kkhqsc18_21092018v1
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1. What should be doing in 5 years time?
2. If you could do one thing next month to improve outcomes or experience for people that you serve, what would it be?
3. What at work annoys you the most?
4. If you had an opportunity to propose a new service or product, what would it be?
- • Be clear about the deployment approach (Multi Model), before start detail planning
- Strategic alignment: why we are doing this
- • Strategic flexibility: things change •
- • Additional workload: Respect existing workload, minimise distruption
- • Top management support: Keep top management engaged and informed
- • Identify early adopters and change agents: Target and make use of early adopters
- • Quick wins: Show off quick wins
- • Focus on high impact, high volume, Simplify
- • Know where we are at, manage unrealistic expectations and learn to “walk before to run”
- • VOC, Listen to the Gemba
There is no magical “one size fit all” model with deployment strategies.
By adopting a multi model strategic approach to complex transactional projects may help to contribute towards increasing the probability of success with the project.
Ken Kok, NZCE, Dip Mgt, MBA
HQSC Scientific Symposium
Te Papa, October 2018
Strategic deployment of a Quality System
Methodology:
Multi Model Strategic Approach
Challenges &
lessons learned
Context
Ken Kok 2018
History
Increasing the probability of success in
a complex system
Change Management
Model for improvement
What we do
- Merger of Recovery Solutions Group and Richmond New Zealand (July 2015)
- Over 1000 staff nation wide, and growing
Provides a wide range of community-based support services in New Zealand
High level
Mintzberg
Alignment
Communicate
Network
Training
Education
Target Levels
Early adopters
Lead Projects
Quick wins
Review
Reflect
Celebrate
Support
Extra work
Resistance
Recognition
Quick wins
Clear concise answers to 3 Key Questions:
1. What are we trying to accomplish?
Develop and deploy a quality system for the entire organisation (Big Q)
2. How do we know that a change is an improvement?
Through outcomes and process measures with baselines and linkage to organisation strategic KPIs
3. What are the changes that will result in an improvement?
Four Critical to Quality (CTQ) strategies
Services
- Mental Health
- Addiction
- Disability Support
- Social housing
- Peer Support
Politics
Strategic alignment
Measurements
and VOC
Why
Communicate Clear Strategic Alignment
"Sense of purpose"
Critical To Quality
Improvement Projects
In the past, focus on “Quality” was just Quality Assurance at front end services.
Leadership Team wanted to spread Quality across the entire organisation, and embed quality as "business as usual" for everyone.
In 2017, The seeds for "Big Q", a Quality concept for the whole organisation were sown.
Management Team
Quality Team
4 Key Drivers
VOC from Gemba