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CI pilotDiscussion document

December 2012

date

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CI initiative targets 3 objectives in parallel...

Time

Service

Costs

A better customer experience

We’ll get a better understanding of what our customers want through the Voice of the Customer dialogue. This focus will drive improvements in customer experience

CustomerCustomer

CostCostOur financial goals delivered

Lean methodology is an enabler to help us meet the financial targets from our business plans

PeoplePeopleImproved employee engagement

Lean ways of working engages our people and empowers them to be involved in how things are delivered

CICI

Engagement

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Make sure supporting leadership behaviors enable and sustain change:

‒ Create space for teams to lead CI in their area

‒ Provide support infrastructure (e.g., escalation route)

‒ Adjust KPI cascade/performance management

‒ Reward proactive improvement not only fire fighting

‒ Coach line managers

‒ Visits frontline teams

Series of leadership workshops at different levels to identify behaviors required to enable and sustain change

Workshop with all involved line managers and leadership team too Define cascade of KPI boardso Agree escalation mechanism

It will seek to profoundly change the mindset of our staff and will need strong leadership support

Change targeted by CI initiative Interventions planned

Continuous improvement to become a core part of everyone’s job each day:

‒ Proactively identify operational issues and opportunities and raise them with their manager

‒ Provide input into identifying root causes and solutions

‒ Drive problem resolution for local problems as agreed with their line manager

Line managers to coach staff on an ongoing basis

Managers to use The BT Way toolkit with staff to give a structured way to make improvements

Embed way of working based on CI methodology (‘the BT Way’):

‒ Focus on value adding activities and time spend with the team

‒ Establish regular team huddles and KPI boards

‒ Use structured problem solving approach

Formal training of line managers in coaching concepts and CI methodology

Workshop with all involved line managers and leadership team too Define cascade of KPI boardso Agree escalation mechanism

Coaching on the job by CI Coaches to embed mindset change

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Overall timeline and objectives for pilot deployment

Timing

Objectives

Mobilisation

• Assess change readiness

• Engage senior leadership

• Communicate to all staff

• On-board and train local coaches

• Provide initial training for managers

Sustain new way of working

ongoing

• Use influence model to sustain new way of working• Role modelling• Foster

understandings and conviction

• Reinforcing with formal mechanisms

• Develop talent and skills

Establish customer focusedperformance dialogue

Embed structure problem solvingpractices

3weeks 5 weeks

• Refine and align KPIs across all levels of the organisation

• Introduce and use performance dialogue and visual management techniques to manage the business:• develop a performance

board and establish daily performance huddles

• perforamnce management cascade through all layers of leadership

• Run value stream (VSM) workshop to identify key improvement areas

• Introduce common set of problem solving techniques

• Establish escalation mechanisams

• Empower line managers and their teams to implement day-to-day improvements

• Establish mechanisms to share best practice and improvement opportunities across teams

Embed capabilities to sustain CI

4 weeks

• Introduce demand and supply planning methods

• Establish skill matrix, map against requirements and align with development plans

• Align job standards and performance management with refreshed KPIs

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CI Training - Summary

• CI Coach Training/ Support events– Formal training (classroom based)– Development sessions (informal, off site)– Ongoing coaching throughout duration of deployment

• Leadership Events (Director and Tier 3 managers)– Initial 1:1 coaching session on making the roll out a success– 3 leadership master-classes (1/2 day events chaired by thought leaders in

Continuous Improvement and Lean)– 3no. ‘Go and See’ events (2hr coaching sessions interwoven with site visits to

see best practice or conduct reviews– Role modelling workshop to support sustaining the change

• Manager Events (Tier 2/3 and First Line)– 3 Training events (1 day each) – Interactive classroom based, typically by

business area on location– 4 Workshops (Case for change – ½ day, Voice of Customer and

KPIs 1 day, VSM – 3-5 days over 3 weeks, and Job role refinement ½ day) with Director involvement

