Presentation to seminar at University of

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Using data to drive performance management

Presentation to seminar at University of
Exeter

Tim Shepherd
-
Walwyn

Adrian Theed


Jan 2012

Agenda

Data, performance and SPC


why it matters

How
sfn

presents performance data

Making performance management real


some lessons we
have learned

Q&A

2

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©Lightfoot Solutions 2012

Confidential Briefing


©Lightfoot Solutions 2007

1. Data, performance and SPC


Why does it matter?

Thought for the day

4

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©Lightfoot Solutions 2012

Some thoughts about data and
performance

Data are the only facts we have about performance


everything else is opinion

We don’t know what we don’t know
-

but if its
there its in the data

Waiting until the data improves is never the right
thing to do

To be effective and useful we have to use statistical
techniques to
analyse

data

Visualisation

is key to helping most people make
sense of data



5

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©Lightfoot Solutions 2012

Data, performance and process

Demand

Process 1

Process 2

Process 3

Process 4

Process n

Output

Process examples


Recruitment, Assessment
, Research, Help
Desk

Everything we manage to achieve an outcome is a process.

Performance data is ‘The voice of the process’



6

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©Lightfoot Solutions 2012

Our approach to
performance

starts with
data, not KPIs

Identify
KPIs

Define
parameters
/targets

Collect
data

Produce
RAG
dashboard

Address
outliers

The ‘corporate dashboard’ approach

The Lightfoot approach

Collect
data

Understand
/
analyse

process

Identify
improvement
opportunities

Initiate
improvement

Monitor
effectiveness

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©Lightfoot Solutions 2012

The data needs to tell its own story

Don’t know what we need to know. Most important
requirement is to be able to ask the next question

Only restriction should be availability of data attributes

Eg

Demographics, process steps, location,
organisation

hierarchy, time etc

Data analysis is a dynamic process. Need different metrics for
different purposes and at different times.



8

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©Lightfoot Solutions 2012

Underpins all successful performance improvement
methodologies

Based on the recognition tha
t

Every process generates information that can be used to
measure, control and improve its performance

Experience has shown that
variability

is the single most
important obstacle to consistent and efficient service delivery.

Identifying and driving out the root causes of unwanted
variability is the single most effective element of any
successful service improvement
programme


Why is SPC important

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©Lightfoot Solutions 2012

Who’s the better shot?


B

A

The objectives of performance improvement are:

To aim at the preferred value
-

the
target

To continually reduce process variation
-

the scatter


What is variability
?

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©Lightfoot Solutions 2012

Runs

Innings

10

50

60

20

30

40

5

15

10

20

25

SPC charts
-

How
good is the batsman?

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©Lightfoot Solutions 2012

3. How
sfn

presents performance data

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©Lightfoot Solutions 2012

Empirical not statistical approach to data

Investigates the whole distribution

Based on pre
-
processing of data using SPC techniques

Gives powerful insights into large complex datasets

Complements existing research methods


What is different about sfn?

Pre
-
processes of data using SPC analysis techniques

Benefits

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©Lightfoot Solutions 2012

Data structure

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©Lightfoot Solutions 2012

University Dimensions

& Measures

Dimensions

Measures

Confidential Briefing


©Lightfoot Solutions 2010

The way sfn manages performance

by signals

Single point outside of norm for
seasonal time of year
. Drives Dial
-

tactical
action required

upper/lower limits

average

observed data

target


3939

3590


3241


3300

KPI:
eg

Crime/Incidents/Trouble Tickets

Confidential Briefing


©Lightfoot Solutions 2010

The way sfn manages performance

by signals

No. of incidents

2690

2253

2132

1928

No. of incidents

Number

2134

1654

1831

1601

KPI:
eg

Crime/Incidents/Trouble Tickets

Confidential Briefing


©Lightfoot Solutions 2010

The way sfn manages performance

by targets

Set realistic targets
-


likelihood of achieving future
targets

Predictive analysis


indicative of demand
on resources

upper/lower limits

average

observed data

target

What types of P4 calls? Rise in Software and Counter services


3* more software calls than Counter Services calls

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©Lightfoot Solutions 2012

Example Video Conferencing use
-

Pareto charts

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sfn ‘viewer’

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©Lightfoot Solutions 2012

Areas to Performance Manage

Through one world of data integration:


Number of graduates in employment

Improving pastoral care to reducing drop out rates

Manage Finance and Expenditure

Targeting particular groups or sectors

Diversity of intake

Strengthening particular courses & Improve pass rates

Increasing the size of endowments

Better student feedback

Number of returning post
-
graduates

Quality of research work & Flexibility of teaching

HR


Staff moral and performance

Improved sporting excellence


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©Lightfoot Solutions 2012

Understanding the Process & control points

In order to measure the process you need to understand the process

Why Use A Truly Intelligent Dashboard?

