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Performance through Engagement Performance through Engagement John Hogg Director of Continuous Improvement Establishing & Developing Continuous Improvement with Organisational Impact
Performance through EngagementPerformance through Engagement
John Hogg Director of Continuous Improvement
Establishing & Developing Continuous Improvement with Organisational Impact
Performance through EngagementPerformance through EngagementPerformance through Engagement
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University of Strathclyde: some context
Our Continuous Improvement Journey
Importance of Organisational Impact
Building CI Capability
Overview
5 Lessons Learned @ Strathclyde
Performance through EngagementPerformance through Engagement@johnhoggstrath
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Question 1:
Do you have a central continuous/business improvement function within your organisations?
YES NO
Performance through EngagementPerformance through Engagement@johnhoggstrath
University of Strathclyde: some context
A 5-starQS-rated University
3rd largest university in
Scotland
3,850 staff 23,000 students (64% UG, 28% PGT,
8% PGR)
4 Faculties (Business, Engineering, Science & Humanities)
Number 1 in the UK for 7 subjects (Complete University
Guide 2019)
Top 20 UK University for
research
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Continuous Improvement @ Strathclyde… underpinned by and aligned to:
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When the Continuous Improvement Programme was launched in May 2013, one of the primary purposes identified and consistently communicated by the
University Executive Team was:
“to create staff capacity to facilitate & support growth”
Building the Platform: Clarity of purpose
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Phase 1(2013 -14)
Phase 2(2014-2016)
Phase 3(2016 – present)
Creation of a Central
Improvement Team
Development of benefits management methodology suitable for Strathclyde & HE sector
More focussed approach to developing capability at all levels of the organisation
Strategic University-wide Improvement initiatives
Mix of Strategic & Tactical Local/ Departmental
Improvement Initiatives
Evolution of our Journey and Learning Lessons
Performance through EngagementPerformance through Engagement@johnhoggstrath
▪ Funded by Leadership Foundation
▪ Collaborated with 7 institutions to develop 11 case studies
▪ The Guide and online toolkit launched in January 2017
▪ 6501 unique visitors to toolkit, 9790 page views
▪ ILM Recognised Training Course
▪ MBA module from 2020
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Global Reach of Benefits Toolkit
Key:Online toolkit used in these countries
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Helps with strategic alignment &
prioritisation of CI activity
Helps demonstrate strategic impact
Avoids anecdotal evidence being the
only evidence of improvement
Helps to build momentum and
maintain senior level support
The Importance of Evidencing Benefits
Performance through EngagementPerformance through Engagement@johnhoggstrath
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Question 2:
Do you currently seek to evidence the impact/benefits of your staff development activities in your organisations?
YES NO
Performance through EngagementPerformance through Engagement@johnhoggstrath
Building Capability: our portfolio
Daily Stand-ups
Internal CI Network with regular CI “masterclasses”
Lean for Leaders Lean AwarenessEvidencing the
Benefits of Change
Developing a High Performing Team Programme
(commencing in 2020)
▪ Workshop facilitation
▪ Creative Problem Solving
▪ 5S Workplace Organisation
▪ Process Mapping
Building Capability & Quality (Internal)
This report is based on how likely they would recommend the training to a colleague via NPS
Review Frequency: Last Updated: Next Review:MONTHLY 17/10/2019 17/11/2019
50
100 100 10083
0
20
40
60
80
100
120
Hass Marketing& Recruitment
May 2018
ISD Helpdesk Oct2018
DMEM Jan 2019 SustainabilityMay 2019
Average
Comm Cells
83 82
74
89
7380.2
0
10
20
30
40
50
60
70
80
90
100
StrathclydeDec 2018
StrathclydeJan 2019
StrathclydeMar 2019
StrathclydeMay 2019
StrathclydeAug 2019
Average
Evidencing Benefits
71
100
77
57
76
0
20
40
60
80
100
120
AFRC Jan 2018 Strathclyde Nov2018
L4L april 2019 StrathclydeSept 2019
Average
Lean for Leaders
Key: ≤0 1-49 50-69 ≥70
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Impact of Daily Stand-Up Training
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Lean for Leaders Programme
2internal cohorts
per year
15areas of the
university have taken part to date
Attendees nominated by their
line managers to attend
Attendees expected to
undertake a CI project as part of
their development
25projects currently in
progress, with a mentor from the CI
Directorate assigned to each project
Each cohort meets to feedback and
celebrate the success of their
projects
Attendees become members of the University’s CI
Network
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Increased focus on developing capability
at all levels of the organisation
Performance through EngagementPerformance through Engagement@johnhoggstrath
Increased focus on developing capability
at all levels of the organisation
Performance through EngagementPerformance through Engagement@johnhoggstrath
Reputational Impact
Performance through EngagementPerformance through Engagement@johnhoggstrath
When the Continuous Improvement Programme was launched in May 2013, one of the primary purposes identified and communicated by the Executive Team was:
“to create staff capacity to facilitate & support growth”
Recap - Building the Platform: Clarity of purpose
Performance through EngagementPerformance through Engagement@johnhoggstrath
66%16%
8%
6%4%
High Level Benefit
Capacity Creation Financial
Operational Delivery Quality
Experience & Engagement 0% 10% 20% 30% 40%
Staff Hours Saved
Staff Capacity Savings (£)
Cost Saved
Lead Time Improvement
Reduced waste/rework/errors
Revenue Generated
Improved Stakeholder…
Improved Communications
Greater Productivity
Improved Conversion Rate
Increased Compliance
Benefit Measured
Measurable Benefits Journey at Strathclyde
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Income growth of over 45% by end of academic year
2018/19 (since 2011/12
87% growth in contract core
research income from 2009/10 to
2017/18
90% growth in overseas fee income from 2012/13 to
2018/19
33% increase in overseas student population from
2013/14 to 2018/19
Purpose: Create staff capacity to facilitate and support growth
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61% average lead time
reduction
40kstaffing capacity
hours created
£8.6m increased income
84%improved
stakeholder experience
Some of the high level benefits to date
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Lessons learned at Strathclyde
Develop an approach that fits the culture of your
organisation
Evidence the strategic impact of
your CI activityKeep it simple
Focus on thevital few and do these really well
Evolve & improve your approach as
you go
Align your work to the organisational
strategy
Performance through EngagementPerformance through Engagement@johnhoggstrath
And finally……..
Celebrate, value & communicate your
achievements & successes
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Thank you
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Daily Stand-Ups
