Monthly Archives: April 2015

Is Data Protection a barrier to public service improvement?

At the recent Wellbeing seminar in Llanrwst and Cardiff, Data Sharing and Data Protection cropped up as a key issue for Welsh public services. Dyfrig Williams looks at why it was seen as such a barrier.

In the plenary session of the wellbeing, Anne Marie Cunningham, who is both a GP and also a Lecturer at Cardiff University, described the problems currently facing GPs who are looking to share data. You can watch the discussion at the start of the below video.

This isn’t the first time it’s been identified as a key issue. Data Protection was again a big topic of conversation at our Information Technology seminar, which subsequently led to a webinar on cloud computing where Evan Jones of the Welsh Government addressed people’s fears in order to debunk myths.

At the wellbeing seminar, the issue was slightly different as it was about public services sharing data rather than ownership by stealth by American companies. But the reticence to share data was none the less identified as a barrier to improving services.

Despite the barriers in place, there are organisations who have negotiated the issue and improved their services. It was fascinating hearing from Mark Shone of Cheshire Fire and Rescue Service at the Strengthening the Connections events. At 3:32 in the below video, Mark explains how the Fire and Rescue Service have put in place a Data Sharing agreement with the NHS in their area. His presentation shows how they have been able to identify people who are most at risk of home fires and undertake preventative work.

The Information Commissioner has shared good practice in their Data Sharing Code of Practice, which includes a section on Data Sharing Agreements. The forward of the document is striking because although it quite rightly focuses on citizens’ rights, it also clearly recognises that ‘People want their personal data to work for them. They expect organisations to share their personal data where it’s necessary to provide them with the services they want. They expect society to use its information resources to stop crime and fraud and to keep citizens safe and secure’.

Data Protection is certainly an issue that we will be looking to address as part of our events for 2015-16. If public services can effectively manage the process, it can help to give a platform for better collaborative working. Hopefully by looking at this in depth we can help to share the right information and practice so that we can get to grips with the issues that public services face.

Ydy Diogelu Data yn rhwystro gwelliant yng ngwasanaethau cyhoeddus?

Yn y Seminar Lles ddiweddar yn Lanrwst a Chaerdydd, fe wnaeth y pynciau o Rhannu a Diogelu Data cael eu codi fel materion allweddol i wasanaethau cyhoeddus Cymreig. Yn y blog yma, mae Dyfrig Williams yn edrych ar pam mai Diogelu Data yn cymaint o rhwystr.

Yn sesiwn llawn y seminar lles, disgrifiodd Anne Marie Cunningham, sy’n meddyg teulu ac hefyd yn Ddarlithydd ym Mhrifysgol Caerdydd, y problemau mae meddygon teulu yn gwynebu os maen nhw eisiau rhannu data. Gallwch wylio’r drafodaeth ar ddechrau’r fideo isod.

Nid dyma’r tro cyntaf mae’r pwnc wedi cael ei nodi fel mater allweddol. Roedd Diogelu Data yn testun trafod yn ein seminar Technoleg Gwybodaeth, a wnaeth arwain at gweminar ar cyfrifiadura cwmwl. Yn y gweminar fe wnaeth Evan Jones o Lywodraeth Cymru trafod ofnau pobl a mynd i’r afael â mythau.

Roedd y mater ychydig yn wahanol yn y seminar lles gan ei fod yn deillio o wasanaethau cyhoeddus yn rhannu data yn hytrach na pherchnogaeth o data gan gwmnïau Americanaidd. Ond fe wnaeth yr un amharodrwydd i rannu data dod ohono.

Er gwaethaf y rhwystrau sydd mewn lle, mae rhai mudiadau wedi cyd-drafod y mater ac wedi gwella eu gwasanaethau. Roedd e’n diddorol clywed o Mark Shone o Wasanaeth Tân ac Achub Swydd Gaer yn nigwyddiadau Atgyfnerthu’r Cysylltiadau. Ar 03:32 yn y fideo isod, mae Mark yn egluro sut mae’r Gwasanaeth Tân ac Achub wedi sefydlu Cytundeb Rhannu Data gyda’r GIG yn ei ardal. Mae ei gyflwyniad yn dangos sut maen nhw wedi canfod y bobl sydd yn y perygl fwyaf o danau cartref a gwneud gwaith ataliol gyda nhw.

