows the process improvement and minutes (707 hours) in a year as designed. improvements of several the elimination of waste to travelling. In a typical working different metrics from the start produce a remarkably effi cient year [2,080 hours (40-hour/ Forensic DNA lean team of the DNA forensic LSS project and quality driven product, the week x 52 weeks/year)] the A team of seven managers and in May 2010 to the end of the crime laboratory forensic DNA motion waste of this process forensic scientists from LSPCL Improve Phase in August 2010. analysis report. The combination is 34% of an employee’s time. worked with Tim Kupferschmid Of particular note is that the of lean thinking and six sigma Different colours represent and Dirk Hooiman, the total queue time, or time a case variation reduction, when different processes as consultants from Sorenson is being processed, decreased merged together, form seven described in the process map Forensics, over a period of from 181 days to 11.6 days. guiding principles. (see fi gures 2 and 3). six months. The LSPCL team This exemplifi es the ‘fl ow’ that The principles are 1) focus ANALYSE: The analyse phase consisted of: Captain Layne was created by the LSS process. on the customer, 2) identify focuses on analysing the data Barnum; Melinda Richard, Second, the value added time, and understand how the work collected during the measure Project Team Leader; Adam a measure of lean effi ciency, gets done, 3) manage, improve phase and investigating the Becnel, Joanie Wilson PhD, increased from 2.7% to 37.9%. and smooth the process fl ow, causes of the bottlenecks, Alyson Saadi, Jeremy Dubois The average number of 4) remove non-value added backlogs and defects. and Erica Sparacino. Additional samples processed per analyst steps and waste, 5) manage IMPROVE: The solution employees of Sorenson that per month were doubled by the by fact and reduce variation, implemented during the assisted with the project were LSS project. 6) involve and equip the pilot study was a fi ve-day Anthony Carter, PhD, Kevin Day Leverage technology – as people in the process and laboratory process that PhD and Chris Harmston MS. the LSS projects progressed, 7) undertake improvement consisted of four technicians leveraging available activity in a systematic way. acting in a support role and The results technologies became essential. DMAIC is the acronym that teams of three DNA analysts All grant goals were met (see Details are available in the full describes the seventh principle. performing the lab work, table 2). technical report. It is a systematic improvement interpretation, reporting, and Sustain with clerical time framework. DMAIC stands quality checks on ten cases Turnaround time savers – the last step was to for Defi ne, Measure, Analyse, using a strict timed schedule. One goal of the project sustain the effi ciency obtained Improve and Control. Over a dozen other was to cut the DNA request by reducing time spent on DEFINE: The project goals improvements were made turnaround time (TAT) in half, clerical tasks. Reorganisation and scope are based on the during this phase. For instance, from 258 days (May 2008) to of LSPCL resulted in a Business customer needs and the lab processes and equipment 129 days. While the metrics are Unit being formed to absorb processes that need to be were relocated to reduce calculated from the receipt of purchasing of DNA supplies. A improved. The defi ne phase motion waste; the concept the request to report issue, the professional service contract, requires that you defi ne the of 5S (sort, straighten, shine, scope of the project focused engaged to conduct the second problem before you can begin standardise and sustain) on the TAT as measured from LSS project to reduce the staff to solve it. was implemented at the case assignment to release (see time spent on purchasing MEASURE: Data is gathered workstations so that every fi gures 4 and 5). functions, streamlined the Management Services Forensics Winter 2011 23 process and reduced the cycle Kathi Sill, the consultant from Leader; Christie McCollough, Improve and Control changes time needed to obtain supplies. CTQ Consulting Group, over Santina Spears, Erin Bielkiewicz that led to achieving the project a period of three months and Marci Herndon. goals. DNA purchasing LSS on this effi ciency project: 9 The methodological approach project lean team February through 11 May, applied by CTQ was the same Defi ne phase A team of six staff members 2011. The LSPCL team consisted LSS methodology used in the Current processes meant that from LSPCL and the of: Charron Thomas, Deputy forensic effi ciency project. the purchase order process management and fi nance Director of the LSP Crime Lab; The DMAIC process was used would take an average of 39 departments worked with Melinda Richard, Project Team to Defi ne, Measure, Analyse, workdays. However, there was

Figure 2: Before improvement spaghetti chart of a simple Figure 3: New, improved process spaghetti map for a sexual sexual assault case (12,687 feet) assault case (7879 feet)

GOAL UNIT OF MEASURE TARGET MARCH 2011

2EDUCECASETURNAROUNDTIMEBY Days 129 59 $OUBLEPRODUCTIVITY 2EQUESTSCOMPLETEDMONTH 100 175 $ECREASEBACKLOGBY Requests 850 152 )NCREASEOF#/$)3HITS (ITSFORLASTMONTHS >314 748

Table 2: Breakdown of grant goals

DNA request turnaround time DNA request backlog Days )NCLUDESOUTSOURCESCASES BUTDOESNOTINCLUDECANCELLEDCASES

350 GOAL = 129 GOAL = 850 1352 300 331 days 1400 requests 289 250 1200 995 232 227 1000 923 200 215 831 800 749 150 600 100 400 50 59 152 324 283 200 227 260 268 4OTALBACKLOG 0 137 -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH 0 internal BL -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH Figure 4: DNA request TAT. The gold bar indicates the goal of 129 days. During the Figure 5: DNA request backlog. Total backlog includes outsourced cases; internal pilot project, the TAT for pilot cases was 22 days backlog does not

DNA request completed per month DNA request received vs completed internally/month 200

180 180 GOAL = 100 requests/ Internal requests 160 160 month 175 158 received 153 140 140 122 120 120

Internal 100 100 93 requests COMPLETED 80 80

68 73 60 60 51 52 55 55 43 43 40 37 40 34 32 24 25 20 20

0 0 -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH -ARCH Figure 6: DNA requests completed per month (includes outsourced cases Figure 7: DNA requests received and completed monthly showing the completed as well as internally analysed cases) effect of LSS improvements in 2010 Management Services 24 Winter 2011 Forensics

such variability in the process for staff behaviour to change May 2010 Sept 2010 that, to have a 95% confi dence and to convert purchases to the level that a supply or service new process. Turnaround time 186 days 115 days (calculated) could be procured, one would A staff survey revealed a 81% have to allow 92 workdays. satisfaction rating with the new Total queue time 181 days 11.6 days processes. The entire cycle time Total process time 37.2 hours 6.6 hours (8 cases Measure phase for a purchase to be completed in 53 hours) Data was collected to was an average of seven days, Value added time (VAT) 2.7% 37.9% understand the purchasing far exceeding the 40-day target Non-VAT (NVAT) 97.3% 62.1% metrics and milestones. A (see tables 3-5). WIP 252 cases 89 cases survey of Crime Lab employees was taken for the time that Conclusions Backlog 768 408 employees spent on purchasing The overall objective of all Figure 8: Improvements from different metrics tasks. The message was clear: projects never changed: provide a great deal of staff resources tools and operational structure Before Hours/week FTE $Annual were being used on marshalling to increase effi ciency in DNA DNA 21.75 .54 $37,275 the purchase of supplies and forensic casework. While the services, only to have the process improvements were a custom Crime lab 137.80 3.45 $184,056 take approximately 40 business set of solutions, the tools and days (eight weeks) to occur. the concepts can be shared and After Target Hours/week FTE $Annual replicated. DNA 5 6.93 .17 $11,248 Analyse phase LSPCL has changed the Hypothesis testing showed culture and the way of doing Crime lab 35 58.05 1.45 $72,589 the current purchase process business at the Crime Lab. In had a sigma value of 2.67. By an economic time that requires Projected Hours/week FTE $Annual implementing the improved all businesses to do ‘more with savings approach designed by the less’, LSPCL found a strategy DNA 14.82 .37 $26,027 project team was expected to and a mechanism to increase Crime lab 79.75 2.00 $111,467 have a sigma value of 4.70 and effi ciency. The LSPCL and the represented a process yield Department of Public Safety Tables 3-5: Staff time spent on purchasing improvement of 90.96%. Services in Louisiana have before and after and projected savings benefi ted from the outcome, Improve phase which equates to a safer Based on the analysis of the community. data, improvements were made to streamline the purchase References process and reduce the time 1 Nelson, Mark Making Sense to delivery, manage vendor of DNA Backlogs – Myth vs Reality Washington, DC relationships which resulted in National Institute of Justice, vendor managed warehouse 2010. stores for offi ce supplies and 2 Reported Crime Uniform lab consumables and better Crime Reporting Statistics website. 29 March, 2010 – management routines to January 15, 2011. forecast budgeting. www.ucrdatatool.gov/ Search/Crime/State/ Control RunCrimeStatebyState.cfm. Reports have been developed 3 Fact Sheet September 30, 2010, Louisiana Department which allow the monitoring of of Corrections website. LA purchase performance metrics. Department of Corrections Briefi ng Book. 30 September, 2010 – 13 June, 2011. Results – DNA purchasing www.corrections.state.la.us/ LSS project wp-content/uploads/stats/2a. All goals were met, except in pdf. the area of staff time spent 4 Fact Sheet September 30, 2010, Louisiana Department on purchasing activities. The of Corrections website. LA target was fi ve hours/week for Department of Corrections DNA and 40 hours/week for the Briefi ng Book. 30 September, 2010 – 13 June, 2011. entire Crime Lab. The results www.corrections.state.la.us/ were slightly higher – believed wp-content/uploads/stats/2j. to be due, in part, to the short pdf. pilot time and due to the time

