

2 Continuous Improvement & BenchmarkingModule: Benchmark with partners

Learning objectives

ConfirmTrainDefineAnalyseMeasure

Root CausesBest practiceGap analysis

Have the skills to: Confirm the BM study

Train the participants

Define the service for study Analyse the service

Measure the service

Discover the Root Causes

Develop Best Practice Compare against Best Practice

Identify the BP Gaps




Confirm the BM study arrangements

Use the first meeting to do this

Confirm with all participants:

Objectives

Services to be BM (in general terms)

Study schedule and meeting places

Participants’ names and contact details

Resources required Communication protocols




Example participants listingENHANCING MUNICIPAL SERVICES DELIVERY CAPABILITY–PHASE 2

DIRECTORY OF COORDINATORS

I. PHILIPPINES

A. Cebu City Name Nickname

HILARIO P. ALICANTE “JUN”

Local Assessment Operations IVOfficer City Assessor’s Office

Tel. No. (63-32) 2544740 / Fax No. (63-32)25344099E-mail: [email protected]

MA. SUZANNE O. ARDOSA “SUZANNE”

Executive Assistant IIIOffice of the City MayorTel. No. (63-32) 2544413 / Fax No. (63-32) 2534458E-mail: [email protected] /

[email protected]

MARY JANE CABALLERO “JHINGKAY”

Data Controller IIManagement Information and Computer ServicesTelefax No. (63-32) 2544528E-mail: [email protected]

EDGARDO R. MASONGSONG “EDGAR”

Assistant City AdministratorCity Administrator’s Office

Tel. No. (63-32) 2565550E-mail: [email protected]

EFLIDA T. MONDARES “FLIDZ”

Data Controller II

Management Information and Computer Services




Example Final study plan to be agreed upon

Benchmarking plan for a Facilitated Network model

Benchmarking steps Month1

Month2

Month3

Month4

Month5

Month6

Month7

1 Appoint a facilitator

2 Arrange the logistics for partners to meet

and communicate with each other

3 Agree the overall plan with each partner

4 Train the partners in Benchmarking

techniques

5 Agree and define the processes to

Benchmark 6 Define the performance measures

7 Collect performance measure data

8 Process map the processes

9 Compare performance results

10 Compare processes

11 Agree best practice performance and

process features12 Complete a gap analysis between current

processes and performance to bestpractice

13 Develop improvement plan

14 Compare improvement successes (six

months later)




Train the participants in Benchmarking

Determine the training needs

Refer to the approach

Consider performance or process BM, or both

Consider the time available, locations, and resources

Determine the training curriculum

Base it on needs

Determine the method and the medium

Facilitator led; class room

Use this Toolkit in Do It Yourself manner

Mixture of the two above

Do on a as needed basis, or all at once




Example training session




Define the service for study

Use the Toolkit “Define the service to improve”

Use a joint meeting to do this

Use full collaboration of all participants

Complete the forms within the Toolkit

Issue the definition to all participants




Example service definition for Benchmarking

Parking

ManagementLocal Laws

Animal

Management

School

Crossing

Supervision

Customer

Service

Parking Patrol &

EnforcementCar Park

Management

Pro-active patrolPermits/ Registration

Complaint investigation

Enforcement

Education

Manage the

Service

Pound Management

Fire

Prevention

Handling Requests for

ServiceProcessing Infringements

Task allocation

Maintaining Information

Systems

Inspections & Notices

Clearing Land

Enforcement

Traffic & Local Laws




Analyse the service

Use the Toolkit “Understand the service”

Meet and choose the methods to use

Process maps

Photographs Interview notes

Ask participants to complete their tasks at home

Collect and collate information

Distribute information to participants Schedule a “show and tell” meeting

Meet to discuss findings and ask questions




Example process maps and photographs




Measure the service

Use the Toolkit “Measure the service”

Meet to agree performance measure definitions

Ask participants to collect performance data at

home Collect and collate performance information

Distribute performance information toparticipants

Schedule a “show and tell” meeting

Meet to discuss findings and ask questions




Example performance measure definitionsEnvironmental Health

Ref KPI

AspectIndicator name

Unit of measure

Scope Data items required Calculations required

1Cus'

Satisfacti

on

Customer satisfaction

rating for Food

premises surveillance

Number

Average Satisfaction rating taken

from the customer survey for FoodPremises Surveillance out of amaximum score of 5. Survey

participants should be around 30.

Average satisfaction score for "Our

performance" in respect of FoodPremises Surveillance

None

2Cus'

Satisfaction

Customer satisfaction

rating for ImmunisationNumber

Average Satisfaction rating takenfrom the customer survey for Immunisation out of a maximum

score of 5. Survey participantsshould be around 30.

Average satisfaction score for "Our performance" in respect of Immunisation

None

3 Cost

Food service cost per

registered food

premises

$ /premise

Includes all cost associated withthe management and surveillance

of food premises.Includes direct costs such assalaries and wages, transport,

communications and consumablesand Corporate overheads.Excludes the cost of orders and

prosecutions

1. Sum of all direct and indirect costsof managing and surveillance of food

premises (fin year 2000-01)

2. Number of food premises

registered at 1 July 2001

Sum of all direct and indirectcosts divided by the number of

food premises registered at 1July.

4 CostInspection cost per

inspection report

$/ inspectionreport

Include the total direct and indirect

cost of the premises inspectionfunction. Includes planning theinspection, carrying out the

inspection and writing up theinspection report.Include all direct costs such as

salaries and wages, transport,communications.

