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Transcript of Using data to drive performance management Presentation to seminar at University of Exeter Tim...
Using data to drive performance management
Presentation to seminar at University of Exeter
Tim Shepherd-WalwynAdrian Theed
Jan 2012
Agenda
Data, performance and SPC – why it matters How sfn presents performance data Making performance management real – some lessons we have learned Q&A
2 Confidential Briefing ©Lightfoot Solutions 2012
Confidential Briefing ©Lightfoot Solutions 2007
1. Data, performance and SPC – Why does it matter?
Thought for the day
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Some thoughts about data and performance
Data are the only facts we have about performance – everything else is opinion We don’t know what we don’t know - but if its there its in the dataWaiting until the data improves is never the right thing to doTo be effective and useful we have to use statistical techniques to analyse dataVisualisation is key to helping most people make sense of data
5 Confidential Briefing ©Lightfoot Solutions 2012
Data, performance and process
Demand
Process 1
Process 2
Process 3
Process 4
Process n
Output
Process examples – Recruitment, Assessment, Research, Help Desk
Everything we manage to achieve an outcome is a process. Performance data is ‘The voice of the process’
6 Confidential Briefing ©Lightfoot Solutions 2012
Our approach to performance starts with data, not KPIs
Identify KPIs
Define parameters
/targets
Collect data
Produce RAG
dashboard
Address outliers
The ‘corporate dashboard’ approach
The Lightfoot approach
Collect data
Understand / analyse process
Identify improvement opportunities
Initiate improvement
Monitor effectiveness
7 Confidential Briefing ©Lightfoot Solutions 2012
The data needs to tell its own story
Don’t know what we need to know. Most important requirement is to be able to ask the next questionOnly restriction should be availability of data attributes Eg Demographics, process steps, location, organisation hierarchy, time etc Data analysis is a dynamic process. Need different metrics for different purposes and at different times.
8 Confidential Briefing ©Lightfoot Solutions 2012
Underpins all successful performance improvement methodologiesBased on the recognition that
Every process generates information that can be used to measure, control and improve its performanceExperience has shown that variability is the single most important obstacle to consistent and efficient service delivery. Identifying and driving out the root causes of unwanted variability is the single most effective element of any successful service improvement programme
Why is SPC important
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Who’s the better shot?
BA
The objectives of performance improvement are:To aim at the preferred value - the targetTo continually reduce process variation - the scatter
What is variability?
10 Confidential Briefing ©Lightfoot Solutions 2012
Runs
Innings
10
50
60
20
30
40
5 1510 20 25
SPC charts - How good is the batsman?
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3. How sfn presents performance data
12 Confidential Briefing ©Lightfoot Solutions 2012
Empirical not statistical approach to dataInvestigates the whole distributionBased on pre-processing of data using SPC techniquesGives powerful insights into large complex datasetsComplements existing research methods
What is different about sfn?
Pre -processes of data using SPC analysis techniques Benefits
13 Confidential Briefing ©Lightfoot Solutions 2012
Data structure
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University Dimensions & Measures
Dimensions Measures
Confidential Briefing ©Lightfoot Solutions 2010
The way sfn manages performance by signals
Single point outside of norm for seasonal time of year . Drives Dial - tactical action required
upper/lower limits
average
observed data
target
39393590
3241
3300
KPI: eg Crime/Incidents/Trouble Tickets
Confidential Briefing ©Lightfoot Solutions 2010
The way sfn manages performance by signals
No. of incidents2690
2253
2132
1928
No. of incidents
Number
2134
1654
1831
1601
KPI: eg Crime/Incidents/Trouble Tickets
Confidential Briefing ©Lightfoot Solutions 2010
The way sfn manages performance by targets
Set realistic targets - likelihood of achieving future
targets
Predictive analysis – indicative of demand
on resources
upper/lower limits
average
observed data
target
What types of P4 calls? Rise in Software and Counter services – 3* more software calls than Counter Services calls
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Example Video Conferencing use - Pareto charts
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sfn ‘viewer’
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Areas to Performance ManageThrough one world of data integration:
Number of graduates in employmentImproving pastoral care to reducing drop out ratesManage Finance and ExpenditureTargeting particular groups or sectorsDiversity of intakeStrengthening particular courses & Improve pass ratesIncreasing the size of endowmentsBetter student feedbackNumber of returning post-graduatesQuality of research work & Flexibility of teachingHR – Staff moral and performanceImproved sporting excellence
22 Confidential Briefing ©Lightfoot Solutions 2012
Understanding the Process & control points
In order to measure the process you need to understand the process
Why Use A Truly Intelligent Dashboard?