Management Services 26 Winter 2011 Measurement Measuring well-be in society (a point of view)

By Dr John McManus and Dr David Floyd, Lincoln Business School.

chieving well-being In discussing these points, fi rm in the industry (Friedman, has been the concern this paper draws on theories 1970). As we move into the Aof philosophers since of consumption and what next decade of the 21st century, Aristotle and is, in many development economists and economic conditions and respects, the essence of human social policy theorists advocate expectations are changing existence. – providing data from these based on this premise – ethical, In recent years, well-being multidisciplinary areas in order social welfare, citizenship and has moved from the realm of to establish a view of current corporate responsibility are philosophy to that of science. desires in society. becoming the dominant model. There has been a growing Authors, such as Davis body of research into what Some observations (2007), have argued that contributes to the quality of Historically, economists what we really require from people’s experiences of their assumed there is a need for us corporate society is respect lives. This has enabled a new to maximise profi ts and utility. and behavioural changes from understanding of the factors Profi t can be maximised to the our peers as well as making that both infl uence and point where marginal costs – enough money to survive constitute well-being (Sloman that is the cost of producing and attain a certain standard and Smith, 2010; Botten and one extra unit – are equal to of living. Coalition theory McManus,1999). marginal revenue, the money suggests that objectives of Traditionally, we use received from producing fi rms often involve striking comparisons of wealth creation one extra unit (Botten and a balance between the to benchmark our nation state McManus, 1999). Theorists such various political players in the against other nation states, as Cyert and March (1963) and boardroom. Often this results but are traditional measures, Baldwin and Clark (1997) have in achieving a consensus where such as gross domestic product shown managers that other balanced growth becomes the (GDP) and gross national individuals have goals other main objective for business and product (GNP), enough in a than profi t maximisation and society (Chertkoff, 1971). contemporary 21st century these could be managerial In this respect, growth is economy (McManus, 2009)? prestige or maximising the size seen as a measure of output Should we not question and infl uence of a company. and, when this is increasing, what other economic or It would be hard to it is assumed by economists non-economic measures are dispute the fact that profi t that everyone will feel better important and how such maximisation is a dominant off in a particular society, measures would be useful in a goal for many managers (or government will be able to global economy? individual employees) within a spend more, people will have Management Services Measurement Winter 2011 27 ing

also been shown that higher may infl uence the happiness for the factors considered. growth can often lead to of individuals choosing to Indeed future research could higher accommodation cost live in a country. It could be fi nd an average fi gure for and overcrowding, as well the ratio of male to female these factors across a sample of as increased stress levels. as well as the infrastructure people to help provide future More growth and further available. In addition, society insights into the subject. globalisation can also lead to is also interested in freedom the income to consume and increased pollution, an increase of speech. Population growth Some considerations of invest more (Robbins,1999). in people traffi cking and child is also useful to know to economic growth labour, as well as an increase in help with future planning Economists have been Measures of economic pollution levels. The banking and estimate whether the concerned with the study effi ciency crisis also has its origins in the government and business can of the broad aggregates, It could be argued that increased level of globalisation provide enough investment to unemployment, infl ation and economic welfare is a limited activities. cope with population changes. government defi cits as well measure in that it leaves out Stiglitz (2010) argues for Most people on average only as levels of growth. Infl ation such factors of life expectancy more regulation in view of change jobs every seven years, fi gures help to give an and education levels of the expanding globalisation so some planning may be indication of stability of prices the population. It has also process. More recently data necessary to ensure people feel within the economy, which been suggested by the New has become available on other comfortable with the standard help us understand whether Economics Foundation (NEF) factors infl uencing society to of living provided. growth is sustainable in the that maximising productivity counteract the above problems. There are a variety of other long run. Higher infl ation is and output may not be the best There has fi rstly been the factors that people consider often associated with higher thing for society. If, for example, introduction of the human with regards to their well- growth (Sloman, 2010). people only worked for 21 development index. This was being. For example, expatriates As in the last decade during hours a week there would be introduced by the United have stated that one of the periods of rising output, there a large fall in unemployment Nations in 1990. This index important pull factors for living is more pressure on fi nding and people could do more combines adult literacy and outside the United Kingdom the resources for achieving worthwhile tasks, according to life expectancy with income has been the low level of crime these results. More recently, the NEF study. levels to give a better indicator (Siegel, 2001). Data is now government has exerted a However output still needs of human development than compiled on drug and alcohol more favourable control over to rise to achieve growth and conventional GDP and helps to use to help explore this factor infl ation and this has occurred improved national wealth disguise extremes which may further. In some ways, however, globally. Reduced trade union and income, regardless of be more incorporated in GDP it is diffi cult to measure power and the forces of global whether more or less people fi gures. happiness since different competition have drastically are actually working. It has There are further factors that people may give varying values reduced wage infl ation. There Management Services 28 Winter 2011 Measurement

It has also been shown that higher growth can often lead to higher accommodation cost and overcrowding, as well as increased stress levels

have been many documented will then fall. With a falling provided, one might also including the USA, Singapore problems of infl ation currency it becomes more costly question how their motives and Hong Kong, offer low taxes measurement; for example, the for society to buy imported may vary from traditional (Backman, 2001). This may consumer price index measure goods and, therefore, standards government providers. provide a good incentive to takes out house prices whereas of living will then fall. Botten and McManus work there. However, costs of the retail price measure allows It is, therefore, important to (1999) have also shown the housing may be high in some for inclusion of infl ation (Floyd, point out the links between diffi culty in measuring the cases and also education and 2006). macro-economic variables effi ciency of greater service health may be provided less There have also been and the necessity to use activity evident today in the than in Europe. Higher taxes concerns over the weightings monetary and fi scal policy in economy and performance in Europe may, therefore, not given to the prices of various order to achieve favourable indicators are not always always be seen as a drawback goods. In a similar way, it is economic effi ciencies. There without bias. for some citizens. Employment important to understand the are problems in measuring Data available on currency fi gures are also an important budget balance in order to effi ciency in services and values and budget spending indication of happiness. see how sustainable growth government provision; for helps to understand the Unemployment of less than 5% may be. example, numbers of patients numerous factors that of those able and willing to As we have witnessed in treated in hospitals may be a infl uence our well-being. work is the main goal of most the West, if there is high poor measure if the quality of To refl ect the true level of governments. However, this borrowing, governments service is poor and people have happiness in society, it is fi gure may hide such factors may lose credibility, which to return to hospital at a later necessary to draw on this as those in part-time work will then lead to government date. Le Grand (2006) suggests variety of informative data. or education and, in some having to borrow at higher that health provision varies Indeed, many countries may cases, the fi gures may seem rates of interest. Consequently across region as well as country have important pull factors, but misleading. increased fl ows of money will and to some extent people may these need to be offset by the be required to pay for higher experience a postcode lottery various drawbacks associated Future implications interest rates – the more money and, therefore, not always with living in a particular In essence, there are many there is in the economy may achieve an adequate standard country. factors that infl uence the lead to a decrease in desire of service. The following examples well-being of the population. of people to purchase the In addition with more may be useful in illustrating Table 1 helps to show the currency and currency value private care being now the point. Many countries, important factors that need Management Services Measurement Winter 2011 29

to be considered in addition extremely high on government to general levels of growth. expenditure. While GDP per head is an Also the level of crime is important measure and will important to convince people continue to be so in making that the system is safe and monetary comparisons, viable in the long-term. we also cover the human Finally, it is also important to development index in the consider population growth. table to recognise the Again this needs to be taken importance of skills and into account in order to education so widely spoken of convince people that happiness by politicians these days. can be maintained in the Health spending, again longer term and it also helps in a similar way, is often an in the planning of individual issue general elections are budgeting. Such rich data is fought on and the importance now becoming available and to the population needs to needs to be more widely used be refl ected in compiling in order to understand the new methods of measuring importance of what makes contentment in society. As has society better off. been shown, although the Indeed, the process of population is now looking globalisation has infl uenced for effi ciency in government society greatly and has, in spending and demanding good part, prompted people to standards of service across revaluate what is important all regions of the country, to them in society. Future performance indicators can generations are likely to have help to achieve this to some different value systems, so extent but also have limitations. there will be a point in time to These factors also fi gure revisit these issues again.

