Continuous Improvement

Editor's Notes

• #2: WelcomeIntro peopleIntro company – help achieve process improvement through our services and information framework – ServizioThe real surprise is that we have remained friends despite supporting opposing Manchester teamsPhil & I go back to 1979 when we met at Plymouth Polytechnic
• #3: We are going to start with slightly personal journey. Phil and I have been invovled in large scale process and business change since beginning of the 90sShare our lessoned learnedWe certainly believe our own publicity such that we created Intouch and a new way delivering information management systems with ServizioI have 3 examples to briefly show you Hopefully this will stimulate a useful discussion
• #4: Phil worked as a Fleet Operations Manager in maritime Oil & gas exploration and changing the process and technology data capture ad analysis process from being a 3 month on-shore process to incorporating GPS minturisation and real-time data analysis on the new generation of ships with super-computing collecting terabytes of data per hour from 8 x streamers 12km long.Knowledge management – took the benefits and rolled out overnight to 30,000Saved $50m in 1st year
• #5: Post the first Gulf War Improved the planning processes central contingency and operations ReadinessCollective TrainingEquipmentLogistics chainProcurementLondon Fire servicePolicePFI – bank rep Technical Due DilgenceDLR - upgrade Locked the Queen
• #6: People can be selfish and may understandably have different objectives to OrganisationRepetitive data entrySwivel chair interfaceBut people do want to learnPeople want to fell accountable ( or others to be)Operations manager last to get tools ( after Finance, HR)Not invented here
• #7: Processes that have not been thought out or are created around an individualInformation in spreadsheets are generally not sharedPaper chain & spreadsheet Workflows and authorisations are easily bypassed
• #8: Spreadsheet jungle, data islands & stove-pipesDuplicated dataBig system inertia & cost Keep it simple to use, quick winsPlatform for continuous improvementAccess anywhereNeeds to pay for itself
• #10: Product – pile it high with generic functionality vs bespoke. 80-20 rule and employ re-usability components Usually have a bespoke module to write and if its tricky or complex then we are extremely comfortable with thatAdd a person - Not seat driven, named person, linked in to ADControls - learn once use many times – Lord Bichard – hopefully little or no training Only show the data and controls you absolutely need
• #11: I’d like to talk about a few case studies but we havent got time to talk some of worked with colleges e-marketing, trade organisations as WNA where for over 6 yrs supported worldwide events, Resource management tool for 2500. Due to sensitivities associated with the degree of change they asked not to keep this case study genericHome workers – out of hours working in Virtual teams
• #12: Rota Management System for night workers with complex working arrangements and changing shifts and complimentscomplex working arrangements based on the ability to opt out of working particular days, periods, but still covering Intelligent shift filteringExpanded to cover 24 / 7Accommodates daytime WTD opt in / outManages all forms of absence, premium paymentsSwaps
• #13: Time for rota production reduced from 3 weeks to 3 hoursReduced support team for doubling staffAbsence requests turned around same daySwaps undertaken directly by staffBalance of hours maintainedPremium payments calculated real-time
• #14: We are very proud of our working relationship with an organisation doing such good works helping to transform their operations and back-office with 5 projects over the last 5 years. Sightsavers are one of the leading charities for process and technical change. You may remember them from Red Nose Day where celebrities walked across the desert.
• #15: Already implemented a major Procurement system in the back office which was an improvement over plethora of spreadsheets usedBut not cost effective to licence rollout to all users in over 20 companies. Needed some sort of front end portal to allow teams in the field to purchase medical items. Phase 1 Amazon.com type basket, phase 2 integration into procurement. Phse 3 Planning, tracking recipt of goodsEnsures Purchases through approved suppliers at agreed pricesExpanded for the IAPB to facilitate 115 worldwide eye-care charities Fund Management system.Allows fund raisers to generate income plansAllows country mangers to create project expendiure plansFunds are managed and allocated to projectsMonitors spend on several hundred projectsBalanced Score card. Having the Score card and the procurement system were
• #17: 2008 – transformed their business3rd largest sail maker in the world
• #18: Business model changed from selling to a hub and DistributorCentralised manufacturing, call centreDistributors convert leads to quotations to orders add products and manufacturing informationOrder specifications used on the shop floorOrders despatched direct