Steps for Improvement

Transcription

1 Kea Eilers, Head of International Cooperation November 2014 Steps for Improvement BildrahmenBild einfügen: Menüreiter: Bild/Logo einfügen > Bild für Titelfolie auswählen Logo für die Besonderen Dienststellen und RDn: Menüreiter: Bild/Logo einfügen > Logoauswahl

2 Agenda Improvement Process in the German Public Employment Service Process Improvement Creative Idea Management Seite 2

3 The Federal Employment Agency (BA) has many tools for improvement Workshop for Process Improvement Data quality management Performance circles Business process model Quality circles Creative Idea Management Client response management Seite 3

4 For our clients, we do not only work at but also on the BA Objectives of Continuous Improvement Our BA Learn from others and oneself My Agency Develop integral improvement strategies My Team K V Improve process and interfaces I Myself Work organisation Our BA addresses internal and external influences at an early stage and uses them as an impulse to steadily evolve. My Agency lives a self-directed, selforganised and continuous improvement process. My Team observes team-internal and crossteam processes and continuously develops them further. I myself arrange my workplace and workflows in a way that allows me to optimally perform my tasks. Seite 4

5 Step by step towards success with Continuous Improvement Improvement Achieving quantum leaps Continuous Improvement Improvement Innovation: Longer planning period Mid-scale investments Top-down Involving management Big steps Radica changes Usually one-time occurance Continuous Improvement: Short planning period Small or no investment Bottom-up Involving management Intensive cooperation with employees Small steps (changes possible) Continuous course of action as the objective Long-term fixture in corporate culture Seite 5

6 Agenda Improvement Process in the German Public Employment Service Process Improvement Creative Idea Management Seite 6

7 Work processes always include losses i.e. a proportion that does not directly benefit the client Work processes can be divided into three categories Work with unavoidable losses Work without losses Value-added work - The part of an activity that is important for the client Work with avoidable losses Example external client - Deliver tailor-made placement offers - Availability via telephone - Punctual and complete forwarding of notifications Seite 7

8 Losses can be divided into seven categories Duplication of effort Overfulfillment Unnecessary trips Lack of transparency Errors Backlog Waiting periods Multiple processing Entering data in two computer systems Overdocumentation Too detailed reports Too much information Long ways for files Unnecessary travel Unclear competences or responsibilities Lacking flow of information Unclear interfaces Input errors Wrongful decision Backlog of processing, mail, applications Clients who are not provided for Lack of availability Inefficient meetings Looking for information and documents Seite 8

9 Course of action and procedure of workshops for process improvement (with tools and participants) Phase 1: Preparation Phase 2: Execution Phase 3: Follow-Up Seite 9

10 Agenda Improvement Process in the German Public Employment Service Process Improvement Creative Idea Management Seite 10

11 Why does the BA require idea management? Creativity potential 130,000 employees creative idea management Noticeable contribution to the achievement of business-policy objectives Sustainably improve guidance and integration Continuous process optimisation. Motivate employees and recognise and realise potentials Establish identification and satisfaction through participation. Work result-oriented and efficient Eliminate disturbances and cost drivers. Achieve high client satisfaction Permanently improving processes in order to satisfy clients with as little effort as possible. Seite 11

12 creative process using the idea box Employee creates idea creative promoter (local / central) Archive Personal supervisor reviews the idea Process owner Expert writes assessment creative promoter reviews the idea creative promoter reviews assessment creative promoter (central) Expert creative promoter informs employee Seite 12

13 Course of action and procedure of workshops for process improvement creative BA Idea Management Traditional in-company suggestion scheme 1st half of 2014: ca. 1,600 suggestions Implementation rate: 9.2 % Seite 13