RAA Business Improvement Program

Transcription

1 RAA Business Improvement Program Creating a Culture Ready for Continuous Improvement David McGown RAA Group CFO Program Owner, Business Improvement Lean Business System Conference Sydney 16 March 2016

2 680,000 SA Iconic Brand Strong Retail Network Range of Products & Services Serve our

3 Clear Vision Why Business Improvement? Why are we doing this? We want to make things simpler and easier for each other and our Business Improvement is a Green Light project that will run for three years How will this benefit our staff? It will get rid of rework, doubling up, time consuming processes and frustrations Ownership and involvement staff will have a say on what and how processes are improved Internal customer service (understanding and responsiveness) will improve How will this benefit our members? It will help us get things right the first time, meaning happier members It will help us identify budget savings and areas for new investment

4 Lean Principles Process Understanding our key processes and our Value Streams Efficiency Streamlining our processes to become more efficient working smarter Value Adding value to our and our Customers Needs Meeting our Member s/customer s needs Continuous Improvement Always in pursuit of perfection

5 Requisite Enterprise Setting up our People to Succeed Organisation Development concept developed by Elliott Jaques +40 years of research, across different industries RAA since 2008 Organisation design with three main steps: Right structure Right people in the right roles Managers accountable for using the right managerial practices Solid Foundation for our BI Program 2015 The Working Journey

6 Requisite Enterprise simply is. Leadership: consistent processes across RAA Structure: design for effective delivery Capability: fill roles with capability that can perform 2015 The Working Journey

7 RE Organisational Sequence BI Intent Strategy Performance Structure CEO Intergrater Leadership Roles People Systems 2015 The Working Journey

8 Requisite Enterprise Allows you to design, fill and lead your organisation in order to maximise effectiveness and minimise risk in delivery of plans. Roles are clear and meaningful Structure allows leaders to provide genuine value to their people Roles filled with people who have the capability to deliver Consistent processes across the organisation Fair processes and procedures Teamwork geared around achieving outcomes 2015 The Working Journey

9 Follow these principles with Business Improvement will get People who will be engaged in their work Greater or renewed trust within the organisation Natural creativity and innovation A much stronger management model Your people in flow with work challenges Resilience and Sustainability in the face of change And.the work of the organisation delivered! 2015 The Working Journey

10 Requisite Enterprise Roles in Business Improvement QUALITY (Frontline) - Voice of the Member/Customer - Notice better and simpler ways to do things SERVICE (Team Leaders) - Prioritise and Deliver Quick Wins - Work with Senior Manager on fundamental improvements PRACTICE (Senior Mgrs) STRATEGIC DEVELOPMENT (Executive) - Prioritise and Implement high impact initiatives - Set up business areas to enable a BI culture - Setting the BI Strategy - Where does RAA want to be in the future 2015 The Working Journey

11 RAA Approach to Business Improvement Why? Principles Tools Centre of Excellence Initiatives/ Results Continuous Improvement Engagement Training Deploy Autonomous Way of Life Maturity Level Assessment

12 Business Improvement Program Approach Fabric of Organisation Strategic Link Strategic Link Communication Quick Wins Build The Base Cycle Time Communication Financial Key Wins Community Lean Training Governance Why?

13 How Do We Measure Program Success? Maturity Level Improves MySay Survey Results NPS/Member Satisfaction Initiative Outcomes Serve Our Building Capacity Bottom Line Impact

14 Where are we? Cycle Time Standard Approach to PI Year 1 Year 2 Year Years Financial REACTIVE DEPLOY AUTONOMOUS WAY OF LIFE Set Strategy Build the Base Train Staff Tools Thinking Approach Initiatives Quick Wins Engage Staff Strategy Clear - Why? Specialist in the Business Training 2nd Round of Initiatives Further Quick Wins Behaviour KPI s CI - Throughout Organisations Community Major Process Renewal Organisation Trained in BI Continuous Improvement Processes Much Stronger Behaviour Driving Outcomes Built Into Daily Habits Best Practice Management External Training NOW AIM

15 Staff Engagement the challenge Communication Senior Manager Workshops. iconnect Newsletter monthly updates. More Visual Management Tools in place. Practical Problem Solving Management purposes Accountabilities Clear BI accountabilities agreed/ documented. Performance documents updated to reflect BI targets Process Analysis Cycle Time Staff Engagement Financial Community Training All Exec attend Lean Leadership training All Senior Managers trained RAA Board Presentation Shared goals Targets Exec have set Maturity Target Exec have set business level targets to meet Maturity Target Training targets set Initiative targets set

16 Staff Engagement Across the Business Financial Cycle Time Posters Icons Community Staff Videos Staff Newsletter

17 Executive Visual Board Financial Cycle Time Community

18 Visual Management Across the Business

19 Business Improvement Wins 40% reduction in Claims cycle time Battery Jobs Process Serve our better Secure Services improved profitability Procurement savings by buying better Improvements in Retail Contact Centre building capacity that has resulted in positive bottom line impact Program has ensured Net Promotor Score and Member Satisfaction remains high. Program has delivered $1m YTD savings, with another $600k still to come.

20 Program Deliverables Program Reporting Business Improvement Strategic Hierarchy Vision Statement Strategic Goals Program Goals Benefits Serve Our Financial Serve Our People Building Capacity Quality Flexibility Cycle Time Community Bottom Line Impact Financial Financial Performance Supported by Cycle Time Framework Culture Initiative Outcomes Reporting Governance Tools Maturity Level Training Communication/ Awareness These are identified as improvement initiatives These types of initiatives support Lean Thinking Each Initiative needs to identify Benefit Possible for initiative to hit more than one Benefit FOCUS on OUTCOME (not necessarily number of activities) Community Best Bets Quick Win Greenlight/ Transformation Defer EASY Difficulty to Implement DIFFICULT Business Benefit

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22 Financial Cycle Time Community