solutions > TRANSFORMATION

Glasgow Council has 21,356 “Consultants” making Transformation happen;
all focused on bringing smart ideas to the surface.

 
 
 

These superb “consultants” are already on the payroll. They’re called employees!

Every day, every week, every month they use “Employee Voice” to express their thoughts on how to improve, how to transform. And the biggest change is in themselves. They begin to think about how they  - as an individual  - can do things better.

They move from hired hands to hired brains. And managers move to be innovation coaches and change facilitators. Everyone thinks of their work as a Process - a joined-up process which can be better.

Employee Voice is crucial

With “Employee Voice” they have an effective way to scale Continuous Improvement and overcome the barriers to Innovation. There is a way to make conversations about Change both natural and transparent. There is Cultural change taking place through the practice of Inclusion and Diversity.

With Employee Voice there is a proven way to share and spread Improvement ideas. There is a methodology that encourages thinking about potential improvement projects; improving processes that deliver greater customer value.

People become proficient at recognising problems, and that triggers their suggestions:

  • Too many enquiries that can’t be resolved first time
  • Too much rework
  • Too many complaints
  • Too many things not within individual control
  • Process steps with long processing times
  • Excessive delays between steps
  • Excessive checking
  • Steps with high inventory
  • Supply chain issues

They think about problems of Transport or Inventory or Motion or untidy work areas. They get to the root cause of issues.

 Andy Grove, the Founder of Intel, sums it up...

Small things matter. Ask the British Cycling Team

At Glasgow they know that small things matter. They are inspired by the team who were the most successful athletes of all time – the British Cyclists.

People declared they had “magic wheels” but they had not changed since 1996! Their success was working together each year to find over a hundred 1% Marginal Gains to become twice as good! Their success was founded on a cultural change and the idea of actively listening to a diversity of colleagues  and new sources of suggestion.

The lessons are clear: involve the people who do the work; make it easy and rewarding to suggest change. Make conversation natural and frequent. And do it all within a system that is fit for purpose.

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