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John seddon it’s the system stupid!
The document discusses the "Vanguard Method" which challenges conventional management thinking. It argues that management assumptions can lead to sub-optimization in organizations. The Vanguard Method takes a systems approach to understand an organization, revealing counterintuitive truths. Specifically, it finds that 95% of variation in worker performance is due to the system, not the workers themselves. It advocates measuring actual performance in customer terms to drive improvement.
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John seddon it’s the system stupid!
- 1. It’s the systemstupid! The Vanguard Method: challenging convention John Seddon Visiting Professor, Derby and Hull Universities Managing Director, Vanguard Consulting
- 2. I think wehave a problem... ‘ Dangerous Enthusiasms’, Gauld and Goldfinch, Otago Press
- 3. The Vanguard Method: challenging convention Two opportunities: Doing things better Doing better things
- 4. Doing better thingsManagement thinking is a primary cause of sub-optimisation
- 5. Management assumptions Alldemand is work to be done Specialisation = > efficient Standardisation = > efficient Manage people Activity = cost SLAs and standard times are means of control They know what their problems are
- 6. The Vanguard MethodStudying the organisation as a system reveals counterintuitive truths Change is a normative process
- 7. A counterintuitive truth“ 95% of variation in workers’ performance is governed by the system”
- 8.
- 9. The Vanguard Archetype (transactional services) Understand demand by ‘type and frequency’ Work as single piece flow; ‘close’ Measure actual time (knowledge) (prevention) Train against HFPVD ‘ Pull’ support Key measures: Capacity and capability Or put ‘clean’ into flow Measure actual performance in customer terms
- 10. Doing things betterManagement thinking is a primary cause of sub-optimisation in SW development
- 11. Dan is theman [email_address]
- 12. Why do webelieve in economy of scale? We think we can make two types of savings: Less of a common resource Lower transaction costs through industrialisation The former is marginal and tricky The latter is plain wrong Download from: http://www.systemsthinking.co.uk/6-economies.asp
- 13. Re-thinking lean serviceWhy ‘lean’ appeals to conventional thinkers... And why it fails to deliver sustainable change... Download from: http://www.systemsthinking.co.uk/6.asp
- 14. Managing for theBetter Simon Caulkin’s summary of the Leaders Summit: Private-, public- and voluntary-sector service organisations achieving jaw-dropping results and culture change is free! Download from: www.systemsthinking.co.uk/6-leaders-summary.asp