Transcript Police Planning Process - Policijos departamentas prie VRM

Developing Total Quality Management
‘What Model Do You Use 4
Learning the Lessons’
Jack Hudson
So What Model did you use?
Well of course we used the EFQM Excellence Model
• But what about
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Common Assessment Framework (CAF)
ISO 9000/2000 plus many other standards
Strategic Planning/Hoshin Planning
Police Performance Drivers
Investors in People (IIP)
INK Model
Process Management/Six Sigma
Balanced Scorecard/PPAF/APACS
Human Resource Management
Community Policing Model
Charter Mark
Policing by consent - Context
“Criminals seldom commit offences
in the view of the constable but
they are frequently seen by other
members of the public. If the
police service commands the
respect and trust of the society it
serves, such members of the
public will co-operate in bring
offenders to justice”
Sir Robert Peel: the first Home Secretary of England & Wales, 1830
Neighbourhood Policing Concepts
• Community safety is no longer the sole preserve
of the police
• Clear priorities designed around the community
– Citizen’s focus
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Successfully lead and managed
With seamless service delivery
Partnership enhanced
Using the right people in the right place at the
right time
• Delivering real outcomes
But I am here to
speak about
quality! So
where does
quality fit into
this story?
Simply put, quality is…..
“Meeting
customer
requirements”
John S Oakland: TQM, Text with Cases, 2003
Or more simply!
“Meeting Mr &
Mrs Smith’s
requirements”
Total Quality Management
To be successful, TQM has to impact on
organisational performance, measured on a
‘balanced scorecard’, which includes customer
results. This can be achieved through good
planning and improvements in processes
through the involvement of our people. These
4Ps combined with the 4Cs of customer, culture,
communication and commitment provides a
model for TQM which is equally as applicable in
a policing context
Theory by John S. Oakland
Our key lessons!
Key lessons you may wish to consider;
• The need for Active Leadership involvement
• Integrate TQM activity within the organisational culture
• Developing assessments designed to meet the needs of
your customers
– Not the needs of an award
• Use effective benchmarking
– Best Practice exists everywhere
• Considering internal and external expectations
– Easily set but becomes harder and harder to achieve
• Parasuraman, Zeithaml and Berry
• And a reminder that this is not about ‘badge hunting’
– Do it for the right reasons
– Do it for Mr & Mrs Smith
Leadership Involvement
• ‘What is quality?’
– Something best left to the experts (Dangerous)
– Left to those who know what it is, when they see it (Even more
dangerous)
– A reason to employ more consultants, Inspectors, tightening up on
standards, developing correction, repair and rework teams (Critical)
• TQM is an approach to improve the competitiveness,
effectiveness, efficiency and flexibility of an organisation
– It is far more than shifting the responsibility of detection of problems
from the customer
– It requires a comprehensive approach that must first be recognised
and then implemented if the rewards are to be achieved
• And who is best placed to deliver this…………………?
Leaders in Action
We are all Leaders, but
• To be successful in promoting an improvement in the
competitiveness, effectiveness, efficiency and flexibility
of an organisation, TQM must;
– be truly organisational and target the culture
– start right at the very top
• Leaders must demonstrate that they are serious about
quality
• All Managers have a key role to play as well
– They must grasp the principles of TQM
– Explain those principles to the people they are responsible for in
a language understandable by their people
– Replicate the commitment shown from the top
‘Controls, systems and techniques are
very important in TQM, but they are
not the primary requirement. It is
more about an attitude of mind, based
on pride in the job and teamwork, and
it requires from the management,
total commitment’
John.S.Oakland
Carefully consider Self Assessments
The majority of organisations using TQM
Models use it as a way to find out where
they are now, considering where they want
to improve, and then making decisions on
how to get there.
Sheffield Hallam University
TQM - Self Assessments
Our learning
• Gain senior management buy-in
• Ensure you are doing it for the right reasons and at the
right time
• Allocate a self-assessment leader/champion
• Ensure there is a shared understanding of what the selfassessment is about and how the results are to be used
• Recognise and address barriers
• Use the right self-assessment methodology for your
organisation
• Drive the process, do not allow the process to drive you
TQM - Self Assessments
What you may consider avoiding;
• Involving too many people in the self-assessment process
– This can prove a burden
• Introduce people gently at their own time and pace
• Using Jargon - The ‘KISS’ Theory (not
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• Too much theory - Only the ‘change managers’ need to
know the theory inside out
• Too much, too soon - Bite sized chunks please…..
• The Quality Manager Syndrome
– We are after all working for the Police Service
• Assessing against whole models is complicated, particularly
if there is no buy-in to the concepts
What about Benchmarking?
Benchmarking is a continuous,
systematic process for comparing
performances of organisations,
functions or processes against the
‘best in the world’, aiming to not only
match those performance levels, but
to exceed them.
EFQM
What does this mean in practice?
• Continuous
– Benchmarking should not be treated as a "one-off"
exercise, it should be incorporated into the regular
planning cycle of any organisation
• Systematic process
– It is important to ensure that a consistent
methodology is adopted by the organisation and that
it is actually followed
• Comparing performance
– League tables for the public sector
– Profitability for the private sector
Practically Speaking!
