lean coaching principles: using lean six sigma and coaching to improve the quality of outputs gail...
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Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the
Quality of Outputs
Gail Rowles Alison Pattimore
UK Office for National Statistics
What we will share with you today
• Issue• Our Journey • Successes• Lessons Learnt• Outcome
The CircumstancesDrivers• Civil Service Reform• ONS Strategy• Code of Practice
Issues• Committed people focussed on task• Silo based mentality
Questions• Are our processes efficient; produce quality outputs ?• Do we have a mechanism to embed continuous improvement?• Are our processes aligned to ONS strategic aims?• Are we adopting the ONS principles?
Our Challenge
• Concentrate on the how rather than the what (behaviour change – question and challenge)
• Get staff and stakeholders involved
• Identifying the best tools
• Changing the culture
The Original Plan
Standardise Quality checks
Better Outputs
Meet quality
objectives
Consistent Quality Assurance
• Focus on the customer –understand their perception of value
• Identify and understand how the work gets done – the value stream
• Manage improve and smooth the process flow• Remove non-value-add steps and waste• Manage by fact and reduce variation• Involve and equip the people in the process• Undertake improvement activity in a systematic way
Lean Principles
Six Sigma (Benchmarking)
• Understand the critical to quality requirements (CTQs) of our customers and stakeholders
• Understand our processes ensuring they reflect these CTQs
• Manage by fact• Involve and equip the people in the process• Undertake improvement activity in a systematic
way
Something was missing!
OWNERSHIP
The Revised Plan
RemoveCommand &
Control
Engage
Embed new behaviours
Create Continuous
ImprovementCulture
ENABLING TEAM
Coaching
• Learn how to listen and ask the right questions (skills line)
• Focus on the objective not the solution (Coach)
• Build confidence through feedback (SEEDS)
• Adapt our behaviours to suit colleagues style (Communication Preferences)
What went well
Full use of the toolkits has successfully• Engaged our people• Made decisions based on fact• Communicated our objectives to a wider
audience• Produced a mechanism to standardise QA • Produced a mechanism to implement
continuous improvement
What we learnt
• Providing an opportunity for people to influence the change process increases receptiveness and enthusiasm
• Evidence based decision making ensured we had the right solutions – right first time
• Listening to people and taking things on board encouraged them to share experiences
• The systematic review has built a more confident workforce
Conclusions
In embedding a new culture always remember:
It’s the people that make it happen.
