Catalyst Consulting, Author at Catalyst Consulting

Leading a process-based organisation

Catalyst Consulting — Wed, 10 Oct 2018 12:49:42 +0000

Article Acknowledgement: This article was published on the CQI website. It was adapted for CQI’s Knowledge Hub from Lean Six Sigma for Leaders, by Martin Brenig-Jones and Jo Dowdall, Wiley Publishing 2018.

“If you can’t describe what you are doing as a process, you don’t know what you’re doing”. These words were spoken by the quality ‘guru’ W Edwards Deming. We realise that this is a controversial statement, that will either be accepted or not, depending on your definition of the word ‘process’.

We know, from discussing this word with many leaders, that the word ‘process’ can have negative connotations of bureaucracy and lack of flexibility. It is not universally accepted as a ‘good thing’. Have you ever heard the following expression from someone delivering a service to you? “I can’t provide what you want because the ‘process’ won’t allow it.” This is crazy and the very opposite of what a good process should provide.

So, why has process in some organisations got such a bad name? This article, looks at the leader’s role in relation to process, and why leaders should be interested and involved in establishing, maintaining, monitoring, looking after and caring about processes.

What is a process?

We define process as ‘the way work is done’. You might prefer to use the word ‘workflow’ which is somewhat easier to grasp. Workflow is used in video production, but we think it could have wider acceptability. For now though, let’s stick with the Lean Six Sigma accepted lingo and use the word ‘process’.

A process can be complicated, for example the process for making a Commonwealth Cocktail, which has 71 ingredients, or simple, like making a cup of tea.

In fact, all of the work done in organisations is delivered through processes. When we refer to processes, we do not mean that every process at every level needs to be documented, flowcharted or surrounded by measures. You wouldn’t do that for boiling an egg or travelling to work, would you? Similarly, in work, we believe that common sense should prevail. It is important for leaders to have a process mindset though, to monitor, review and improve the way their organisation operates. In other words, to be able to look at how work gets done in order to improve the way that it gets done. A process mindset is also helpful when it comes to measuring how well work gets done, and considering what are the most appropriate and sensible ways of monitoring the effectiveness and efficiency of work. Although we said that you wouldn’t want to surround your ‘non-work processes’ with measurements, you probably do ‘measure’ their effectiveness, but without consciously thinking about it as measurement. For example, how long did it take you to get to work? Were you on time or late? If late, how late? Is that cup of tea too hot or cold? Or is it just right?

Understanding what processes are and how we operate them is the key to efficient, effective and excellent ways of working. They give you the power to understand, challenge and improve the activities (any of the activities) within your organisation.

Creating a process architecture

Every organisation, no matter what size or sector, is made up of a system of processes that fit together. By recognising this, we can understand how activities link together and where there are dependencies. Taking a ‘process view’ can help people in organisations recognise the importance of being more connected in wider cross-functional teams. People can also become more connected with customers by understanding customers’ experiences of the organisation’s processes.

Yet while lots of organisations have defined individual processes, few will consider how the entire ‘framework’ of processes fit together. Try to describe your organisation on one page in a high-level picture of a set of ‘processes’, rather than the traditional organisational structure which describes how people are ‘managed’.

This is sometimes described as the ‘process architecture’ and has a number of advantages, such as:

Aligning the work that gets done with business’ objectives. It’s easier to make links between what is done and what is required when looking at the organisation this way.
Providing a structure for process-based operational measures.
Allocating process ownership clearly to specific leaders.
Providing a framework and clarity for the definition of processes at a more detailed level.
Showing where people belong in the ‘big picture’ and how their work contributes to organisational success. People may know where to find their team in an organisation chart, but a process view allows them to understand the importance of what they do rather than where in the hierarchy they do it.
Enhancing induction training. Everything your organisation does, and how it fits together, is shown on a page.
Helping to understand the customers’ experience. Customers do not ‘see’ the products and services of an organisation through its organisational hierarchy; they see the outcomes of your organisation’s processes. They are not interested in who works for who.
Distinguishing between core (customer facing) processes, support processes (‘enabling’ or back office processes) and management processes.
Providing a view of process maturity and opportunities for improvement, which can be used to assist in improvement project selection.