• Benchmarking usually encompasses:
– Regularly comparing aspects of performance
(functions or processes) with best practitioners;
– Identifying gaps in performance;
– Seeking fresh approaches to bring about
improvements in performance;
– Following through with the implementation of
improvements
– Following up by monitoring progress and reviewing
the benefits (Continuous improvement)
Policing & Benchmarking
Collecting information
• You may wish to look inside the box
– Inland Revenue (Public Sector – EQA Award winner)
– Best Practice identified by key bodies
– Other Police Forces, regional/national/international
• Remember good practice is all around us
• But, better results obtained from looking outside the box
– Key private sector organisations
– Consider who is the best at…..
• Meeting the needs of Customers (Remember Mr & Mrs Smith)
• Meeting the needs of all Stakeholders
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Budget manage huge fleets of cars
IBM develop many IT systems
YELL provides the answer to many phones
Universities teach many pupils
Libraries share vast amounts of information
Charities attract significant income generation from the private sector
To Summarise Benchmarking……
• Benchmarking is not the panacea
• It can answer 3 fundamental questions
– Where are we now?
– Where do we want to go?
– How can we get there?
• If used appropriately it provides:
– A realisation of what levels of performance are
achievable
– An opportunity to learn from the experience of others,
a 2 way process
• Wherever it is used, benchmarking involves
looking for new ideas and fresh approaches.
Remember Mr & Mrs Smith
Lets be honest, Mr & Mrs Smith
• Are not bothered what model we use!
• Do not really care about which logo goes on the side of
our vehicles, or what strap line we use!
But they do
• have ever increasing expectations and require greater
responsiveness from their Police Service
• want to feel safe and secure in an environment where
perceptions about safety & security are challenged on a
daily basis
• want an efficient and effective police service
I firmly believe that TQM can achieve these customer needs
So where are we today!
• EFQM as a model has taken a back seat…but…
– TQM Principals are being applied (Business as usual)
• Clear Performance Culture in South Yorkshire Police
• Results are caused by approach (evidenced)
– Nationally moving from PPAF to APACS
• Leaders in Quality (Driven by Chief Constables Mr Hughes)
– Which inspires all of us to be leaders
– Our Quality of Service Commitment is embedded
• Citizens Focus drives activity
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Neighbourhood Policing Embedded
Contact Management
Responsive Policing
Citizen Journey (Customer pipeline)
Quality and Standards
• Citizen Focus = Customer Focus = Giving Mr & Mrs Smith what
they want not what we think they want, a real subtle difference
Our Chief Constables Vision
“We will deliver the best possible service to
the public by taking personal responsibility,
exercising effective leadership and by
inspiring confidence through the quality of
our policing”
Chief Constable Meredydd Hughes, 2006
So, lets finally examine Mr & Mrs
Smith’s world today!
Policy & Strategy
Mr & Mrs Smith following consultation supported by crime
analysis are responsible for developing our citizen focused
Policing Objectives. Performance baselines are known.
Operationally we drive activity against these objectives.
Policy &
Strategy
The EFQM Excellence Model is a Registered Trademark
Leadership
Leaders in action, develop, plan & lead intelligence led
operations to address those citizen focused objectives.
Leadership
Policy &
Strategy
The EFQM Excellence Model is a Registered Trademark
People
Our people are trained in their understanding of Problem
Orientated Policing and tools to deliver such a policing style.
They habitually and unconsciously deliver policing.
People
Leadership
Policy &
Strategy
The EFQM Excellence Model is a Registered Trademark
Partnership & Resources
Partners are engaged, solutions sought to resolve community
needs. Finance & Resources are provided by all partners
People
Leadership
Policy &
Strategy
Partnerships
& Resources
The EFQM Excellence Model is a Registered Trademark
Processes
Key processes specifically Intelligence Led Policing (NIM) is
used to ensure that we target those responsible for crime
People
Leadership
Policy &
Strategy
Processes
Partnerships
& Resources
The EFQM Excellence Model is a Registered Trademark
Key Performance Results
Key Performance Results show a real reduction in Crime,
with clear evidence of results caused by approach
People
Leadership
Policy &
Strategy
Processes
Key
Performance
Results
Partnerships
& Resources
The EFQM Excellence Model is a Registered Trademark
Society Results
Partnership activity improves Mr & Mrs Smith perception as
they see their environment improve through joint up working
People
Leadership
Policy &
Strategy
Partnerships
& Resources
Key
Performance
Results
Processes
Society
Results
The EFQM Excellence Model is a Registered Trademark
People Results
Our own staff feel a sense of achievement, they support the
brand, though always identify new areas for improvment
People
Results
People
Leadership
Policy &
Strategy
Partnerships
& Resources
Key
Performance
Results
Processes
Society
Results
The EFQM Excellence Model is a Registered Trademark
Customer Results
Mr & Mrs Smith are happy with this results, but, they identify
fresh problems and now have increased expectations
Leadership
People
People
Results
Policy &
Strategy
Customer
Results
Partnerships
& Resources
Processes
Key
Performance
Results
Society
Results
The EFQM Excellence Model is a Registered Trademark
EFQM Excellence Model®
Enablers
Leadership
Results
People
People
Results
Policy &
Strategy
Customer
Results
Partnerships
& Resources
Processes
Key
Performance
Results
Society
Results
Innovation and Learning
Everythingisconnectedtoeverything
The EFQM Excellence Model is a Registered Trademark
But remember!
Enablers
Leadership
Results
People
People
Results
Policy &
Strategy
Customer
Results
Partnerships
& Resources
Processes
Key
Performance
Results
Society
Results
Innovation and Learning
Everythingisconnectedtoeverything
The EFQM Excellence Model is a Registered Trademark
Is this really Rocket Science?
Jack Hudson
E-mail: [email protected] or
[email protected]
+44 7766 44 1426