1. Lean Service Change Agent Recruitment1

2. Here’s a quick reminder of what Lean is all about…
What is Lean Service?
Lean Service is a different way of working  with the customer at the heart of everything we do.   It means efficient processes where work flows smoothly with no waiting, no queues, no waste or duplication.  People are involved in both managing and improving the processes they work on and the organisation supports this.
This is not a short term programme but a long term goal which requires that everyone, everyday, thinks and acts differently.   We find better ways to do things using proven methods and simple tools whilst making Operate a better place to work.
Here’s a quick reminder of what Lean is all about…

3. Listening to our customers
Lean Service Vision
Having the right mindset
Organising our people and developing their skills
Managing our performance
Making processes more efficient
Our processes will be visible and accurate with no waste or defects. Everything should flow through the process so there’s no queuing or waiting. We meet our customers expectations because our processes are predictable and in control.
We‘ll organise and develop our people so they perform at their best.
Listening to our customers
Everyone improves how things work better by using problem-solving methods and tools. Every manager will spend time with their team to understand how things work and coach them in how to make things better.
We will be measuring ourselves against meeting our customer commitments and the business costs involved. We make sure our performance against expectation is visible to everyone and as a team, we decide on how we can improve the way we work.
Our customers will be at the heart of everything we do. All processes will start and finish with the customer. And everyone will understand how their contribution helps us meet our customer expectations and make a profit. 3
SOURCE: McKinsey

4. Lean Service Behaviours
Listening to our Customers (Customer Connected)
You understand what customers really want (not just your part in delivering the process).
You know and understand how what you do fits in the process, from start to finish.
You suggest ideas to make things better for the customer.
You speak clearly and simply in a way that customers understand, knowing the part you play in giving a great service to our customers
Making Processes more Efficient (Straightforward)
You understand the different types of waste there are in the process, how they affect business, and how we can work differently to reduce them.
You use the Lean Service tools to work out where the waste is and what's causing it and work to fix local problems
You work with everyone else to help make sure the process that they're working on is better.
You make sure other people know when to ask for any help - and where to find it.
You communicate clearly so things are simple to understand.
Managing our Performance (Drive for Results and Trustworthy)
You understand your role and what you have to do to hit your targets right from the start of the process through to the end.
You're always looking for ways to improve what you do by keeping up with your learning and development.
You follow the standard process but where it doesn't make sense to do that, you help to fix it as quickly as possible.
You share good ideas
You deliver on what you have promised to do and are trusted to do the right thing for the business and our customers
Having the Right Mindset (Heart)
You give things a go
You ask questions to find out about lean service and use the supporting materials
You coach your team mate to help them improve what they do and you share what you know about the best way of doing things e.g. taking time to explain concepts and tools to your work mates who might need some support.
You ask for feedback so you can perform better yourself and respond to all feedback by taking the right action to improve the way you work.
You work with everyone in the process as one big team
You give feedback to both work mates and managers
The Lean behaviours help us understand what it will take from each of us to implement Lean Service successfully. They help us understand HOW we need to work differently in a Lean world.
This slide shows the behaviours that will be needed from team members specifically. To help to adopt these behaviours, FLMs, middle managers and senior managers will all need to change how they behave day to day. There is a similar slide describing behaviours for each of these groups.
We’ve tested these behaviours with some of you and with people outside of the pilot area – we’ve listened to feedback and made them more simple and straightforward.
During the implementation phase, we’ll help people understand what these behaviours mean in practice and involve you in identifying specific actions that you’ll take. This will help us to set clear expectations about How we expect people to behave
We’re also doing more work with these behaviours to be clear about how they’ll be used in the standard performance management process – we know we don’t have answers to all the questions you’ll have about this at the moment but be in touch over the next 4 weeks with some clear guidance about this.
Organising our People and Developing their skills (Helpful and Bottom Line)
You take ownership for learning new things, developing your lean skills and using them at work
You share what you know about what works best. 4

