Achieving Sustained Performance

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Agenda

– Welcome and Introductions– About SAI Global– The Framework in Action– Applying the Framework– Achieving your Outcomes

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How does SAI deliver its solutions and services?

Distribution DatabasesSearch

Apply Business SolutionsProvide Information

ConformityAssessment

- Product- Food- Systems

Audit Effectiveness

PUBLISHING

TRAINING and BUSINESS IMPROVEMENT SOLUTIONS

(Professional Services)

TRAINING and BUSINESS IMPROVEMENT SOLUTIONS

(Professional Services)

Standards

Legislation

Databases

Property

Other Technical

Alerts

News feeds

Monitoring

Awareness and understanding

COMPLIANCE ASSURANCE

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About SAI Global

SAI Global is an applied information services company. It:

Is your source for global technical and business information

Provides end-to-end training solutions around critical business information

Helps you understand, implement and manage the information associated with business systems and processes

Assists you to develop your organisation’s capability to continuously improve performance in a sustainable manner

Enables you to verify your understanding of information by providing independent assessment, certification and registration

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– What are the key drivers for change and improvement in your organisation?

– What are the barriers to change and improvement in your organisation?

Activity

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How to achieve Sustainable Performance

– The applicability of the Business Excellence Framework and SAI Global’s approach to support your journey towards sustainable performance

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How to achieve Sustainable Performance

– The Framework assists organisations to achieve sustainable outcomes which align to organisational objectives

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Achieving Sustainable Excellence

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Frameworks and Principles

– Guide behaviours within the organisation– Guide decision making– Are the cornerstone to guide the other steps in continuous

improvement

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Business Excellence Principles

1 Leadership: Lead by example, provide clear direction, build organisational alignment and focus on sustainable achievement of goals

2 Customers: Understand what markets and customers value, now and in the future, and use this to drive organisational design, strategy, products and services

3 Systems Thinking: Continuously improve the system

4 People: Develop and value people’s capability and release their skills, resourcefulness and creativity to change and improve the organisation

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Business Excellence Principles

5 Continuous Improvement: Develop agility, adaptability and responsiveness based on a culture of continual improvement, innovation and learning

6 Information and Knowledge: Improve performance through the use of data, information and knowledge to understand variability and to improve strategic and operational decision-making

7 Corporate and Social Behave in an ethically, socially and Responsibility: environmentally responsible manner

8 Sustainable Results: Focus on sustainable results, value and outcomes

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The Business Excellence Model

13Categories and Items

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– Approach – thinking & planning– Deployment – implement, do it– Results – achieving what you planned?– Improvement – what did you learn?

– change Approach / Deployment?

ADRI Assessment Dimensions

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Activity

– What principles or values does your organisation have?– List them out

– Map them to the principles of Business Excellence– What’s missing?

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Graduate Certificate Course

– Higher Qualification– National Recognition– Module 1

– Core knowledge– Module 2

– Evaluator– Self assessment

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Achieving Sustainable Excellence

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Develop a Systems View

All enterprises are part of a larger system All enterprises consist of a number of sub-systems

OTHER STAKEHOLDERS

VisionMissionValues

Relationships

Processes

SUPPLIERSCUSTOMERS

Inputs Outputs

Feedback Feedback

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Develop a Systems View

Outputs

Values : Collegiate, Integrity, Value Adding , TrustMission : To assist organisations to develop their capability to

continuously improve in a sustainable manner.Vision : To be recognised as a Tier II Management Consultancy

within Australia and Asia by 2011

Feedback

Customers

OutcomesCustomer

Improvement

Other StakeholdersAssurance ServicesOther SAI subsidiariesDelivery Partners

InputsContacts / LeadsTraining MaterialDelivery SupportMarketing ServicesPrinting SupportFacilitation / TrainingAccounts Payable & ReceivableKnowledge & SkillsCustomer RequirementsIT Hardware & SoftwareAdministration SupportABEF Review & SupportProspectsSpecialist Product support

SuppliersEducation & TrainingAssurance ServicesMarketingPrinting OrganisationsABEF AwardsExternal ConsultantsProduct SpecialistsTravel OrganisersAccountsMailing List Administrator

TargetsRevenue TargetsExpense TargetsCustomer Satisfaction Target

RelationshipsBIS staff & SAI GlobalBIS Staff & DP’s

Core ProcessesConsulting ServiceAssessment ServiceTraining ServiceClient Management

Key Support ProcessesInformation SystemsHuman ResourcesFinanceBusiness Activity Monitoring & ReportingAdministrationDelivery Partner ManagementTeamwork MarketingService / Product developmentStrategic Planning

Private OrganisationsLargeSME

PublicFederalStateLocal

Not For Profit OrganisationsIndustry AssociationsEducational Institutions

Customer SatisfactionFinancial

Assessment ServicesChange Management SupportConsulting AdviceIn-House TrainingIntellectual PropertyCustomised ConsultingConferencesNetworking/customer events

Business Improvement Solutions System View

Process Measures

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Results Measures

BIS staff & CustomersBIS Staff & SuppliersBIS Staff & NetworksPartners

Delivery Partners

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Develop a Systems View

PROCESSES

VISIO N -

M ISSION -

INPUTS O UTPUTS

SUPPLIERS CLIENTS

O THERSTAKEHO LDERS

VALUES -

“RELATIO NSHIPS”

FEEDB ACK

RESULTS M E ASURES

TARG ETS

PROCESS M E ASURES

PROCESSES

VISIO N -

M ISSION -

INPUTS O UTPUTS

O THERSTAKEHO LDERS

VALUES -

“RELATIO NSHIPS”

FEEDB ACK

RESULTS M E ASURES

TARG ETS

PROCESS M E ASURES

CUSTOM ERS

O UR PEO PLE

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Using the Systems View

– Mechanism for gaining clarity about outcomes, relationships and the system as a whole

– Systems thinking provides us with clarity about the interrelationship between the components of our organisation and how each of them impacts upon performance

– This understanding is critical to allow effective prioritisation of resource allocation

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Activity

Start at the right and work left

Outputs Targets Result Measures

Outcomes Customers

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Systems Thinking – A Summary

– A systems view of the organisation usually leads to new knowledge being generated, new approaches being developed and new performance indicators being set.