Several iterations might be required before the process architecture that best represents the organisation can be agreed upon. As with most process definition work, brown paper and sticky notes can be helpful tools! When creating the picture, think about who to involve and engage in this task. Try to make sure the wording and terminology fit and match what’s used in other aspects of the organisation’s management system. People might not recognise what they do in the model, if it’s called something different. There’s no need for fancy terminology here, keep things simple and free of jargon wherever possible. For example, ‘manage strategic relationships’ might be better than ‘expedite and maximise collaborative synergies’!

Using a ‘verb/noun’ wording convention to name the process activities is also very helpful, eg, ‘collect stock’, ‘issue order’, ‘send confirmation’. This can prevent the process picture from getting too cluttered with words and labels.

Standing back and reviewing the picture for gaps and overlaps is the next step. Considering the start and end points of the processes can be helpful.

Sharing the picture with key stakeholders is a necessary step in building acceptance – several revisions may be made before the picture is agreed.

There is no ‘one best format’ for your process picture. It might change shape a number of times before the final version is arrived at. A live example is shown below. It’s actually how we run our own business at Catalyst and has stood the test of time for more than 10 years.

Process architecture of a professional services business

The process architecture might be made up of different types of processes.

Core value chain processes	Processes that deliver the organisation’s products and services to its (external) customers. This is why the organisation exists. Everything else is here to either support or manage these core processes.
Enabling or support processes	Activities that allow the core processes to operate effectively. They cannot be described as ‘customer facing’ but do deliver services to internal customers.
Management processes	Processes such as planning and forecasting, leading business performance and managing change, that allow for effective steering and management of the organisation.

The process architecture we are describing here is ‘high level’. Building in exactly how all of these activities are carried out, step by step within the same picture, would result in something very ‘busy’ and complex looking – not the desired effect.

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Agile Project Management Course Launched

Catalyst Consulting — Tue, 28 Mar 2017 15:02:15 +0000

We’re increasingly hearing about ‘Agile’ it seems to be becoming a buzzword perhaps starting to go viral. But what really is it? And why should we all take an interest?

Look it up in the dictionary and you’ll likely find two meanings:

Firstly its common everyday use – ‘able to move quickly and easily’ with synonyms such as ‘nimble’, ‘sprightly’, ‘supple’ and others.

Secondly its business meaning – ‘relating to or denoting a method of project management, used especially for software development, that is characterised by the division of tasks into short phases of work and frequent reassessment and adaptation of plans’: Contrasted with ‘waterfall’ (traditional project management approaches).

Now of course we’re particularly interested in this second business meaning – but the world has moved on since this definition was drafted. ‘Agile’ is becoming more than just project management, and no longer largely just for software development. This was visibly demonstrated last autumn with the formal launch of the new ‘Agile Business Change Framework’ at a conference in London held by the renamed ‘Agile Business Consortium’ – formerly the DSDM (Dynamic System Development Method) Consortium. The new Framework is designed to support businesses and organisations in adopting Agile principles and practices at any organisational level and on any scale.

The Agile Business Framework has the following additional elements (beyond its Agile Projects core):

Agile Product Evolution – this will broaden the scope of product evolution from software development to include business products too.
Agile Service Evolution – with or without IT enablement business services and processes will benefit from the application of Agile principles
Agile Programmes – scaling up from Agile projects for whole–business capability change
Agile Strategy and Portfolio – Agile Business Change scaled to the highest level
Agile Culture and Leadership – inspiring people to engage with each other and their customers, collaborating to deliver real business value as quickly and efficiently as they can.
Agile Enablement and Governance – governance centred around engaging people with the right knowledge and skills to do the right thing in the right way whilst promoting an environment where truth, trust and transparency is the norm.

In short Agile will apply to the entire Business Improvement, Operational and Strategic Excellence space. So we should be interested. When fully evolved and deployed it potentially promises us:

Faster improvement projects – wouldn’t it be brilliant if we can complete a Lean Six Sigma project in as many weeks as it takes months today (or days instead of weeks)?
Faster service and product development and innovation – a new enhancement to Lean Six Sigma for Innovation and Development (or DfSS if you must).
More nimble business strategy development and deployment – and the ability to flex in an increasingly rapidly changing environment
Reinforcement of the best Change Management approaches – including ‘Servant Leadership’ – focusing on those who most directly interface with our customers

Some features of Agile we already use – Scrums and Sprints for example are as applicable in DMAIC projects as they are in software development ones. Others we will come to adopt and adapt. I envisage a future in which the fusion of Lean with Six Sigma (LSS) now also fuses with Agile to give us the best of all these improvement approaches.

