IN CONFIDENCE
CI pilot
date
Discussion document
December 2012
0
IN CONFIDENCE
CI initiative targets 3 objectives in parallel...
A better customer experience
Customer
We’ll get a better understanding of
what our customers want through
the Voice of the Customer dialogue.
This focus will drive improvements
in customer experience
Service
Engagement
Our financial goals delivered
Cost
Lean methodology is an enabler to
help us meet the financial targets
from our business plans
Improved employee engagement
People
CI
Costs
Time
Lean ways of working engages our
people and empowers them to be
involved in how things are delivered
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It will seek to profoundly change the mindset of our staff and will need strong
leadership support
Leadership
Change targeted by CI initiative
Interventions planned
 Make sure supporting leadership behaviors enable and
sustain change:
 Series of leadership workshops at different
levels to identify behaviors required to enable
and sustain change
‒ Create space for teams to lead CI in their area
‒ Provide support infrastructure (e.g., escalation route)
‒ Adjust KPI cascade/performance management
‒ Reward proactive improvement not only fire fighting
‒ Coach line managers
 Workshop with all involved line managers
and leadership team to
o Define cascade of KPI boards
o Agree escalation mechanism
‒ Visits frontline teams
Line managers
 Embed way of working based on CI methodology (‘the BT  Formal training of line managers in coaching
Way’):
concepts and CI methodology
‒ Focus on value adding activities and time spend with the  Workshop with all involved line managers
team
and leadership team to
‒ Establish regular team huddles and KPI boards
o Define cascade of KPI boards
‒ Use structured problem solving approach
o Agree escalation mechanism
 Coaching on the job by CI Coaches to
embed mindset change
Team members
 Continuous improvement to become a core part of
everyone’s job each day:
 Line managers to coach staff on an ongoing
basis
‒ Proactively identify operational issues and
opportunities and raise them with their manager
 Managers to use The BT Way toolkit with
staff to give a structured way to make
improvements
‒ Provide input into identifying root causes and solutions
‒ Drive problem resolution for local problems as agreed
with their line manager
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Overall timeline and objectives for pilot deployment
Mobilisation
Timing
Establish customer
focused
performance dialogue
3weeks
Embed structure
problem solving
practices
5 weeks
Embed capabilities to
sustain CI
4 weeks
Sustain new
way
of working
ongoing
Objectives
• Assess change
readiness
• Engage senior
leadership
• Communicate to
all staff
• On-board and
train local
coaches
• Provide initial
training for
managers
• Refine and align KPIs across
all levels of the organisation
• Introduce and use
performance dialogue and
visual management
techniques to manage the
business:
• develop a performance
board and establish daily
performance huddles
• perforamnce management
cascade through all layers
of leadership
• Run value stream (VSM)
• Introduce demand and supply
workshop to identify key
planning methods
improvement areas
• Establish skill matrix, map
• Introduce common set of
against requirements and
problem solving techniques
align with development plans
• Establish escalation
• Align job standards and
mechanisams
performance management
with refreshed KPIs
• Empower line managers and
their teams to implement dayto-day improvements
• Establish mechanisms to
share best practice and
improvement opportunities
across teams
• Use influence
model to sustain
new way of working
• Role modelling
• Foster
understandings
and conviction
• Reinforcing with
formal
mechanisms
• Develop talent
and skills
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CI Training - Summary
•
•
•
CI Coach Training/ Support events
– Formal training (classroom based)
– Development sessions (informal, off site)
– Ongoing coaching throughout duration of deployment
Leadership Events (Director and Tier 3 managers)
– Initial 1:1 coaching session on making the roll out a success
– 3 leadership master-classes (1/2 day events chaired by thought leaders in
Continuous Improvement and Lean)
– 3no. ‘Go and See’ events (2hr coaching sessions interwoven with site visits to
see best practice or conduct reviews
– Role modelling workshop to support sustaining the change
Manager Events (Tier 2/3 and First Line)
– 3 Training events (1 day each) – Interactive classroom based, typically by
business area on location
– 4 Workshops (Case for change – ½ day, Voice of Customer and
KPIs 1 day, VSM – 3-5 days over 3 weeks, and Job role refinement ½ day)
with Director involvement
10 days
5 x 1 days
2 hrs
3 x 0.5 days
3 x 2 hrs
0.5 days
Coaches dedicated
100%
GMs involved in
implementation as
well as leadership
events
3 x 1 day
5-6 days
Ensure involvement
and coaching during
VSM work
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Pilot success will be measured across 6 levels, with specific
business KPIs to be defined for each area
Tiered KPI model*
Method
Frequency
Level 5: Return on Investment
Business impact minus costs
Evaluation in terms of net
contribution
Bespoke – defined for
each intervention
Benefits Model and ROI to be created and agreed at FD Level
across Pilot areas to feed into group benefit and case study
Level 4: Customer experience and
business Impact
Business outcomes
1. VOC measures (e.g.,
CSat)