Table 1 Comparison of well-being indicators – 2009 Country GDP/Head Healthcare Crime Human Development References Index Baldwin, C, Clark, K (1997) Managing in an age of modularity, Harvard Business Review, Vol 75 pp 84-93 United 39700 8 <25 94.6 Backman, M (2001) Asian Eclipse: Exposing the Dark Side of Kingdom Business in Asia, John Wiley & Sons Germany 35000 10 <25 93.5 Botten, N & McManus, J (1999) Competitive Strategies for Service Organisations, Macmillan Press, UK USA 43700 15 32-46 95 Chertkoff, J, M (1971) Coalition Formation as a Function of Japan 34000 8.2 <25 95.6 Differences in Resources, Journal of Confl ict Resolution, No 15, pp 371-82 China 2000 4.7 N/A 77 Cyert, R M, March, J G (1963) A Behavioural Theory of the Firm, (Source Floyd and McManus, 2010 (new data is under review)) 2nd edition, Prentice Hall, Englewood Cliffs, NJ Davis, K R (2007) The Compliance Racket, The Chronicle of Higher Education, Vol 53, No 20, p B11 Floyd, D (2006) Are higher interest rates a thing of the past? Management Services, vol 50, No 2 Friedman, M (1970) The social responsibility of business is to It is, therefore, important to point increase its profi ts, New York Times Magazine, pp 33 Le Grand, J (2006) Academia, policy and politics, Health out the links between macro- economics, policy and law, (1), pp 319-322 McManus, J, White, D, Botten, N, Managing Global Business Strategies: A 21st Century Perspective, Chandos Publishing, economic variables and the Oxford, UK Robbins, R, Global Problem and the Culture of Capitalism, Allyn necessity to use monetary and and Bacon, 1999, pp 209-210 Sloman, J & Smith P (2010) Economics Student Workbook, 7th fi scal policy in order to achieve edition, Prentice Hall, pp1-288 Siegel, D (2001) Do British Companies Really Need a Minister to Make Them Socially Responsible? Parliamentary Brief, Vol 7, No. 5, favourable economic effi ciencies April 2001 (special supplement on Business and the Community), pp 7-8 Management Services 30 Winter 2011 Leadership Leadership lessons in lean

By Michael Ballé and John Bouthillon.

hen one of the same: the CEO spends two days authors, John a week visiting the construction WBouthillon, took sites and discussing problem over as CEO of PO Construction solving with his line hierarchy. – a family-owned, mid-sized He is on the gemba once construction business – things a month with his sensei and were looking dire. they slowly progressed from As he stepped in, the safeguarding people (safety and company had experienced a order) to protecting customers record turnover, but was not (solve problems before passing making a profi t. Sales were also the work on to the next step), poised to fall off the cliff in the to controlling project lead-time great recession. (anticipating the impact of John had been curious about technical problems on project lean for a while. He had book milestones) and reducing knowledge of the topic and project lead-time (balancing decided that was the approach work between trades to he needed to face the coming accelerate the fl ow of work). challenges. Without ever being targeted Rather than go the common explicitly, costs have been route of setting up a lean cost- reduced throughout, mostly cutting project and delegating by taking out the costs of it to a lean offi cer, he did it by silly mistakes and foul-ups. the book: he found a sensei Furthermore, by focusing all his (lean expert coach) and they energies in developing his line started visiting construction management in order to deliver work sites to learn to see what good products to his clients on physical problems affected his time, John has also grown back performance routinely and, turnover without increasing hence, his bottom line. overhead at the same rate and They never did anything made the company globally far extraordinary, focusing in the more productive. fi rst year on debating with each site manager about safety, Counter-intuition pays ordered work sites and getting As a veteran researcher of lean concrete right fi rst time – rather transformations, the other unrewarding hard work. author, Michael Ballé, was struck by how working with his line Surprise results management to solve daily To John’s surprise, in the mundane issues had led John fi rst year of doing lean the to radically rethink the entire old-fashioned way, although strategy of his company. he did fall off the cliff and lost John’s overall approach was 30% of turnover, he made a not to let operational problems signifi cant profi t. fester in order to stick with the In the following years, John production plan, but to get his has steadily increased both teams to stop and fi x problems turnover and profi tability to before moving on. record levels for the company. Although profoundly For the past three years, counter-intuitive, this paid John’s routine has been the back massively on the overall Management Services Leadership Winter 2011 31

Clearly, none of these new construction strategies is easy or even ever fully implemented: they remain a constant struggle against

cost of the project, without with its subcontractors, industry tides and natural human even increasing overall lead- pressurising them on cost and time because problems set systematically resorting to legal behaviour aside tended to blow up at the threats to get them to deliver – end of the project. which they’d do in bad grace. This led him to realise that in John realised his contracting order to make money on any policy had to change if he essential for any CEO wishing condominium development, wanted to grow profi tably and to get results from managing a he needed a solid team on he set out to help contractors lean company: site. Previous thinking was that help him make money. 1. The importance of True as the company was always This was a radical culture North; hungry, it would take all change and on-going diffi culty, 2. Going to the gemba; projects it could win – and then but as times got increasingly 3. Developing leaders, not hire or fi re accordingly. diffi cult for contractors because followers; John changed the sales of the overall industry crisis 4. Managers must be strategy by planning a and defaults became common, teachers; monthly volume – including the policy started to pay as 5. Learning to see (and steady double-digit growth – PO Construction developed a hear). and worked hard with sales network of partnerships. to try to bring in projects at Clearly, none of these new Pursuing True North means the right time. strategies is easy or even ever committing totally to perfection As the company’s reputation fully implemented: they remain (zero accidents, zero customer increased, this became slightly a constant struggle against complaints, immediate delivery easier and they learned to use industry tides and natural of products made 1x1 in price acceptance as a levelling human behaviour. sequence, 100% value-added, mechanism. Still, this was Yet, Michael was struck by employee suggestions every profoundly counter-intuitive the fact that John, as a leader, day and a regular fl ow of to the whole business and never dreamed up these new innovation) by aggressively hard work. strategies waking up one pursuing improvement (-50% Secondly, John realised that morning and then set out to accidents per year every year, the success of his projects execute them. -50% complaints reduction per depended on the technical In working with his sensei, he year every year, -20% lead-time expertise of his work teams. crafted strategy the lean way, as reduction per year every Previously, it had been assumed described by Toyota expert Jeff year, 10% total productivity that qualifi ed people could Liker1: self-development, then improvement per year every be simply poached from coach others, then keeping a year and -20% new product competitors, as is the norm in clear direction and supporting lead-time per year every year), the industry. the kaizen spirit which, small regardless of circumstances. By taking ownership of the step by small step, leads to full Now, of course, these qualifi cation process, John transformation. aggressive targets are rarely realised he could also work with Upon discussing this break achieved because, fi rst, his central methods offi ce to from devise-and-execute to something unforeseen always create more repetitive cycles kaizen-and-train, the authors happens and second, well, it’s within each project and leverage asked themselves what would hard. But they are pursued economies of scale. Developing be the larger implications of nonetheless because not people became the number one John’s experience on the CEO’s achieving them is the source of strategic item for the company. role in lean management? refl ection and radical rethink. In John’s case, following Culture change Getting results True North led him to change Finally, when John took over, the Five key ideas came to light his mind on many aspects of fi rm had very poor relationships in the ensuing discussion as how his company did business, Management Services 32 Winter 2011 Leadership

