Introduction
Continuous improvement is a free-standing initiative and ongoing effort to improve artifacts or processes at an operational level. These efforts
can seek "incremental" improvement over time or "breakthrough" improvement all at once.
Vision:
Terms of Reference
Where the continuous
improvement initiative resides
functionally
Continuous
Improvement
•
Continuous improvement delivered through thematic families (e.g.
methodology)
•
Strategic, functional, operational impact (focus on operational impact)
•
Focused on service delivery and support rather than project / program
•
Empower - spark continuous positive change
Value:
•
To infuse value-based design into the organization, a holistic assessment
must be undertaken to identify desired areas for improvement. This is the
first step in moving away from the reciting of facts in reporting, to an action
oriented approach
Guiding principles:
CTP
INTERNAL USE ONLY
BAU
•
Focus on end user (empathetic ear)
•
Voice of customer
•
Don’t create…simplify
•
Incremental change
•
Knowledge sharing, resource leveling
•
Cannibalize CTP tools, approaches, methods where we can
•
Business driven, IT enabled
Continuous improvement road map
Continuous improvement
Identify change / deliverable in
product backlog
Measure impact
Focus & commit
3
1
AGILE thinking
Collaborate, educate,
communicate
5
7
8
2
Recognize
INTERNAL USE ONLY
6
4
Strip away
Advocate
Key value indicator
1
Measure impact of existing CTP change (feedback, survey, KPI etc.) –
proof led justification
5
Facilitate AGILE thinking (ensure a penalty-free exchange of ideas)
2
Recognize the problem or need for enhancement (use it as Key Value
Indicator for impact measurement (lessons learnt)
6
Strip away old processes – vital to reduce complexity and increase
efficiency
3
Focus on and commit to getting things right (adaptability and action
orientation)
7
Collaborate, educate and communicate
4
Advocate continual small, incremental improvements and drastic
change (completely replacing inefficient execution rather than slightly
improving upon it) . Both can co-exist
8
Key value indication – measurement of value created
2
Agile approach to facilitate change
Identified Inputs
See “Product
Backlog”
scope
Stand up Meeting
Inputs from WS,
BAU, Business etc.
Review
Sprint
Sprint Review
Product owner
1.
2.
3.
4.
5.
Team starts at top
of product backlog
and completes as
many tasks as
possible by end of
sprint
Focused
list of
tasks,
outputs
etc.
1 Product Backlog
INTERNAL USE ONLY
The Team
2
Sprint Planning
Meeting
Task
breakout
5
Adopted
change
3 Sprint backlog
4
Sprint end date and team deliverable do not
change
3
The team – roles and responsibilities
Compliance
community
(APAC)
Compliance
community
(EMEA)
Compliance
community
(LatAm)
Compliance
community
(WSL)
X 7 thematic
families
Compliance
community
(Farmers /
FNWL)
Compliance
community
(ZNA)
Compliance
community
(Corporate
center)
•
Thematic families that provide a connectivity
to change
•
Family categories could be driven by
categories e.g. methodology, reporting,
culture
Product
Owner
The Team
•
Compliance
community
x1 representative from each region incl.
corporate center.
•
Act as regional interface
•
Passionate about the topic and wants to
inspire and deliver change
•
Skills assessment could be used to identify
participants
•
A journey that should complement career
aspirations
Product owner
•
The Product Owner prioritizes the Product
Backlog and also provides quality control
before delivery
•
The Product Owner should be nominated
from the functional level (e.g. RCO)
•
Liaises with key stakeholders and drives
communications
•
We will continue to act as initiative support
•
A virtual PMO may be suggested
PMO
INTERNAL USE ONLY
4
Kanban modelling to manage change
Overview
A Jira (project management tool suite) based Kanban board is a product-based management tool that tracks user tasks (i.e. a unit of delivery
to be accomplished within a sprint timeframe). Each task falls into one of three categories: To Do (also known as the product backlog), Doing
(task based activity), and Done (approval process). Tasks are created/approved by the team leader (product owner), assigned a task owner
and placed in the product backlog. During the sprint planning meeting, the team reviews the backlog and prioritizes tasks they hope to
accomplish during the sprint.
