The Culture of Continuous Improvement Ryan McMahon, Director Organisational Services and Excellence
The Culture of
Continuous ImprovementRyan McMahon, Director Organisational Services and Excellence
• Establishment of Innovation to Excellence program in May 2012
• Primary focus to embed a culture of continuous improvement
within the organisation
• Initial outcomes with a service review focus:
– Cost reductions and increased service delivery
– Consideration to retain services in-house or outsource
The Starting Point
Our Journey
• Corporate Leader review of program achievements
• Redefine program vision and brand – Now CI Program
• Identify resources
• Identify fundamental CI tools
• Upskilling of facilitators
• Training and awareness requirements for all staff
• Improve communications and program visibility
Program Review - 2014
• Financially viable
• Good cross communication and information sharing
• People ‘step up’ and ‘take responsibility’
• Upwards communication is forthright and helpful
• Lots of creativity and use of individual and group initiative
• Great customer service
• Employees feel that they have a personal stake in the organisations
outcomes
• Employees talk about being supported, challenged and stretched
• Employees feel trusted and can take risks
What does a High Performance Organisation look like?
• Culture is High Performance
• CI will improve organisational culture
• Positive culture is required for successful CI implementation
Culture
Background
How Culture Works
OCI
Preferred Culture Actual Culture
OCI
Causal Factors
Outcomes
OEI
OEIOur Values – how we want people to think and behave. This is what ELT/MLT believe creates an effective CTTG
What We Do –what people experienceLEVERS for change
The conclusions people make from
what they experience. How we believe we are
expected to behave
The outcomes as a result of the
Actual Culture
DRIVERS for change
• Significance – being seen by staff to have an impact on others
• Use of Rewards – good performance will be noticed and reinforced
• Autonomy – Freedom and discretion re scheduling and work
• Employee Involvement – the extent to which people actively
participate
• Fairness of Appraisal – based on performance and objective
criteria
• Goal Emphasis – managers communicating norms and
expectations for excellence
Our gaps
Closing the gap
• Purpose Why do we exist?
• Vision Where are we headed?
• Values What do we live by/what’s really important?
here
• Behaviour What’s expected of me?
Purpose, Vision and Values
MOF + Feedback + Accountability
= Increased significance
Higher performance
ACHIEVING HIGH PERFORMANCE
Aspirations & expectations
Accountability Matrix
Governance/ Reporting
Managers + Supervisors/
Team Leaders
RASCI – Increasing role clarity
Function / ActivityCEO Portfolio
Director
Portfolio
Managers
Portfolio
Supervisors Co-
ordinators
Technical Officers
Portfolio
Team Leaders
Portfolio
Team
members
Other CTTG
Managers
Development of strategy, structure,
policy and systemsConsulted Accountable Responsible Supports Consulted Informed Consulted
Implementation of strategy, structure,
policy and systemsInformed Informed Accountable Responsible Consulted Informed Informed
Review and report on progress of
strategy, structure, policy and systemsInformed Accountable Responsible Supports Consulted Informed Informed
• Customer focus services
• Staff enabled to undertake CI activities
• Improved operational effectiveness
• All leading to better community outcomes
• Key metrics
Today’s Ambition