Annual turnover and profit rate

6%

100 5%

80 4%

Turnover 60 3% Profit rate

40 2%

20 1%

0 0% 2005 2006 2007 2008 2009 2010 2011 est. but the outstanding point is place where things happen – is when necessary but never levelling. He realised that the clearly the one unique lean instructs. The only legitimate number one success factor of practice at the heart of PO question is “why?” The aim of any project was having the right Construction’s progress. The the gemba walk is to get people management team in place CEO must learn the practice of to stand back from their rushed to kick off the project as most gemba walks. work, scratch their heads and signifi cant choices are made The point of the visits are think deeply. very early on. teaching all team members This, it turns out, is never either PDCA or SDCA. Starting Shopping list easy as people are always with the latter, the main insight One unique practice John committed elsewhere (worse is is to realise that performance developed as he mastered on late projects), leave or are is made now, today, right this gemba walks is the ‘shopping overburdened. The key then is minute. There is no elsewhere, list’: every person is entitled levelling: having a steady stream no elsewhen. to ask the CEO to solve one of projects come through the specifi c problem which requires pipe. Standards do check act no investment. This has, As you read this, your people unexpectedly, been a key driver Price the adjustment are making the performance to improving central services’ variable which will accrue into your performance. In construction, where every fi nancial results. Standards Do The role of the leader in project is both large and unique Check Act is the basic practice lean practice is developing and customers have their of checking whether everyone more leaders, not followers. own decision cycles, it seems understands the standard by As the CEO practises gemba impossible, but it turns out highlighting physical problems walks intensely, the difference that, although very hard, as the (such as orderliness) and asking between being in control fi rm’s reputation for quality and teams to come up with concrete and controlling progressively service improves, there is one actions (Do) to get back to emerges more starkly. John has adjustment variable: price. standards, check the execution learned, not always comfortably, Customers relentlessly (Check) and most importantly to delegate all decisions and negotiate prices down so reach the right conclusions (Act) signatures as far down the line rather than base the go/ by discussing with all involved. as possible. The real risks are no go decision on estimated Where and when standards in fact limited as he sees all his profi tability, the company tries are respected, the second sites once or twice a month, so to decide on the basis of project gemba skill is to drive teams he has a pretty good hands-on team availability. One surprise to seek further improvements idea of what is going on. was that this led the fi rm to by practising Deming’s Plan Do Furthermore, the entire line protect its prices in the worst Check Act: taking a problem is progressively focused on 1) environment in decades rather and making a plan, executing training their direct reports than the other way around – it, checking results and either and 2) fl agging problems as clearly a case of better be lucky adjusting or adopting. they crop up. The CEO must than good! In essence, on the shop fl oor, learn to intervene only in the Going to the gemba – in lean the CEO points out problems, case of large issues that can terms, the shop fl oor, the real highlights technical alternatives impact disproportionately the Management Services Leadership Winter 2011 33 company and where local downwards, but one key to teams are in no position either the company’s success. Equally hard, the CEO must also to understand the problem (it’s In the early days, this also elsewhere) or to solve it. caused quite a few headaches let people make marginally poor Equally hard, the CEO and even some departures as must also let people make the managers in place could decisions in order to let them learn marginally poor decisions in not accept their primary role as order to let them learn and educators rather than drivers. and grow. grow. The key skill to acquire is For the rest, the practice to keep asking questions to is essentially about asking lead the person’s thinking, but questions about how people never giving an answer – even intend to handle things and when one is quite certain of where their own priorities what it should be. couldn’t fathom and question references are. In this, John and his This has the dual benefi t of whether he was questioning 1 Jeff Liker, private sensei have defi ned people developing people’s thinking, right. communication. development in three but also in several cases of Ultimately, from the CEO’s dimensions: being surprised by the answer. perspective, lean is about Dr Michael Ballé is a • Autonomy in problem It turns out that this is also products and people, not best-selling author and solving: the ability to an extremely demanding about processes or productivity executive lean coach. He distinguish important discipline – for John to start tools. Sales are driven by assists CEOs in leading the problems from futile with and then for his activity market share and reputation lean transformation of ones and to solve directors – and the temptation which, in turn, are driven by their businesses and has 15 problems according is always there to apparently establishing our products years’ experience in lean research and practice. He is to company policies speed the process by giving as standards for customers also associate researcher at without help; answers, as opposed to through impeccable quality Telecom Paristech where • Self-direction: the developing the organisation’s and short lead-times. he is co-founder of the ability to understand capability to solve its Market leadership for Projet Lean Entreprise, as the company’s aims performance problems. products requires innovation well as co-founder of the and formulate their and this is probably the most French Lean Institute. He own plans to how they Questions and answers unexpected side of the story has co-authored two lean want to evolve their Finally, John’s overall regarding relentless kaizen. novels: The Gold Mine teams and departments conclusion is that the lean CEO In the process of ‘leaning’ and The Lean Manager, to contribute to must learn to see (and hear) the company, PO Construction for which he has been improvement; the moment when people found itself developing awarded the Shingo Prize in 2006 and 2011. He has • Teamwork: the ability change their minds. As he innovative products, with one a background in both to get teams working practises questioning as a patent registered and a second Systems Thinking (he is the together and to core leadership skill, different one in the works – John’s author of Managing With solve problems across answers will start coming up. grandfather had founded the Systems Thinking, McGraw functions with experts Many of them are plain silly, company at the end of World Hill) and cognitive from other parts of the but some of them are correct, War Two in the fi rm belief that sociology, having received fi rm or from outside. even though they don’t sound industrial innovation could be a PhD from La Sorbonne right. Confl ict is mostly born brought to construction. in Social Sciences and Consequently, the CEO must of misunderstanding and in Half a century later, it Knowledge Sciences. He completely reframe their the business environment, turned out that developing writes the weekly Gemba understanding of what a good managers are often very lean thinking in the company Coach column for the Lean Enterprise Institute: www. manager is: managers must be attached to their own rekindled the kind of technical lean.org/balle/. teachers. Rather than people positions – they feel that a innovation that had made it being able to bring results public change of heart is a sign strong in its early years. John Bouthillon is the CEO independently (as long as I of weakness. Lean is a practice, not a of PO Construction, a 100 bring home the numbers don’t Conversely, John has also theory: there is no roadmap, million euro construction ask me how I do it), the lean noticed that teams tend project plan or strategy. There fi rm. After working for CEO seeks managers who can to convince themselves of are no miracles other than Bouygues and then a train because they themselves collectively adopting a work going to the shopfl oor often, major insurance company can learn. around as opposed to solving visualising one’s challenges specialised in building the fundamental problem and patiently teaching people and civil works for four Educate, don’t drive without realising it. to solve their own problems. years, he joined the family- owned PO Group in 2001. Shifting from command-and- All in all, right answers come Yet, there is one golden rule in He became the CEO of PO control has been – and still from right questions and John the end: you need to develop Construction in 2009. is – a hard exercise for the has found he had to learn to people in order to develop management line from John step back from answers he products. Management Services 34 Winter 2011 Lean longevity Lean is a wanin By John Seddon.

ersuaded that reduce activity times the more what I call failure demand – adopting lean will we cut costs. It is a fallacious demand caused by a failure to ... people are Plead to Toyota-style argument to which we will do something or do something levels of performance return. right for the customer (Seddon becoming differentiation, managers of Mass-production managers 2003). service organisations have are constantly looking for Much failure demand disillusioned: fl ocked to the bandwagon. new ways to do three things: is predictable and if it is The persuasion comes standardise work, reduce predictable, it is preventable. results fail to from both consultants and activity times and drive out It cannot be removed without academics. With the former waste. For them, lean seemed understanding its causes, come up to this is understandable, but like an answer from heaven. however. And studying service that academics have been They were encouraged by organisations as systems expectations cheerleaders is lamentable. the promulgators to believe reveals that two of the At this time, many that lean was a new solution major causes are – wait for people are becoming to management’s known it – standardisation of work disillusioned: results fail to problems. and management’s focus on come up to expectations; the Yet that very assumption activity management. ‘improvements’ reported by – that we already know lean projects don’t throw real what our real problems are Different problems money to the bottom line. We – runs directly counter to the When we switch off need to understand why. teachings of the originator of preconceptions and really ‘lean’ (a label he would have study service organisations Service vs production rejected), Taiichi Ohno. as systems, we discover that Lean arrived in service Ohno, the man who they have very different organisations that were developed the Toyota problems to solve from car already highly industrialised Production System, taught manufacturers. By far the – for instance, call centres managers that their fi rst most important is designing and back offi ces managed and primary task is to study a system that can absorb the as mass-production their systems, to identify and variety of customer demand. systems. Managers of these understand what their real If we can achieve that, costs organisations think of their problems are. He taught that will fall as service improves. job as continually juggling the through acting on the system It is the essence of the following equation: how much – the way the work works – ‘Toyota solution’ for service work is coming in, how many and focusing on relationships, organisations – and has little people do I have and how long fi nancial results would follow. to do with what is commonly do people take to do things? To focus on fi nancial results is accepted as ‘lean’. Central to this production- to do it the wrong way round By believing the pitch that driven view is that activity – they are the by-product of the Toyota tools are universal equals cost; identifying and resolving the – again contradicting the hence, the problems in the system. advice of Ohno who insisted argument Studying service that codifying method would goes, the organisations as systems have exactly this damaging more reveals some counter-intuitive result – managers have failed we truths. To treat all demand as to realise they have missed the though it is work to be done fi rst and vital step and thus is to miss the truth that much the whole point of the Toyota of it is approach. A focus on reducing activity times to cut costs not only leads them to ignore a much more powerful Management Services Lean longevity Winter 2011 35 ng fad