So you’ll be hearing more about Agile from Catalyst over the coming months. For now we’re starting with launching our own Agile Project Management training – working collaboratively with Andrew Craddick’s people at nlighten. You will see this in our Open Training schedules and also available as an in-company training programme from this spring onwards. This course is fully accredited by the Agile Business Consortium. Over time we will be making further announcements about new Agile training and consulting products and services, many of them integrated with our Lean Six Sigma ones. So please watch this space – and of course let us know if you have particular Agile requirements – we promise to be Agile in responding!

You’ll also be pleased to know that Catalyst is up front working with and as a member of the Agile Business Consortium in the ongoing development of the Agile Business Framework – just as we were with the original development of the EFQM Excellence Model.

Catalyst has always been agile in the way in which we work. Those of you who know us well will recognise that. It’s nice to know that we’ve always been ahead of the game in how we’re run our own business.

Agile is ultimately about delivering Value to Customers! That’s precisely what Catalyst is in business to do – remember our tag line ‘Enabling Results’!

Find out more

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John Morgan

Catalyst Consulting — Mon, 13 Feb 2017 10:29:15 +0000

Last February our dear friend and colleague John Morgan sadly and prematurely passed away. It seems hard to believe that a year has gone by since then. With the perspective of that year we can appreciate much more clearly the legacy he left us all. John was a much better ‘Reflector’ than me, but reflecting on this I would like to consider ways in which we remain proud of John’s contribution to Catalyst, and also on the things of which I believe he would himself have been proud.

So firstly we’re proud of:

Those many of our products and services and their associated materials that John developed.
Bringing his thought leadership, his creative and design skills, and his great strength in being able to articulate complex issues in simple and visual ways, he helped people to properly grasp the fundamentals of things before progressing into the details and otherwise risking losing their way. He had that ability to see things through the eyes of the viewer rather than just from his own perspective. The largest part of our core programmes and materials are still John’s creation (and ‘Kipling’ still lives on in John’s various guises!). And of course ‘Lean Six Sigma for Dummies’ which he co-authored with Martin is still a leading best-seller on the subject dear to us all.
The exceptional customer satisfaction that John helped us all to deliver, to measure, and for
which we are recognised. The customer, the client was his – and remains our – primary focus. Our Net Promoter Score method of obtaining and reviewing customer feedback is down to him, and at his instigation we entered, and became a finalist in BQF’s 2015 Customer Satisfaction Award.
Our partnership model which has guided our way of team working, and the wider ownership of our shares amongst all our people. John was a big advocate of both of these.
His loyalty to us all. He was always there for his friends and colleagues. We are still here for him today – and for the future!

I believe John would have proud:

Of you, our customers, who continue to use the tools and approaches he taught, making lasting improvements for your organisations, your customers and for your people.
Of you, our partners, and particularly of the British Quality Foundation and its Lean Six Sigma Academy, who working together with us continue to bring best practices to the benefit of the wider business community
Of you, our people in Catalyst, who continue to grow, develop, and succeed in what we do, and in continuing to demonstrate that it is possible and profitable to do so in the spirit of service, integrity and excellence.
Of Catalyst which continues to prosper as an example of excellence in our chosen fields of business. In 2015 John organised our celebrations for 20 years in business. He’d have been proud to see us organise our 25^th anniversary when that comes around in just three years’ time.

Henry Scott-Holland’s reflective poem – which was read in his memory – reminds us that:

“Life means all that it ever meant

It is the same as it ever was

There is absolute unbroken continuity”

How very apt at this time commemorating him and his legacy!

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Passing the buck to the scapegoat – Martin Brenig-Jones writes for the HRDirector

Catalyst Consulting — Wed, 31 Aug 2016 16:19:48 +0000

Managing Director Martin Brenig-Jones examines Lean Six Sigma and its application to Human Resources to future proof your business.

