1. Understanding Service Needs Buy Share Do

5. 5 Modules Benchmarked to: National Occupational Standards for Purchasing Full attendance plus completion of assessment leads to ILM Level 3 Award in Service Improvement Learning Materials Programme supported by Workbooks and elearning via iLearn Dedicated Client service manager Contract Relationship Management Contracting Solution Provision Commercial Assessment Identity Service Need

6. Change Evolution? Revolution? Adaption?

7. Machiavelli “ There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things”

8. Sir Winston Churchill “ To improve is to change; to be perfect is to change often”

11. Single loop learning tries to keep up!

12. Double Loop Learning – seeks to create

14. RUN chart or Time series analysis Use to examine patterns in a a service or process and play back to the delivery team to identity frequency, scale, trends and ownership.

16. The Service Chain – looking for the weak links

17. The Kano Questionnaire What value is added at each stage of the process?

19. The Pareto Principle 80% of queries handled at 1 st point of contact 20% escalated

27. Why do customers leave?– What the research says 14% are attracted by other suppliers (where they have a choice ) 14% are dissatisfied with the service itself Sources : British Quality Foundation Institute for Customer Service 68% are dissatisfied with the indifferent attitude of just one member of staff

28. Individual behaviour makes the   It is a myth that service quality is the major influence on customer satisfaction – it’s just one! Every individual makes a significant impact customer experience & on the organisations service reputation difference!

30. The Transition Curve 1. SHOCK Shock overwhelmed mismatch between high expectations and reality 6. NEW MODELS Internalisation Seeking understanding why things are different Not until people get out of activity do they understand their lives better 5. EXPERIMENTATION New behaviours, new approaches Tendency here to stereotype i.e. the way things should be done Lot of energy Begin to deal with new reality Lot of anger and frustration 4. LETTING GO "Letting go of past" comfortable attitudes and behaviours 3. FRUSTRATION Awareness that change is necessary Frustration phase How to deal with change 2. FALSE HOPE Temporary retreat Disbelief 7. NEW BEHAVIOUR Incorporate meanings into new behaviours Time Beginning of transition

33. Understanding Driving & Restraining Forces Force Field Analysis - Lewin RESTRAINING FORCES DRIVING FORCES DESIRED STATE PRESENT STATE UNDESIRED STATE

36. External & Internal Research and feedback Present state – Desired future state External trends and drivers Moving from the Present state to the Desired state through empowerment . Using a practical model to drive change SPECTRE (Pestle) STAKEHOLDER Analysis & Research GAP analysis SWOT Where are we now? Where do we need to be?

37. Where Are We Now ? Using SWOT Analysis dynamically to plan the change

38. The Moebus Strip – puts us all on the same side ‘ People do not resist their own ideas’ - Rowley & Rogers

40. Where Are We Going? “ Our ongoing mission, to seek out new worlds and new civilisations. To boldly go where no one has gone before!”

41. Rich Pictures What does your ideal future look like?

42. Yellow Bus Diagram

45. Develop problem description and project goals Collect customer data Review historical data Map the current process Set up a team and define its remit Identify critical quality requirements Evaluate current measurement system Develop a better one if found wanting Collect data Identify process steps that add value Identify root cause for problem areas Target waste Prioritize root causes Map the future state Develop potential solutions Review best practice and adopt if sound Set criteria for selecting solutions Pilot solutions Roll out solutions Document the new process Map the process Set up monitoring & review Train staff Identify lessons learned. DMAIC – Improving existing processes or services Define Measure Analyse Improve Control

46. The 7 Wastes Poor quality = Defects In service Rework Travel Over supply Access Waiting Inventory Complexity More supply than demand Cost of delivery - Reduce Idle stock, Kit, or space Internal Or external delay Dead time - Reduce Complex Not needed Use triage to fix

49. CTQ Tree – Critical to Quality Short waits Easy access Cared for Get Well Friendly staff Good Coms.. Happy Patients

50. The Fishbone or Ishikawa Diagram Maps cause and effect Staff Materials Resources Methods Measures Workplace Problem

54. When faced with multiple improvement ideas a PICK chart may be used to determine the most useful. There are four categories on a 2*2 matrix; horizontal is scale of payoff (or benefits), vertical is ease of implementation. PICK Chart Low Pay Back High Pay Back Easy to do Possible Implement Hard to do Kill Challenge

55. Some tools for Service Design -Kepner Tregoe A nalyze to develop and design alternatives, create a high-level design and evaluate alternatives to select the best design The solution MUST contain these elements It would be a BETTER solution with these elements The best solution delivers all Essentials and scores highest on Desirables Essentials Desirables Compare and score What does the ideal solution look like?

56. Questions?