Service Value Chain
A set of building blocks that can be combined in any order to create value streams.
What is the Continual Improvement Model?
A high-level 7 step model that supports improvement initiatives by focusing on service consumer value, linking improvement efforts back to the organizational vision, and promoting an iterative approach to improvement.
What are the 7 levels of the Continual Improvement Model?
1) . What is the vision? Business vision, mission, goals, and objectives.
2) Where are we now? Perform baseline assessments
3) Where do we want to be? Define measurable targets
4) How do we get there? Define the improvement plan
5) Take action. Execute improvement actions
6) Did we get there? Evaluate metrics and KPIs
7) How do we keep the moment going?
What are the 7 levels of the Continual Improvement Model?
1) . What is the vision? Business vision, mission, goals, and objectives.
2) Where are we now? Perform baseline assessments
3) Where do we want to be? Define measurable targets
4) How do we get there? Define the improvement plan
5) Take action. Execute improvement actions
6) Did we get there? Evaluate metrics and KPIs
7) How do we keep the moment going?
What should change agents have at the end of the 1st step of the Continual Improvement Model (What is the Vision?)
- Understand how the organization’s vision, mission, and objectives translate for the specific business unit, department, team, and/or individual acting as the change agent.
- Have a shared high-level vision for a planned improvement or improvement area that includes:
- an agreed high-level direction for the improvement effort
- a description of the planned improvement initiative in the context of the change agent’s scope of control and the improvement vision
- a clear understanding of the relevant stakeholders and how they are involved in the initiative
- and the value expected from the planned improvement.
- Agree on next steps to validate scope, and plan the details of the improvement initiative.
What should change agents have at the end of the 2nd step of the Continual Improvement Model (Where are we now?)
- Have a clear understanding of the current state of the improvement area of focus
- Have baseline measures and metrics of the current stat to be used for later comparison
What should change agents have at the end of the 3rd step of the Continual Improvement Model (Where do we want to be at?)
- A description of the desired future state (preferably a small incremental change)
- The results of a gap analysis, demonstrating current deficiencies
- A prioritized list of improvements with associated smart objectives and balanced KPIs
- Tools to create a detailed action plan
- A clear understanding of the constraints that may influence what can be improved.
- A business case for the improvement initiative
- A high-level agreement on the improvement that is to be undertaken
- Agreement from stakeholders to go forward with the proposed improvements and any associated priorities.
What should change agents have at the end of the 4th step of the Continual Improvement Model (How do we get there?)
- An approved action plan aligned with stakeholders’ requirements for governance
- Action plan should check to see if any of the changes need to be completed in a specific order, if there are quick wins that can be delivered early that can give rapid customer value, and if there are resource constraints that will dictate the flow of change.
- An understanding of the nature of the improvements and the move efficient method to be used to reach the expected results.
What should change agents have at the end of the 5th step of the Continual Improvement Model (Take action.)
- Completed the improvement action by leveraging the previously communicated and approved action plans.
What should change agents have at the end of the 6th step of the Continual Improvement Model (Did we get there?)
- Verified results from improvement actions by leveraging the previously communicated and approved action plans.
- A documented improvement review
What should change agents have at the end of the 7th step of the Continual Improvement Model (How do we keep the momentum going?)
- Confirmation that the implemented improvements are firmly established
- A list of recommendations for additional improvement initiatives or iterations.
- A documented lessons-learned analysis that records thoughts on how to implement improvements better in the future.
- At this stage it should also be advertised if the initiative was a success to build support for the next iteration
What should happen to the ideas that were unable to be implemented in the current iteration?
Ideas that arose during steps 1, 2, 3, and 5 that were unable to be implemented in this iteration should be documented for future action in an improvement register.
Improvement Review
(Sometimes know as a Benefits Realization) is an evaluation using metrics or other evidence to determine whether an improvement has achieved its desired outcomes and, if not, what needs to be done to complete the work.
Lessons-Learned Analysis
The evaluation of an improvement initiative or iteration for the purpose of understanding what did or did not go well and what should be done differently in the future in similar circumstances.