Martin’s article was published in the August 2016 issue of theHRDirector. Read Martin’s article on theHRDirector website here, and a PDF version of the August issue can be found here.

Future proofing your business is one of those massively laudable aims that seem crushingly simple in theory but are a little more difficult in practice. All you need to do, after all, is replicate the successes and avoid repeating the mistakes. Over and over again. The entire raison d’etre of Lean Six Sigma is to create precisely that kind of virtual circle – breaking down the processes upon which your business relies into their smallest component parts, pinning those parts down in order to examine them minutely, and using this analysis to remove anything which isn’t entirely necessary to the success of your business, this success being defined via customer satisfaction. Once these lessons have been learned they are then inculcated throughout your business, on a cultural rather than simply managerial level, and the process, rather than beginning again, simply carries on rolling forward, feeding off itself in order to maintain continual improvement.

Put simply, mistakes cannot be learned from and avoided unless they are recognised and owned up to in the first place.

There are two main obstacles to this process being as simple in practice as it is when set out on paper, however. The first is that, like any system, Lean Six Sigma is only ever as effective as the individuals applying it – even if promoting individual buy-in is a built-in component of said system. Whilst the second obstacle lies in the problems associated with differentiating success and failure. Highlighting the successes within your business is generally a simple process, being the stuff of every performance review, award ceremony and bonus scheme. Identifying the failures and mistakes can be more difficult, not least because people are generally loathe to admit to getting things wrong, either to themselves or, perhaps more pertinently, to their colleagues and superiors. Put simply, mistakes cannot be learned from and avoided unless they are recognised and owned up to in the first place, while lessons learned don’t count as lessons unless they are then put into practice, and the HR department of your company can play a key role in dealing with both of these issues.

The culture of your business, spreading from the HR department outward, becomes a non-judgemental culture in which ‘mistakes’ can be admitted without fear of blame or scapegoating.

The clue is in the name. The Human Resources department, thanks to its continuous contact with individuals working at every level of an organisation, can play a key role in both gathering the relevant data on the problems which stand between you and the future proofing of your business, and then in spreading the solutions to these problems through every level, from management to ‘shop floor’. The fact that the purpose of the HR department is to keep the people charged with delivering your business strategy happy means that it is a focal point through which they are most likely to give genuinely honest and insightful feedback regarding the things which your business could be doing better. However, this is only going to be the case if the culture of your business, spreading from the HR department outward, becomes a non-judgemental culture in which ‘mistakes’ can be admitted without fear of blame or scapegoating, and in which it is realised that every example of a process going wrong, once it has been eliminated, was simply a step toward the process being perfected.

There are examples to be taken from the worlds of both business and sport of this approach being used to aid the drive toward success. The most striking and probably well documented field within which the reporting of mistakes has become a virtual reflex action is aviation, a fact which is doubtless a reflection of the genuinely catastrophic consequences which can arise when the people in charge of an airplane in transit make mistakes. Pilots who do so – by flying at the wrong altitude, for example, or suffering a near miss – are given a ten-day period during which they can file a report of the incident under conditions of anonymity and immunity. Thus the more traditional approach toward the making of mistakes, which might be characterised as ‘What went wrong, who was to blame and how can we punish them’ (which generally leads to never even finding out that anything did in fact go wrong), is supplanted by ‘What went wrong and how can we stop it happening again?’. Ally this to the fact that the vast bulk of planes also automatically record data detailing and reporting problems, and you have an industry in which, in 2013, there was a global accident rate of just 2.8 per million departures. This is clearly an approach which is HR driven, treating the staff in question – the pilots – as both a valuable source of data collection and as the driving force behind spreading the practices suggested by this data.

A similar approach was adopted by Virginia Mason, a hospital based in Seattle. The HR approach was, again, altered in order to encourage staff to report incidents when things went wrong. As with aviation, medicine is a field in which mistakes, due to the gravity of their possible impact, are less easy to own up to, whilst being, conversely, the kind of field in which the honest reporting of mistakes is of the upmost importance. After all, mistakes in the average business may well impact upon the bottom line or customer satisfaction, whilst those within aviation and medicine are, quite literally, a matter of life and death. This is all the more reason why it is a matter of some surprise, not to say embarrassment, that so many businesses still cling to the old approach of dealing with mistakes and of spreading a ‘blame culture’ from the HR department and its dealings with staff, on throughout the organisation.

