On Your Side Continuous Improvement. Using continuous improvement to deliver On Your Side

Transcription

1 On Your Side Continuous Improvement Using continuous improvement to deliver On Your Side

2 Agenda Our company Our initial approach How we serve the organization Our journey Lessons Learned: Four case studies: Using VOC to improve OYS CI Deployment 2

3 Nationwide - Company Background Founded in 1926 as the Farm Bureau Mutual Automotive Insurance Company Grew into one of the largest insurance and financial services companies in the world Ranked #127 of Fortune 500 Companies with more than $135 billion in statutory assets 3

4 Original Deployment Strategy & Plan On Your Side behaviors provide foundation Take ownership Personalize the relationship Make it easy Work efficiently Parameters Integrated Lean Six Sigma (LSS) methodology Small COE with a decentralized deployment model Focused non-mandatory roll-out ( pull vs. push ) Begin with existing continuous improvement teams (identified 30 teams across the company) Blended learning model with tiered curriculum for each audience Simple toolset for grass-roots teams and managers Black Belt / Green Belt for existing continuous improvement teams Immediate use of Voice Of Customer to make ongoing modifications Three-year deployment horizon 4

5 Existing Responsibilities On Your Side Continuous Improvement Our approach ties to our unique culture OYS Building Blocks OYS Results OYS Culture Leadership Engage leaders to develop a culture (environment) of continuous improvement OYS Actions Demonstrate behaviors that reinforce are focus on what matters most to our customers People Leader Engagement Associate Engagement Agent & Producer Engagement We are On Your Side OYS Continuous Improvement Provide a disciplined framework which incorporates voice of customer and data to solve business problems Customer Experience Business Results Provide the best personalized customer experience at a competitive price Behaviors Habits Engagement Culture 5

6 How we serve the organization Vision: To enable Nationwide s strategy of providing the best personalized customer experience by creating a unified capability of continuous improvement at all levels of the company. Mission: Incorporate Voice of the Customer into all Nationwide business processes and align processes to customer expectations and needs Facilitate data driven decision making across the company Empower all associates with tools and techniques to improve the work they do (Coach) Grass Roots Create a sustainable culture of continuous improvement Equip and empower associates to become agents of On Your Side improvement change Actively involve local leaders End-to-End Process Management Center of Excellence (Institutional Capability) Deploy continuous improvement training and toolset to all levels of the organization Create continuous improvement community of practice to share learnings Consult with business partners to solve problems (Coach / Consult) Major Strategic Initiatives Focus on key transformational initiatives where there is a big impact to the customer and / or bottom line Billing Written customer communications Execution excellence (Partner / Drive) 6

7 Our Journey and Program Changes Plan and Build Aug Dec Framework, team and model built January OYS CI Go live Consulting engagements begin June New Champion Workshop begins January Deliver Black Belt / Green Belt training to 175 associates 35 Champion workshops Begin building and / or revising: Executive Sponsor On-line Champion training On-line Sponsor training Incorporate new Prosci Change Management content OYS CI deployment work begins September Delivered training to over ~3,300 associates with ~1,800+ projects and ~$XXM in planned benefits b July Stategy proposed for OYS CI October Business Case Approved November December February New LSS Training begins: Delivered training to 1,300+ technical hotline Seven waves of Black associates, with over 600 Belt / Green Belt training projects improving customer begin experience and ~$XXM in On-line Champion begins planned benefits On-line Sponsor begins August On track to deliver Black Belt / Green Belt training to ~200 associates and ~80 Champion workshops Built and piloted Executive Sponsor training Rolled out new on-line Champion training Deploy and Institutionalize 7

8 Case Study One Improve curriculum to drive participation and success of participants Sponsor Champion** Green Belt Black Belt For the Supervisor / Manager and/or Process Owner Focuses on how to support CI efforts among their teams Provides basic CI information via ~4 hour on-line learning model **Equivalent to White Belt training All associates Especially those for which CI isn t their primary job Focuses on the basics of continuous improvement Encourages associates to continuously improve their work processes and their customers experiences Empowers associates with an easy-to-use CI toolset Training options: 1 day classroom training ~8 hours on-line learning Audience Associates who spend 30 % - 50% of their time doing CI work Curriculum Focuses on blended Lean and Six Sigma curriculum, with an emphasis on Lean Incorporates project and change management skills training 16-week; Blended learning model / simulation Personalized coaching Five training waves per year Associates who spend >75% time doing CI work Focuses on blended Lean and Six Sigma curriculum with emphasis on statistical analysis Incorporates project and change management skills training 20-week; Blended learning model / simulation Personalized coaching Two training waves per year 8

