<p>Fundamentals of Lean Systems Thinking Overview: 1 day mixed audience</p><p>Course overview Fundamentals of Lean Systems Thinking Overview provides a practical and pragmatic insight into the principles behind transforming an operation to a Systems Thinking design. It takes the delegates on a challenging journey that will encourage them to question their current assumptions about the design and management of work and, with the use of a number of case studies and interactive sessions from real public sector systems (e.g.: Housing Benefits, Planning, Housing, Environmental Health, Waste Management along with support services such as IT, HR and Finance), delegates will be able to see the opportunities for improvement that can be achieved by changing the way they think about the design and management of work. Delegates will gain insights into:</p><p> The difference between Command & Control and Systems Thinking  The application of Systems Thinking to public sector operations  The Vanguard Model for Check as a powerful method to understand the “what and why of current performance”.  The Vanguard Model for Redesign – principles for changing operations – and intervention design.  The importance of measures in driving performance (good and bad)  The implications on management roles</p><p>Pre/Post course reading, preparation and materials No formal preparation is required for this programme, it is assumed that delegates are curious about Lean / Systems Thinking in general and the Vanguard Method in particular. All attendees will be shipped a copy of Freedom from Command and Control by John Seddon prior to the programme starting, and will be given access to the Vanguard Guides Understanding your Organisation as a System and Process Mapping by download. A copy of programme slides will also be made available to delegates. Downloads and course material shipping will be co-ordinated through SWCoE course organiser and Vanguard office.</p><p>The Vanguard DVD “Freedom from Command & Control” containing numerous client testimonials and experiences of undertaking a Systems Thinking intervention will also be available for interested delegates to take away with them after the event.</p><p>If any delegates wish to contact their course facilitator for pre-course study we would of course be delighted to provide bespoke reading lists for individuals based on their particular interests. Agenda</p><p>Timing Content 09.00 – Introductions, housekeeping, agenda and timings for the day 09.10 09:10 – Input: The origins of Mass Production (Command & Control Thinking) and Lean 09:30 Systems Thinking: What happened in Ford vs Toyota? Learning objectives: delegates understand the differences between Command & Control and Systems Thinking and aware this is a ‘thinking change’ not a set of tools 09.30 – Exercise: The differences between manufacturing and service. 09.45 Learning objective: Understanding nominal value and that the object of systems designs for service organisations is to absorb the variety of demand; the means by which organisations achieve lower costs at the same time as better service. 09.45 – Input and exercise: The place to start is ‘check’. 10.00 Learning objective: ‘Check’ as a different way to start change from other (delegate) change experiences. 10.00 – Input and exercise: The Vanguard Model for ‘Check’; first case study: Housing 11.15 Benefits Processing. Learning objective: How check reveals the scope for improvement and the means to achieve it (includes 15-minute break) 11.15 – Exercises: Consolidating learning, widening application; how check would be applied 12.30 to other transactional services. Learning objective: How following the Vanguard Model for ‘Check’ would be applied to services of the delegates’ choosing and or other case studies of relevance to the delegates 12.30 – Lunch 13.00 13.00 – Input: The Vanguard Model for Redesign. Learning objective: How to design a service 13.30 against demand, ensuring citizens ‘pull’ value from the enterprise. Application to HB system described in the morning 13.30 – Exercise: Application of the principles for redesign to a Housing Repairs Systems. 14.45 Delegates work in groups to discuss the redesign and then present their observations to the rest of the group. 14:45 – Tea break 15:00 15:00 – Exercise followed by input: The importance of measures, comparing and 15:30 contrasting systems measures with current measures. Learning objectives: The criticality of relating measures to purpose; how measures are central to performance improvement; how measures are used by those who do the work to understand and improve the work. 15.30 – Input and exercise: Changing management roles. 16.00 Learning objective: Appreciation of the differences in management roles between current and systems designs (where the role of management is to act on the system). 16.00 – Input and discussion: The Vanguard Method: An overview to making a change from 16.30 a traditional design to a systems design. Learning objective: Delegates understand the road-map for effective and sustainable change and some of the principles, practices and issues of undertaking a Systems Thinking transformation. 16.30 Evaluation</p>