How much more efficient would your organisation be if you could

provide appropriate up
-
to
-
date information that:



was
dynamic

at
all

levels of the organisation


drew attention to when
action
was required


enabled
every process to be understood


allowed
empowered decision making
at all levels


showed what was
normal/not normal
across an organisation


allowed
drill down to root cause
to allow action to be taken










true Business intelligence






using
signalsfromnoise
®

!




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©Lightfoot Solutions 2012

5. Making performance management real

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©Lightfoot Solutions 2012

The performance management journey


from
reactive to proactive

Put out fires
when they
have already
taken hold

Seek out small
fires and put
them out
before they
grow

Understand
what causes
fires and
prevent them
from happening

Explore root
causes of fires


redesign
processes to
avoid fires

Reactive

Defensive

Analytical

Proactive


Incremental Performance Management Culture

Retrospective



Audit based


Top down


Heavy on procedures
and directives


Static culture

Prospective


Based on current data


Bottom up


Heavy on process
and principles


Learning culture

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©Lightfoot Solutions 2012

There are three interrelated factors that affect
performance

Demand

+

Capacity

+

Capability

=

Performance

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©Lightfoot Solutions 2012



Issues
-
Decisions
-
Actions is the core concept
behind our approach to performance
management

Top performing teams use factual information to make decisions that
lead to effective actions that result in improved performance:

By removing barriers to good performance

By identifying opportunities to make process changes and develop
individuals

By facilitating best practice sharing between individuals and
teams

It’s not measures that make a difference, it’s the actions you take.

Information

highlights issues

Decisions


on solutions

Actions

implemented

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©Lightfoot Solutions 2012

Getting the Performance Management
Structure right is critical to success

Three integrated tiers of Performance Management
meetings

Links top level objectives with issues ‘on the ground’ and
vice versa

Focus is on Issues, Decisions and Actions at all levels,

rather than mere reporting and information sharing

Takes place on a regular cycle

Every management meeting is a performance management meeting
.

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©Lightfoot Solutions 2012

For most organisations a three level structure is
most effective

Level 3


Organisation wide


Director
of
Operations, Heads
of
Department, Head
of performance

Report to Executive Team and
Board

Top down
overview of
service

Bottom
-
up
engagement in
improvements

Level 2
Department


Department manager, Section heads, Performance
analyst

Level

1 Front line team


Section head, Team managers

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©Lightfoot Solutions 2012

Each level has a defined role and authority

Top down
overview of
service

Bottom
-
up
engagement in
improvements

Level 3


Organisation wide
-

Strategic overview


Sets strategic direction and horizon scans for emerging issues


Oversees effectiveness of process


Approves business plan and current improvement portfolio


Manages implementation of strategic initiatives


Coordinates Level 2 issues and approves ‘bottom up’ proposals
referred up from Level 2

Level
2


Departmental, Regional or Functional overview


Sets direction and horizon scans for emerging issues


Oversees effectiveness of process


Manages implementation of strategic initiatives


Coordinates Level 1 issues and approves ‘bottom up’ proposals
referred up from Level 1

Level
1


Team level
-

Local overview


Monitors emerging performance issues


Initiates ‘bottom up’ change


Implements and monitors strategic initiatives


Refers improvement suggestions beyond its authority to Level 2

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It takes about 6 weeks for individuals to ‘get it’

How does
this work?

What do we
need to
decide?

Did anybody
take any
action?

Have we
seen any
changes?

It does make
a difference

We get it
now

Understanding

Cycles

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Introducing performance management is a
big cultural issue

The regular cycle of Performance Meetings is the ‘way we do things
around here’ for all teams

Senior managers ensure their teams are working to the same
Performance management process as they do

Job descriptions and personal objectives reflect this role

Improvement goals are set

Team culture of problem solving needs to be fostered

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6. Questions?

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©Lightfoot Solutions 2012