lever for improvement – innovation with an award, it understanding demand – is a true economic benchmark but also lulls them into the (Hamel and LaBarre, 2010). belief, understandable but Studying demand leads erroneous, that they must managers to the recognition automatically be improving that service organisations end-to-end performance, the need to use people to absorb complete fl ow of service from variety; in Portsmouth’s case fi rst contact to fi nal solution, it means the tradesman as well. As careful analysis determines how long he needs shows, focusing on activity to complete repairs. times usually damages end- to-end performance from the Customer knowledge customers’ point of view, with Likewise, in service centres it inevitable upward impact on means removing all arbitrary costs. measures of performance, To take an example, the like standard times and leaders of Portsmouth City productivity targets, in favour Council’s housing repairs of developing measures service learned, through of actual performance in studying their service as a customer terms and designing system, that focusing on the a service based on knowledge activity of their tradesmen of customer demand. actually drove costs up, a But lean, as it has been counter-intuitive realisation. applied in so many service Working to standard times organisations, ignores these failed to refl ect the variety in vital realisations. Instead lean the work being done (not all interventions treat all demand tap repairs, for example, are as work to be done, assume the same) and setting targets that activity is equivalent to for jobs-per-man-per-day led cost and report reductions in to meeting the target, but not activity time as annualised ensuring jobs were completed. savings, in complete ignorance Using knowledge gained of the true impact on by studying demand – the performance. type and frequency of repairs The reality is, as it was for required by the properties – Ohno, that true costs are they have designed a repairs in fl ow, not activity, and in service that now delivers service organisations this repairs on the day and at means the true costs of the time tenants want and service are the total number this revolutionary design of transactions it takes for a operates at half the original customer to receive a service. cost – a result on a par with The most egregious example Toyota’s original level of of the folly of treating differentiation (Zokaei, activity as cost is Her Majesty’s Seddon and O’Donovan, Revenue and Customs, many 2010). years into its lean programme, Ohno would have been never out of the news for impressed; Gary Hamel performance failure and recognised Portsmouth’s subject to perpetual scrutiny Management Services 36 Winter 2011 Lean longevity by the Treasury Select to hit the bottom line, the Committee. more enlightened do so Accountants despair at from a recognition that lean the number of transactions only served to reinforce it now takes to get a service the current management and the failure of call-centre paradigm – and it is this that operatives – if they can get has to change if we are to through (many millions of calls emulate Toyota’s original are abandoned) – to provide achievements. answers to questions. While Lean has all the hallmarks of HMRC’s leaders argue they a fad: it fi ts with the current have achieved effi ciencies management paradigm, through reducing transaction it offers to solve problems costs, the regular spectacle managers think they have, of PAYE mistakes and other it reinforces the notion that failures continue. change can be achieved with projects and tools and the Hallmarks of a fad promises of consultants fail HMRC managers point to an to be realised. To cap it all, academic report (Radnor and academics join the bandwagon Bucci, 2007) as support for instead of concentrating on what they describe as their the discipline of learning. The ‘journey’, but it is a journey lean fad is about as far from to a terrible destination as Ohno’s philosophy as it is HMRC’s ‘customers’ and the possible to get. incessant failures attest. As The good news is that as well as performance failures, more service organisation HMRC suffers from incredibly leaders learn, just as Ohno low morale, a consequence of learned in manufacturing, the industrial design (Carter et that a focus on relationships al, 2011). (the system) in service The Radnor and Bucci report delivers levels of performance amounts to little more than a improvement that most collection of interviews with people wouldn’t dare dream HMRC personnel, gathering of the fad’s wane will speed: opinion, and includes the faster the better. no critical evaluation of management’s assumptions, John Seddon is a visiting instead supporting the professor at Derby ideas that work should be University and a visiting professor at Hull. He is also standardised, that activity leader of the Vanguard equals cost and targets organisations. www. have a role in performance systemsthinking.co.uk. management, all of which may be conventional but are also shown to be wrong when such References services are studied as systems. Carter, B, Danford, A, Howcroft, D, Richardson, H, Smith, A and Taylor, P 2011 Lean and mean in the civil service: the case of processing in HMRC, Radnor and Bucci ignore what Public Money & Management, 31, 2, pp. 115–122. academics call the dependent Hamel, G and LaBarre, P 2010 Dispatches From The Front Lines Of variable: in lay terms, does it Innovation Management, McKinsey Quarterly, November 2010 (see also work? (For a more detailed www.managementexchange.com/story/forget-your-people-%E2%80%93- real-leaders-act-system). look at lean in the HMRC, see Radnor, Z and Bucci, G 2007 Evaluation of Pace Setter Lean, Senior p13). Leadership and Operational Management within HMRC Processing Final Meanwhile in the private Report, HM Revenue & Customs Communications and Marketing: London sector, where money talks Seddon, J 2003 Freedom from Command and Control: the Toyota System for more loudly, many are service organisations, Vanguard Press, Productivity Press (2008). Stewart, P et al, 2009 We sell our time no more: Workers’ Struggles Against abandoning their lean Lean Production in the British Car Industry, Pluto Press. programmes. Some do so Zokaei, Z, Seddon, J and O’Donovan, B eds. 2010 Systems Thinking: From simply on the basis of the Heresy to Practice Palgrave Macmillan: Basingstoke failure of ‘improvements’ Management Services LSS Winter 2011 37 Lean six sigma saves lives Courtesy of www.StrongAmericaNow.Org.

he mine resistant High Mobility Multi Wheeled ambush protected Vehicle (HMMWV) in its ability T(MRAP) vehicle is a to withstand IED threats and, huge (up to 14 tons), heavily in the metric that mattered armoured personnel carrying most, saving the lives of vehicle that has been used in American servicemen and Iraq to protect soldiers and women. Marines from attacks by crude Demand for MRAP vehicles but effective, homemade increased signifi cantly and bombs known as improvised virtually overnight. From explosive devices (IEDs). In an initial acquisition of 200 2007, production of this vehicles in late 2006 for the vehicle was one of the highest, Marine Corps, demand grew if not the highest, priority to a total of more than 15,000 within the entire United States vehicles for all services by early Government (see fi gure 1). 2007. In response to growing The Department of Defense public concerns about the (DOD) was responsible adequacy of US warfi ghters’ Figure 1. In 2007, delivery of MRAP vehicles to Iraq to protect soldiers and Marines was a top US Government priority for managing the MRAP fi eld resources and protection, programme. Actual authority the DOD set a goal of for the programme resided delivering 1500 MRAP vehicles with a joint programme to Iraq by 31 December, 2007. offi ce within Marine Corps Achieving this mandate Systems Command (Quantico, required a ten-fold increase in Virginia) which was under the production from fi ve vehicles This case shows how using oversight and direction of the per day to 50. The magnitude Assistant Secretary of the Navy of this challenge was massive. the lean six sigma method for Research, Development The programme was very and Acquisition (ASN (RDA)).i complicated due to the fact to eliminate waste directly Other major organisations that four different original involved in the programme equipment manufacturers saved the lives of warfi ghters included the Department of produced the MRAP at the Army, the Department different locations across while simultaneously getting of the Air Force and the US North America. The individual Special Operations Command. vehicles from these private- the most out of every tax By virtue of its ability to industry suppliers were similar withstand attack by IEDs, in design, but were not dollar spent which were responsible for identical. 70% of the casualties in Iraq, Lastly, the fi nal steps in the MRAP vehicle was quickly completing each MRAP – the identifi ed as a critical asset in integration of navigation and modern warfare.ii It eclipsed communications equipment other conventional military – took place at only one transport vehicles such as the Government facility: the 38 LSS

Space and Naval Warfare of LSS application. One Systems Center (SSC) key fi nding of the HICVS located in Charleston, map was that it clearly South Carolina. identifi ed the Charleston The Space and Naval facility as the ‘Enterprise Warfare Systems Constraint’, meaning Command (SPAWAR) that it was the most managed this facility. signifi cant choke point in Due to the variations the entire enterprise. between the vehicles, Charleston required integration of the immediate attention. navigation and Typically, once a HICVS communications map is produced, equipment proved to be hypothesis testing is a very complex process. conducted prior to To meet the ten-fold implementing changes increased production in order to enable goal and to overcome leadership to recognise the subordinate risks and opportunities challenges resulting from for improvement in Figure 2. The fi rst step taken to achieve increased MRAP production was to create a HICVS map which covered the entire production enterprise and showed all key gaps that needed to lack of a common vehicle the existing operating be fi lled design, SSC leadership environment. However, turned to the proven gaps were so apparent – process effi ciency and and time such a critical quality improvement element – that the ASN methodology they had (RDA) moved quickly to heard about from other implement solutions for organisations within the improving the MRAP Navy – lean six sigma operation at Charleston. (LSS). To start, Charleston formed a ‘process Approach improvement team The fi rst action taken fully devoted to lean six was to develop a High sigma activities’.iii Impact Core Value The team included Steam (HICVS) map. Its specially trained process purpose was to create a improvement personnel top level picture of the known as black belts entire MRAP production and green belts, all enterprise that enabled working under a master leadership to see gaps black belt coach. The Figure 3: A benefi ts and efforts matrix enabled the Charleston team to identify and work in process, feedback, team began its work by on the projects that would have the most effect, in the shortest time, on increasing MRAP relationships and policy focusing on the design production and other key dimensions of the production lines of the enterprise (see (of which there were 25) fi gure 2). and, in particular, on the Once these gaps were two stations which were identifi ed, their effects resident in all of them. Article reproduced by on the overall enterprise Four key LSS events kind permission of www. were assessed. These were focused on: StrongAmericaNow.Org. assessments established a point-of-use hardware sound basis for assigning 5S (sort, set in order, Source: http:// priorities for follow-on shine, standardise and strongamericanow.org/ ‘deep dive’ analyses and sustain); navigation plan/case-studies/lean-six- focus areas. and communications sigma-saves-lives-87 The HICVS map equipment delivery; provided the ASN (RDA) implementing TAKT a clear picture of the boards to monitor state of the overall process output; and enterprise at the outset communicating and Management Services LSS Winter 2011 39 standardising quality knock out the vehicles. Those assurance inspections across bombs take more time and all 25 integration lines.iv resources to build and set In all, a total of 57 projects up, which gives US forces a were identifi ed from the HICVS better chance of catching the analysis and from holding an insurgents in the act and then executive planning session with attacking them.viii Charleston’s senior leadership.v This case shows how using These projects were captured the lean six sigma method to using a benefi ts and efforts eliminate waste directly saved chart that provided the team the lives of warfi ghters while a ‘battle map’ to use to attack simultaneously getting the the most signifi cant issues (see most out of every tax dollar fi gure 3).vi spent. The MRAP programme has Outcomes been an unqualifi ed success for The results of the LSS activities both the US military and the were profound. The MRAP taxpayer. production lines were transformed from messy and disorganised to neat and effi cient. Standardised References i Piedfort, 2008 production support fi xtures ii Shapiro & Walker, 2008 were introduced (see fi gure 4). iii Shapiro & Walker, 2008 The LSS team was able iv Shapiro & Walker, 2008 to achieve the goal of 50 v Shapiro & Walker, 2008 integrated MRAP vehicles vi Shapiro & Walker, 2008 ready for shipment to the vii Shapiro & Walker, 2008 warfi ghter by 5 December viii Roadside bombs vii 2008. decline in Iraq, USA Today. Figure 4. By using multiple LSS methods, the MRAP production lines in In fact, the capacity that was com Charleston, South Carolina were transformed from messy, disorganised and ineffi cient (top) to neat, orderly and highly effi cient (bottom) created exceeded demand with production, at times, reaching 69 vehicles per day. This ten- to 14-fold improvement in production was made using the same 25 production lines and workforce. Much more importantly though, the increased quantities of MRAP vehicles delivered to Iraq saved American lives. In June 2008, USA Today reported that roadside bomb attacks and fatalities were down almost 90% partially due to MRAPs. “They’ve taken many hits, many hits that would have killed soldiers and Marines in unarmored HMMWVs,” according to Admiral Michael Mullen, Chairman of the Joint Chiefs of Staff. Major General Rick Lynch, who commanded a division in Baghdad, told USA Today Figure 5. By applying Lean Six Sigma waste elimination methods, the MRAP the 14-ton MRAPs have forced vehicle programme has been a success for both the US military and the insurgents to build bigger, taxpayer. This photo commemorates delivery of the 10,000th vehicle to US more sophisticated bombs to forces Management Services 40 Winter 2011 Objectives In search of unre a set of SMART goals for BPR a By Dr John E Chamberlin.