How much more efficient would your organisation be if you couldprovide appropriate up-to-date information that:
• was dynamic at all levels of the organisation • drew attention to when action was required• enabled every process to be understood• allowed empowered decision making at all levels• showed what was normal/not normal across an organisation• allowed drill down to root cause to allow action to be taken
– true Business intelligence using signalsfromnoise® !
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5. Making performance management real
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The performance management journey – from reactive to proactive
Put out fires when they have already taken hold
Put out fires when they have already taken hold
Seek out small fires and put them out before they grow
Seek out small fires and put them out before they grow
Understand what causes fires and prevent them from happening
Understand what causes fires and prevent them from happening
Explore root causes of fires – redesign processes to avoid fires
Explore root causes of fires – redesign processes to avoid fires
Reactive Defensive Analytical Proactive
Incr
emen
tal P
erfo
rman
ce M
anag
emen
t Cul
ture
Retrospective • Audit based• Top down• Heavy on procedures
and directives• Static culture
Prospective• Based on current data• Bottom up• Heavy on process
and principles• Learning culture
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There are three interrelated factors that affect performance
Demand + Capacity + Capability = Performance
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Issues-Decisions-Actions is the core concept behind our approach to performance management
Top performing teams use factual information to make decisions that lead to effective actions that result in improved performance:
By removing barriers to good performanceBy identifying opportunities to make process changes and develop individualsBy facilitating best practice sharing between individuals and teams
It’s not measures that make a difference, it’s the actions you take.
It’s not measures that make a difference, it’s the actions you take.
Informationhighlights issues
Decisions on solutions
Actionsimplemented
28 Confidential Briefing ©Lightfoot Solutions 2012
Getting the Performance Management Structure right is critical to success
Three integrated tiers of Performance Management meetingsLinks top level objectives with issues ‘on the ground’ and vice versaFocus is on Issues, Decisions and Actions at all levels, rather than mere reporting and information sharingTakes place on a regular cycle
Every management meeting is a performance management meeting.Every management meeting is a performance management meeting.
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For most organisations a three level structure is most effective
Level 3 – Organisation wide Director of Operations, Heads of Department, Head
of performance
Report to Executive Team and Board
Top down overview of
service
Bottom-up engagement in improvements
Level 2 Department Department manager, Section heads, Performance
analyst
Level 1 Front line team Section head, Team managers
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Each level has a defined role and authority
Top down overview of
service
Bottom-up engagement in improvements
Level 3 – Organisation wide - Strategic overview• Sets strategic direction and horizon scans for emerging issues• Oversees effectiveness of process• Approves business plan and current improvement portfolio• Manages implementation of strategic initiatives• Coordinates Level 2 issues and approves ‘bottom up’ proposals
referred up from Level 2
Level 2 – Departmental, Regional or Functional overview• Sets direction and horizon scans for emerging issues• Oversees effectiveness of process• Manages implementation of strategic initiatives• Coordinates Level 1 issues and approves ‘bottom up’ proposals
referred up from Level 1
Level 1 – Team level - Local overview• Monitors emerging performance issues• Initiates ‘bottom up’ change• Implements and monitors strategic initiatives• Refers improvement suggestions beyond its authority to Level 2
31 Confidential Briefing ©Lightfoot Solutions 2012
It takes about 6 weeks for individuals to ‘get it’
How does this work?
What do we need to decide?
Did anybody take any action?
Have we seen any changes?
It does make a difference
We get it now
Un
der
stan
din
g
Cycles
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Introducing performance management is a big cultural issue
The regular cycle of Performance Meetings is the ‘way we do things around here’ for all teamsSenior managers ensure their teams are working to the same Performance management process as they do
Job descriptions and personal objectives reflect this roleImprovement goals are setTeam culture of problem solving needs to be fostered
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6. Questions?
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