10 days

5 x 1 days

2 hrs

3 x 0.5 days

3 x 2 hrs

0.5 days

3 x 1 day

5-6 days

Coaches dedicated 100%

GMs involved in implementation as well as leadership

events

Ensure involvement and coaching during

VSM work

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Pilot success will be measured across 6 levels, with specific business KPIs to be defined for each area

Tiered KPI model* Method Frequency

Level 5: Return on InvestmentBusiness impact minus costs

Evaluation in terms of net contribution

Bespoke – defined for each intervention

Benefits Model and ROI to be created and agreed at FD Level across Pilot areas to feed into group benefit and case study

Level 4: Customer experience and business ImpactBusiness outcomes

1. VOC measures (e.g., CSat)

2. Cycle time3. Customer Interaction

time4. TBC

1. TBC 1. What business impact has the programme had?2. Overall programme KPI across OHI & Academy

Programmes3. Pilot and LoB specific KPIs4. Customer Experience

Level 3: BehaviourDemonstrable, sustained behavioural change

1. Care Survey 2. Job sat survey

1. Pre Pilot Wave 2. Post Pilot Wave

1. How has their mindset changed, what impact has this had on the customer experience?

2. Re survey to ensure sustainability over time 3. Sustainability review by the CI coaches on the ground

Level 2: LearningSelf-evaluated application of learning and impact on role / team

CI Coach feedback loop 1. Monthly 1. What have our people learned across all CI programme elements2. Re interview to ensure sustainability over time

Level 1: SatisfactionOverall satisfaction of those taking part

Care Survey After each wave What's in it for our people – what impact has it had on them personally being involved in the CI programme

Level 0: ParticipationQuantitative and qualitative assessment of participation by relevant lines of business

Employee Engagement Survey

Over the duration of the pilots

What's in it for our people – how does it make them feel about working for BT

*Source: ROI Institute Methodology

What are the measures and targets you are

looking for?

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• Annualised impact to be delivered within 3 months of project completion

• Substantiation of existing challenges will count against CI target

In addition to an uplift in customer experience (e.g., vsat, net easy), and employee engagement (e.g., EEI) the CI initiative targets a 10% uplift in performance

A better customer experience

We’ll get a better understanding of what our customers want through the Voice of the Customer dialogue. This focus will drive improvements in customer experience

CustomerCustomer

CostCostOur financial goals delivered

Lean methodology is an enabler to help us meet the financial targets from our business plans

PeoplePeopleImproved employee engagement

Lean ways of working engages our people and empowers them to be involved in how things are delivered

CI has a 10% performance improvement target, to be achieved by a combination of 3 options

•Cost reduction: direct reduction of either total labour cost (TLC) or external spend (e.g., with outsourcing providers)

•Cost avoidance: absorption of additional volume without increase in TLC. Volume increase must be clearly trackable and not relate to volume reduction in other areas. Where it is related to volume reduction in ohter areas, there needs to be a reduction in either TLC or external spend linked

•Revenue uplift: direct increase of revenues (e.g., avoided churn, sales uplift) on the back of the CI initiative

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Focus of next phase

The approach will be tested and refined in an initial pilot phase before the wider rollout commences in Q1 2013/14

DescriptionDescription

TimeframeTimeframe

ObjectiveObjective

▪ Continuous improvement initiative being rolled out across all LOBs

▪ Culture change and performance improvements being embeded in the organisation

▪ Pilot teams mobilised

▪ Pilot projects successfully implemented and benefits delivered

▪ CI methodology and deployment approach refined based on learnings

▪ Group-wide rollout plan defined and overall business case developed

▪ Objectives of the initiative defined and agreed with the OC

▪ Continuous improvement methodology and deployment approach developed based on internal and external best practices

▪ Initial infrastructure in terms of CI team and academy setup

▪ Pilot areas and objectives agreed with stakeholders

Nov ‘12 – Apr ‘13 From Apr ‘13Until end of Nov ‘12

CI culture being embedded in the organisation

Approach tested and refinedObjectives, approach, supporting infrastructure in place