The Jira tool is available through an affordable internal licensing and support structure.
– keeping it simple
Product
Backlog
JIRA benefits
•
Individual tasks
•
•
•
•
•
•
INTERNAL USE ONLY
Supports CI global footprint (local and
region access)
Ease of use, minimal training required
Dedicated global support desk
Established global presence I
Repository of tasks and work effort
Cutting-edge data management &
monitoring
Agile tool of choice for leading
organizations
5
Engagement & communication
Information & tools
•
Provide definitions for key terminology
•
RCO comms matrix
•
Needs further discussion
Communication serves two purposes within the Continuous Improvement model:
1.
A direct topic to be actioned within the continuous improvement process. An example of this is the recent introduction of the RCO
Engagement communications workbook, designed and delivered to our REM’s to facilitate the accurate and effective dissemination of
information from Region to LCO’s. An overview of the RCO Engagement workbook is found below
2.
An underlying principle of the continuous improvement model, intrinsic to the solution set for each topic actioned upon
RCO Engagement Workbook
Why this
workbook
What does it provide
INTERNAL USE ONLY
This workbook is your single source for the management of CTP related
communications and associated information. Focused on regional and local
engagement, it is the intention of this workbook to provide a seamless
alignment with the central team and CTP strategies.
By mapping regional communication activities with relevant program
documentation, the user has a clear view of what information is required and
where it can be found. Along with ease of use, key benefits include consistency
and accuracy.
6
Engagement & communication
Information & tools
Priority
Communication is the key driver for delivering continuous improvement, and a cornerstone for the
realization of value. It is a tool that must be maintained and enhanced by a dedicated continuous
improvement function within the organization.
Process
1. Leverage existing communications strategy provided by CTP.
2. Translate existing strategy into a functioning communications model at the region and local levels.
3. Embed tools and processes to support this model (e.g. end-user guide to communication procedures
and protocol).
RCO Engagement Workbook – a working example
Traditional comms - WP,
feedback
Designed and delivered to our REM’s to facilitate the accurate and effective dissemination of information from
Region to LCO’s. An overview of the RCO Engagement Workbook is found below:
Why this
workbook
What does it provide
INTERNAL USE ONLY
This workbook is your single source for the management of CTP related
communications and associated information. Focused on regional and local
engagement, it is the intention of this workbook to provide a seamless alignment with
CTP strategies.
By mapping regional communication activities with relevant program documentation, the
user has a clear view of what information is required and where it can be found. Along
with ease of use, key benefits include consistency and accuracy.
7
Key value indicators
Introduction
The selection of metrics to determine value generated through the CI model is in itself an exercise in continuous improvement. The CI model
utilizes the current state of action items measured through KPIs as a baseline, and then calibrates value provided through continuous
improvement enhancements defined by action-specific identifiers. Thus KVI’s are generated and recognized.
In Practice
Delivering value to users and customers is the key purpose of agile working, and KVIs are the primary metric of value measurement applied
through continuous improvement. It is not to say that hard indicators such as revenue, internal rates of return and net present value do not play
an integral role in determining benefits, but considering soft benefits identified with KVI’s along with hard indicators provides a more robust
and accurate measure of value.
Examples of KVIs
•
•
•
•
•
•
•
•
•
•
INTERNAL USE ONLY
Efficiency
Risk reduction
Simplification
Quality
Innovation
Compliance
Resource upskilling, leveling and ROI
Industry reputation
Competitive advantage
Collective collaboration
Key value indicators
Value indicators
Product backlog
Deliverable
INTERNAL USE ONLY
Theme
Comment
xx
xx
xx
xx
xx
xx
M
M-H
M
M-H
xx
xx
xx
M
M
M
M
xx
xx
xx
M
H
M
H
xx
xx
xx
L-M
M-H
L-M
M-H
xx
xx
xx
L
L–M
L
L–M
xx
xx
xx
H
H
H
H
xx
xx
xx
L
M
L
M
xx