The Government Office of the Slovak Republic Peter Minárik CAF Model methodology specialist KDZ Practitioners Network 4.3.2024
QUALITY MANAGEMENT SR
NATIONAL QUALITY PROGRAM OF THE SR - STRATEGIC GOALS
Vision NQP SR: To achieve that quality becomes a permanent value and a part of the life of citizens in the Slovak Republic by constantly improving quality management in public and private sector organizations.
Quality management
Continuous improvement of organizations
Valuation of public and private sector organizations in the area of quality
CONTINUAL IMPROVEMENT
CAF Model @ The Government Office of the Slovak Republic
WHY?
❑ Continuous improvement
❑ Higher quality & better services
HOW?
WHAT?
❑ Transparent communication
❑ Employee trust and commitment
❑ Management support and interest
❑ Improve action plan for improvement
❑ Specific task responsibility, deadlines
CONTINUOUS IMPROVEMENT=CAF
EUROPEAN INTERNATIONAL INSTRUMENT / TOOL / STANDARD
Activity & Continuous Improvement
INNOVATION STANDARD
Passivity & Habit & Stagnation
W H A T I S N E E D E D E X P E C T A T I O N P R O A C T I V I T Y R E A C T I V I T Y
Different CAF Model perceptions
❑ MANAGEMENT
❑ EMPLOYEES
❑ CAF TEAM MEMBERS
❑ PARTNERS
❑ EUROPEAN UNION
❑ LEADERSHIP
EXPECTATIONS vs. POSSIBILITIES
The results,
Added value,
Standards,
Experiences,
Image,
ECU title.
ECU CAF
Environment,
Support,
Interest,
Enthusiasm,
Obstacles,
Priorities,
System.
CONTINUOUS IMPROVEMENT?
50%
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Innovation,
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GAP ANALYSIS – “Face the reality”
ROAD TO SUCCESS / RESULTS / VISON
WHY? Understanding the situation in wider context.
“Big picture.”
Current situation
Past situation
Challenges & Obstacles
Future target state
Understand & Overcome
Direction, purpose, values...
CAF model and emotions?
REJECTION
Distrust:
Finding evidence that the change cannot be implemented
Emotions,
INTEGRATION
FRUSTRATION
Acceptation that things are different. Both anger and fear come.
SHOCK
Surprise or shock from the change
DEPRESSION
Bad mood: lack of energy and lack of interest
Integrating change. Accepting a new perspective on work.
DECISION
Interest to work in a new situation. Interest and new results.
INNOVATION
Initial perception of a new situation. Little signs of listening.
Oznámenie, zosúladenie
Notice, alignment
Maximizing communication
Maximalizovanie komunikácie
Podporenie motivácie
Support and motivation
Rozvíjanie schopností
Skills development
Results and Sharing experiences
morals and competences
Time
Ignoring the change Violation Investigation Creation
CONTINUOUS IMPROVEMENT
Cascading goals - CAF
Goals of individuals A
Goals of the ministry, institution D
Goal of the section C
Department (team) goals B
CONTINUOUS IMPROVEMENT
CAF SUPPORTED INNOVATIONS = SYSTEMATIC SOLUTION
ECU
CAF
PUSH = PRESSURE
SYSTEMATIC APPROACH
PULL
❑ From management
❑ From employees
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CAF Model
❑ Interest
❑ Support
❑ Cooperation
❑ SMART & PDCA
❑ Continuity
❑ From management
❑ From employees
COOPERATION, SUPPORT, SYSTEM
CAF = OPPORTUNITY. Title ECU vs. results & continuity
ECU
ECU
CAF
CAF
CAF MODEL - UNDERSTANDING
4 basic steps of the two-year cycle of the CAF Model AKČNÝ
Evaluation and review assessing the impact of implemented improvements and reviewing the overall performance of the organization
Continuous improvement
Implementation and monitoring implementation of the action plan and monitoring the progress in achieving the identified goals and desired outputs
Implementing changes
EFFECTIVE CAF MODEL USER
Self evaluation Improvement Action plan
Self evaluation evaluation of the organization's performance according to the criteria of the CAF model by CAF team
Action planning development of the action plan that addresses identified areas for improvement