2. Cycle time
3. Customer Interaction
time
4. TBC
1. TBC
1. What business impact has the programme had?
2. Overall programme KPI across OHI & Academy
Programmes
3. Pilot and LoB specific KPIs
4. Customer Experience
What are the measures
and targets you are
looking for?
Level 3: Behaviour
Demonstrable, sustained
behavioural change
1. Care Survey
2. Job sat survey
1. Pre Pilot Wave
2. Post Pilot Wave
1. How has their mindset changed, what impact has this had on
the customer experience?
2. Re survey to ensure sustainability over time
3. Sustainability review by the CI coaches on the ground
Level 2: Learning
Self-evaluated application of
learning and impact on role / team
CI Coach feedback loop
1. Monthly
1. What have our people learned across all CI programme
elements
2. Re interview to ensure sustainability over time
Level 1: Satisfaction
Overall satisfaction of those taking
part
Care Survey
After each wave
What's in it for our people – what impact has it had on them
personally being involved in the CI programme
Level 0: Participation
Quantitative and qualitative
assessment of participation by
relevant lines of business
Employee Engagement
Survey
Over the duration of the
pilots
What's in it for our people – how does it make them feel about
working for BT
*Source: ROI Institute Methodology
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IN CONFIDENCE
In addition to an uplift in customer experience (e.g., vsat, net easy), and employee
engagement (e.g., EEI) the CI initiative targets a 10% uplift in performance
A better customer experience
Customer
We’ll get a better understanding
of what our customers want
through the Voice of the
Customer dialogue. This focus
will drive improvements in
customer experience
CI has a 10% performance improvement target, to
be achieved by a combination of 3 options
•
Cost reduction: direct reduction of either total
labour cost (TLC) or external spend (e.g., with
outsourcing providers)
•
Cost avoidance: absorption of additional volume
without increase in TLC. Volume increase must be
clearly trackable and not relate to volume
reduction in other areas. Where it is related to
volume reduction in ohter areas, there needs to be
a reduction in either TLC or external spend linked
•
Revenue uplift: direct increase of revenues (e.g.,
avoided churn, sales uplift) on the back of the CI
initiative
Our financial goals delivered
Cost
People
Lean methodology is an enabler
to help us meet the financial
targets from our business plans
Improved employee
engagement
Lean ways of working engages
our people and empowers them
to be involved in how things are
delivered
•
Annualised impact to be delivered within
3 months of project completion
•
Substantiation of existing challenges will
count against CI target
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IN CONFIDENCE
The approach will be tested and refined in an initial pilot phase before
the wider rollout commences in Q1 2013/14
Focus of next
phase
Group-wide rollout
CI Pilots
Mobilisation
Objective
Objectives, approach, supporting
infrastructure in place
Approach tested and refined
CI culture being embedded in the
organisation
▪
▪
▪
Pilot teams mobilised
▪
Pilot projects successfully
implemented and benefits
delivered
Continuous improvement
initiative being rolled out across
all LOBs
▪
Culture change and
performance improvements
being embeded in the
organisation
Description
▪
Timeframe
Objectives of the initiative defined
and agreed with the OC
Continuous improvement
methodology and deployment
approach developed based on
internal and external best practices
▪
Initial infrastructure in terms of CI
team and academy setup
▪
Pilot areas and objectives agreed
with stakeholders
Until end of Nov ‘12
▪
CI methodology and deployment
approach refined based on
learnings
▪
Group-wide rollout plan defined
and overall business case
developed
Nov ‘12 – Apr ‘13
From Apr ‘13
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Backup
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Overall 2 pilot waves will be used to test the CI approach and its deployment
2013
2012
Activity
Q2
Q3
Q4
Q1
Q2
Q3
Agree pilots
Programme design
Governance and PMO
Design & resourcing
Set-up new governance model and PMO delivery
Toolkit, branding and comms
Design
Test and refine
Training and coaching
programme
Resourcing (ext.) Design
Assess and recruit CI Coaches
Design & set-up
Test and refine
Recruit and assess pilot CI Coaches
Training of pilot CI Coaches
Pilot 1 implementation
Pilot 1 continuous improvement
(BAU)
Phase 1 completed
Phase 2 - BAU