n the last issue I wrote about will be unavoidably involved in, Erring clarity S – Super-ordinate an auditable model of SMART successfully or otherwise. So, how do we set people that Igoals – Who Put the ‘ART’ in It’s to do with horizon. This task and with some equivalent M – Mutant ‘SMART’ Goals? I did that for a side of it is operational and clarity? Albeit even, with reason. incremental: we can see where ‘erring clarity’! Why? Because A – Aggressive The context then, primarily, we are going, the route has to bring about change, on the was the need for ‘unerring been decided and even though transformational scale required, R – Radical clarity’ in the delivery of it is beginning to bend a bit in mistakes will not only be organisational goals, through the distance, a few incremental tolerated, they will be positively T – Transformational people, at an operational level. course changes – Deming’s encouraged – demanded even. This context is important. It (1986) ‘PDSA’ cycle – should How else do we learn? S – Super-ordinate is to do with ‘doing the right suffi ce to keep us on track. What we don’t do is prescribe To set a context here, let’s start things’ (Drucker, 1969) and then But beyond that? Well, the outcome, but what we must with McKinsey’s ‘7S’ model – ‘doing things right’ – about that’s a different story. This is do is provide clarity regarding and then throw it away (well, being ‘effective’ fi rst and then where ‘scenarios’* come in, the freedom of the thought about being ‘effi cient’ (ibid) in our envisioning of possible processes to be embarked upon. doing those ‘right things’. ‘futures’. Either, ones we may We describe a different set or That is, once we understand (or be forced to) be part of, or type of SMART goals – SMART 2. clearly, and company-wide, ones we may wish to create We set people off ‘in search of the organisation’s ‘purpose’ for ourselves (which others, unreasonableness’. (doing the right things is an our competitors, are then ‘Reasonableness’, per se, was issue of teleology), from the forced to be in, or out of). always the essence of SMART customers’ perspective – its *Read Peter Scwartz’s The goals at an operational level. ‘vision’ and ‘mission’ – then our Art of the Long View to learn It was evident in ‘Attainable’. primary task at an operational how scenario planning at Royal We did not ask people to level is the consistent delivery Dutch/Shell helped them survive ‘achieve’ things that were not of that purpose to, and for, the (outwit?) the OPEC oil crisis of reasonable. The goals may have customers (doing things right, the early 1970s. been stretching, undoubtedly so, fi rst time, every time). In Philip This is likely to require but in essence they were in line Crosby’s (1986) terms, that’s zero the need for change at with the present ‘mission’ (‘R’ = defects or ‘ZD’. a transformational level, ‘Relevant’, ie to ‘purpose’), and a fundamental shift in within people’s capabilities. Unforeseen tomorrows organisational thinking and Your people were totally clear And that’s okay for today and acting. And that won’t be easy: about what it was they were for the foreseeable tomorrows. “The best place to look for the being asked to do and how But what about those basis of organisation change is they were to be ‘Measured’ and tomorrows we can’t yet see? in the future business and the ‘Tracked’. Life, then, was pretty At a strategic level in a worst place to look is in the ‘Specifi c’. The future, though, is continuously changing and current organisation. anything but: chaotic external environment – “The present organisation, SMART 2: “Reasonable men and it’s now more chaotic than however, may be a good adapt themselves to their it’s ever been – the company’s or predictor of what will prevent environment; unreasonable men organisation’s top management you from developing the kind try to adapt their environment will be looking beyond those of organisation you will need. to themselves. Thus all progress tomorrows towards a future Like all creatures, it has a vested is the result of the efforts of that has not yet become clear interest in continuing to exist.” unreasonable men.” (George or been created, but which we (Davis & Davidson, 1993). Bernard Shaw). Management Services Objectives Winter 2011 41 easonableness: nd transformational change

almost). The point is everything is up for grabs; strategies, structures, systems – all the ‘hard Ss’ – and staff (people), skills and styles – all the ‘soft Ss’, which actually are much, much harder! This is the helicoptered view of where we are now and where we (might?) want to be. If, looking down, you can see anything smaller than elephants, then get yourself higher above the jungle! This is a ‘super-ordinate’ issue,

‘superior in status’ to any other structure of a gene, resulting bring about a totally new and aim, and it is to be delivered by in a variant form which may distinct form. A butterfl y is not those who have the ‘authority’ be transmitted to subsequent a different (or better) caterpillar or ‘control’ to carry it out. This generations, caused by the (Goss, et al, 1993). This is about does not mean that others will alteration of single base alien forms! not be involved in its inception, units in DNA, or the deletion, but it does clarify the level, insertion or rearrangement A – Aggressive and elevation, of the changes of larger sections of genes or Back to SMART 1: “... setting required in thinking processes chromosomes.” goals that are specifi c and and where the real commitment In these circumstances there is attainable can signifi cantly must come from! no time to wait for evolutionary inhibit the effectiveness of change. We want a different change efforts.” (Heil, et al, M – Mutant animal and we want it now! This 1995). And, perhaps more Defi nition: “The changing is a process of actions that will specifi cally, “Setting attainable Management Services 42 Winter 2011 Objectives