Group-wide rollout

CI Pilots

Mobilisation

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Backup

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Overall 2 pilot waves will be used to test the CI approach and its deployment

2012 2013

Q2 Q3 Q4 Q1 Q2 Q3

Phase 1 completed

Phase 1 completed

Activity

Assessment Centres for CI coaches

Training of pilot CI Coaches

On-going training and accreditation for CI Coaches

Full roll-out

Pilot 1 implementation

Implementation and BAU reviews

Pilot 1 continuous improvement (BAU)

Pilot 2 implementation

Implementation and BAU reviews

Pilot 2 continuous improvement (BAU)

Scope and agree roll-out plan, detailed planning

Programme design

Agree pilots

Governance and PMO

Toolkit, branding and comms

Assess and recruit CI Coaches

Design

Recruit and assess pilot CI Coaches

Phase 2 - BAU

Phase 2 - BAU

Set-up new governance model and PMO deliveryDesign & resourcing

Test and refine

Design & set-up

Training and coaching programme

Resourcing (ext.) Test and refineDesign

Go-No go decision

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Each deployment will be carried out in 12 week waves followed by continuous support for teams and leadership

Mobilisation

Timing

Line manager activities

• Assess change readiness

• Engage and sign-on senior leadership

• Develop and deliver comms to all staff

• On-board and train coaches recruited from the local BI community

• Initial preparatory training for managers

CI coaching support/mgr

• -

• 1 day foundation training (TBD), to convey technical and coaching concepts

• Participate in the development of comms

• Delviery of comms to teams

Objectives

Leadership activities

• Sign-on call (scope, benefits, roles and resources)

• Comms workshop to develop case for change and change story

• Delivery of comms

Sustain new way of working

ongoing

• Use influence model to sustain new way of working:‒ Role modelling‒ Foster

understandings and conviction

‒ Reinforcing with formal mechanisms

‒ Develop talent and skills

• 1-2 days / month

• Continue to use new ways of wokring, driving continuous improvement

• Regular sessions with CI coaches

• Continue to use and role model new ways of wokring

• Spend time with line managers and their teams to reinforce change

• Regular sessions with CI coaches

Establish cascade ofteam huddles

Embed structure problem solvingpractices

3 weeks 5 weeks

• Refine and align KPIs across all levels of the organisation:‒ apply voice of the customer (VOC)

lense to establish the right measures

‒ develop cascade of KPIs through management layers

• Use perforamnce dialogue and visual management techniques to manage the business:‒ line managers to develop a KPI

board and establish daily team huddles

‒ perforamnce management cascade through all layers of leadership

• Introduce common set of problem solving techniques, based around an ‘A3’ approach

• Establish escalation mechanisams for issues that cannot be addressed by line managers and their teams

• Empower line managers and their teams to implement day-to-day improvements to how they work

• Establish mechanisms to share best practice and improvement opportunities across teams

• 1-2 days / week • 1-2 days / week

Overlay people dimension

4 weeks

• Introduce demand and supply planning methods

• Establish skill matrix, map against requirements and align with development plans

• Align job standards and performance management with refreshed KPIs

• 1-2 days / week

• 1 week setup, including:‒ 1 day of training (TBD)‒ joint workshop with leadership to

define KPI and KPI board cascade• 3 weeks of practice using the team

hudle, supported by CI coach

• 1 week setup, including:‒ 1 day of training (TBD)‒ joint workshop with senior leadrship

to develop the escalation method‒ initial introduction of problem

solving with team, half day• 3 weeks practice, supported by CI

coach

• 1 week setup, including:‒ 1 day of training (TBD)‒ develop current state skills matrix

and map against demand / supply analysis

‒ participation in a workshop with leadership to establish new job standards

• 3 weeks practice, supported by CI coach

• Initial workshop with director and all his line managers for the respective area

• Leadership to role model new ways of working, e.g. participating in team huddle

• Provide point of escalation

• Devolve responsiubility for continuous improvement to empower front line managers

• Create space and time for managers to make change happen, e.g. agree to stop certain non-value adding management activities