Implementation and BAU
reviews
Pilot 2 implementation
Pilot 2 continuous improvement
(BAU)
Phase 1 completed
Phase 2 - BAU
Implementation and BAU
reviews
Scope and agree roll-out plan,
detailed planning
Go-No go decision
Full roll-out
Assessment Centres for CI
coaches
On-going training and
accreditation for CI Coaches
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Each deployment will be carried out in 12 week waves followed by continuous
support for teams and leadership
Mobilisation
Timing
Objectives
Line
manager
activities
To be aligned with
leadership
behaviour
initiative
Leadership
activities
Establish cascade of
team huddles
Embed structure problem solving
practices
Overlay people
dimension
Sustain new way
of working
3 weeks
5 weeks
4 weeks
ongoing
• Assess change
readiness
• Engage and sign-on
senior leadership
• Develop and deliver
comms to all staff
• On-board and train
coaches recruited
from the local BI
community
• Initial preparatory
training for managers
• Refine and align KPIs across all
levels of the organisation:
‒ apply voice of the customer (VOC)
lense to establish the right
measures
‒ develop cascade of KPIs through
management layers
• Use perforamnce dialogue and visual
management techniques to manage
the business:
‒ line managers to develop a KPI
board and establish daily team
huddles
‒ perforamnce management cascade
through all layers of leadership
• Introduce common set of problem
solving techniques, based around an
‘A3’ approach
• Establish escalation mechanisams
for issues that cannot be addressed
by line managers and their teams
• Empower line managers and their
teams to implement day-to-day
improvements to how they work
• Establish mechanisms to share best
practice and improvement
opportunities across teams
• Introduce demand and supply
planning methods
• Establish skill matrix, map against
requirements and align with
development plans
• Align job standards and performance
management with refreshed KPIs
• Use influence model to
sustain new way of
working:
‒ Role modelling
‒ Foster understandings
and conviction
‒ Reinforcing with
formal mechanisms
‒ Develop talent
and skills
• 1 day foundation
training (TBD), to
convey technical and
coaching concepts
• Participate in the
development of
comms
• Delviery of comms to
teams
• 1 week setup, including:
‒ 1 day of training (TBD)
‒ joint workshop with leadership to
define KPI and KPI board cascade
• 3 weeks of practice using the team
hudle, supported by CI coach
• Continue to use new
ways of wokring, driving
continuous
improvement
• Regular sessions with
CI coaches
• Sign-on call (scope,
benefits, roles and
resources)
• Comms workshop to
develop case for
change and change
story
• Delivery of comms
• Initial workshop with director and all
his line managers for the respective
area
• Leadership to role model new ways
of working, e.g. participating in team
huddle
• Provide point of escalation
• 1 week setup, including:
• 1 week setup, including:
‒ 1 day of training (TBD)
‒ 1 day of training (TBD)
‒ joint workshop with senior leadrship
‒ develop current state skills matrix
to develop the escalation method
and map against demand / supply
analysis
‒ initial introduction of problem
solving with team, half day
‒ participation in a workshop with
leadership to establish new job
• 3 weeks practice, supported by CI
standards
coach
• 3 weeks practice, supported by CI
coach
• Devolve responsiubility for
• Workshop to develop refinments on
continuous improvement to empower
job standards
front line managers
• Engagement with HR to enact
• Create space and time for managers
change
to make change happen, e.g. agree
to stop certain non-value adding
management activities
• Implement escalation mechanism
• 1-2 days / week
• 1-2 days / month
CI coaching • support/mgr
• 1-2 days / week
To be aligned with
meritocracy theme
• 1-2 days / week
• Continue to use and
role model new ways of
wokring
• Spend time with line
managers and their
teams to reinforce
change
• Regular sessions with
CI coaches
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IN CONFIDENCE
A dedicated team of CI Coaches will support line managers to drive continuous
improvement as part of their day job
Role in relation to CI
•
CI Coach
•
Coaching of line managers to
•
• Build capabilities in the CI
•
methodology
• Change mindsets and embed
CI in the organisation
Technical knowledge of CI methodology (e.g., Lean Way of Working,
SixSigma, problem solving)
Coaching training
Technical training on
• Lean management
• Root cause problem solving
Re-inforce cultural change (e.g., visit perf.