goals allows us to work in a (Hammer & Champy, 1993). About the author manner we understand but You will have a fi ght on your Dr John Chamberlin (65) is a senior may well be an impediment to hands. But remember, it is not lecturer and pracademic at the Derby Business School (DBS), within the Faculty substantial change.” (ibid). the people you are attacking, of Business, Computing & Law (BC&L) at SMART 2 aims to remove it’s the thinking, the system(s) the University of Derby (UoD). those inhibitions and and the processes, all part of impediments to effective the established ‘norms’. And the After 34 years in the telecommunications industry (BT), the last decade of which change, to release people’s thinking that has to change the saw him as a senior manager with a large aggression. Free them up to most is yours, management’s. external workforce and commensurate budget covering the East Midlands, John fi ght for what might, just, be (Champy, 1996). took early retirement in 1996, but within a year of this he had possible. 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 Aggressive means ‘ready R – Radical Performance’ that year, John then became a part-time lecturer within or likely to attack or confront Dare to be different! This is to DBS. ... pursuing one’s aims and do with the gap between our interests forcefully, sometimes resources and aspirations. It is Early in 2005 he again reverted to being a full-time student, to embark upon a PhD studying the implementation of business process unduly so’. Correct! This is not not about building a bridge to re-engineering (BPR) within two local authorities, completing this in fi ne tuning, this is “fundamental a new place on earth, it is about December 2008. rethinking and radical redesign.” fl ying to a new world: John is a founder member of ‘Sytoc’, the Derby Business School’s “You must unlearn what you Systems Thinking & Organisational Change Research Group, References have learned!” (Yoda in The organised by Gino Franco and led by Dr David Longbottom. Champy, J, (1996) Reengineering Empire Strikes Back; Lucas, 1991). Management: The Mandate for It is to do with standing in John’s primary academic interests are in management, leadership, New Leadership – Managing the change, the public sector, BPR and systems thinking. Change to the Reengineered a different place: “I stand up www.Derby.ac.uk/sytoc Corporation, New York, Harper on my desk to remind myself Collins that we must constantly look safer one.” It doesn’t say that Thinking outside the box? Crosby, PB, (1986) Quality at things in a different way. any more. It has changed, If you want – really want – your Without Tears: The Art of Hassle- Free Management, Singapore, You see, the world looks very transformationally. Look at its people to Transform your McGraw-Hill International different from up here. Just current model range – they are organisation into something Editions when you think you know all new cars! completely new, then you will Davis, S & Davidson, W, (1993) something you have to look at “When we transcend a need to set them free with a How information technology can revitalize mature businesses, it in another way. Even though paradox there is often a quality new version of SMART goals, Strategy & Leadership, volume it may seem silly or wrong, you of obviousness that produces a within (without!) which to work 20, issue 1 must try. shock of recognition. No longer – a new set of criteria. Drucker, PF, (1969) The Practice of Management, London, Pan “When you read, don’t just held captive by the old way of They will need to think Books consider what the author thinks; thinking, we are liberated to Super-ordinately – covering the Goss, T, Pascale, R & Athos, A, consider what you think. Boys, see things we have known all whole ‘system’, not just parts of (1993) The reinvention roller you must strive to fi nd your own along, but couldn’t assemble it. Challenge them to create a coaster: Risking the present for a powerful future, Harvard voice because the longer you into a useful model for action.” ‘different animal’, a Mutation, Business Review, 00178012, Nov/ wait to begin, the less likely you (Pascale, 1990). not to just tinker about with Dec, volume 71, issue 6 are to fi nd it at all. Thoreau said, Transformation is about what exists now, but to confront Hammer, MJ & Champy, J, (1993) ‘Most men lead lives of quiet transcending paradoxes. It is that very existence, attack Reengineering the Corporation: a manifesto for business desperation.’ Don’t be resigned brainstorming on a boundless the very concept, and do so revolution, London, Nicholas to that. Break out! Don’t just scale; going into a new Aggressively. Brealey Publishing walk off the edge like lemmings, conceptual fi eld, beyond the They must fundamentally Heil, G, Parker, T & Tate, R, look around you ... Dare to strike range or limits of previous rethink and Radically redesign (1995) Leadership and the Customer Revolution: The Messy, out and fi nd new ground.” thinking, knowledge and and ‘unlearn what they have Unpredictable and Inescapably (Robin Williams as Professor experience, and into areas learned’! They must come up Human Challenge of making Keating, Dead Poets’ Society). that, despite sound reasoning with something new, which does the Rhetoric of Change a Reality, London, Van Nostrand But, remember Yoda again: from acceptable premises, may not exist now, stand in a ‘new Reinhold/International Thomson “Try not! Do or do not! There is lead to conclusions that seem place’ and ‘look at things in a Publishing no try!” senseless, logically unacceptable different way. Dare to strike out Lucas, G, (1991) Star Wars/The Empire Strikes Back, London, or self-contradictory. and fi nd new ground’. FoxVideo T – Transformational But that may be just what Remove their fear, release Pascale, RT, (1990) Managing Transformation: ‘a thorough you need, even though you their inhibitions, suspend their On The Edge: How successful or dramatic change in form or don’t know it yet! It is exactly disbelief, inspire their creativity, companies use confl ict to stay ahead, London, Penguin Books appearance’. the same counter-intuitive encourage their mistakes, Schwartz, P, (1991) The Art of Volvo, in the 1980s, used to thinking that made Toyota capture their novelty and then the Long View, London, Century say, on all of its advertisements decide to ‘make cars to order’, celebrate and reward any new Business (sic): “We don’t make a new when everyone else said that and ‘useful models for action’! car every year, we make a could not be done. Carpe diem. Management Services Notice Winter 2011 43 Visualising Productivity: An IMS Competition The Russell Currie Memorial Fund, on [email protected] giving behalf of the Institute, is sponsoring the following information: a competition in which budding • Video title videographers are asked to make a • Contact name and email address short video illustrating some aspect • Brief description of content of productivity – a particular tool or • Approximate length technique, a key concept or message … or • url (web address) where the video can a case example. be viewed We are looking for creativity in Notes By entering this concept and execution rather than slick, The IMS will assemble a panel to view each competition, you agree to professional production. So the video can submitted video and will select a ‘winner’s the IMS posting your video on the IMS website (with be produced on your camcorder, fl ip video list’ of up to six videos, with one of them the appropriate credit) or camera or even mobile phone. nominated as overall winner. The winners making use of the video in other ways commensurate Videos should be no more than fi ve will be selected on the basis of the clarity of with the aims and minutes in length (but there is no lower the ‘productivity message’ and the creativity objectives of the IMS. This limit) and should include a title screen applied in putting forward this message and includes the IMS making a higher quality version of giving the title and the name of the will be put onto the IMS website. your video for such uses ‘producer’ (this could be an individual, a All videos on the winners’ list will be (with you being credited for the original concept). team or an organisation). awarded a prize of £100 and the overall None of the material in The video should be posted on YouTube winner will receive £250. your video must infringe the copyright of third or Vimeo (or similar video sharing web The closing date for entries is 31 parties. service) and an email should be sent to March, 2012.

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

Your MTM Association Needs You The UK MTM Association is seeking to recruit replacements for the current three directors. Advancing years lead us to believe that if the use of PMTS and MTM in particular is to continue in the 21st century, a new group is needed to continue the story. This is not an arduous task but it requires a commitment of usually three days per year to attend board meetings, for which we pay some expenses, and a little additional work at other times. One director is a member of the IMD, International MTM Directorate, and is required to attend meetings world-wide, at no cost to themselves. The greatest load falls on the person elected Company Secretary and Finance Director, or Treasurer, but even this is not too much. Further, we need more instructors to continue our training activities and a new instructors course is to be started in January 2012, which can be both part-time, and/or completed at weekends, to suit all persons, contact us by email; [email protected]; for more details, or via our web site; www.ukmtm.co.uk, addressing the Technical Director. Believe it or not, training in UAS and other MTM techniques still continues within the UK, there being some 40 persons becoming practitioners this year, having participated in several of our courses. Further details of the Association can be obtained via our web site, or our email address provided in a previous paragraph. Management Services 44 Winter 2011 Coaching Return on investment in effective organisation

oaching can to be effective, it has to be In part one of a two-part series, develop large scale active and enable those Corganisational change receiving the training to have Philip Atkinson focuses upon the very quickly if you focus on real opportunities to practise positive benefi ts that coaching the right people participating integrating new behaviours can deliver to create long term in the coaching process with and attitudes into their those people pivotal to the repertoire of skills and abilities. effective change for any business success and well-being of the Coaching is highly or organisation. As we move into organisation. Coaching focuses participative and geared upon moving well beyond solely to the client’s needs – 2012 and beyond, we recognise the transfer from ‘simple’ you cannot get much more that most business models have to ‘complex’ learning which engagement than that. changed. Ambiguity is the new can lie at the very heart of However, we know that ‘attitudinal change’. effective T&D should focus norm. Don’t expect that things will on active participation and get back to normal – this is the Coaching delivers huge the exchange of ideas and ROI benefi ts to the client concepts through dialogue. new normal. Effective coaching and the organisation Does it achieve these noble will deliver performance faster, With coaching, attitude aims? Often training as a stronger and deeper than traditional change can be very rapid – but change tool does not fulfi l usually requires a process of these criteria or their intention. organisational training interventions. trial and error, learner-centred thinking in order for it to take Coaching and attention place – whereas many of the The average person has an alternative change strategies attention span of ten to Benefi ts arising from coaching in training and development 15 minutes. Will training Organisational Personal take too long, are imprecise lead to better retention or Maximise potential of Intrinsic motivation and feeling in operational terms and are will coaching promote and staff valued by the organisation questionable in terms of the stimulate much more interest, Motivate and install Career development and growth results achieved. Coaching is attention and subsequent freedom to succeed working one-to-one with a action? The average person Staff engagement Responsibility for own learning dedicated and experienced forgets 98% of what they have coach who is 100% focused learned within 48 hours unless Become a learning Personal growth organisation on the client. This relationship some form of formal review is enables the client to practise undertaken. The implications Commit to serious Maximise potential new ways of behaving for recall, understanding and career and performance management and managing in a safe application of training alone environment. as an organisational change Focused staff committed Personal engagement to improvement tool can be exceptionally Personal change is poor, unless other mechanisms Positive return on Become accomplished in more than transferring compensate to retain the investment in L&D HR personal change activities information understanding. The typical training event Coaching has maximal focuses solely on transferring impact by designing the information to others. process around the individual Information transfer is a poor instead of applying the criterion to view as positive and general rule of ‘lowest tangible ROI for organisational common denominator’ or effectiveness. For training ‘sheep dip’ associated with Management Services Coaching Winter 2011 45 n executive coaching: al change