5. Your role as a successful Change Agent…
To lead, educate and support the implementation of each Lean Intervention:
Lead: Defining the milestone dates (in conjunction with the Targets), putting in place the controlling governance, encouraging and tracking progress and benefits of the Intervention and individual improvement projects. Working with the sponsor network to ensure obstacles are removed. Providing regular management updates. If necessary acting as the project manager
Educate: Teach and coach the Targets the relevant tools and techniques. Often initially leading by example and then ensuring the teams are able to perform the tasks for themselves. Validating that they are correctly applying the relevant tools and techniques. Working with Targets and Sponsors to sustain the changes and ensure continuous improvement.
Support: Provide structure, challenge and assistance to help the Targets overcome the day to day problems encountered with implementing Operate 2014, until they are no longer reliant on the Change Agent. Surfacing and managing resistance effectively throughout the implementation. If necessary showing them the art of the possible

6. Lean change agents – the foundations of a good Change Agent
Confident and willing to learn
Willing to make a contribution to improve the situation
Ambitious regarding his/her own career path
Displays confidence and courage; can defend own perspective and support it with data
Confident to challenge behaviour in sponsors and targets to impact the programme
Successful personal and organisational history
Comfortable with giving and receiving feedback
Passionate
Able to implement improvement ideas
Tailors communication to the audience and builds consensus through fact based discussions and common goals
Completer/finisher
Enthusiastic about applying Lean techniques in different environments
Success and credibility with key sponsors
Trust with key targets
Sensitive to human aspects
Aware of the human challenges in every improvement project
Behaves professionally
Inspires (senior) line employees to create their own action plans and achieve results independently
Is comfortable with working within a team environment
Belief in the project
Ability to translate the Sponsors frame of reference (FOR) when talking to the targets
Strong
problem solver
Rigorous and clear in descriptions
Can independently structure, analyse and synthesise findings with minimum coaching
Pragmatic and action-oriented
Awareness of culture and subculture differences
Comfortable with some level of ambiguity
Trained and
some
experience
Trained in Lean and/or Work-Out Plus with some experience in implementing process improvement projects – not essential
Recognized as a leader and or coach in their area
Knowledge-able
Knowledgeable about products and processes
Ability to recognise resistance and develop plans to manage this
Knowledge of the business unit and strategy 6
SOURCE: Team analysis

7. What’s In It For You as Change Agents?
Lead the change
Help build your team
Learn new skills
Work with new people
Raise your profile
Fix problems / get to the root cause
Work in a different way
Improve what we do for our customers

8. Commitments we’re looking for…
Travel
There will be an expectation to be away from home for periods of time and it will involve a significant amount of travel.
Full-time availability from January to March, including
3 day kick off meeting – Jan (Location TBC)
4 day redesign meeting – 6-10 Feb (Location TBC)
Any problems, please and someone will call you back to discuss…
Before we start rolling out lean across BT Operate, we need to get a better understanding of how much waste we have in our processes at the moment and how far we are currently using lean approaches.
We’ve got a small group of assessors visiting teams and observing the way our provisioning and repair processes work in Service Delivery, Service Infrastructure and Service Management.
The assessors are spending part of the day with managers and team members working through a number of survey questions that help us to map how lean we are. They’re spending the rest of the day observing the work that team members do, to build up a ‘Day In The Life of’ (DILO) picture that shows what people are spending their time on, including anything that doesn’t add value for our customers – known as ‘waste’.
Roel Louwhoff will be assessing in Oswestry next week, and other OEB members are scheduled to also do some assessing.
We aim to complete 100 assessments by 9th September, and we need you to be part of this team to undertake assessment over the course of the next 3 weeks. This is a great opportunity in meeting our people and seeing at first hand how we really work.
Shadowing can be arranged if required as well as briefing.
Martin Murtagh will be in contact with you, so please give him your full support.

9. Change Agents Pre-Pilot Training Plan
Change Agent Induction All Hands Call (for all change agents)
14th/15th Dec Operational Change Agent Induction Event to Lean service, pilot approach, roles and responsibilities
w/c 19 December 2011 All Hands Call
Change Agent Facilitation Training (optional, for all change agents)
Training to build your skills and capability in facilitation
Variety of dates available in December
Change Agent Boot Camp (for all change agents)
Lean tools training in advance of pilot commencement
9 – 12 January 2012
Yarnfield Park

10. What happens next if you are chosen to be a change agent?
We’ll send you an invitation to the Induction and Change Agent bootcamp and info about the pre-work required
Complete your change agent skills assessment
Please check the Q&As and send in any further questions to our inbox:
The answers will be logged on the sharepoint site for
Lean Service
Attend bootcamp and pilot launch activities – ready to start working with your team

11. Questions and Answers lean.service@bt.com11