Lean Thinking and Monitoring and Evaluation

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2 Lean Thinking and Monitoring and Evaluation An overview of tools that can be used to improve programme efficiency, document impact and improve programme effectiveness.

3 Objectives Key message Lean methodology tools are interlinked and they will help improve the efficiency and effectiveness of your organisation. Use some of the tools as and when required (i.e. you do not have to use them all at once) Areas that will be covered What is lean thinking? How has it been used by Tshikululu Social Investments NPC? What are some of the tools associated with this approach? When do you use it? Who is it applicable to? Why? Note: I will be referring to customers later in this presentationcustomers are beneficiaries or programme participants in the NPO context. In a school context they could be referred to as learners. 2/15/2017 Disclaimer: 3

4 What is lean thinking? Business philosophy that encourages efficiency, waste reduction and quality Linked with (social) entrepreneurship-bootstrapping approach for coming up with MVPs and scalable enterprises Resemblance software development cycles Lean data movement pioneered by Acumen+ Data collection: Focuses on rapid reporting-collect only what is necessary Can be used for Programme Design, Programme Monitoring and can aid the Evaluation Process. 2/15/2017 Disclaimer: 4

5 Comparable cycles Deming Cycle (PDCA Cycle-Lean Cycle) Results Based Monitoring Cycle Lean product cycle Better uptake of learning to improve programme delivery Faster learning feedback loops 2/15/2017 5

6 Lean Thinking to Facilitate Learning and Fewer Indicators Food Sovereignty Programme Situation: New strategy implemented and reviewed data collection efforts Problem: Programme Partners were uncertain about baseline data collection efforts and what it meant in relation to the funding the strategy Action: Workshop to clarify strategy and M&E Result: Networking, shared learning, agreement on M&E Plan 2/15/2017 Disclaimer: 6

7 Lean Thinking to plan better Reviewed a Socio-Economic Development Strategy to find opportunities to improve its alignment with community needs Situation: Felt that the work that was being done was good but not entirely reflective of intent Problem: Short-time horizon to change strategy and implementation. Action: Use fishbone analysis and A3 report. Understand beneficiary journey. Result: Better aligned strategy, philosophical fit with intent, more engaged client, partners and beneficiaries. 2/15/2017 Disclaimer: 7

8 Lean Thinking for new product design and rapid reporting Strategy development process and gather insights Situation: Required to implement a rapid social investment approach Problem: Short-time horizon to report and assist in BEE Scorecard Action: Develop a strategy and reporting format that meets time and client requirements (used existing implementation data and interviewed participants-focused questions, small sample) Result: Fast turnaround on strategy implementation, met Clients reporting needs 2/15/2017 Disclaimer: 8

9 Making sense of Lean tools Value Proposition Canvas: understanding the job a programme participant needs to complete and the barriers and rewards associated with completing the job Customer Journey Canvas: Understanding the motivations and behaviours associated with completing a job. Business Model Canvas: a tool used to understand how service/product offerings can be operationalised to become a viable business model. A3 Reporting: One page report that provides a summary of a problem, how it was solved and the implementation plan to track progress Ishikawa Diagram: A mind map that allows for identifying the potential causes of a problem. 2/15/2017 Disclaimer: 9

10 Provides a simplified view of a customers needs. Useful for Programme Designers. Provides some direction into understanding the needs of customers and how they are best served.

11 1 Rational Emotional Trigger Information 2 3 Motivation Inspiration Trigger Trigger 4 Conversion Provides insight into the emotions, rational thinking and motivation of customers. Useful for Programme Implementation Staff and Senior Leadership team. Useful when designing a programme, or collecting data to better understand the fit between programme theory and programme delivery.

12 Storyboarding to understand value proposition Programme Partner Story Boards Adapted version of the Value Proposition Canvas

13 Tools to develop a deeper understanding of the customer experience Personification Most Significant Change (MSC) Mood Board 13

14 Who will you work with? What will you do? What is your product/ service? How do you interact with your customer? Who is your customer? What do you need to deliver your product/ service? How will you communicate and distribute your product/ service? What are the costs associated with delivering your product? How will you make money off your product/service? Provides and overall picture of how a business operates Useful for all stakeholders involved with programme delivery. Mainly those in a Marketing, Fundraising, Operations, Finance and Senior Leadership role. Useful when developing/ reviewing strategy

15 Stakeholder Map Programme Activities Theory of Change Logic Model Programme Needs Processes Assessment Needs Assessment Programme Plan Communication/ Engagement Plan Stakeholder Map Programme Budget Programme Sustainability or Revenue Model Business Model Canvas also integrates various aspects of Monitoring and Evaluation that may be challenging to explain for stakeholders involved in implementing a programme and for those Evaluating a programme.

16 Logic model

17 A3 Chart and Ishikawa Diagram Provides a framework for analysing and solving problems. Its an effective communication tool. Useful for all levels of staff within any organisation. Primarily used in process improvement within an organisation. Could also be used for strategy development. 2/15/2017 Disclaimer: 17

18 Objectives Areas that were covered What is lean thinking? Business philosophy focused on efficiency and continuous improvement. How has it been used by Tshikululu Social Investments NPC? What are some of the tools associated with this approach? Business Model, Value Proposition, Customer Journey Canvasses. A3 Reporting and Ishikawa Diagram. When do you use it? Who is it applicable to? Why? Key message The tools are useful for making sense of how interdependent parts of organisational operations interlink. They are useful in understanding that the needs of the customer (beneficiary/participant). It can improve the efficiency and effectiveness of your organisation. 2/15/2017 Disclaimer: 18

19 Useful Reading Resources and Training Useful Reading Resources Search for Lean Data Case Studies or Lean Data Collection Root Capital: Acumen+ Stanford Social Innovation Review: Useful Resources (Free Training) Lean Principles for Social Impact (Online and Free) Lean Data Approaches to Measure Social Impact (Online and Free) Strategyzer 2/15/2017 Disclaimer: 19

20 References Baxter, R. (2014). Generating value through A3 thinking. Be an A3 thinker. Retrieved from: Dichter, S., Adams, T. & Ebrahim, A. (2016). The power of lean data. Stanford Social Innovation Review, Winter Liker, J.K. & Meier, D. (2005). The Toyota Way Field Book: A practical guide for Implementing Toyota s 4 Ps. New York, NY: McGraw-Hill. Miller, J., Bogotova, T. & Carnohan, B. (2011). Improving Performance in Service Organizations: How to Implement a Lean Transformation. Chicago, IL: Lyceum Books. Rigani (2016). How to enhance your customer s experience. Retrieved from: Singal, K.R (2014). Quality concepts and ISO 9001:2008 QMS awareness: an effort to create awareness. Retrieved from: Unger, R. & Chandler, C. (2012). Project objectives and approach for UX design: Know which stars to navigate by. Retrieved from: Wittine, D. (2014). RTB implementing for Results-Based Management. Retrieved from: 2/15/2017 Disclaimer: 20