Tools to Achieve Performance Excellence
Dr. Kevin Anderson, Senior Consultant at Accelare, [email protected]
YOUR TOOLBOX IS FULL: NOW WHAT?
Your tool box is full: now what?
• Objective:
– You have dozens of process tools in your toolkit
– The question now is “how” to approach your work
• Our Topics:
– Get to the heart of the problem – Gemba!
– Change the culture, Do not say the word “culture”
– Our process for selecting tools to impact outcome
• Good News: Interaction
Accelare: strategy to execution
• Accelare Turns Strategy Into Action:
Accelare has a simple method for
leveraging capability models to deliver
upon strategy and projects of any kind.
We work with C-Level, Operations, Talent
and Training.
• The Strategy to Execution (S2E) process
involves identifying the capabilities for
value creation.
We then mobilize to take action based on
where the capability model indicates focus
is needed.
Q1: About my ability to witness the
source of the problem first hand
• Gemba: “The Real Place”
Gemba: getting below the iceberg
Technology Downtime
Lower Sales
Customer
Cancellations
Rework
Inaccurate process outputs
Policy changes
Product sent late
Opportunity
cost of sales
Audits
Cycle times long
Inefficient policies
Vendor confusion
Process control
Lowered
customer loyalty
Higher cost to
customers
Visible to
Leadership
Visible to
Front-line
Resources
Brand reputation
Poor product availability
Risk
Ineffective Inspections
Average industry COPQ = 15% - 25% of revenue
Source: Deming Center at Columbia University
Capability Model = identification of key areas for
improvement, value creation (and tools)
1
Develop &
Manage Offerings
2
Manage Provider
Engagement
3
Awareness to
Card
1.1 Develop & Manage
Master Offering Portfolio
2.1 Develop, Maintain
Provider Network
3.1 Determine Market
Segment Strategy
1.2 Analyze Environment
2.2 Segment Providers
1.3 Conduct Segmentation
2.3 Develop Engagement
Strategy
3.2 Manage Distribution
Channels
1.4 Identify Constituent
Unmet Needs & Expectations
1.5 Develop Offering Strategy
1.6 Define and Develop New
Offering and Enhancements
1.7 Offering Development Life
Cycle (Planned Variety)
2.4 Develop TREND
management initiatives
2.5 Develop/Implement
Performance Incentives
2.6 Develop Contract Models
2.7 Contract w/Providers
Health and
Wellness
Management
4.1 Capture Data
4.2 Analyze Data for Future
Program Planning
4
Manage
Customer
Relationships
5.1 Transition Account
Relationship
6.4 Adjudicate Claims/
HIPAA Transactions
6.5 Invoice Accounts
4.4 Report Results and
Future Plans
5.4 Deliver Self-Service
Capability Needs
3.5 Prospect Customers
4.5 Review/Refine Offerings
Based on Analysis
5.5 Provide Reporting and
Analysis
4.6 Identify Populations
5.6 Provide Reporting and
Analysis
2.9 Manage Provider
Relationships
3.8 Determine Customer
Needs and Offering Options
2.10 Manage Regulatory
Compliance
3.9 Underwrite and Determine
Rates/Pricing
2.11 Manage Provider
Performance/Cont
3.10 Determine Quality
Measures and Targets
2.12 Manage
Provider/Network Experience
3.11 Develop Cust. Value
Proposition/Present Proposal
3.12 Negotiate and Close
Accounts
3.13 Set up Account
3.14 Configure Account
Contract
3.15 Train Plan
Administrators
3.16 Educate, Enroll & Profile
Members
3.17 Issue Customer
Materials
4.7 Engage Members
4.8 Interact/Intervene with
Members
4.9 Oversee End-to-End
Process Quality
4.10 Delegate Process
Components to Providers
6.2 Service Members
5.3 Define reporting needs &
metrics
3.4 Develop 3rd Party
Strategy
3.7 Respond to Presale
Inquiries and Questions
6.1 Service Accounts
6.3 Service Providers
3.3 Manage Intermediary
Experience
2.8 Enroll, Set Up, Credential
6
Service Accts,
Membs & Pvdr’s
5.2 Implement Lifestyle/
Wellness Offerings
4.3 Analyze Data
Retrospective Program
Impact
3.6 Advertise and Market
Brand & Solutions
5
5.7 Manage Loyalty and
Renewals
5.8 Renew Business
5.9 Manage 360 Degree View
of the Customer
6.6 Manage Account
Receivable
6.7 Prepare Account
Financial Reports
6.8 Self Service
6.9 Service Analytics and
Feedback
6.10 Profiling and Routing
Q2: About how we change the culture of the
organization without using the word “culture”
The
First Rule
of
Fight Club
http://www.bing.com/images/search?q=fight+club+movie+poster&id=DDE381C1B
A22472E712683587F39983A641C7EA8&FORM=IQFRBA#view=detail&id=0CCF047E1
A1CD5A07211A3CB210F146B9721EEAB&selectedIndex=1
Organizational culture definition
Organizational Culture is…
• “The set of beliefs, values, and norms, together with
symbols like dramatized events and personalities, that
represent an organization's unique character and provide
the context for action in it and by it.” Gareth Morgan
• As a Result Organizational Culture:
– Is about fundamental traditions, authority, routines and
structure
– Profoundly impacts attitudes, actions and outcomes
– Is unique and can be shaped for the benefit of all
9
Culture Initiatives = Bumper Stickers
To REALLY Influence culture:
Ethos = Trust
Pathos = Emotions
Logos = Logic
Q3: Our process for selecting tools
which drive the desired outcomes?
• Focus on the critical few tools that work
Checklist – tools should be…
•
•
•
•
•
•
Effective in practice (Pilot them!)
Fits the organization
Validated to an extent
Get enough training [Be proficient]
Resonate with practitioner
Other….?
Discussion at your tables example
• Sample Discussion:
– Praise: Tie up various concepts into a nice bow
– Concern: Exhaustion!
Table discussions – 10 minutes
Download

2013 Presentation Anderson - Performance Excellence Network