• Implement escalation mechanism

• Workshop to develop refinments on job standards

• Engagement with HR to enact change

To be aligned with meritocracy theme

To be a-ligned with leadership behaviour initiative

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A dedicated team of CI Coaches will support line managers to drive continuous improvement as part of their day job

Approach

• Line manager to identify and address problems in regular team huddles with his team

• Line managers to escalate problems that cannot be addressed within his team in the team huddles with his manager

• CI Coach to support line manager to prepare and run meetings as well as to solve identified problems with his team and BI support where required

Role in relation to CI Required skills Planned training

Line manager• Run regular team huddles to

• Manage performance of the team• Identify problems• Drive resolution of identified problems with the

team or Coach/BI support where required• Escalate problems that cannot be resolved in the

team in team huddles with his line manager• Take broader change programmes into account

when addressing local problems• Coach team in their job as well as problem

identification and resolution

• Coaching direct reports to improve their performance

• Knowledge of the CI methodology (e.g., Lean Way of Working, SixSigma, problem solving)

• Coaching on the job to• Develop coaching skills• Embed continuous

improvement• Technical training on

• Lean Way of Working• SixSigma• Root cause problem solving

• Workshop with CI Coach

Line employees• Identify problems and raise in perf. meeting• Support identificaiton of solution during perf.

meeetings / root cause problem solving• Resolve local problems as agreed in perf. meeting

• Basic problem solving skills • Coaching by line managers supported by CI Coach

CI Coach• Coach line managers on the CI methodology, i.e.,

support line manager by preparing and debriefing interactions with the team (e.g., team huddles, root cause problem solving)

• Provide technical knowledge where required and train and coach line managers

• Share best practices across LOBs and the CI coaching community

• Coaching of line managers to• Build capabilities in the CI

methodology• Change mindsets and embed

CI in the organisation• Technical knowledge of CI metho-

dology (e.g., Lean Way of Working, SixSigma, problem solving)

• Coaching training• Technical training on

• Lean management• Root cause problem solving

BI resources• Provide MI where required• Provide change support where required

• Knowledge of the CI methodology (e.g., Lean management, root cause problem solving techniques)

• Technical training on• Lean management• Root cause problem solving

• CI management techniques should be fully integrated into BAU and require no incremental effort / resource

• Resource requirements for analysing problems and defining solutions should be offset by achieved performance improvment

Senior leadership• Re-inforce cultural change (e.g., visit perf.

meetings of teams, delegate CI to managers)• Provide escalation point for complex problems• Cascade information down the line / ensure cross-

team best practice sharing

• Coaching of managers• Understanding of CI methodology

and their role to enable it

• Workshop with CI Coach

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The mindset shift towards CI will need to be supported by corresponding leadership behavior

Process

Problem solving

Performance

Partnering

Purpose

People

1

2

3

4

5

6

7

8

9

10

11

12

I spend more than 10% of my time in the shop floor

I regularly participate in frontline CI sessions

I actively engage employees in problem solving

I ensure problem solving is fact based and root cause oriented

I ask about the frontline performance of transformation areas

I ensure root causes for performance gaps are uncovered

I ensure my project teams are staffed across different areas

I develop HR rotation programmes at all levels

I have written a compelling change story

I regularly tell and reiterate my change story

I hold structured feedback sessions with my direct reports

I hold regular coaching sessions with my team members

To be aligned with leadership behaviours initiative

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The 5 lenses of CI / Lean

Mindsets and behaviours Organisation and Skills

Performance ManagementProcess Efficiency

People individuallyand collectively working together to put the customer at the heartof the business

Waves of projects focused on maximum customer impact: deliver customers what they want, when they want and to the quality they want and no less than that

Individual and organisational capabilities have the skills and knowledge to always deliver on their accountabilities

Delivering on customer outcomes is continuously improved, in a structured and focused approach. Overall standardisation in processes without waste

Voice of our

CLIENTS

▪ Critical for sustainability▪ Often neglected▪ Communication makes a key success factor