measuring results of improvement actions márcio rodrigues, tallin, 13/01/2015

Measuring Results of Improvement Actions

Márcio Rodrigues, Tallin, 13/01/2015

• Introduction • Conceptual Continuous Improvement Approach • The sources of Improvement Actions in Organizations• Development of an Improvement Action Plan

(Exercise)• The Improvement Action Plan as enhancer instrument

involvement of all stakeholders in Improvement • Analyse the root causes, define improvement actions

and their KPI to measure its effectiveness (Exercise) • The Learning Organization

Measuring Results of Improvement Actions Program

• Identify sources of Improvement Actions in Organizations

• Identify effective ways of involving staff in continual improvement actions

• Understand how to achieve effectiveness on Improvement Action Plan

• Develop a system to measure and report the results of improvement actions implemented

Measuring Results of Improvement Actions Learning Objectives


Improvement activities can range from small improvements in the workplace, to the significant improvements of the entire Organization;

Organizations should set improvement goals from different perspectives: The improvement in the services provided; The improvement / Greater efficiency of

processes; The improvement of organizational structures;

Conceptual Continuous Improvement Approach


The Organization shall ensure that continuous improvement is constituted as a part of their culture to: Providing to people of the Organization (Staff,

Clients, Stakeholders) opportunities to participate in improvement activities, through the delegation of powers;

Provide the necessary resources; Establish systems of recognition and reward for

improvement; Continuously improve to effectiveness and

efficiency of self-improvement process.

The Improvement as Organizational Culture


Superior performance thanks to improved organizational capabilities;

Alignment of improvement activities at all levels with the strategic objectives of the Organization;

Flexibility to react quickly to opportunities;Staff competent for improving methods and tools;Greater involvement of all staff for continuous

improvement / Increased team spirit.

Key Benefits


Improvement processes should follow a structured approach, such as the PDCA methodology "Plan-Do-Check-Act". The methodology should be applied in a consistent and systematic way!

PDCA cycle on Improvement Actions


PDCA cycle on Improvement Actions


KPI (not achieved objectives on Key Processes)When the objectives are not achieved, or show a trend contrary to what was established, one must ponder what went wrong, and perhaps trigger a Improvement Action;

The Sources of Improvement Actions in Organizations


Audits (Internal / External)Audits are an effective tool to determine compliance of the organization's management system, as well as analyze and continually improve their performance;Allows the identification of issues, risks and nonconformities, and improvement actions closure of previous audits;Audits provide useful information to:

Approach problems and non-compliance;Benchmarking;Promoting good practice within the Organization



Complaints and suggestions of the Stakeholders;The existence of an effective complaints and suggestions management system allows the systematic collection of information that can form the basis of the definition of Improvement Actions.



Satisfaction Assessment of Stakeholders;After conclusion of the satisfaction assessment of the stakeholders (clients, family members, partners, funders), the results should be analyzed and trigger appropriate actions for improvement of the parameters with lower scores;This approach, applied systematically, will allow the sustained increase in improved stakeholder satisfaction.



Inspections of Funders:Issued reports usually contain indications of deviations, or opportunities for improvement, which should be considered for the Improvement Actions.



EXERCISE

In big group develop an Improvement Action Plan

model in line with the PDCA methodology (20 minutes)


EXERCISE (Example of Improvement Action Plan)• Improvement Action Sequencial Number

• Date• Description of Problem / Non Conformity• Location / Area• Causes Analysis / Comments• Improvement Action to Implement• KPI (To measure the effectiveness)• Responsible for Implementation• Deadline• Monitoring / Evaluation of Effectiveness• Date of conclusion

Measuring Results of Improvement Actions The Improvement Action Plan as enhancer instrument involvement of all stakeholders in Improvement

STEPS TO ACHIEVE RESULTS IN THE IMPROVEMENT ACTIONS



1. Definition of the problem: It is essential to see in the apparent complexity of the situations, the real problem to be addressed. This should be adequately isolated to not cause confusion with any other problems. It should be properly separate the causes of effects, and find the root cause;



2. Gathering information: Only the relevant information is important! Should be sought in existing records and shall be able to identify the causes of the problem;



3. Analysis: It is essential to establish relations of cause and effect, clearly. In this phase techniques may be used as cause and effect diagram.It is an added value to involve all the people who are directly and indirectly involved in the problem.



4. Develop alternative solutions: Addressing not one but several solutions to the problem. If one is inappropriate, others may be considered. The various alternatives should then be analyzed on the objectives, associated costs and benefits. This step can be successfully applied to brainstorming technique, which not only makes more efficient identification of the best solution, but also promotes the involvement of staff;



5. Select the Best Solution: A decision must be made! It is essential to ensure the involvement of all those who will be affected by the changes (staff, clients…). They always have some contribution to make in the overall approach to the problem and clarification of details. The decision must be made, preferably through a formal meeting;Also important to define performance indicators for measuring the results, responsibilities and deadlines



6. Implementation of the solution: At this stage we need more action than words! The solution should be implemented, and monitored the impact of this implementation on Organization.



7. Measure Results: After implementing the solution should be checked whether the expected results are being achieved, as well as new problems have emerged that require resolution. The results should be measured by the indicators originally set for the Action Improvement.



8. Feedback: The results should be disseminated by all stakeholders in easily understandable language. May be used different ways of disseminating such as:• Annual Activity Report • Board• Internal Journal / Newsletter• Intranet• Meetings with staff / clients / stakeholders• Web site / Blogue• Mailing actions


EXERCISE

In group identify potential root causes, define the

corresponding improvement actions and their KPI for measuring results of the following occurrences:

(50 minutes)


EXERCISE1. Employees do not know the Organization's Quality Policy;2. It was observed over the last year an increase of service user complaints on duties;

3. Despite having already been carried out training, employees are not aware of the set of principles, values and procedures that guide behaviors in service delivery;

4. The organization did not assess the added value of partnerships established;

5. The Organization has set the objective of increasing staff motivation levels to 3.5 points (0-4 scale). In 2014 reached 2.8 in 2013 reached 3 and in 2012 reached 3.1.

6. Identified Individual Plans not agreed by the service user or his representative;

7. Do not exist performance reporting evidence of the Organization to employees and service user;

8. After analyzing the results of evaluation of service user satisfaction were identified negative for the following issues: "The staff supports my decisions"; "I can plan my activities"; "Whenever I claim or make a suggestion, someone follows“.


The Learning Organization

Share information / knowledge systematicallyIt does not hide mistakes, but use them for

reflection and learningEngages stakeholders in problem solvingDisseminates the results achieved to increase

the engagementInnovates to meet the needs of stakeholdersIs better able to take risks


EQUASS 2012ISO 9004:2011Quality Management Systems, António Ramos

Pires

Bibliographical references


Thank you for your attention and participation

Márcio Rodrigues ([email protected])

measuring results of improvement actions márcio rodrigues, tallin, 13/01/2015

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