too many T&D events. addresses the lower levels in you the opportunity to apply change their attitude as Not everyone in a training the hierarchy of what and and demonstrate real learning the result of attending a session will occupy the same how people learn. because it is tailored precisely training event – however position on the learning You may know from for the client and ‘where lengthy. However, coaching curve as everyone else. Some personal experience that they are’ currently. It enables can address behaviour and will be low on the curve shortly after attending a the client the opportunity attitude change very quickly. because their attention has training event, recall can be to fi nd, apply and commit Working one-to-one with a not been captured, they may extremely low – unless, that is, to solutions to their issues. dedicated and experienced be distracted by their own the training was well designed The higher levels of learning coach who is 100% focused thinking or other things going and well delivered. And, you for personal improvement on the client is what leads on in the room. know that this is often not remain in coaching, rather to effective change. This the case especially when you than organisational change relationship enables the Coaching is tailored for attend ‘sheep dip’ events delivered through training. client to practise new ways of the client vs training which are delivered to large behaving and managing in a – often akin to mass groups of people. Coaching and the ‘ASK safe environment. baptism Refl ect on training you have pattern’ Only the most advanced At best, training as a tool of attended and ask yourself: Training as a change tool training programmes, change provides the ability “How often do you get the tends to address knowledge with very precisely defi ned to deliver lots of information opportunity to practise the rather than the skills and processes, can stimulate quickly. There again, training skills, ideas and concepts after attitude inherent in the ASK a person to change their cannot guarantee any learning you have been exposed to a pattern. Very few people will attitude. Of course, these at all. Often, trainees only organisational training event?” programmes do exist, but receive and process a tiny Coaching, as a percentage of the percentage of the information however, average course on transmitted in a session. gives management Furthermore, at what level training, of individual or collective learning is the training focused on guaranteeing installed learning? By evaluating actual learning outcomes we can assess at what level training is actually delivered. We believe – and you may agree – that most of the time,

training Management Services 46 Winter 2011 Coaching

he benefi ted from is comfortable to practise. having someone to With practice comes ‘bounce ideas off’ who perfection. Coaching was not directly involved in the day-to-day work of Infl uence and is highly his business. My detachment presentation facilitation and non-directive or ‘non- I often coach one-on-one and participative disclosure, content free’ in small groups for improving approach helped him work managers’ capabilities for and geared through the processes without effective public speaking. It team his feeling that he had to really is the number one fear solely to building, disclose specifi c issues. for many people. Coaching leadership, people who have the negative the client’s communication Behaviour change experience of public speaking etc, there will be and performance at the ‘phobic level’ of fear, needs – you very rarely that focus, improvement through it is clearly possible to turn energy and stimulation focused facilitation and their ability to deliver and cannot get to bring about the desired coaching move their capabilities from change quickly enough to Compared to training, the terrifying 80-95% on much more make a real difference. coaching and facilitation the fear scale to something do have a much higher ‘hit approaching 3-5%. Rapid engagement Case study: Non-directive rate’ in terms of learning and progress can be achieved coaching with top team delivering results quicker and through one-to-one coaching. than that leaders deeper in any business. It is unlikely that the same Being a MD can be a lonely Coaches or facilitators will success rate will be achieved calling. Frequently a coach focus more energy and take from attending a presentation can help. I was privileged more cognisance of a learner’s skills course. to work with the CEO of a individual style when working fi nancial services business who closely with their client. Best practice in coaching had the task of agreeing a Trainers, on the other hand, and facilitation business merger. Because of may focus more on the old Coaching is tailored and confi dentiality agreements with traditional method of ‘telling focused upon changing the potential business partner, and selling’ information. behaviour: “Until behaviour this CEO could not share the Training and teaching may changes, nothing changes.” issues and concerns with his have a role in L&D when My focus, therefore, is upon team. conveying information to identifying precisely those ABOUT THE AUTHOR At the initial stage, he was a large group of people. It activities that people need Philip E Atkinson is a forbidden to do so because is a case of one size fi ts all. to display more effectively consultant and coach any information fi ltering to However, the problem is that in their work and develop specialising in strategic, behavioural and cultural the marketplace could put the the individuals in the group that ability until they have change. He is a member merger at risk. He had decisions may be on different parts of mastered the process. of various training con- to make, ideas to discuss and the learning curve and they You cannot achieve the sortia and has recently strategies to formulate, but no may not have a shared interest same level of success quickly focused on creating forum to test for coherence and to learn to unite them. in a training room with 12-15 innovative business understanding. They will display very people in attendance. You simulations through Over time, he shared his different learning styles. You certainly cannot achieve it in Learning Strategies. thoughts and aspirations with have to ask: “Can the average a large auditorium of 100-plus He consults in the UK, me – not specifi c business issues, trainer accommodate all where there are competing Europe and USA, has written seven business but rather possible strategies those styles of the audience motivations, interests and books and published for bringing about integration. in training delivery?” Further, distractions for the audience. many articles. He is a Trust was established and a trainers may not be aware speaker at conferences special relationship developed. of ‘learning styles’ of others Next time and runs workshop Two years later, this CEO and, either by default or Coaching is about helping sessions for leading moved to be MD of another preference, deliver in the style others learn how to enable companies. Philip can business, which he successfully with which they are most exceptional performance in be contacted on +44 (0) developed through organic comfortable – that is, their diffi cult times. 0131 346 1276 or 07779 growth and a series of own! The next part of the article 799286, email philip@ philipatkinson.com or acquisitions. Learner-centred coaching will specifi cally discuss the visit www.philipatkin- During the time I worked focuses on the core behaviours healthy ROI that coaching and son.com. with this very capable man, and actions that an individual facilitation can generate. Management Services Profi le Winter 2011 47 Profi le of your new Chairman – Dr Andrew Muir

Dr Andrew Muir was elected Secretary of the Scottish Institute at four world Chairman of the Institute of Region. congresses and, in 1999, was Management Services on 21 He was invited to stand elected a Fellow of the World October, 2011. He previously for Council in 1989 after Academy of Productivity Science. held the position of Deputy captaining the winning The fi rst Scotsman to be Chairman. team of the Institute’s fi rst elected Chairman, Andrew Andrew began his career management game. He served considers it both an honour as an engineering apprentice on Council for ten years and and a privilege to head up the at HM Dockyard, Rosyth. At was Deputy Chairman and professional Institute that he the end of his apprenticeship Treasurer up until 1999 when has been associated with for he transferred into analytical he stood down due to family almost 40 years. estimating. In 1969 he moved circumstances. He is looking forward to the into work study in the water A past winner of the challenges that lie ahead and, industry. Then in 1973 he was Institute’s Gold Medal Award along with the other seven appointed head of work study and the Award for Outstanding members of the Council, will in a large local authority. Service to the Membership, endeavour to build on the After a progressive career he has also received several work that has already been with various local authorities awards for his academic work done to spread the Institute’s he retired in 2002 as lead including the Napier Medal message and values at both offi cer for corporate best value and the British Institute of home and abroad. in one of the largest local Management Silver Salver. authorities in Scotland. He Andrew has a DMS, an now occasionally undertakes MBA and was awarded a t,/,/Zd/KE͍ consultancy work. DBA from the University of Andrew is married with two Abertay for his research into sons and two grandchildren. performance management. He He joined the Institute has published numerous papers in 1971 and became a and recently reported in the corporate member in 1975. Institute journal on the World He has been actively involved Productivity Congress which at branch and region levels was held in Turkey. since 1976 and is currently He has represented the General news John Heap, member of Council taking over from Wolfgang of the Institute, was elected Schoeter from Germany. President of the European Europe is badly in need of dŚĞŶĂůůƌŽĂĚƐůĞĂĚƚŽ Association of National productivity development Productivity Centres (EANPC) at at this time of fi nancial crisis its General Assembly in Vienna in and economic recession and October. Wolfgang and John recently John is also President of produced a ‘position paper’ on the World Confederation of behalf of EANPC entitled The ŝĞWƌŽ Productivity Science and is keen High Road to Overcoming the sϴ ĨƌŽŵ WHFWLPH to forge closer contacts between Economic and Social Aftermath the two bodies. of the Financial Crisis. dĞĐƟŵĞĂƚĂ^LJƐƚĞŵƐ>ƚĚ John will serve a minimum of This paper is available on the hŶŝƚϲtŚŝĞůĚŽŶZŽĂĚ/ŶĚƵƐƚƌŝĂůƐƚĂƚĞ͕tŚŝĞůĚŽŶZŽĂĚ ^ƚŽŬĞͲŽŶͲdƌĞŶƚ͕^ƚĂīƐ͕^dϰϰ:W two years as President of EANPC, EANPC website at www.eanpc.eu. dĞů͗нϰϰ;ϬͿϭϳϴϮϰϭϰϴϰϵtĞď͗ǁǁǁ͘ƚĞĐƟŵĞ͘ĐŽŵŵĂŝů͗ƐĂůĞƐΛƚĞĐƟŵĞ͘ĐŽŵ

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.

Journal of the Institute of Management Services

Achieving excellence through people and productivity 0DQDJHPHQW We can use our ‘direct 6HUYLFHV entry’ route to fast track this and information is available from Brooke House.

We very much hope Productivity at that our existing the Crossroads members will make Creating a socially, economically and potential members environmentally Spring 2011 Volume 55 Number 1 responsible world ISSN: 0 307 6768 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