113 – Improving service operations. Finish with service redesign.

Posted by Colin Weatherby                                                                         1300 words

service redesign board

The first post on improving service operations covered service action planning. Both posts have followed a discussion about service improvement with a colleague in which he described a process he has been using with operational staff to work out how their work can be improved. This post discusses redesigning services when that has been an action identified in the service action plan.

If the need to redesign services has been identified in the service action plan there is a good chance that all team members are on board and prepared to discuss some big changes. This is really a prerequisite for significant change in local government, otherwise there is a risk that you are just ‘revolutionising’ people and will have no long term effect.

Stage 2 – Service redesign.

The first step is to separate the services with different demands, operations typology and performance objectives (this has been the subject of an earlier post). Then related services are grouped together. The last step is to redesign services to integrate similar services and plan implementation of the new service. This includes risk analysis of key aspects of the service and planning the new supervisory role required to make the service design work. Continue reading

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107 – Separate, relate and integrate. Redesign operations to meet services demands.

Posted by Lancing Farrell                                                                              570 words

good cheap fast

Some basic tools are needed to redesign operations to improve performance. Many people charged with responsibility for managing services have limited skills in how to redesign and improve them. Here is a simple and effective approach – just separate, relate and integrate.

The separate bit is about understanding the different demands being placed on the system. Usually, a performance problem is masked by a mess of different demands that have been mixed in one or two delivery processes. The important characteristics of services demand are the expectations of people creating the demand and how the demand is presented. It is essential to separate each type of demand according to its performance objectives and characteristics. Continue reading

68 – Design a management job for high performance. Part 2 – some local government examples.

Posted by Lancing Farrell                                                              1000 words

sliders

In the first post I discussed a tool that you can use to test your current job design to see whether it has been designed for high performance. In the second post I elaborated on the theory behind the tool. In this post (another long one I am afraid) I will attempt to apply it to design three local government management positions that I am familiar with. Continue reading