How and what are you growing?
Sustainable Improvement and Innovation - how to keep growing what really matters.
There are many models out there for improving results from your effort, for innovating, or for working in a way that preserves the health of people, planet and profit.
Sustainable Improvement and Innovation (SI&I) brings all of these purposes together in one model that reliably delivers these outcomes in a way that can be sustained over time. SI&I is a system that achieves rapid and sustained improvement, innovation and success. It’s not about improving and innovating for the sake of it. It’s about “starting with the-end-in-mind” (Covey) by setting impact goals. It’s about using a shared and proven process to achieve those goals. Then going beyond that to grow and sustain impact. |
Levels
The Sustainable Improvement and Innovation (SII) model consists of different levels:
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All systems exist within larger systems and contain sub-systems. It is the interdependence of elements to accomplish a specific objective/s that makes something a system. A bicycle's purpose is transport. Remove a critical element, such as a wheel and it no longer can deliver its purpose. But the wheel can be put back on the the bicycle works. In contrast, some systems, such as the system of a gecko, will collapse irretrievably if parts are removed. Once disassembled, a gecko can no longer achieve it's purpose, even when we try to put it back together again.
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Go to the SII website - sustainableimprovement.weebly.com - for a detailed presentation of the models and tools.
Here, some basic information and some useful links are provided as a taster.
Here, some basic information and some useful links are provided as a taster.
The SII system - Sustainable Improvement and Innovation
SI&I is a system model.
To make it easy to understand, we use the metaphor of a machine with all its parts working together to achieve its purpose. The performance of different parts affects the performance of other parts. If one part stops working, the entire machine is affected. It either stops working or doesn’t work to its potential. If you add an extra part that isn’t essential, it just wastes resources, or maybe even causes the machine to malfunction. The six elements of the SII model are Focus, Continuous Improvement and Innovation (CII), Partnerships, Capacity, Mechanisms and Momentum. The size of the cogs represents the relative amount of effort that is put into each element over time. However, all the elements are of equal importance, and all are essential. While this diagram shows the working of a machine, organisms, human groups and ecosystems are also systems. A system is a set of interdependent elements that together accomplish specific objectives. Each part of a system is known as a subsystem. Systems exist within larger systems and also contain sub-systems. The relationships between elements in the latter are often complex, and likely to produce unintended consequences when we attempt to change these systems. Therefore, the process of trialling and learning as we take action is critical to understanding and being successful when working with systems. Studying the relationships between elements is as important as studying the elements themselves. |
Using the Seven Steps - Continuous Improvement and Innovation
The CI&I process is a logical sequence of steps, actions and tools to achieve successes, improvements and innovations.
CI&I is a simple, cyclical and dynamic process of seven steps that has proven successful in a range of contexts. For each of step there is a selection of tools to improve the quality of thinking and action. Read about tools in the next section, or find a more detailed exploration on the SII website. We suggest you practise the cycle on something simple and small. Once you have an understanding of the dynamics between steps and skill in using the process and associated tools you will be better able to adjust the process and tools to suit your situation and need. When using the CI&I process consciously engage thinking, feelings and actions. If you're working with other people make sure you all agree on what important words mean. You can use a glossary such as the one provided on the SII website. The Seven Steps The figure at right shows the seven steps of the process. It shows how every time a cycle is completed a new level of performance is created. From this new level further improvement and innovation is possible. The CII cycle is the process used within the SII system. It consists of the following steps. Within each step consider what tools can help you do each step effectively. |
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Step 1: Focus
This step is about focusing on the end results that we want. It involves developing outcome-based goals. It is useful to have short, medium and long term goals. Step 1 is also about working out the measures that will be used to track performance. Tools available for this step:
Step 2: Explore This step is about finding ways to achieve the goals that were set in step 1. Where possible it is good to develop a range of options. Using different types of thinking, such as creative thinking, can help to come up with ideas we may not normally think of. Tools available for this step: Step 3: Select This step is about selecting the best options from the ones identified in step 2. Just as importantly, it is about putting aside options that are not a high priority. This step also provides predictions about the results to expect from the chosen options. Tools available for this step:
Step 4: Design This step is about designing the action you need to take to successfully implement the options chosen in step 3. It can include setting up small scale trials if needed. Step 4 is also about putting in place measures to track implementation and performance. Tools available for this step: |
Step 5: Action
This step is about implementing the action you designed in step 4 and tracking performance. It is also about getting regular support to keep motivated and stay on track. Tools available for this step:
Step 6: Assess This step is about assessing the results achieved in step 5 with the results that were predicted in step 3. It is also about looking at the overall impact on the goal developed in step 1. Step 6 is also about looking at unexpected things that happened. Tools available for this step:
Step 7: Create As a result of steps 1 to 6, a lot has been learnt and a new situation exists where more improvements may be possible. Step 7 is about asking questions and coming up with ideas for further improvements. Different types of thinking are used in this step to stimulate creativity. Tools available for this step:
Step 8: Re-focus Step 8 is about turning one or two of the ideas for further improvement developed in step 7, into specific improvement goals, as was done in step 1. Tools available for this step: |
Tools - for improving and innovating
Just like carpentry, achieving what you want in life, including work, can be done more effectively and efficiently if you use the right tool. Similarly, being effective does not mean using any old tool, and appropriate tools should be used within a well-designed process, which is best chosen by understanding the system you are working in or want to change.
A hammer is a useful tool but not very good for sawing timber. Understand your purpose and desired end result, design a process, choose your tool. Also consider that, if the only tool we have in our toolbox is a hammer, everything we work with will start to look like a nail. Continuous Improvement and Innovation is a process that can be used to drive improvement and innovation in all aspects of life. It has eight steps that help you focus on the improvements and innovations that will have the most impact on your goals. The CI&I process has been used by beef, sheep, wool, dairy, cotton and pig business managers in Australia to improve profitability and sustainability. There are a range of tools to support CI&I. These are available in the Business improvement toolbox. Figure 2 shows the eight steps of the CI&I process. A brief description of each step and the tools that can be used, are given after Figure 2. For each step, one or more tools can be used depending on the needs of the business. |
Select your tools
Kaplan urged us to exercise good judgment in the selection of appropriate methods and tools for our work. That certain methods happen to be handy, or a given individual has been trained to use a specific method or tool, is no assurance that the method is appropriate for all problems. Kaplan’s Law of the Instrument: 'Give a boy a hammer and everything he meets has to be pounded.' Keep exploring and learning different tools so that you have a well-stocked toolbox so you can choose the most appropriate tool for the task. |