http://www.BurgeHughesWalsh.co.uk/ en-gb Tue, 21 May 2013 02:41:38 GMT http://www.BurgeHughesWalsh.co.uk/News/January-2013/EMPOWERMENT-COMES-AT-A-PRICE.aspx http://www.BurgeHughesWalsh.co.uk/News/January-2013/EMPOWERMENT-COMES-AT-A-PRICE.aspx Wed, 09 Jan 2013 11:48:42 GMT At BURGE HUGHES WALSH, we believe that world class performance needs the engagement of every brain available – the sharing of knowledge, experience and creativity to achieve the desired outcomes of the organisation’s customers. “With every pair of hands...you get a free brain!” – so said business evangelist Tom Peters and so effort to switch people on – or not switch them off – is essential. The price of empowerment is commitment. The prize of empowerment is continuous improvement of services, motivated teams and better customer satisfaction! The commitment is that in every day and in every way, everyone asks themselves these four questions: - Who is my (our) customer and what do they need? - How do I (we) work to deliver against those needs, ie what are my processes? - How well do I (we) satisfy our customers? - What, therefore, do I (we) need to do differently? It is a perpetual day-by-day cycle that leads to a culture of continuous improvement. We have devised a series of half-day workshops with natural workgroups that combine with team activity and self-assessment to create an empowered team. Part 1: satisfying customers through process excellence Part 2: measuring our performance – how well we satisfy our customers Part 3: improving our processes – the tools of lean Part 4: the empowered team – how we work towards continuous improvement . EMPOWERMENT COMES AT A PRICE – BUT THE PRIZE IS WORTH THE INVESTMENT! For more information contact Stephen Walsh, email swalsh@burgehugheswalsh.co.uk or click below for more information on the four workshops. http://www.BurgeHughesWalsh.co.uk/News/October-2012/EMBEDDING-CONTINUOUS-IMPROVEMENT-video-now-available.aspx http://www.BurgeHughesWalsh.co.uk/News/October-2012/EMBEDDING-CONTINUOUS-IMPROVEMENT-video-now-available.aspx Fri, 05 Oct 2012 09:46:51 GMT Following the recent LEAN GOVERNMENT conference, we have made available the video of the BHW Masterclass, featuring Alan Vogan of Aberdeenshire Council and Brian Connelly of the Identity and Passport Service. http://www.BurgeHughesWalsh.co.uk/News/September-2012/LEAN-IN-GOVERNMENT--an-excellent-conference.aspx http://www.BurgeHughesWalsh.co.uk/News/September-2012/LEAN-IN-GOVERNMENT--an-excellent-conference.aspx Wed, 26 Sep 2012 09:40:44 GMT The recent conference by Publicservice.co.uk hosted some excellent speakers and case studies on lean in the public sector. Burge Hughes Walsh held a Masterclass, introducing process improvement managers Alan Vogan from Aberdeenshire Council and Brian Connelly from the General Register Office. The Masterclass was very well attended by the delegates. Entitled ‘It can be done! Embedding Continuous Improvement in daily activity: two live examples’, its theme was about engaging team members in lean activity by generating excitement and involvement at grass-roots level. The aim of this Masterclass session was to demonstrate by two examples the effectiveness of the ‘Bronze-Silver-Gold’ methodology in embedding a culture of continuous improvement, resulting in improved service performance. It featured stories of how two award-winning public bodies improved services by the application of the ‘Bronze Silver Gold’ (BSG) methodology. Developed by Burge Hughes Walsh, the BSG approach is simple, accessible and low cost and complements change programmes such as Rapid Improvement Workshops, Lean, Six Sigma and Systems Thinking. The session covered the following: • Description of BHW’s methodology for embedding continuous improvement in large organisations; • Building mindsets: customer, process and performance focus; • Engaging natural work teams – ‘with every pair of hands you get a free brain’; • Case study examples delivered by representatives of Aberdeenshire Council and the General Register Office (Identity and Passport Service) – both award winners for their contribution to process improvement; • Fit with lean and Six Sigma In a few days we will be making available the video of the speakers at the Masterclass, so that you can share their stories with your colleagues. For further information, contact Stephen Walsh on swalsh@burgehugheswalsh.co.uk . http://www.BurgeHughesWalsh.co.uk/News/August-2012/Preparing-for-Change-Introducing-AtoZ-Business-Consultancy.aspx http://www.BurgeHughesWalsh.co.uk/News/August-2012/Preparing-for-Change-Introducing-AtoZ-Business-Consultancy.aspx Wed, 01 Aug 2012 10:57:45 GMT BHW is pleased to associate with AtoZ Business Consultancy to enhance the service provision to the public sector. AtoZ Business Consultancy provides pre-intervention