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BITE Strategy B usiness I mprovement through T ransformation E fficiency Coaching Strategy Building internal capacity Generating curiosity across council.

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Presentation on theme: "BITE Strategy B usiness I mprovement through T ransformation E fficiency Coaching Strategy Building internal capacity Generating curiosity across council."— Presentation transcript:

1 BITE Strategy B usiness I mprovement through T ransformation E fficiency Coaching Strategy Building internal capacity Generating curiosity across council service Delivering results Generating curiosity at neighbouring councils

2 BITE Strategy and Systems Thinking Phil Badley Stockport Metropolitan Borough Council

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4 @ Purpose: To provide and maintain the business information technologies I need, and will need, to effectively do my job. Volume data 1 st Line Service Desk 2 nd Line Data Centre Tech Support Desktop Infrastructure Development 3 rd Line Stockport MBC ICT Services 17.1% One Stop End-to-end capability measures (days): General demandsAvg: 11.2 UCL: 50.1 General procurementAvg: 45.7 UCL: 115 Mobile phone procurementAvg: 26.6 UCL: 66.6 No. of Pass-ons Avg: 3.6 UCL: 8.9 Value 49% Failure 51% Value 12% Failure 82% Check Do Plan Check

5 @ Purpose: To provide and maintain the business information technologies I need, and will need, to effectively do my job. Volume data 1 st Line Service Desk 2 nd Line Data Centre Tech Support Desktop Infrastructure Development 3 rd Line Stockport MBC ICT Services 17.1% One Stop End-to-end capability measures (days): General demandsAvg: 11.2 UCL: 50.1 General procurementAvg: 45.7 UCL: 115 Mobile phone procurementAvg: 26.6 UCL: 66.6 No. of Pass-ons Avg: 3.6 UCL: 8.9 Value 49% Failure 51% Value 12% Failure 82% Check Main Types of Waste in the System We get and pass on incorrect information through the flow We duplicate info and check it multiple times No end-to-end ownership of demands We make unnecessary pass-ons between teams We spend too much time fire-fighting We spend too much time trying to get in touch with the customer Customers chase, causing us to chase 45 potential steps in ICT general procurement 30 potential steps in mobile procurement We manage according to budgets and SLAs We manage according to budgets and SLAs Managers pay attention to activity measures Managers pay attention to activity measures We design work in silos and functions We design work in silos and functions We train for role not against demand We train for role not against demand Change is driven by the hierarchy Change is driven by the hierarchy Caused by the System Conditions Do Plan Check

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7 Learn how to create perfect flow, by applying Systems Thinking operating principles. Do Value Demands by only doing the Value Work. Do Plan Check Plan Experimental design Pull live demands from current system for experimentation Experiment with:

8 Do ICT Help - Front line expert team Specialist team 85% One Stop Direct demands “ I want to set up a new starter” Please allow person ‘x’ to access ‘y’ (system / drive / data etc) Check Do Plan I want to change something (hardware / software / permissions etc) Pull Development End-to-end on average 2 days, anything up to 10 days New System – designed against demand “I want to procure” Managed Pass Pull Managed Pass

9 Outcomes Customer Experience Before After All phone demands 17.1% One Stop 82.9% Passed on No. pass ons Avg: 3.6 UCL: 8.9 End-to-end Avg: 11.2 days UCL: 50.1 All phone demands 80% One Stop 20% Passed on End-to-end Avg: 2 days UCL: 8 days Check Do Plan

10 Outcomes Before After All phone demands 17.1% One Stop 82.9% Passed on No. pass ons Avg: 3.6 UCL: 8.9 End-to-end Avg: 11.2 days UCL: 50.1 All phone demands 80% One Stop 20% Passed on % same day End-to-end Avg: days UCL: Check Do Plan Improvement in One Stop 368% End-2-end avg. time reduced 560%

11 Thinking Governs Performance System Performance Thinking Change Understanding

12 Check Do Plan

13 Thank you for listening


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