9 Lessons learned - Champions Original on-line Champion learning was: Too long (8 hours) Not Nationwide specific Low participation Lower than expected satisfaction scores of 7.5 on 10 point scale Curriculum Changes: Champion workshop added Champion on-line training updated with videos, audio hosts and Nationwide specific examples 9

10 Lessons learned - Belts Original Belt training consisted of: On-line learning Bi-weekly study halls with standard content Bi-weekly one-on-one coaching (augmented with consultants) One or two hands-on simulations Project work Curriculum changes: Focus on components below 8.0 Green Belt Study Halls Topics chosen by participants Developed additional content and quizzes based on learning gaps Focused on practicing with tools and templates (not lecturing ) Operationalized technical hotline for questions to address on-line course work learning gaps 10

11 Lessons learned - Belts Original Belt training consisted of: On-line learning Bi-weekly study halls with standard content Bi-weekly one-on-one coaching (augmented with consultants) One or two hands-on simulations Project work Curriculum changes: Focus on components below 8.0 Simulations Added content Augmented timing 11

12 New and improved curriculum provides six levels of learning to maximize execution Exec // Sponsor Champion Green Belt Black Belt For Business Leaders / Managers / Supervisors of associates Focuses on how to support CI efforts among their teams Provides basic CI information via 2 hour classroom training or 4 hour on-line learning model Details the actions required for successful sponsorship **Equivalent to White Belt training All associates Especially those for which CI isn t their primary job Focuses on the basics of continuous improvement Encourages associates to continuously improve their work processes and their customers experiences Empowers associates with an easy-to-use CI toolset Training options: 1 day classroom training 4 6 hours on-line learning Audience Curriculum Associates who spend 30 % - 50% of their time doing CI work Focuses on blended Lean and Six Sigma curriculum, with an emphasis on Lean Incorporates project and change management skills training 16-week; Blended learning model / simulation Personalized coaching Five training waves per year Associates who spend >75% time doing CI work Focuses on blended Lean and Six Sigma curriculum with emphasis on statistical analysis Incorporates project and change management skills training 20-week; Blended learning model / simulation Personalized coaching Two training waves per year 12

13 Overall effectiveness of Changes 13

14 Calendar Days On Your Side Continuous Improvement Case Study Two Improve Certification rates and cycle time End to End Certification Cycle Time in Days Any Questions? 14

15 Improving certification rates and cycle times by use of quad report * 20 Weeks 8 Weeks Weeks Weeks Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb 2010 Training 60 Day 150 Day Jan 2011 Review Review 1 year Meeting milestones Not meeting milestones 1 2 Passed exam and Project 1-completed and Project 2- Analyze or higher On target to complete certification Completed course work and Passed Exam Project 1- in Measure or below Low coach interaction 3 4 Completed course work and Passed exam and Project 1- Analyze or higher Project 2-Define or higher Coaching required Course work not completed and Has not passed exam High coach interaction Key On target for certification = months Exam score of 80% or higher to pass Coursework progress tracked per Moresteam report. Wave Review: 1st-60 day review Coursework, Exam, Project 1 2nd-150 day review Coursework, Exam, Project 1, Project 2 3rd-1 year review Coursework, Exam, Project 1, Project 2 Low Coaching Coaching Effort High Coaching DMAIC Framework Define Measure Analyze Improve Control 15

16 Case study Three Improve Community of Practice (CoP) active participation rate to help build a culture of continuous improvement On Your Side Continuous Improvement CoP to support efforts Original: Quarterly meetings Collaboration site CoP Changes: Monthly meetings Introduction of SIGs (Specific Interest Groups) Quarterly Open house events Use of external speakers Expansion of collaboration site Use of Yammer 16

17 Case Study Four Benefit Realization to drive value DMAIC CI Project Benefit Capture - Defects You cannot validate what you do not capture Total Projects Total Defects You cannot realize what you do not validate Benefit realization becoming increasingly important to the business DMAIC CI Project Benefit Capture - % Defective

18 Fishbone to determine root causes 18

19 How we capture, track and realize benefits today 1 1. CI Project Leaders are guided through a series of questions to ensure all project benefits (quantifiable and non-quantifiable) are captured. 2. Benefits are validated with Sponsor and Finance. 3. Benefits are calculated and posted to project financials and reported

20 How are the changes working Implemented changes on January 1, 2012 Received very positive feedback from users and finance Measuring results 20

21 Using VOC to continuously improve our deployment Living what we sell Measure all components of our deployment Continue to augment / course correct as needed 21

22 Questions 22