Introduction to the Vanguard Method in People Centred ...

Introduction to the Vanguard Method in People Centred ...

Introduction to the Vanguard Method in People Centred Services nguard Consulting Ltd Joanne Gibson Brendan ODonovan www.vanguard-method.net nguard Consulting Ltd The Vanguard Method Intervention Theory Systems Theory www.vanguard-method.net

from this. Purpose is to move the organisation to this. Changing management thinking Command and Control Thinking Top-down, hierarchy Functional specialisation Separated from work Targets, standards, service levels; Relate to budget Contractual Contractual Make #s + manage people Extrinsic (carrot & stick) Reactive, projects, by plan Control

nguard Consulting Ltd The Vanguard Method Perspective Design Decision-making Measures Attitude to customers Attitude to suppliers Role of management Motivation Approach to change Ethos Outside-in, system Demand, value and flow Integrated with work Designed against purpose; demonstrate variation

What matters..? Co-operation, mutuality Act on the system Intrinsic Adaptive, integral, emergent Learning www.vanguard-method.net Measures must be derived from purpose Otherwise youll have a de facto purpose. Pay the right people the right money Purpose E2E time to right decision Number right decisions Measures Find & act on causes of

variation nguard Consulting Ltd Method Manage the queues, meet the targets + keep the Leader happy Max. wait 15 minutes Give out forms, take in documents, golden tickets www.vanguard-method.net How do we change our thinking? Coercive Rational Normative

nguard Consulting Ltd Explanation vExploration Tell me and I will forget Show me and I may remember Involve me and I will understand Attributed to Xun Kuang, Chinese Confucian philosopher 312230 BC www.vanguard-method.net SYSTEMS THEORY Thinking Governs Performance Thinking System Performance nguard Consulting Ltd

Underlying Assumptions? See patient in 8 minutes Everybody seen in 4 hours 13 weeks to see a consultant Consequences? www.vanguard-method.net Change must be based on knowledge, not opinion Get knowledge: Check Make normal: How do our current assumptions affect performance? Experiment: How do we make this normal and

sustainable? Do different assumptions lead to improved performance? Do Plan Without Valid Data (Check) we have assumptions about the problems. Without Experimentation (Plan) we have assumptions about the solutions. nguard Consulting Ltd www.vanguard-method.net The Vanguard model for check 6 Thinking 1 What is the purpose (in customer terms)? C U

S T O M E R S nguard Consulting Ltd 5 System Conditions 4 Flow : Value work + Waste 3 Capability of response 2 Demand : T + F, V + F What matters? www.vanguard-method.net nguard Consulting Ltd Digging up

www.vanguard-method.net Case Study: Housing benefits (From Seddon J and ODonovan B, 2013, The Achilles heel of scale service design in social security administration International Social Security Review, Vol. 66, 1/2013) nguard Consulting Ltd www.vanguard-method.net What you learn from Check What do customers want? Can I make a claim? My circumstances have changed nguard Consulting Ltd www.vanguard-method.net Whats the purpose? Pay me the right money

What Matters..? I get an answer quickly so that I know whether or not Im going to get help Make it easy for me Deliver payments quickly so that I dont get hassle from my landlord or the CTax department nguard Consulting Ltd www.vanguard-method.net Learning to see HB as a System I want to claim 34%V 66%F 64% passed back Manage queues Hand out forms Take in documents 22%V 78%F

44%V 56%F 0-152 days to pay 3% visit once nguard Consulting Ltd Handoff Sort Scan Index Workers activity managed Letters unclear 87% Pay Multiple Sorts & Checks

Cases fragmented Scanning/Indexing errors HO HO Allocate 1-10 cycles to clean (ave.4) HO 95% cases over-specified99% claims dirty 20% docs. duplicated No case ownership Decide CTax fragmentation HO HO Notify

Inspect 60% errors Rework www.vanguard-method.net Current operating principles: nguard Consulting Ltd Its ok to handover information unclean We work in functions and specialise the task Its ok to do waste work We keep the people with expertise removed

from the customer We measure activity and control our staff We check quality We decide whats important to the customer Its ok to ask for more information than we need www.vanguard-method.net Questioning assumptions Exercise: Why doourmanagers What are assumptions? Thinking like targets? System Performance nguard Consulting Ltd

How do they affect the system? What are the consequences? www.vanguard-method.net nguard Consulting Ltd The Vanguard Method in People Centred Services Course starting at Kingston University in May 2017 Contact [email protected] www.vanguard-method.net

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