Mae’r Comisiynydd Gwybodaeth wedi rhannu arfer da yn eu Cod Ymarfer ar Rannu Data, sy’n cynnwys adran ar Gytundebau Rhannu Data. Er bod y rhagarweiniad yn ffocysu’n gwbl briodol ar hawliau ddinasyddion, mae’n drawiadol gan ei fod yn nodi bod ‘pobl eisiau eu data personol i weithio ar eu cyfer. Maent yn disgwyl i sefydliadau i rannu eu data personol lle mae’n angenrheidiol er mwyn rhoi iddynt y gwasanaethau maen nhw eisiau. Maent yn disgwyl cymdeithas i ddefnyddio ei adnoddau gwybodaeth er mwyn atal trosedd a thwyll ac i gadw dinasyddion yn ddiogel’.

Byddwn yn sicr yn edrych i fynd i’r afael â Diogelu Data fel rhan o’n digwyddiadau ar gyfer 2015-16. Os gall gwasanaethau cyhoeddus dygymod ag anghenion y cod, mae’n helpu i roi sail dda ar gyfer cydweithio effeithiol. Trwy edrych yn fanwl ar y pwnc yma, gallwn helpu i rannu’r wybodaeth ac ymarfer cywir er mwyn mynd i’r afael â’r materion sy’n wynebu gwasanaethau cyhoeddus.

Welsh Local Government Association and Wales Audit Office Route Optimisation Workshop – How it went…

What is Route Optimisation? / Beth yw Optimeiddio Llwybrau?

We all know as a service, waste can be a difficult service to change. It’s one of the most visible services run by the local authority. Any changes to the service impacts on all residents, and therefore, it goes without saying, any service changes should be well thought through. Addressing route optimisation can allow smooth transition without effecting service delivery. It can also achieve significant financial savings, helping to keep public and politics happy.

It’s not easy – there’s no magic button – but it’s not difficult either, allocating the right resources is essential to get the best results.

Here’s a synopsis of approaches highlighted at our workshop:

Carmarthenshire’s Approach

In his presentation, Hywel Thomas from Carmarthenshire County Council shared their experiences of going through the route optimisation process. Carmarthenshire has diverse needs, with the North of the county being quite rural, whilst the southern half is somewhat more urban. Either way, the population demands a robust, cost effective, efficient and reliable collection service.

The most significant decision was to allocate dedicated staff to the project. They were moved away from their day job which enabled staff to focus 100% on the route optimisation project.

Prior to actually starting the project, It is essential to collate robust data, including; tonnages collected on current routes, timing of current routes, vehicle capacity (per type of material stream), and access to hard to reach areas. This base line day is essential to the quantifying the efficiencies made.

Once all the base line data is in place, the real work begins. Carmarthenshire used local knowledge and expertise to build their own rounds ensuring the operational team were happy with the final detail.

All this hard work resulted in significant savings and benefits:

  • An efficient service
  • Reduction of 6 front line vehicles
  • A 31% reduction in mileage
  • Advice and guidance for Local Authorities

The workshops

Here’s a synopsis of the key points from the four workshops.

At the Webaspx workshop, we heard that accurate baseline data is essential as a starting point. We also heard that if you run various scenarios, you can make sure you have the best outcome for your authority, as it provides you with hard evidence to help the decision making process. Technology and software is always adapting, and it can help waste managers get the most efficient services possible.

In the Integrated Skills workshop we heard how ‘Binfo’ allows crew to provide live updates to operational and waste managers. Again, we heard that accurate data is essential, as assumptions and averages can cause problems. The key message from the workshop was that a saving is not a saving until it has been delivered – plans must be delivered effectively.