•
meetings of teams, delegate CI to managers)
•
Provide escalation point for complex problems
Cascade information down the line / ensure crossteam best practice sharing
Coaching of managers
•
Understanding of CI methodology
and their role to enable it
Workshop with CI Coach
•
•
Run regular team huddles to
• Manage performance of the team
•
• Identify problems
• Drive resolution of identified problems with the
team or Coach/BI support where required
Escalate problems that cannot be resolved in the
team in team huddles with his line manager
Take broader change programmes into account
when addressing local problems
Coach team in their job as well as problem
identification and resolution
Coaching direct reports to
•
improve their performance
Knowledge of the CI methodology
(e.g., Lean Way of Working,
SixSigma, problem solving)
•
Coaching on the job to
• Develop coaching skills
• Embed continuous
improvement
Technical training on
• Lean Way of Working
• SixSigma
• Root cause problem solving
Workshop with CI Coach
•
Basic problem solving skills
•
Identify problems and raise in perf. meeting
•
Support identificaiton of solution during perf.
meeetings / root cause problem solving
Resolve local problems as agreed in perf. meeting
•
•
Provide MI where required
Provide change support where required
•
Line manager to identify
and address problems in
regular team huddles
with his team
Senior leadership
Line managers to
escalate problems that
cannot be addressed
within his team in the
team huddles with his
manager
Line manager
•
•
•
•
CI Coach to support line
manager to prepare and
run meetings as well as
to solve identified
problems with his team
and BI support where
required
•
•
•
•
•
Line employees
BI resources
Planned training
Coach line managers on the CI methodology, i.e., •
support line manager by preparing and debriefing
interactions with the team (e.g., team huddles, root
cause problem solving)
Provide technical knowledge where required and
train and coach line managers
•
Share best practices across LOBs and the CI
coaching community
•
Approach
Required skills
•
•
•
Knowledge of the CI methodology •
(e.g., Lean management, root
cause problem solving
techniques)
•
CI management techniques should be fully integrated into BAU and require no
incremental effort / resource
•
Resource requirements for analysing problems and defining solutions should be offset
by achieved performance improvment
Coaching by line managers
supported by CI Coach
Technical training on
• Lean management
• Root cause problem solving
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The mindset shift towards CI will need to be supported by corresponding leadership
behavior
Process
Problem solving
Performance
Partnering
Purpose
People
1
I spend more than 10% of my time in the shop floor
2
I regularly participate in frontline CI sessions
3
I actively engage employees in problem solving
4
I ensure problem solving is fact based and root cause oriented
5
I ask about the frontline performance of transformation areas
6
I ensure root causes for performance gaps are uncovered
7
I ensure my project teams are staffed across different areas
8
I develop HR rotation programmes at all levels
9
I have written a compelling change story
10
I regularly tell and reiterate my change story
11
I hold structured feedback sessions with my direct reports
12
I hold regular coaching sessions with my team members
To be
aligned with
leadership
behaviours
initiative
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IN CONFIDENCE
The 5 lenses of CI / Lean
Process Efficiency
Waves of projects focused on
maximum customer impact:
deliver customers what they
want, when they want and to the
quality they want and no less
than that
Performance Management
Delivering on customer
outcomes is continuously
improved, in a structured and
focused approach. Overall
standardisation
in processes without
waste
Voice of
our
CLIENTS
Mindsets and behaviours
People individually
and collectively working
together to put the
customer at the heart
of the business
Organisation and Skills
Individual and organisational capabilities
have the skills and knowledge to always
deliver on their
accountabilities
▪ Critical for sustainability
▪ Often neglected
▪ Communication makes a key success factor
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