– The organisational culture moves:

– From reactive post-mortems and blame to prevention, improvement and innovation;– From internal competition and sub-optimisation to organisation-wide teamwork and

synergy, and– From a focus on short-term outputs to organisational excellence and long-term

sustainability.

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Achieving Sustainable Excellence

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The Assessment Dimensions - ADRI

Approach– Thinking and Planning

Identifies the organisation’s intent for the Item, the thinking and planning it does to

design the strategies, processes and infrastructure to achieve the intent

Deployment– Implementing and Doing

Identifies the activities actually happening

Results– Monitoring and EvaluatingDemonstrates how measures or achievements associated with the Approach are monitored

Improvement– Learning and AdaptingShows how the process of

review and improvement of the Approach and its Deployment

are occurring

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Activity

– Assess your organisation against the principles of Business Excellence (I or We)

– Identify 3 strengths and 3 opportunities for improvement relevant to each principle

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0 (No known strategy or approach)

1 (Beginnings of a planned approach,with some deployment)

2 (Systematic approach that is well deployed, with evidence of results)

3 (Systematic improvement of approach anddeployment based on trends, with favorable external comparisons)

4 (Results of external measures demonstrateWorld’s Best Practice)

Assessment Criteria

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Clarify Strengths and Opportunities for Improvement

– Online Assessment– Business Excellence Indicator

– Workshops– Facilitated Assessment

– External Assessment– Customised Assessment

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Activity

– For the opportunities identified prioritise them against impact on outcomes and urgency (refer to Prioritisation Matrix)

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Achieving Sustainable Excellence

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Three primary methods for allocating resources to address OFI’s

– Local initiatives– People within your organisation are always improving the business

within their own sphere of influence– Recognise the improvements made– Manage the knowledge

– Share improvements generated– Minimise duplication– Local initiatives can prompt ideas for larger initiatives

– Improvement teams– Trained teams formed to address OFI’s– Defined methodology

– Six Sigma– Lean– PDSA

– Planning process– Annual planning process utilised if the resources necessary to

address the OFI are too great to be funded within existing budgets

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Methodologies

– Each level of improvement generation can use differing techniques however they must be

– Integrated– Aligned to the agreed framework and principles– Complementary

– People should be empowered to use the methodologies– Success of the chosen methodologies must be monitored and

continuously improved

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Excellence in Knowledge Management

– Communicating local initiatives– Format to compliment other improvement methodologies– Apply knowledge not just store it

– Reduce duplication– Maximise the value

– Recognise valuable participation

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The PDSA Process

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Six Sigma

DEFINEDEFINE

MEASURE

ANALYZEANALYZE

IMPROVE

CONTROL

Gate Reviews

Set up initiative

What is our customer problem ?

Collect data

How big is the

problem ?

Analyze

What are root causes for our

problem?

implement solutions

How can we improve the problem ?

Develop and

How can we improve the problem ?

Utilize scorecard to control and sustain

How do we measure & control our improvement ?

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Activity

– What is the capability to undertake improvement in your organisation?

– What’s in place now?– What else do you need to do?

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Increasing your organisation’s capability to improve

– Local initiatives– Innovations process– Suggestions process– Good ideas process– Communication– Recognition– Continuous Improvement Methodologies

– Improvement teams– Leading and managing highly effective teams– Continuous Improvement Methodologies

– Six Sigma– Lean– PDSA

– Project Management– Planning process

– Integration of improvements into the planning process– Tracking improvements

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Effective approval and transfer of accountability for the solution

– What is the solution?– How justified?

– Data– Research– Pilot

– Key stakeholders– Consultation conducted– Communication plan– Stakeholder management plan

– Who should manage the solution– Role– Measures– Tolerances– Predefined actions if performance is outside of tolerances

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Achieving Sustainable Excellence

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Role of leadership throughout the organisation to optimise effective implementation

– Appropriate resources allocated– Stakeholders capable of implementing and managing the

solution– Accountability and responsibility clear– Measures for success focused on outcomes and integrated with

performance management system

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Performance Excellence Dashboard

– Ongoing scorecard monitoring performance against objectives– Information focused on effective decision making for resource

allocation– Results cascaded to match the organisational structure– Monitor performance and impact on outcomes

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Improve the system

– Reflecting upon the difference between what outcomes were intended and what was achieved allows us to

– Adjust the resource allocation and the solution itself to further improve performance

– Make adjustments to the continuous improvement system to improve the effectiveness of future improvements

– Reduce the variation between what was intended and what was achieved

– Compare your results with external benchmarks to identify other sources for improvement

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Achieving Excellence

– Improve your outcomes– Continuously improve your organisation– Build from existing strengths– Achieve

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Pathways to Success

– Work with Business Improvement Solutions– State Managers– Business Excellence Framework– Case Studies

– www.businessimprovementsolutions.com– White papers – Customised Solutions

– State Business Leaders Networks– Better Business Conference– Reading material

To assist organisations to develop their capability to continuously improve in a sustainable manner.

Business Improvement Solutions

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