This change in culture was an increase in patient safety which heralded a massive 74% reduction in the liability insurance premiums.

The approach taken by Virginia Mason produced rapid and easily recorded improvements. The labelling on drugs being dispensed throughout the hospital was altered in order to reduce the likelihood of the wrong prescriptions being delivered under high pressure situations, whilst the system of giving coloured bracelets to patients upon admittance was changed to one of text based bracelets when it was realised that colour blind nurses might confuse, for example ‘Do Not Resuscitate’ with ‘Allergic to Penicillin’. Checklists were introduced in the operating theatres (an example of the kind of improvement which seems blindingly obvious when viewed from outside the maelstrom of day to day operations), as were ergonomically designed surgical tools. The overall result of this change in culture was an increase in patient safety which heralded a massive 74% reduction in the liability insurance premiums the hospital was paying.

One company which is famous for creating an in-built system via which members of staff can report problems before they become a cemented part of the process is Toyota, which, under the auspices of the Toyota Production System, encourages even the smallest failure to be notified as soon as it occurs. Workers on the production line, upon spotting a mistake, were encouraged to pull the ‘andon cord’ suspended above them. Thus, a diagnostic process kicked off and help was summoned and, if the problem could not be solved more or less immediately, the production line was halted, under the reasoning that it was better to delay production and lose a strictly defined amount of revenue than to leave a mistake unreported and risk a much greater, less predictable loss in the future. It’s interesting to note that the overhead cords themselves, from 2014, were being phased out in favour of waist high buttons, in order to create a more comfortable, less visually cluttered and, above all, safer working environment. A genuine example of a part of a process of continuing improvement actually being improved itself and, once again, with a HR focus – the comfort, safety and working conditions of the members of staff being the driving motivation for the change.

Martin Brenig-Jones

The use of the andon cords (or wireless buttons as they will now become), the reporting of aviation incidents and the changes brought about at Virginia Mason hospital are all examples of how systems need to be put in place, but will then only work if the culture of the organisation is such that no member of staff will be fearful of metaphorically ‘pulling the cord’. Your HR department can play a vital role in ensuring that this is, indeed, the case. Not only should processes such as recruitment, training and staff reviews be subjected to the process of continual improvement – deciding whether it’s necessary to have a three stage interview process, for example, or whether just the one interview, providing it asks the right questions, will suffice – but the HR department should be seen as a focal point for staff feedback and a department within your organisation through which staff will feel able to admit to things going wrong or challenges being impossible to surmount. The problems sometimes associated with bringing about change within an organisation will be minimised somewhat if the department tasked with pushing through that change is one which is regarded as being ‘on the side’ of the individuals responsible for embedding said change.

Time and again, the lessons learned from process analysis and the changes decided upon flounder in the cold light of day, when the next bout of firefighting has to be engaged upon before genuinely new ways of thinking can be embedded. Putting your HR department at the heart of such change will help to ensure root and branch reform, driving your organisation into the future with a set of processes, and a workforce, ready and able to deliver.

Find out more

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Catalyst achieves trusted provider status from Institute for Continuous Improvement in Public Services

Catalyst Consulting — Wed, 04 May 2016 14:34:08 +0000

We are delighted to announce that our full programme is now formally accredited by ICiPS (Institute for Continuous Improvement in Public Services) enabling us to offer special discounts and CPD credits to all members.

ICiPS has the mission to embed continuous improvement (CI) within the delivery of public services; developing a continuous improvement community that works as one to share best practice, knowledge and ideas.

Debbie Simpson, CEO, summarised:

“I am delighted to confirm that the depth, content and quality of subject matter covered were sufficient to become ICiPS Recognised and provide a fast track route to Professional Membership for delegates”

Find out more

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Managing with Agility – Lean Workshop with Quality Scotland

Catalyst Consulting — Tue, 01 Mar 2016 16:58:42 +0000

Catalyst Consulting today co-hosted the ‘Managing with Agility’ Lean Workshop in conjunction with Quality Scotland.

