BBC Spark : Lean at the BBC DOC ID BBC Spark : Lean at the BBC Gemma Tomkinson Manager, BBC Spark Dolly Gulliford, Business Manager, BBC South Bournemouth University 7 April 2016

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DOC ID The BBC’s Lean journey Case Study The Future Q&A

DOC ID We create a spark… Spark is an in-house team that brings resources, skills, ideas and methodologies to help other parts of the BBC think differently about the way they work and change for the better A Spark project is the start of something much bigger; a change of attitude and way of working

To be a catalyst for cost-efficient creativity. DOC ID Vision To make the BBC the most efficient and effective public service broadcaster in the world, maximising value for audiences and creating capacity to meet new challenges. Mission To be a catalyst for cost-efficient creativity.

BBC Objectives 2015/16 Songs of Praise English Regions Newsround DOC ID BBC Objectives 2015/16 Songs of Praise English Regions Newsround Radio 1 BBC Digital Platform

? Tough 26% savings challenge DOC ID ? Tough 26% savings challenge Preparing for a digital future and for the next Charter period We knew what we had to do…but not how we were going to do it

Pilot: “Efficiency Services Team” Building the Team Self-sufficient DOC ID Pilot: “Efficiency Services Team” Building the Team Self-sufficient BBC team of 20 Consolidating

The way we manage and measure DOC ID Prepare Diagnose Design Plan Implement Sustain How we think and feel The way we manage and measure Our processes

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Combination of top-down and bottom-up DOC ID Key lessons: What makes Spark unique? Spark staff are a mixture from lean and broadcasting backgrounds. Centrally-funded Spark staff work alongside local staff. Adapt our language to our context. With you, not to you Create films to capture the changes. Hear directly from past “clients” on their experiences. Emphasise the ‘Change Story’ in all our projects. Telling the story Combination of top-down and bottom-up Executive sponsorship. Blend of pull and push projects. Flexible approach.

DOC ID Each project is different and has its own objectives. We’ve worked with many parts of the BBC:

How have Lean tools made a difference? 1. Using standards to ensure quality and minimise waste

2. Using data to solve difficult problems & improve performance Number of instances approved by subs with minor or no changes % of stories with an average word count of more than 300 words Average minutes stories spent in the basket during day shifts. Opportunity: Send story back rather than major rework Opportunity: Basket prioritisation Opportunity: Enforce story word counts English Regions New Media Gathering data can be a big problem at the BBC but it’s always worthwhile. ERNM wanted to become Digital Excellence team but needed to find the time to create these skills. Suggestion was to devolve subbing to regions but had to look at data first to see if viable.

3. Using visual management to track performance Spotlight, BBC South West

3. Using visual management to track performance     Challenge! After Before

4. Use of templates and processes to nurture creativity Ideas Walls Programme Briefs

DOC ID The BBC’s Lean journey Case Study The Future Q&A

Deliver original journalism. Drive the digital transformation of News. DOC ID Deliver original journalism. Drive the digital transformation of News. Make the BBC a better place to work. The project began in the South of England and is part of a programme being rolled out across every region over an 18 month period.

What we did? 197 people have contributed 10 drop-ins, 10 workshops 896 suggestions and ideas 381 general comments 16,000 calories consumed in biscuits

Controller, English Regions Project Governance Governance Collaborative approach Requires dedicated local staff working full-time on the project For 6 weeks Head of Region Controller, English Regions Head of Region Local Project Team Projects Stories Editor Digital Berkshire Bureau Tools & Tech Skills & Training Culture & People Spark staff Project Manager Manager Analyst Local staff Ass Editor BJ SBJ/BJ Full time for six weeks. Responsibilities: Methodology and coaching ‘Lean’ training Facilitation Sharing learnings from other regions Full time for twelve weeks. Responsibilities: Own the project Help management team implement changes Ensure local engagement The process (slide 2 – resourcing) BBC Spark works with each region for six weeks. They are a team in the BBC that helps departments deliver with change and work more efficiently. The process is based on rigorous data collection and wide-scale staff engagement; in every region more than 70% of staff have taken part.

? Stories on more than one platform before and after Spark TV only stories. Awaiting full data. Stories from all platforms South East ? Achievements 25% of stories covered by BBC West Midlands are now original; pre-Spark it was 7%. 85% of stories covered by BBC South West are multi-platform; pre-Spark it was 42%. BBC East redeployed 14 staff, some to a data-driven ‘story-hub’. It champions original journalism, from the large number of homeless people being ‘exported’ from London; to Health Care Assistants carrying out duties they weren’t trained for; to £10m of public money being lost at debt-ridden Northampton Town FC. 26 local radio stations now provide Local Live, with all 40 due by the summer. Digital reach has increased significantly; since the introduction of a social media editor BBC Midlands Today’s Facebook reach has increased from 42,000 to 153,000.

DOC ID The BBC’s Lean journey Case Study The Future Q&A

New Priority Areas for BBC Spark DOC ID New Priority Areas for BBC Spark Alumni Coaching Training