PEX Week: iDatix Workshop Part 3
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This document summarizes session 3 of a workshop on workforce centric analytics and continuous improvement. It discusses establishing a culture of continuous improvement through strong communication, feedback processes, and empowering workers with metrics. It also explains how real-time metrics like counts, backlogs, bottlenecks, cycle times, and decision frequency matrices can provide insights and be used to identify areas for improvement. Qualitative analysis methods like process observation are also recommended to complement quantitative metrics.
PEX Week: iDatix Workshop Part 3
- 1. Session 3 of 3 Workforce Centric Analytics What do they teach us? Real-time Process visibility and workforce optimization examples
- 2. Session 3 Objectives Establishing a Culture For Continuous Improvement ● Communicate the Vision ● Molding the Message From Management Leveraging the Power of Real-Time Metrics ● Counts and Backlogs Understanding Throughput ● Bottlenecks Identifying the weak points of the process ● Cycle Time A Global or Granular View ● Decision Frequency Matrix Learning Workforce Behavior Qualitative Analysis ● Going Beyond the Metrics ● Process Observation
- 3. Establishing A Culture Establish a method for feedback ● ● ● ● Ensure that everyone has a voice A structured method for gathering feedback reduces hallway discussions Both negative and positive feedback should be accounted for Instil a sense of ownership to the end user by evaluating feedback and providing a response Strong communication by leadership ● ● ● The message comes from the top Management has to support the change effort Request the end users vision to validate alignment with management Empower the end user with metrics ● ● Provide the end user with personal and team stats to validate their role in the company’s success Implement a reward system based on measured efficiency gains
- 4. Real-Time Metrics: Counts and Backlog Trends Observation: ● Common Throughput Metrics Show Us Work Entering, Work In Progress, Work Completed ● Monitoring trends allows you to determine efficiency gains Continuous Improvement: ● ● Identify which timespans are have the greatest backlogs These metrics help recognize outside contributors to inefficiencies
- 5. Real-Time Metrics: Bottlenecks Observation: ● ● Quickly reveal the tasks that are causing delays Bottlenecks identify weak points in the process due to: Lack of resources Low performers Difficult tasks Continuous Improvement: ● Investigate why bottlenecks are occurring ● Add resources to difficult tasks ● Divide and conquer Split complex tasks into multiple sub-tasks ● Replace resources that are not performing Brewmaster Approval: 20/1 20 / 1
- 6. Real-Time Metrics: Cycle Time Observation: ● ● ● Cycle time reveals segments of the process that are causing delays Determine which individual tasks take the most amount of time Monitor the average time to complete the process Find fluctuations across timespans Continuous Improvement: ● ● ● Shift less experienced resources to easy/transactional tasks Investigate why certain process segments are causing delays Adjust resources during timespans when average completion times are increased
- 7. Real-Time Metrics: Decision Frequency Matrix Observation: ● Review how often a user makes one decision over another in the process ● By adding other variables you can identify how often invoices are denied by vendor ● Monitor actions over time to locate trends Continuous Improvement: ● Metrics should be used to drive training ● Streamline the process by sourcing new vendors that are not causing denials ● The metrics can be used to verify if denials have been reduced over time
- 8. Qualitative Analysis Going beyond the metrics ● ● ● Requires observation Everyone develops their own system and routine Develop a procedure to gather feedback Avoiding bypass techniques ● ● ● Workers will inevitably find ways to work around a process if it makes their work easier Instil ownership to overcome the resistance for change Determine if controls need to be implemented to avoid bypass techniques Process inflexibility ● ● Is the process design too rigid to allow for exceptions? Re-evaluate if the exception has become the rule
- 9. Workshop Wrap Up Case Study: ClosetMaid ● How we eliminated routine decisions to dramatically improve response times Session 1: Pitfalls of Analysis ● Identified Pitfalls: Client Self Diagnosis Focusing on Exceptions Not Getting all Perspectives ● Uncovering corrective actions to avoid common pitfalls of analysis Session 2: Common Design Pitfalls ● Design Pitfalls: ● Over Engineering Creating Non-Actionable or Vague Queues Under Validation Replicating Paper Processes into Software Deploying design pitfall resolutions Session 3: Continuous Improvement ● ● ● Establishing a culture for continuous improvement How metrics can provide visibility and insight Going beyond the metrics
- 10. Question & Answer You have a question, we have an answer
- 11. Thank you! Feedback form is an entry into the Smart Watch Raffle - Come see us at Booth 33!
Editor's Notes
- #8: ACTIONS OVER TIME- Discuss Closetmaid and how they reduced the amount of shortpays over time regarding rebates on quantity