Lean Coaching Principles: using Lean Six Sigma and Coaching to Improve the Quality of Outputs Gail Rowles Alison Pattimore UK Office for National Statistics

What we will share with you today Issue Our Journey Successes Lessons Learnt Outcome

The Circumstances Drivers Civil Service Reform ONS Strategy Code of Practice Issues Committed people focussed on task Silo based mentality Questions Are our processes efficient; produce quality outputs ? Do we have a mechanism to embed continuous improvement? Are our processes aligned to ONS strategic aims? Are we adopting the ONS principles?

Our Challenge Concentrate on the how rather than the what (behaviour change – question and challenge) Get staff and stakeholders involved Identifying the best tools Changing the culture

The Original Plan Consistent Quality Assurance

Focus on the customer –understand their perception of value Identify and understand how the work gets done – the value stream Manage improve and smooth the process flow Remove non-value-add steps and waste Manage by fact and reduce variation Involve and equip the people in the process Undertake improvement activity in a systematic way Lean Principles

Six Sigma (Benchmarking) Understand the critical to quality requirements (CTQs) of our customers and stakeholders Understand our processes ensuring they reflect these CTQs Manage by fact Involve and equip the people in the process Undertake improvement activity in a systematic way

Something was missing! OWNERSHIP

The Revised Plan Remove Command & Control Engage Embed new behaviours Create Continuous Improvement Culture ENABLING TEAM

Coaching Learn how to listen and ask the right questions (skills line) Focus on the objective not the solution (Coach) Build confidence through feedback (SEEDS) Adapt our behaviours to suit colleagues style (Communication Preferences)

What went well Full use of the toolkits has successfully Engaged our people Made decisions based on fact Communicated our objectives to a wider audience Produced a mechanism to standardise QA Produced a mechanism to implement continuous improvement

What we learnt Providing an opportunity for people to influence the change process increases receptiveness and enthusiasm Evidence based decision making ensured we had the right solutions – right first time Listening to people and taking things on board encouraged them to share experiences The systematic review has built a more confident workforce

Conclusions In embedding a new culture always remember: It’s the people that make it happen.

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