“Excellent organisations are widely recognised for their ability to identify and respond effectively and efficiently to opportunities and threats.” – Quality Scotland.

Our Lean Workshop with Quality Scotland explored how Lean and the EFQM Excellence Model can work together to help drive change and efficiencies in your organisation and speakers on the day included delegates from Sky, Dumfries and Galloway Council and Finmeccanica.

Moore Allison, Director of Learning Solutions at Catalyst Consulting, commented: “There was very enthusiastic delegate feedback from today’s Lean Workshop “Managing with Agility” Participants from private, public and the third sector heard from speakers sharing their experiences of using and deploying Lean Six Sigma and discussed its natural synergies with the EFQM Excellence Model. ”

[box]Find out more about participating in our open Lean Six Sigma Training courses.[/box]

[box]Find out more about our new Lean Six Sigma Online Training.[/box]

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What the press are saying

Catalyst Consulting — Mon, 15 Feb 2016 16:39:12 +0000

Catalyst Consulting are delighted that news of the launch of our brand new Lean Six Sigma Online Training has been featured in the following publications.

[box]Find out more about our acclaimed Lean Six Sigma Online Training courses.[/box]

Lean Management Journal – New online training course launched

“Catalyst Consulting today announced the launch of their online lean six sigma training, offering customers the opportunity to take their market leading and award winning lean six sigma training class-room courses online.

Catalyst’s training, which attracts world-class levels of customer satisfaction, now offer their lean six sigma yellow belt and green belt courses online, enabling customers to participate and choose how they engage with their training without leaving the office.

Martin Brenig-Jones, Managing Director at Catalyst and co-author of the best-selling Lean Six Sigma for Dummies, comments: “We are delighted that our successful lean six sigma training programmes are now available to customers online. We also provide a certified Catalyst coach to support each participant and we hope that this personalised element will encourage delegates to engage with these online learning materials.””

[box]Read the full article on the Lean Management Journal website here.[/box]

[hr]

Process Industry Informer – Award winning lean six sigma training launched online

“Catalyst Consulting are delighted today to announce the launch of their online lean six sigma training, offering customers the opportunity to take their market leading and award winning lean six sigma training class-room courses online.

[box]Read the full article on the Process Industry Informer website here.[/box]

[hr]

HR & Charity News – Six Sigma Training now available online

“Training provider Catalyst Consulting have announced the expansion of their lean six sigma training, which means delegates now have the opportunity to take the award winning lean six sigma training courses online.

Having recently celebrated their 20th anniversary, Catalyst have provided clients across both the public and private sector with lean six sigma training and consultancy services for many years. The new online option will enable them to reach an even wider market and engage participants who would not be able to attend formal classroom training.

Martin Brenig-Jones, Managing Director at Catalyst and co-author of the best-selling Lean Six Sigma for Dummies, comments: “We are delighted that our successful lean six sigma training programmes are now available to customers online. We also provide a certified Catalyst coach to support each participant and we hope that this personalised element will encourage delegates to engage with these online learning materials.””

[box]Read the full article on the HR & Charity News website here.[/box]

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Six Sigma Training now available online

Catalyst Consulting — Fri, 12 Feb 2016 11:18:52 +0000

Catalyst Consulting are delighted that news of our new Lean Six Sigma Online Training has been published in HR & Charity News.

Read the full article on the HR & Charity News website here.

[box]Find out more about our acclaimed Lean Six Sigma Online Training.[/box]

The post Six Sigma Training now available online appeared first on Catalyst Consulting.

Award winning Lean Six Sigma Training launched online

Catalyst Consulting — Thu, 04 Feb 2016 10:26:08 +0000

News of the launch of our Lean Six Sigma Online Training has been published in Process Industry Informer.

Read the full article here.

Find out more about about our new Lean Six Sigma Online Training courses.

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Our new Lean Six Sigma online training courses featured in Lean Management Journal

Catalyst Consulting — Tue, 02 Feb 2016 14:37:39 +0000

News of the launch of our new Lean Six Sigma online training courses has been featured in Lean Management Journal.

Read the full article here.

Find out more about how our new Lean Six Sigma Online Training courses can help you.

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