Embedding the Culture of Continuous Improvement

Master Class
“Embedding a culture…”
Background
For more than 5 years we've been researching a concise and sustainable approach to change. The
experience that makes up PTE has been gained from working in many different cultures and industries. And
our biggest learning has been around people. We were so glad to be offered the chance of supporting the
Public Service event at the Manchester Conference Centre, by providing a master class on 'Embedding the
Culture‘, which is at the core of how we work. At the heart of all of our successful changes has been people,
from engagement through to empowerment, this is why people come first in our books, and tools and
techniques second.
Summary
What a great day we had, it is brilliant to see so many people understand the importance Culture plays when
it comes to successful Continuous Improvement. Thank you to all of those who came to our master class to
find out how "Embedding the Culture" works. “It was refreshing to finally see an approach that sets out to
achieve cultural change, as apposed to it being almost a by-product of implementing the same old tools and
techniques. This is a great way of implementing change that is sustainable” Director.

Continuous Improvement
A simple approach to Cultural Change
6Development stages
12Simple steps
Engagement,
ownership and
empowerment!
People 1st
,
lean tools 2nd

Development
For everyone to achieve change, while still smiling
• The master class has so far been designed around PTE’s Pyramid of Cultural Change; this Pyramid has
been developed and formed based on many years of research. And is formed to ensure change is
sustainable.
• PTE’s Cultural Change Pyramid is used as a model for success, and is at the base of ‘how we work’. It
encompasses key stages to organisational development and as well as the 12 steps it also includes a
Behavioural Matrix, shown bottom right.
• The Pyramid has gained wide recognition, since its conception from clients, and via LinkedIn gained
acknowledgements from CI leaders. 1 - Embryonic 2 - Infancy 3 - Responsive 4 - Perceptive 5 - Dedicated 6 - Habitual
Customer Focus
(Output PP & PFG)
10
Understands the importance of
customer satisfaction and
strives to achieve and maintain
it.
1.10
Responds to customer needs.
Translates customer needs into
deliverables.
2.10
Strives to achieve excellence in
customer service, focusses lean
implementation on improving
anticipated customer
requirements and acting on
them to ensure enduring
success of the partnership.
3.10
Manages for long term customer
satisfaction. Uses the reduction
of the 7 wastes to support
opportunities to secure further
business. Actively supports
endeavours to secure new
business.
4.10
Establishes partnerships with existing
customers. Uses these partnerships to
win further business. Anticipates future
needs and develops strategies to meet
these.
Establishes relationships and builds
credibility with potential customers
through a best practise tour.
5.10
Builds strong relationships with most senior
and influential individuals within current and
potential customer organisations and other
influential parties. Utilises People in
customer visits to highlight cultural change
and care for the C ustomer.
6.10
Best Practise (Audit
PFG)
Delivering
results/commitment to
ac hieve
9
Aims to meet targets.
1.9
Actively involved in Audits and
works hard to meet targets.
2.9
C ommunicates progress and
difficulties encountered with
Audits.
3.9
Translates audit results into
attainable, focused and
understandable goals. R e-
evaluates team performance
with view to improvements.
4.9
Sets challenging goals and inspires
high levels of commitment to the
Auditing of C ontinuous Imrpovement.
5.9
Adjusts strategy based on C ultural and
C ontinuous Improvement audits.
C onstantly seeks to improve audits process
to improve C ultural state.
6.9
Appraisal +
Autonomy (PP)
Developing oneself and
others
8
Recognises need for self
development. Assists others by
passing on practical skills and
knowledge.
1.9
Shows enthusiasm to acquire
new skills. Acts on identified
development need.
2.8
Strives to improve own
performance. Recognises and
addresses own development
need.
3.8
Encourages the development of
teams Mastery, Autonomy and
Purpose. Takes responsibility for
managing own development.
Aligns self development with
business needs.
4.8
C reates a learning organisation
focussed on growing its people. Adopts
and advocates continuous people
development. Acts as coach and
mentor to others to help them reach
their full potential through Mastery,
Autonomy and Purpose.
5.8
C reates best practice People Development
in Group through the use of the 7 focus
areas. An authority on a culture of
Education, and a Power Motivator.
6.8
Operational
Performance (OEE,
SIR PFG)
Equipment
Effect iveness and
Workplac e Standard
7
Highlights OEE and WPS
performance.
1.7
Schedules performance
improvements from OEE and
WPS outputs.
2.7
Identifies short term and long
term objectives from OEE data
and WPS audits.
3.7
Develops plans to maximise
efficiency and Workplace
Standards. Translates long
term objectives into clearly
defined plans with team
involvements. (target board
ownership etc)
4.7
Has vision for long term plans to
develop Operational Performance and
motivates the team to achieve this
using WPS and OEE.
5.7
Sets new standards and targets for the
businesses Operational Performance, giving
a long-term direction for Morale, Ownership
and Pride.
6.7
Empowerment (PP)
T eam working
6
Recognises need for teamwork
1.6
C o-operates with colleagues and
seeks opportunities to network
with others.
2.6
Encourages the team to take
resposibility. Supports team
work within own team and
others across the business.
3.6
Stands up for what counts, and
always creates opportunities for
team building. Builds team
working ideals into working
practices.
4.6
Leads a culture of co-operation within
the business. Develops and supports
cross-functional working using the 4
Power habits.
5.6
Empowers team to create a C ulture of