and evaluation services that prepare organisations to implement successful Lean or other process improvement programmes. This expertise has been derived from undertaking evaluation studies of process improvement in private sector organisations, central and local government, higher education and NHS Trusts. AtoZ Business Consultancy draws upon the research expertise of Professor Zoe Radnor, and other associates and researchers to offer organisations two specific services: http://www.BurgeHughesWalsh.co.uk/News/July-2012/BHW-is-now-on-the-SourceUK-eprocurement-database.aspx http://www.BurgeHughesWalsh.co.uk/News/July-2012/BHW-is-now-on-the-SourceUK-eprocurement-database.aspx Fri, 13 Jul 2012 11:45:49 GMT The SourceUK e-procurement database lists providers of best value products, services and solutions to the UK Government and Public Sector. Burge Hughes Walsh is now on the list for training and consultancy in lean, six sigma, systems thinking and related areas. http://www.BurgeHughesWalsh.co.uk/News/June-2012/Embedded-Continuous-Improvement-the-foundation-for-organisationwide-excellence.aspx http://www.BurgeHughesWalsh.co.uk/News/June-2012/Embedded-Continuous-Improvement-the-foundation-for-organisationwide-excellence.aspx Wed, 20 Jun 2012 12:10:35 GMT Many forward thinking organizations have implemented project-led improvement initiatives. These have yielded tactical solutions that have delivered benefits. This project-led approach to gaining performance enhancement is more effective when integrated within a holistic approach to improvement, says Stephen Walsh of the process improvement consultants, The Burge Hughes Walsh Partnership. The consultancy’s innovative Bronze-Silver-Gold System enables all types of organizations to engage all of their people and implement project-led schemes such as Six Sigma and Lean, within an overarching Embedded Continuous Improvement culture. This holistic programme has far reaching and long-lasting benefits. Improvement programmes to help companies to cut out waste, boost efficiencies and deliver better customer service come in all shapes and sizes; some are highly complex, while others can be elegantly straightforward. http://www.BurgeHughesWalsh.co.uk/News/June-2012/Continuous-Improvement--turning-Bronze-to-Gold.aspx http://www.BurgeHughesWalsh.co.uk/News/June-2012/Continuous-Improvement--turning-Bronze-to-Gold.aspx Wed, 20 Jun 2012 12:03:40 GMT “We are what we repeatedly do. Excellence, then, is not an act but a habit” – so said Aristotle. Various organisations, including manufacturing and public sector bodies such as councils, have discovered how the Burge Hughes Walsh ‘Bronze Silver Gold System’ (BSG) creates a culture of workplace continuous improvement, successfully transforming people and organisations, where the alchemists only dreamed of transmuting metal. The BSG is predicated on two mechanisms – project-based activity and self-assessment against a predefined set of performance-related behaviours, graded as ‘Bronze-Silver-Gold’. ‘Bronze’ is essentially the education and culture change step, following which team members launch into ‘Silver’, which focuses very strongly on problem solving and improving performance continuously. The aim is to embed Continuous Improvement in the workplace, with the observable outcomes of: • changed behaviours – a demonstrated culture of Continuous Improvement • mindset focused on customers and processes • better operational practices – self-monitored, lean and a benchmark exemplar • improved performance, i.e. -flexible, self-managing workforce -increased capacity - reduced operating costs -better customer satisfaction http://www.BurgeHughesWalsh.co.uk/News/May-2012/BHW-is-now-ISO-Certified.aspx http://www.BurgeHughesWalsh.co.uk/News/May-2012/BHW-is-now-ISO-Certified.aspx Fri, 25 May 2012 11:53:04 GMT We are pleased to announce that BHW is now ISO 9001 registered! This internationally recognised certificate demonstrates our commitment to quality, not only to our clients, but also to our suppliers and fellow team members. Achieving the standard shows that BHW follows eight management principles: 1. Customer focused – we understand that current and future customer needs should meet customer requirements. We strive to exceed customer expectations. 2. Leadership – Partners establish a unity of purpose and direction of BHW. They create and maintain the internal environment in which team members can become fully involved in achieving BHW’s objectives. 3. Involvement of people – we understand that team members are the essence of BHW and that our full involvement enables our abilities to be used for the organizations’ benefit. 4. Process approach – a desired result is achieved more efficiently when activities and related resources are managed as a process. 