The discussion in the Carmarthenshire workshop focussed on dedicating time and resources up front to collate relevant information. In house staff have the local knowledge and expertise, which we should make use of to make the most of the technology, because technology and staff can work hand in hand to achieve savings through route optimisation.

There were lots of discussion in Caerphilly’s workshop, including on the benefit of engaging your staff and trade unions from the start, so that you can bring everyone with you on the journey – be open and transparent. This will also help maintain ongoing relationships with crews as further changes are adapted. It’s essential to have a robust project plan with realistic timescales, and there are benefits to consulting with other departments like planning to understand future building developments.

What did I take away from the day?

Walking away from the workshops, it was clear, the top three messages were:

  • Robust baseline data
  • Engaging with all stakeholders at the earliest possible opportunity
  • Utilising in-house staff and local knowledge

Next steps for you?

There may be support available to you and your council from the Collaborative Change Programme through WRAP.

Communication is key to ensuring success during the route optimisation process. Networking opportunities are available through the South and North Wales Waste Managers Group. Remember, it’s good to talk.

Gwyndaf Parry, WLGA

Gweithdy Optimeiddio Llwybrau Cymdeithas Llywodraeth Leol Cymru a Swyddfa Archwilio Cymru – Sut yr aeth hi…

What is Route Optimisation? / Beth yw Optimeiddio Llwybrau?

Rydym ni i gyd yn gwybod y gall gwasanaeth gwastraff fod yn wasanaeth anodd ei newid. Mae’n un o’r gwasanaethau mwyaf gweladwy a redir gan yr awdurdod lleol. Mae unrhyw newidiadau i’r gwasanaeth yn cael effaith ar bob preswylydd, felly does dim angen dweud y dylid ystyried goblygiadau unrhyw newidiadau yn y gwasanaeth yn drylwyr. Gall rhoi sylw i optimeiddio llwybrau hwyluso pontio rhwydd heb effeithio ar gyflenwi’r gwasanaeth. Gall hefyd gyflawni arbedion ariannol sylweddol, gan helpu i gadw’r cyhoedd a’r gwleidyddion yn hapus.

Nid yw’n hawdd – nid oes ffon hud – ond nid yw hi’n anodd ychwaith, ond mae dyrannu’r adnoddau cywir yn hanfodol er mwyn cael y canlyniadau gorau.

Dyma grynodeb o’r dulliau a grybwyllwyd yn ein gweithdy:

Dull Sir Gâr

Yn ei gyflwyniad, rhannodd Hywel Thomas o Gyngor Sir Gâr eu profiadau o ddilyn y broses optimeiddio llwybrau. Mae gan Sir Gaerfyrddin anghenion amrywiol, gan fod gogledd y sir yn eithaf gwledig a’r de yn fwy trefol. Ond ni waeth ym mha ran o’r sir y maen nhw, mae’r boblogaeth yn mynnu gwasanaeth casglu cadarn, cost effeithiol, effeithlon a dibynadwy.

Y penderfyniad mwyaf pwysig oedd neilltuo staff penodedig i’r prosiect. Symudwyd nhw oddi wrth eu gwaith arferol a galluogodd hyn y staff i ganolbwyntio 100% ar y prosiect optimeiddio llwybrau.

Cyn dechrau gweithio ar y prosiect ei hun, mae’n hanfodol casglu data cadarn, gan gynnwys: y tunelleddau a gesglir ar y llwybrau presennol, yr amser ar gyfer y llwybrau presennol, capasiti’r cerbydau (fesul math o ffrydiau deunydd), a mynediad at ardaloedd anodd eu cyrraedd. Mae’r diwrnod gwaelodlin hwn yn hanfodol ar gyfer mesur yr arbedion effeithlonrwydd a wnaed.

Pan fydd y data sylfaenol i gyd wedi’i gasglu, mae’r gwaith go iawn yn cychwyn. Defnyddiodd Sir Gaerfyrddin wybodaeth ac arbenigedd lleol i gynllunio eu llwybrau eu hunain gan sicrhau bod y tîm gweithredu yn hapus â’r manylion terfynol.

