ACHIEVING IMPROVED PERFORMANCE THROUGH LEARNING HOW TO TACKLE THE RIGHT PROBLEMS (HENDRIK ASCHEBERG...
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In lean approaches problems are well known as opportunities for learning and improving. Do traditional approaches like project management, new IT solutions and lean tools actually encourage this learning and improving? Based on Vanguard’s 30 years experience in private and public sectors we have learnt that traditional approaches can lead organisations down a dangerous path. The inherent assumption about the problem and the answer can result in doing the wrong things righter. We will show through examples the dangers in some of the traditional approaches to problem solving and the impact on performance. We will explore a practical approach to solving the right problems and how to involve IT at the right time. It all starts with get knowledge!
Transcript of ACHIEVING IMPROVED PERFORMANCE THROUGH LEARNING HOW TO TACKLE THE RIGHT PROBLEMS (HENDRIK ASCHEBERG...
Achieving improved performance through learning
how to tackle the right problem
Hendrik Ascheberg & Steve Maddocks
www.vanguard-deutschland.de
AGENDA
1. Solving the wrong problem can lead to bad performance
2. Thinking governs performance: Some theory about problem solving
3. Theory in action: Financial Service Case study
4. Framework to take action
5. Questions & Discussion
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Solving the wrong problems can lead to bad performance and higher costs
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To Düsseldorf… …via Amsterdam
…a customer experience
www.vanguard-deutschland.de
Performance
System
Thinking
Thinking governs performance
• Customer is unhappy, problem not solved
• Staff are frustrated, unhappy, cannot help and become disengaged
• Airline spends more money €€€
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• Standards reduce or control cost
• Customers would rip the company off
• We need to have control & consistency
• Management know, what the customers want
• We don´t trust our staff to make decisions and solve problems
• Standards/Procedures
• Service Levels
• Regulations/Audit
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Thinking governs performance
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Performance
System
Thinking
Seddon/Argyris
AnalysisAction
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Financial Service Case study
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Purpose: Help me financemy car!
• Service Level:
– Response within 5 days
– <10% abandoned call rate
• Back-office
• Allocating work through
– IVR – Interactive voice record (Press 1, if…)
– Mailbox
• Transactions doubled
• Transactions trippeled
• Demand Amplification & backlog
• Failure demand
• Transactions 4x
• Transactions 5xIVR
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Why did the system perform this way?
• Allocation of work
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Performance
System
Thinking
Functionalisation
• Leave your brain at the door: simple repetitive tasks
• Specialist can do things faster
• Increase in transactions: 20% one stop capability
• Demand Amplification & Backlog: 3 month
• Failure demand: 60%
• Service Level: <10% lost call
Targets
•Back-Office
• Targets motivate people to work harder
• Targets increase efficiency
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What was the consequence of changing thinking?
• Mails waiting in back log: 3 month
• Staff were fire fighting
• Plan to recruit additional staff
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Performance
System
Thinking
• 5 functions
• 14 mail boxes
• Targets (10% abandoned call rate)
• 1 function
• 1 mail box
• Measures to learn and improve (value/ failure; one stop capability)
• No back log
• Staff morale went up
• Existing staff took over new demands and proactive work
Before:
• Focus on Productivity /Activity
• Functionalisation leads to better efficiency
• Targets lead to higher Performance
After:
• Focus on value work, act on failure
• Design against demand: Expertise to the front
• Eliminate waste and optimse flow
• Managers act on the system and engage staff in problem solving
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How can you challenge thinking?
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If you don´t challenge your current thinking…
…you solve the same old problems the same old way.
If you challenge your thinking….
…you solve different problems.
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Thank You!
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www.vanguard-deutschland.de
www.vanguard-method.com
Interested to learn more?
www.vanguard-deutschland.de
Back-up
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The secret
• Rational
• Coercive
• Normative
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What other traditional options do we have to solve the problem?
• New IT: Workflow management, CRM
• Outsourcing
• Paid telephone hotline
• Improvement tools
– 5s
– Kanban
– Visual methods
– Etc.
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