Right, we're going to move on now to check your understanding. With a series of questions. You might like to pause the video when I've said the question to give you time to think before I present the answer. Right. So question number one. The doctrine of marginal gains argues that a small improvements at each step in the process generate a marginal gain at the process level be only marginal costs and revenues should be considered when planning which processes to improve.

See, small improvements are each step in the process add up to significant gains at the process level. D, involving the people who work in the process improvement gives marginally better results and getting consultants to do it. Which of those points describes best the doctrine of marginal gains? Okay, I'm about to give the answer and the Answer is see small improvements, each step in a process add up to significant gains at the process level. Right question two, why should you involve the people who work in the process in improving it? option A, they are the cheapest resource available.

B they are the people who know the process in depth, including its problems, weaknesses, constraints and risk points. See, they're much cleverer than anyone else in the organization. And the you shouldn't involve them in improvement activity, because production will be affected. Which answer do you think? Well, it's fairly obvious is Option B. They are the people who know the process in depth, including its problems, weaknesses, constraints and risk points.

Question three then, is the following statement. True or false? Finding who is to blame for a problem is good management because they can be disciplined Select all of the answers that apply. Firstly, a true the person who caused the problem needs to be told off and probably retrained be true. Once we find to cause the problem, they won't do it again and the problem goes away. See false, the vast majority of problems are caused by a poor process, we must fix the process not blame the individuals D false.

Unless we encourage the open discussion of mistakes without blame. We will never be able to learn from them and improve. Okay, consider your answers there. Are those statements true statements at the top True or false? Well, the answer is of course, C and D C false. The vast majority of problems are caused by a poor process.

We must fix the process not to blame the individuals and D false unless we encourage the open discussion of mistakes without blame. We will never be able to learn from them and improve Question for them. What was the fourth law of improvement that I slipped in? A always focused on what the customer wants be removal checks and inspections from the process. See provide training and improvement skills and problem solving to everyone in the organization. D the effect of blame is to push mistakes on the ground.

Which answer Do you think describes the fourth floor of improvement? is of course a always focus on what the customer wants. Question five. What is the purpose of the problem statement is it's a to summarize the problems and issues in a way that everyone can understand. B to lay out the objectives for improving the process. C to identify potential solutions for the problems in the process.

D to keep senior management quiet as they won't understand the detail of our analysis. Well the problem statement is best described by point A, to summarize the problems and issues in the process in a way that everyone can understand. Question six, why is it useful to map a process in detail? Select all that apply. A it helps us see the big picture of a business process in all its complexity. Be it helps us to identify every step in the process from order to the moment when the customer receives the product or service, highlighting delays duplication and unnecessary steps.

C it makes us go and see the work in the process. This helps build the relationship with the people who work in the process and know its problems. D it shows us where resources are consumed in the process and thus where savings can be made. Okay, so which of those are correct statements well, As for question six, I have three correct statements A, B and C. A it helps us see the big picture of business processes, and all of its complexity. B it helps us to identify every step in the process from order to the moment when the customer receives the product or service and highlights delays, duplication and unnecessary steps. And see, it makes us go and see the work in the workplace.

And this helps build the relationship with the people who work in the process and to know its problems. Question seven, how can you make change happen in your organization, Select all that apply. Option A be clear about the priorities for the organization and stick to them. Option B. develop policies and procedures which clearly reflect the priorities and values of the organization. See, focus on making numbers and drive down on individuals and teams who don't the implement performance measures which support the priorities and values of the organization. Which of these help make change happen?

Well, the answer is A B and D. So a be clear about the priorities for the organization and stick to them. be developed policies and procedures which clearly reflect the priorities and values of the organization and the implement performance measures which support the priorities and values of the organization. Question eight, what are the four steps of our methodology to engage people in improvement? So please pick four from the options below. A pick a process B, select suitably qualified consultants for the improvement project. C identify the savings in terms of cost and headcount.

Do you get to know your people either Find the problems and constraints in the process. f understand the purpose of the process. g implement solutions to process problems. Which of those are correct? Well, there are four steps so four of them are correct. And the answer in the correct order is d Get to know your people a quicker process.

F understand the purpose of the process, and E identify the problems and constraints in the process. Question nine you know that working on the bottleneck or problem steps in the process will generate the biggest gains. So why would you seek to engage as many people as possible in improvement? Just select one correct answer please? option A. It is useful training for the staff you're going to make redundant in your cost cutting efforts Be it helps keep their minds of boring repetitive work you make them do the rest of the time.

See, the impact of some improvements may be minor, but the energy and momentum generated by people feeling empowered to resolve their work problems will boost all aspects of performance. And the is less expensive than setting up a team building away day events. Okay, well the answer of course is See, the impact of some improvements may be minor, but the energy and momentum generated by people feeling empowered to resolve their work problems will boost all aspects of performance. And final question number 10. The hardest part of improvement is making the time to do it consistently and regularly. How might we get started and Select all that apply?

A speak to customers and staff identify their two biggest bugbears and work to improve those freeing up time to use further improvement be plan your initial approval activity for a quiet period of work. Use the capacity that you free up for further improvement work. See, use sheduled staff training sessions to work on live problems. The find out where in the process the most errors or rework occur. And we work to resolve those problems freeing up lots of time for improvement. Which of those are correct?

Well, I was rather cheeky there. In fact, all four of those are correct. So a speak to customers and staff, identify their two biggest bugbears and work to improve those will free up time for further improvement. Be plan our initial improvement activity for a quiet period of work and use the capacity that's freed up for further improvement. See you scheduled training sessions. to work on live problems and issues, and the Find out where the most errors or rework occur in the process, work to resolve those problems, again, freeing up time for improvement.

Thank you very much for listening to this course. I hope it was benefit to you. I hope it gave you some tools and ideas to take forward into your own workplace. Thank you for your time. Goodbye.