Include all overhead costsincluding an allowance for Corporate overheads.

The number of inspection reportswritten will include both the originalinspection report and any follow up

inspection report written.

1. Sum of all direct and indirect costs

attributable to the Food premisesinspection function.

2. Number of food premisesinspection reports written

Sum of all direct and indirect

costs divided by the number of food premises inspection reportswritten.




Discover Root causes

Use the Toolkit “Investigate problems”

Ask participants to complete Root cause

analysis at home

Root causes should be unique for each

participant

Can meet to see if root causes are common

Can meet to agree on common root causesolutions




Example root cause analysis

late for work late for work

urgent homeissue

urgent homeurgent home

issueissue late publictransport (bus)

late publiclate public

transport (bus)transport (bus)

alarm

failure

alarmalarm

failurefailure too tiredtoo tiredtoo tired

wake up latewake up latewake up late

old busold busold bus

broken

appliance

brokenbroken

applianceappliance

poor

driver

skills

poorpoor

driverdriver

skillsskills

poor

maintenance

poorpoor

maintenancemaintenance

sick

child

sicksick

childchildroad

congestion

roadroad

congestioncongestionunreliable

bus

unreliableunreliable

busbus

Root causes are

those at the bottom

of the problem tree




Develop Best Practice (BP) model

Schedule meeting to agree BP model

Meet to agree BP model

Agree on format and structure

Propose BP features

Collate and rationalise the results

Distribute BP features to participants




Example Best Practice Model Features

Fleet management All shires Gap

analysis and Improvement plans

Fleet Management1 Basic Maintenance Services

1.1 Policy & Strategy1.1.1 At the time of vehicle purchase, negotiate a pre-paid service

agreement and use the vehicle purchase event to optimize/ or minimise

the additional cost for the pre-paid service.

1.1.2 For routine vehicle services that are undertaken by the sales

dealer, the custodian or driver of that vehicle is responsible for deliver and

collection of the vehicle to the dealer for such servicing.

1.1.3 Where a fleet operator is responsible for “unfair damage” or

causes an accident through their own negligence, then some punitive

action is to be taken on the operator, such as a fine, or mandatory

contribution to the repair bill, such as the insurance excess or withdrawal

of a bonus.

1.1.4 When a fleet vehicle is traded, and the vehicle is deemed to

have “unfair wear and tear” the user of that vehicle is to contribute to the

cost resulting from that unfair condition, or some other disciplinary action

is to be taken.

1.1.5 Where a fleet item suffers unfair wear and tear in the field, the

user department, (not the individual), is to be re-charged for the

equivalent cost of that unfair wear and tear.

1.1.6 For all fleet plant that is made available to either a user or a user

department, a “user agreement” is documented and signed, that sets out

the obligations for both parties for asset protection, availability,

application, maintenance, fair wear and tear and applicable licensing

requirements.




Compare against BP model

Use Toolkit BP Gap Analysis worksheet

Score importance and compliance




Identify BP Gaps

Review resulting gap scores

Collate like gaps together

Develop a list of BP Gaps that will go forward as

recommendations




Example of a BP Gap Analysis

Environmental health All shires

Gap analysis and Improvement

plans

Importance1 = Not important at all2 = Slightly important

3 = Somewhat important4 = Quite Important

5 = Of CriticalImportance

How we rate1 = Poor 2 = Fair

3 = Good4 = Very Good

5 = At Best Practicelevel

Our Gap to

Best Practice

(Importanceminus Rating)

Improvement actions

Environmental Health Ballarat Ballarat Ballarat Ballarat

1Routine Inspections1.1 Policy & Strategy1.1.1The inspection reports are to be signed by the proprietor uponcompletion, so as to ensure the inspector and proprietor agree on thefindings and actions required.

1 1 0

1.1.2Educate the proprietor (in addition to simply performing the

inspection program) education tools to include, fact sheets, informationbulletins.

4 2 2

What does the FSS do? An FSS (prop) should be

educated.

1.1.3 Announce scheduled inspection to the proprietor beforeattending the premises.

1 3 -2

1.1.4Council to provide more definitive standards coveringambiguous sections of the acts; examples are “adequate”, “appropriate”

etc. (Council is to define the parameters to cover off these ambiguities).4 2 2

1.2 Structure, Resourcing & Financing1.2.1Combine Food Act and Tobacco Act inspections together so asto get better utilization from our inspectors. 4 4 0

1.2.2Rotate Environmental Health Officers through the inspectionprogram so as to give them field experience, avoid repetition, variety for

the proprietor, and a wider view in the assessment of the premises. 4 4 0

1.2.3Provide inspectors with modern measurement tools to performtheir inspections quickly: could use digital thermometers, etc. 5 4 1

1.3 Planning & Scheduling1.3.1Develop a monthly action plan, that schedules inspections andfollow ups, so as to ensure performance is in line with the annual plan. 4 3 1




Disclaimer

The views expressed in this Toolkit are the views of the authors and do not necessarily reflect the views or policies of the Asian Development Bank (ADB) or Asian Development Bank Institute (ADBI), or their Board of Directors, or the governments they represent. ADB and ADBI do not guarantee the accuracy of the data included in this CD-ROM and accepts no responsibility for

any consequences of their use. Terminology used may not necessarily be consistent with ADB official terms.

benchmark with partners

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