PLÁN ZLEPŠOVANIA
PDCA CYCLE
EUROPEAN CAF MODEL 2020
Comprehensive plan of activities, responsibilities, time schedule
Plan
Proposal and implementation of corrective activities
Continuous implementation of planned tasks
Regular monitoring and evaluation of the plan and reality
Do Check Act PDCA
PROGRESS OF THE 2nd CAF CYCLE
3. Implementation and ongoing evaluation of the fulfillment of the tasks from IAP
3. Preparation of the Improvement Action Plan
❑ IAP approved by management
2. The self-evaluation process
❑ Self-assessment report - management
1. Preparation of CAF implementation - 2022
03-04/2022 11/2022–05/2023 09-10/2022
KEY MILESTONES & CURRENT STATUS 05-08/2022 2025
ROAD TO THE IMPROVEMENT ACTION PLAN = IAP
PDCA & 8 principles of excellence
Self-evaluation report of the Government Office of the
Slovak Republic
External evaluator
Priorities & Goals
Self-evaluation report
❑ Incorporation of the recommendation from the self-evaluation report according to the CAF model approved by the management
Feedback from the external assessment
Analysis of priorities (points evaluation)
The Government Office Improvement action plan (IAP)
❑ „Gap Planning Actions.“
❑ Summarizing the suggestions and recommendations of the external assessor from the feedback report from the external on-site assessment
❑ The IPA is an open document, regularly evaluated and supplemented with new activities
❑ Status Evaluation of 8 principles of excellence fulfillment
Employees and management suggestions to IAP
❑ Incorporation of employees' suggestions and ideas
❑ IAP supports the fulfillment of the organization's vision and mission
IAP approved by management
❑ 9 areas, SMART goals, connection of IAP with organizational strategy
❑ Eliminating weaknesses
❑ Strengthening selected strengths
138
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recommendations
IMPROVEMENT ACTION PLAN
Specific tasks to achieve the required outputs in the period 1.11.2022 - 31.08.2024 Improvement Action plan 01 02 03 04 05 06 07 08 09 Systematic approach to IAP implementation Strategy of The Government Office of the Slovak Republic Communication strategy Concept of social corporate responsibility Human resources management strategy Employee satisfaction – regular evaluation Annual report Process management Customer satisfaction
OUR APPROACH – PROJECT
Establishing a systematic and sustainable IAP implementation
❑ We broke down the IAP into specific tasks by area.
❑ Cooperation with responsible managers.
ef in ingtasks
Defining labor and duration of tasks
Required support from management and CAF team
Regular control and status Support Responsibility Implementation deadline
Clear responsibility for solving and delivering results
Effective management according to the PDCA cycle
❑ Gantt chart. Results
D
Start
evaluation andprioritization of
o
f
ovation TASK PLAN - WBS
Collection,
prop
sals
orinn
PROCESS AND PROJECT Man.
Knowledge, visualization and continuous optimization of processes
Functional processes
Non-functional processes
Regular updating, added value, efficiency, involvement of process owners and users.
Only formally established, non-updated processes. There is a lack of practical meaning and perspective from process owners and users.
Vision and values of the Government Office of the Slovak Republic Cooperation on national level
The CAF Model is a catalyst for change
Employee satisfaction surveys
CAF =
Corporate social responsibility
From colleague to colleagues
Onboarding of new employees
Expansion of the cooperation at the European level
Communication and visualization of the CAF model Book booth Process analysis
Keep
Opportunity
PEOPLE ARE THE ORGANIZATION'S MOST VALUABLE ASSETS
Thank you.
Supporting the creation of a safe, healthy and creative working environment.
Respect, fairness, open dialogue, recognition and interest.