Lean Coaching Principles: using Lean Six
Sigma and Coaching to Improve the
Quality of Outputs
Gail Rowles
Alison Pattimore
UK Office for National Statistics
What we will share with you today
•
•
•
•
•
Issue
Our Journey
Successes
Lessons Learnt
Outcome
The Circumstances
Drivers
• Civil Service Reform
• ONS Strategy
• Code of Practice
Issues
• Committed people focussed on task
• Silo based mentality
Questions
• Are our processes efficient; produce quality outputs ?
• Do we have a mechanism to embed continuous improvement?
• Are our processes aligned to ONS strategic aims?
• Are we adopting the ONS principles?
Our Challenge
• Concentrate on the how rather than the what
(behaviour change – question and challenge)
• Get staff and stakeholders involved
• Identifying the best tools
• Changing the culture
The Original Plan
Consistent Quality Assurance
Lean Principles
• Focus on the customer –understand their
perception of value
• Identify and understand how the work gets done
– the value stream
• Manage improve and smooth the process flow
• Remove non-value-add steps and waste
• Manage by fact and reduce variation
• Involve and equip the people in the process
• Undertake improvement activity in a systematic
way
Six Sigma (Benchmarking)
• Understand the critical to quality
requirements (CTQs) of our customers and
stakeholders
• Understand our processes ensuring they
reflect these CTQs
• Manage by fact
• Involve and equip the people in the process
• Undertake improvement activity in a
systematic way
Something was missing!
OWNERSHIP
The Revised Plan
Remove
Command &
Control
Create
Continuous
Improvement
Culture
ENABLING
TEAM
Embed new
behaviours
Engage
Coaching
• Learn how to listen and ask the right
questions
(skills line)
• Focus on the objective not the solution
(Coach)
• Build confidence through feedback
(SEEDS)
• Adapt our behaviours to suit colleagues style
(Communication Preferences)
What went well
Full use of the toolkits has successfully
• Engaged our people
• Made decisions based on fact
• Communicated our objectives to a wider
audience
• Produced a mechanism to standardise QA
• Produced a mechanism to implement
continuous improvement
What we learnt
• Providing an opportunity for people to
influence the change process increases
receptiveness and enthusiasm
• Evidence based decision making ensured we
had the right solutions – right first time
• Listening to people and taking things on board
encouraged them to share experiences
• The systematic review has built a more
confident workforce
Conclusions
In embedding a new culture always remember:
It’s the people that make it
happen.
THANK YOU
For more information contact:
Gail.Rowles@ons.gsi.gov.uk
Alison.Pattimore@ons.gsi.gov.uk