C ontinuous Improvement. Works outside of
comfort zone to ensure business objectives
are met. Embodies the 4 Power Habits, and
provides people with the power to affect
change.
6.6
Worldwide Solutions
(PFG)
Problem Solving
5
Identifies problems and seeks to
find resolution. Escalates where
appropriate.
1.5
Recognises problems and takes
appropriate remedial action.
2.5
Uses own experience to
investigate potential causes and
to develop solutions in a
structured and logical way.
3.5
Undertakes the use of
Worldwide Solutions with the
team to identify and solve daily
problems.
4.5
Leads the business through the
Worldwide Solutions structure so root
cause for problems are identified and
eliminated before they develop into
problems.
5.5
C reates a culture of continuous
improvement where problem solving
through teams knowledge and root cause
analysis are fundamentals of the business.
Actively shares best practise solutions.
6.5
Inspir e (PP)
C ontinuous improvement
and leading change.
4
Accepts and adapts to change
and new ways of working.
Supports supervisor/manager in
identifying opportunities for
change.
1.4
Looks to identify opportunities
for change and improvement
within team.
2.4
C hallenges current ideas and
develops suggestions for
improvements.
3.4
Has a specific agenda for
leading change in line with
business objectives. Encourages
a C ulture of C ontinuous
Improvement.
4.4
Engenders a culture where change is
embraced and not regarded with
suspicion or fear. Motivates a C ulture
of C ontinuous Improvement using the
4 fundamentals of Inspirements.
5.4
Inspires the direction of C ontinuous
Improvement. Inspires team to change the
face of the business forever. Truly
passionate about a C ontinuous
Improvement C ulture, lives the 4
fundamentals of Inspirement.
6.4
Communicate (PP)
and (Comm C entre
PFG)
Engagement +
Awareness
3
Makes positive efforts to
communicate effectively. Uses
influence to shape tasks.
1.3
C ommunicates clearly and
effectively. Influences
colleagues to achieve goals.
2.3
Understands need for two way
communication and imparts
information clearly and
effectively. C onvinces others of
a point through a variety of
persuasion styles.
3.3
Uses communication to achieve
business goals. Manages clear
communication processes
through the business and
externally, using a variety of
methods. Appreciates the
importance of winning people
over.
4.3
Leads a listening culture where people
know their contribution is valued.
Ensures that employees in business
can approach for help and guidance.
5.3
C reates an inclusive culture where
employees understand their own area of
the business and the impacts of further
C ontinuous Improvement. Shows complete
team involvement at C ommunication
C entre.
6.3
Vision (VSM PFG)
Strategic
thinking/dept h and
breadt h of thinking
2
No consideration of
valuestream.
Improvements impact at
isolated points.
1.2
Understand how important the
improvement of flow of Value is
through the business.
C reates an action plan for
identified starbursts.
2.2
Maintains an overview of blue
sky objectives.
C reates short term and long
term objectives from identified
starbursts
3.2.
Understand the cause and
effects of the business
opportunities highlighted
through VSM.
Translates blue sky objectives
into clearly defined plans.
4.2
C onceptualises and establishes future
direction.
Has developed a vision and strategy
based on blue sky future state and
develops long term plans and team to
develop the business.
5.2
Advocate of C ontinuous Improvement, and
considers broad economic and industry-
specific environments in developing and
guiding strategy for own business and
Group.
Sets vision for the business using VSM,
giving a long-term direction for C ontinuous
Improvement.
6.2
Lead from the Front
(PP)
Managing people
1
Team member, who may have
supervisory responsibility.
1.1
Manages team, monitoring
performance against objectives.
2.1
Acts as role model to team,
leading by example to achieve
business goals
3.1
Shapes team for optimum
cultural effectiveness. Motivates
team to perform at maximum
potential. Ensures team deliver
improvement plans.
4.1
Optimises continuous improvement
design and performance. Leads a
coaching and mentoring C ontinuous
Improvement C ulture. 5.1
Harnesses the potential of people to make
a voluntary and total commitment to
change. Provides lean leadership to own
business and across the Group. Focuses
organisation to support the C ontinuous
Improvement C ulture strategy of Every
person, every process, everyday -
improving.
6.1
CONTINUOUS IMPROVEMENT CULTURE - BEHAVIOURAL COMPETENCY MATRIX

Creating change
That works for you.
• Most people now know that Lean tools alone will not create
sustainable change, in fact you may get 6 months if your lucky. This
was so refreshing to see a conference entitled ‘Continuous
Improvement – Embedding the culture into the public sector’
• PTE’s master class on ‘Embedding a culture’ includes something
that is vitally important to change – Powerful People. This education
and experienced coaching and mentoring is one of the key elements
of the Pyramid.
• The content of the Pyramid is clearly important to our master class,
but not as important as how and when it should be lived. Each tool,
technique and people development should happen at the right time
to ensure that the 6 stages of organisational/ team development
evolve along the cultural change journey.
• The main message from our master class is that you can create
sustainable change, and our experience and research regarding
previous successfully implementations of Continuous Improvement
Cultures has been developed into the Cultural Pyramid.
People Power cycle

Embedding a culture
Continuous Improvement Conference 2013
• We are very passionate about cultural change, and Continuous
Improvement is the way we live, we hope everyone who attended
our master class feels the same. Good luck!

http://www.performancethroughengagement.com/
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Embedding the Culture of Continuous Improvement

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