Canlyniad yr holl waith caled hyn oedd arbedion a buddiannau sylweddol:

  • Gwasanaeth effeithlon
  • Gostyngiad o 6 yn nifer y cerbydau rheng flaen
  • Gostyngiad o 31% mewn milltiredd
  • Cyngor ac arweiniad ar gyfer Awdurdodau Lleol

Y gweithdai

Dyma grynodeb o’r pwyntiau allweddol o’r pedwar gweithdy.

Cawsom wybod o weithdy Webaspx fod data gwaelodlin cywir yn hanfodol fel man cychwyn. Clywsom hefyd os ydych yn rhedeg amrywiaeth o sefyllfaoedd, y gallwch sicrhau eich bod yn cael y canlyniad gorau ar gyfer eich awdurdod lleol, gan ei fod yn rhoi tystiolaeth bendant i chi i helpu â’r broses o wneud penderfyniadau.

Yn y gweithdy Sgiliau Integredig, clywsom sut y mae ‘Binfo’ yn galluogi criwiau i roi’r wybodaeth ddiweddaraf yn ‘fyw’ i reolwyr gweithredol a rheolwyr gwastraff. Clywsom eto fod data cywir yn hanfodol, gan fod dibynnu ar ragdybiaethau a chyfartaleddau’n gallu achosi trafferthion. Y neges allweddol a ddaeth o’r gweithdy oedd nad yw arbedion yn arbedion tan eu bod wedi eu cyflawni – mae’n rhaid cyflawni cynlluniau’n effeithiol.

Canolbwyntiodd y drafodaeth yng ngweithdy Sir Gâr ar neilltuo amser ac adnoddau o’r dechrau ar gyfer casglu gwybodaeth berthnasol. Mae gan staff mewnol y wybodaeth a’r arbenigedd lleol y dylem fanteisio arno er mwyn gwneud y gorau o’r dechnoleg, oherwydd gall staff a thechnoleg weithio law yn llaw i gyflawni arbedion dryw optimeiddio llwybrau.

Bu llawer o drafodaethau yng ngweithdy Caerffili, gan gynnwys manteision ymgysylltu â’ch staff a’r undebau o’r dechrau, er mwyn gallu dod â phawb ar y daith gyda chi – byddwch yn agored ac yn dryloyw. Bydd hyn hefyd yn helpu i gynnal perthynas barhaus gyda’r criwiau wrth addasu newidiadau ychwanegol. Mae’n hanfodol cael cynllun prosiect cadarn gydag amserlen realistig, ac mae manteision i ymgynghori ag adrannau eraill fel yr adran gynllunio er mwyn deall datblygiadau adeiladu’r dyfodol

Beth gefais i o’r diwrnod?

Wrth adael y gweithdai, roedd hi’n amlwg mai’r tair prif neges oedd:

  • Data gwaelodlin cadarn
  • Ymgysylltu â’r holl randdeiliaid cyn gynted ag y bo modd
  • Defnyddio staff mewnol a gwybodaeth leol

Y camau nesaf i chi?

Mae’n bosibl bod cymorth ar gael i chi a’ch cyngor gan y Rhaglen Newid Gydweithredol drwy Raglen Gweithredu’r Cynllun Gwastraff ac Adnoddau (WRAP).

Cyfathrebu yw’r allwedd i sicrhau llwyddiant yn ystod y broses optimeiddio llwybrau. Mae cyfleoedd ar gael i rwydweithio drwy Grwpiau Rheolwyr Gwastraff De a Gogledd Cymru. Cofiwch fod trafod yn syniad da.

Gwyndaf Parry, Cymdeithas Llywodraeth Leol Cymru

Creu Gwelliant Parhaus

Beth all gwasanaethau cyhoeddus dysgu o weithgynhyrchu? Aeth Dyfrig Williams i ymweld â Schaeffler UK gyda Chymuned Gwelliant Parhaus Cymru Gyfan i weld sut maen nhw’n ceisio gwella’u gwaith yn barhaus.

