Download - CIN. Digital Journey. June
Continuous Improvement
CIN ForumJourney into Digital
Transformation
Paul EmesBusiness Analyst
June 2018
Vision to Execution
LSS - Continuous Improvement
Systematic Transformation - Toolkit
BPM
Lean Six Sigma
Data Analytics
People
Stakeholders
VOB and VOC
Technology
ProMapp
ElementOrg
Power BI
Business Process Management
LSS - Continuous Improvement
BPM the enabler of Digital Transformation
Improving Interactions - Agility – Innovation
• Reduced Process Costs: 10-15%
• Increased quality / reduced number of errors: 20-30%
• Reduced process throughput times: 10-30%
• Reduced training time / expenses: 10-30%
• Reduced number of (internal) support requests: 15-30%
• Reduced number of customer complaints: 20-30%
• Increased forecast accuracy: 15-30%
Lean Six Sigma
LSS - Methodology to Continuous Improvement
Applied to improve existing “Business Process Management”
• Define – The problem, business case and process
• Measure – Identify baseline performance and metrics
• Analyse – Expose & verify the root cause(s) to problems
• Improve – Identify and implement solutions and confirm
• Control – Prevent the problem from recurring
Black belt taekwondo & LSS black belt Don’t mess with ICT and Council’s Business Analyst
LSS - Continuous Improvement
Business Science
Define Measure Analyse Improve Control
QFD, Process Mapping, Capability & Control
MSA
Multiple Regression Analysis and Predictive Modelling
ANOVA
Design of Experiments
Statistical Process Control & Revision
Measurement System Analysis - Variation
VOC - Quality Function Deployment
LSS - Continuous Improvement
Keep it Real
LSS - Continuous Improvement
Without “measurable” data you're just another person with an opinion (W. Edwards Deming)
• Business performance is evidence based
• Not based upon personal opinion or group sentiment
• Facts and opinions should not compete
They’re complementary functions in our decision-making
Measurable Performance Improvements -• Based upon fact • Repeatable• Independently verifiable
Digital Transformation
LSS - Continuous Improvement
What is Digital Transformation??“Digital transformation is the reinvention of an organization through the use of digital technology to improve the way it performs and serves its constituents” (UTS 2018)
• Face to Face $16.90• Telephone $ 6.60• Postal $12.79• Online $ 0.40
• Deloitte modelling combined saving of $25.27 per transaction (Deloitte Access Economics – “Digital government transformation” 2015)
• Digital Transformation returns four times than it costs
• MBDC has approx.+100 000 paper transactions p/a
• Transform processes by 20% = Saving $500K p/a
• Deliver more without increasing costs
LSS - Continuous Improvement
Technologically mature well established
innovation and support eco-system,
continually anticipating change and
adaptive processes
Focussed on automation, virtualised
self service functionality, efficient
program management
Change Focused, long term vision,
adopting agile and flexible systems
and processes
Reliant upon legacy one size fits all
approach, lacking innovation and
online service delivery
Basic technology, slow and
ineffective processes, fragmented
operations
Digitally Reactive
Digitally Traditional
Digitally Transforming
Digitally Adaptive
Digitally Future Proof
The Digital Journey UTS 2018
MBDC positioned here
Current State• Hosted Cloud based ERMS - 2014
• ICT strategic positioning towards emerging technologies, IOT, Smart Cities etc..
• ICT positioning and organisational environment misalignment ??
• Legacy Systems – Medieval options available
• Low business maturity
• Cultural constraints
• Limitation in capability
• Poor data integrity and BPM (capacity v capability)
LSS - Continuous Improvement
What's Needed ??• Alternatives to Legacy System
• Integration and Agility
• Easy deployment, functional, intuitive
• Cost effective & low maintenance
• Minimal Business Disruption
The answer -
• BPM combined with Low Code D.T“Drag and Drop Functionality”
LSS - Continuous Improvement
Where to Start?
LSS - Continuous Improvement
• Stakeholder Engagement
• Keep it Real
• Flexible, Open minded
• Narrowing the Scope
• Quick wins - Momentum, Credibility, Confidence
• Using BPM as the enabler (DMAIC)
“Define” the Problem
LSS - Continuous Improvement
The values we practice – rather than the statements we make is what drives an organisations culture and high
performance.
• Concise Business Case and Project Charter
20% Transformation = $0.5 Million saving recurring P/A
• Understand the VOB, VOC and measurable CTQ
Stakeholder Engagement, Customer Survey, Audits, etc.
• Clear Objective and Purpose
• Understand the Processes – Promapp
• Execution – Can it be achieved??
Project ScopeProcess Transformation Opportunities
LSS - Continuous Improvement
1. Health and Building Inspections
2. Community Facilities Bookings
3. Council Permits and Payments
4. Miscellaneous Forms and General Enquiries
5. Online Customer Self Service, CRM’s etc..
�Development Applications - DPTI (July 2020)?
“Measure” Existing Processes
LSS - Continuous Improvement
A Vision without Execution Is Just Hallucination
The real work begins
• Process Mapping
• Data Collection
• Understand baseline performance
• Refining of Project Scope
“Analyse” The Problem
LSS - Continuous Improvement
• Analyse Data
• Analyse ProcessE.G Health Inspections
• Determine Potential Root Causes
• Form & Test Hypothesis
• Verify Root Causes
• Avoid Tampering
Problem
Apparent cause
Root cause
Counter measure
Cause and Effect Diagram
(Fishbone)
Pareto Chart
Checksheet
“Improve” Performance
LSS - Continuous Improvement
Generate potential D.T solutions Low Code Software Development Partnership
This where the fun begins
• Assess Potential Solutions
• Select/Test Preferred Solution
• Understand & Minimise Variation
• Develop Implementation Plan
Implementation
LSS - Continuous Improvement
• Implement preferred solution
• Beta Test and Test again
• Verify effectiveness - Metrics
• Apply comparative methods - And
• Don’t lose sight of back end processes
Solution only as good as ability to
execute and close off
“Control” PMCS
LSS - Continuous Improvement
• Standardise the solution..
• Develop & implement PMCS Process Management Control Systems – Internal Controls
Document project –
• Promapp
• Maintain Performance
• ElementOrg - Power BI
• Drive Home Cultural Change
Case Study
LSS - Continuous Improvement
• Online - Facilities Booking
• Underutilised - Town Hall
Software Solution:
• Front End - Design to Deploy 6-8 weeks
Capability:
• Back End - process execution 6-8+mths
(some of the) Issues
LSS - Continuous Improvement
• Allocation and return of Keys
• Bonding and Refunds
• Recurring Bookings
• Unauthorised Users
• Liquor Lic. and Security
• Undocumented event restrictions
• Cleaning and post event inspections
Quick Wins & Beyond
LSS - Continuous Improvement
• Power BI Reporting (Delivered)
• Health / Building Inspections (1-2 months)
• Council Permits & Payments (3 Months)
• Miscellaneous Forms (3-4 Months)
Next 4 - 6 months• Online Facility Bookings
• Development Engineering Tracking
• Online CRM and Customer Portal