the problem: inordinate waste
DESCRIPTION
The Problem: inordinate waste. Examples: The above complex procedure is to change a £4.50 three pin socket in a council house. 40% negative spend on interventions that could have been avoided (Christie Report) The regulation becomes the customer rather than the service user ( Russel Griggs) - PowerPoint PPT PresentationTRANSCRIPT
The Problem: inordinate waste
Electrician
Architect
PlanningDepartment
SELECTScottish Building
Standards AgencyCetificate Number
First Contact
Visit customer
Contact Architect
Visit CustomerCompile drawing
SubmitDrawing1 x copy
Contact Planning
For documentaion7 x A4 sheets
DocumentationSent
7 x A4 sheets
Documentation returned7 x A4 sheets4 x drawings
Contact SELECTFor certificate Certificate
Approved5 x A4 sheets
Approval granted5 x A4 sheets2 x drawings
Visit siteCheck application
Notify planningWork completedSubmit certificate
4 x A4 sheets
Visit siteVerify workcompleted
Install socket
Wholesaler
Obtainmaterial
Submit certificate5 x A4 sheets
Examples:• The above complex procedure is to change a £4.50 three pin socket in a council house.• 40% negative spend on interventions that could have been avoided (Christie Report)• The regulation becomes the customer rather than the service user (Russel Griggs)• “Demoralisation may be the most pernicious and insidious cost”.(John Seddon)
The Fundamental CauseThe way we think – our “control” culture
Our Command and Control Culture wastes the innovative potential of those at the work face
Solving organisational problems
1850s Present Day
Traditional management , which used to be successful, focused on directing and controlling its people.
The future is going to be how well our organisations are able unleash the spirit and willing commitment of their people.
“We cannot solve our problems from the same level of thinking that created them.” – Albert Einstein.
The Opportunity – to think differently
The above change is as radical as the metamorphosis from a caterpillar to a butterfly. (Richard Pascale)
Unreasonable
A belief in people and the design of systems to enable their spirit and willing commitment
It Works
The Grampian Justice system project which was able to reduce the time taken to close out summary cases from 247 days to just 35.
The consultants on the project were Vanguard – see www.systemsthinking.co.uk
There are innumerable other successful examples across all sectorsWe are appalling bad at learning from these examples
Learners
We are flooded with ResourcesPeople
5 Million Scots, of which 1.5 million are graduates (plus the Scottish diaspora) The vast majority want to contribute to the advancement of Scottish Society.
Case StudiesThe many case studies demonstrating what can be achieved.
Consultancies, learning GroupsWe are well served with Consultancies and learning groups.
CommunitiesThe powerful work within communities
Exemplar organisationsEspecially the employee owned companies
Documented KnowledgeThe comprehensive research that has been conducted over the past decades. It is fully documented.
The Unreasonable LearnersA connected group of forward thinkers – see www.unreasonable-learners.com
The Way Forward Our whole society has to think differently
• Engaging Society– Through the use of the web and the internet– Thought leading presentations beamed across the whole of Scotland
• Removal of Barriers– Research into waste and barriers– Removal of causes of waste and barriers to progress
• A Belief in Knowledge– As per the wording on the Scottish Mace we need to develop a culture that is based
on “Wisdom” – or the application of principles that have been proven scientifically.• Organisational/Societal Learning
– The continual improvement of the systems that characterise our society• Using the abundant resources in Society
– The people, consultants, learning groups, Scottish diaspora, the successful projects, employee owned companies etc
Who are going to be the leaders in this push to modernise Scotland?