Schaeffler

Gan fy mod i o Orllewin Cymru, does dim angen esgus arnaf i ddychwelyd adref. Wedi’r cyfan, fel dywedodd Ray Gravell, “West is Best”. Ond ers imi ymweld â ffatri Ricoh yn Telford gydag Ideas UK, rydw i ‘di bod yn awyddus i weld beth gall gwasanaethau cyhoeddus dysgu am wella’n dulliau o weithio o gwmnïau gweithgynhyrchu. Roedd yr ymweliad â Schaeffler yn Llanelli yn gyfle perffaith i ddysgu may – mae’n amlwg o’u gwefan bod gwella’n rhan ganolog o’u gwaith, a bod “parodrwydd i wella’u cynnyrch a’u prosesau’n barhaus yn nodweddiadol o’r cwmni.”

Kaizen

Ricoh's Kaizen Forest / Coedwig Kaizen Ricoh

Coedwig Kaizen Ricoh

Yn ôl Wikipedia, mae Kaizen yn golygu “newid er gwell,” ac mae’n cyfeirio at weithgareddau sy’n gwella’r holl swyddogaethau’n barhaus ac yn cynnwys yr holl staff. Gan fy mod i wedi crwydro drwy Goedwig Kaizen yn Ricoh, roeddwn i’n disgwyl lot o Schaeffler.

Ond roedd sgwrs gyflym am sut maen nhw’n cynnal eu cyfarfodydd yn ddigon i ddangos imi sut y mae gwella’n barhaus yn rhan annatod o beth maen nhw’n wneud. Maen nhw’n cynnal gweithdai 15 munud yn y gweithle, sy’n gwneud e’n lot haws i ddangos sut mae’r trafodaethau’n berthnasol i waith bob dydd y staff. Drwy’r gweithdai, gallant hefyd ddangos beth yw eu bwriad, a chaiff hyn ei danlinellu gan y data sy’n cael ei arddangos er mwyn i’r staff gweld sut maen nhw’n gwneud ac effaith eu gwaith.

Mae syniadau’r staff yn allweddol i’r broses o wella’r sefydliad. Yn ystod yr ymweliad, clywsom “dylai ni byth wrthod awgrymiadau neb, hyd yn oed os maen nhw’n swnio fel syniadau dwp. Efallai byddai’r awgrym nesaf wedi datrys y broblem.” Os mai’r syniadau yn dod o’r staff eu hunain, maent yn lot mwy tebygol o dderbyn y newidiadau sy’n cael eu cynnig.

Cyrraedd y nod?

Mae’n bosib mai dyfyniad y dydd oedd “Y gair allweddol yn yr ymadrodd Dangosyddion Perfformiad Allweddol yw ‘allweddol’”. Clywsom sut mae targedau disynnwyr, wrth reswm, yn gwylltio’r gweithlu, felly mae’n bwysig gwrthsefyll yr awydd i greu rhagor o dargedau a gofalu bod y targedau rydym yn gosod yn fwy ystyrlon. Ond mae hynny’n golygu bod rhaid inni herio targedau i wneud yn siŵr bod nhw’n gall.

Hefyd, os dydyn ni ddim yn cyrraedd y targedau hynny, dywedwyd wrthym am beidio â thybio ein bod ni’n gwybod y rheswm pam. Os yw’r Heddlu’n cyrraedd yn hwyr, a yw hynny, o reidrwydd, yn golygu bod angen ceir cyflymach arnynt? Gallai amrywiaeth eang o ffactorau fod yn gyfrifol am y methiant. Trafodwyd amrywiaeth o syniadau a phecynnau, fel defnyddio Pareto Analysis i ystyried y materion mawr ac i graffu ar y manylion. Soniwyd hefyd am ddiagramau Ishikawa, a’r 5 Pam a dulliau ymarferol Toyota o ddatrys problemau.