5. Systematic approach to management – we understand that identifying and managing interrelated processes as a system contributes to the organizations’ effectiveness and efficiency in achieving our objectives. 6. Factual approach to decision making – effective decisions are based on the analysis of data and information. 7. Mutually beneficial supplier relationships – we realise that our organization and our suppliers are interdependent and that a mutually beneficial relationship enhances the ability of both to create value. 8. Continual improvement – continual improvement of BHW’s overall performance is a permanent objective. Working closely with our clients to deliver quality services is part of our fundamental philosophy and we are pleased to have this external recognition. http://www.BurgeHughesWalsh.co.uk/News/March-2012/Process-Improvement--Quick-Wins-vs-Mile-Deep-Thinking.aspx http://www.BurgeHughesWalsh.co.uk/News/March-2012/Process-Improvement--Quick-Wins-vs-Mile-Deep-Thinking.aspx Thu, 15 Mar 2012 10:22:33 GMT How can we take advantage of a ‘Quick Win’ solution without comprising the rigour of any root cause analysis methodology, such as Six Sigma DMAICT? IMAGINE you have been asked to fill a bath tub with water. You place the plug in its plughole, turn on the taps and, satisfied you have launched the task, you disappear into the kitchen for a cup of tea. However, on your return to the bathroom to inspect progress, you discover that there is no water in the bath tub! As you look into the tub you see that the plug has been displaced from the hole. What do you do? Do you pop the plug back in firmly? Or do you launch a six-month investigation before trying again? Clearly you would stick the plug back in, pausing to check that the water isn’t knocking it out again. The reason for the empty bathtub would appear to be obvious (although the reason for the plug’s displacement may require some investigation) and you would get on with it. If, however, you peered into the tub, saw that no water was collecting there despite the plug being in place and the water flowing freely, you would then probably rub your chin and ponder the reason for the water’s absence. That the tub is empty is plain to see –why it is empty is not evident and would require further investigation. Known problem . . .as yet unknown solution! A trite example perhaps, but the dilemma that often faces improvement project leaders is that of addressing what appears to be an obvious fix, when their training has counselled against acting on ‘gut feel’. The very name of ‘Quick Fix’ or ‘Quick Win’ seems to be derogatory of such impulsive action. Senior management too, are pressuring for results and yet the project leader knows he or she has to conduct a thorough analysis, following an extensive measure phase. So are ‘Quick Wins’ legitimate? If so, are there any guidelines for recognising when a solution fix might be implemented, even though the project is still in the measure or analyse phase?... For more thoughts on the matter, click below to read the full article. If you would like to discuss this topic further contact Stephen Walsh on 07775 794472 or e-mail swalsh@burgehugheswalsh.co.uk . http://www.BurgeHughesWalsh.co.uk/News/March-2012/When-you-are-the-best-how-do-you-get-even-better.aspx http://www.BurgeHughesWalsh.co.uk/News/March-2012/When-you-are-the-best-how-do-you-get-even-better.aspx Thu, 01 Mar 2012 10:04:58 GMT For that matter, why should you? You are already providing your clients with an excellent service and response. So why should you concern yourselves with looking at your capability? Three good reasons: 1. the workload increases annually 2. to be competitive, we need to eliminate unnecessary cost in our businesses constantly and improve our responsiveness 3. all of us should feel able to contribute to the continuing improvement of our processes BHW's Focus on Improvement Workshop will help you identify ‘lean’ ways of working using the ‘8Cs’ methodology. ‘Lean’ working means simply operating without fat – or waste. Waste occurs in everything and the trick is to recognise it and then change the operation to eliminate or reduce it. Waste shows itself as cost to the business, which means financial losses. It also steals time, which means less output, which in turn means customers having to wait. The purpose of the ‘Focus’ workshop is to impart understanding of lean principles and the BHW 8Cs improvement methodology to operations staff, so that everyone can apply these to their part of the process, thereby maintaining quality and reducing needless costs. This will enable the business to cope effectively with the volume of work. For further information on this workshop click on the link below or contact Stephen Walsh by telephone on +44 (0) 777 579 4472 or email swalsh@burgehugheswalsh.co.uk.