Beth ddysgais i?

Mae’n deg dweud fy mod i wedi dysgu lot yn ystod fy ymweliad â Schaeffler. Mae eu pwyslais ar arfer da a gwella’n barhaus yn anhygoel. Mae’n ddiddorol iawn gweld sefydliad sydd ddim jyst yn canolbwyntio ar y gwael a’r hyn sydd o’i le, ond sydd hefyd yn ystyried pam y mae’r nodweddion da mor dda, er mwyn dod o hyd i ffyrdd eraill o wella’u dulliau o weithio.

Er bod yr amgylchedd a’r amgylchiadau yn wahanol yng ngwasanaethau cyhoeddus, gallwn ddysgu lot o sut mae Schaeffler yn canolbwyntio ar wella. O’r ffordd dryloyw maen nhw’n defnyddio data i’r ffordd y maen nhw’n croesawu syniadau’r staff, mae’n grêt i weld sut mae Schaeffler yn manteisio ar yr arbenigedd yn y cwmni i sicrhau eu bod nhw’n gwella’n barhaus.

Manufacturing Continuous Improvement

What can public services learn from manufacturing? Dyfrig Williams visited Schaeffler UK with the All Wales Continuous Improvement Community to look at how they’re constantly looking to improve their work.

Schaeffler

As a West Walian, I don’t need an excuse to head back home. After all, as Ray Gravell famously said, “West is Best”. But since my visit to Ricoh’s Factory in Telford with Ideas UK, I’ve been intrigued by what public services can learn about improving our work from manufacturing companies. A visit to Schaeffler in Llanelli was the perfect opportunity to learn more – a quick glance on their website shows that improvement is a core part of their work, which is “characterised by a willingness to continuously improve our products and processes.”

Kaizen

Ricoh's Kaizen Forest / Coedwig Kaizen Ricoh

Ricoh’s Kaizen Forest

According to Wikipedia, Kaizen means ‘change for the better’ and it ‘refers to activities that continually improve all functions and involve all employees’. Having wandered round a Kaizen Forest in Ricoh, Schaeffler had a lot to live up to.

But a quick chat about how they run their meetings was enough to show me how embedded continuous improvement is in what they do. They hold 15 minute workshops on the shop floor, which makes it much easier to show the relevance of their discussions to the day to day work of staff. It also means that they can demonstrate what they mean, which is accentuated by the visual displays of data so that people can see where they stand and the effect of their work.

Staff ideas are key to the organisation’s improvement. We heard on the visit that we should “never stop people’s suggestions even if it sounds stupid. The next thing they were going to say could’ve been the answer.” When the ideas come from the staff themselves, they’re also much more likely to buy in to the improvement that’s being proposed.

Hitting the target?

The quote of the day may have been “The key word in Key Performance Indicators is ‘key’.” We heard about how rubbish targets quite understandably annoy the workforce, so it’s important to resist the urge to create more targets and to make the ones we have more meaningful. But this does mean that we have to be willing to challenge targets to make sure they’re smart.

We were also told not to jump to conclusions if we’re not hitting those targets. If the Police are late, does that necessarily mean that they need faster cars? There could be a whole range of factors. We discussed a range of ideas and tools, like using Pareto Analysis to look at the big issues and to drill down. We also talked about Ishikawa Diagrams, the 5 Whys and Toyota’s “Practical Problem Solving.”

What did I learn?

It’s fair to say that I learnt a lot from my visit to Schaeffler. Their focus on good practice and continuous improvement is relentless. It’s fascinating to see an organisation that doesn’t just focus on the bad and what’s gone wrong, but that also looks at why the good is so good, so that they can find more ways of improving what they do.

Whilst the environment and circumstances might be different in public services, there’s undoubtedly loads we can learn from Schaeffler’s focus on improvement. From the transparent use of data on the shop floor to embracing staff ideas, it’s inspiring to look at how Schaeffler make the most of the expertise in their organisation to drive forward their continuous improvement.