By Keivan Zokaei, John Seddon, Brendan O’Donovan (eds.)

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Extra info for Systems Thinking: From Heresy to Practice: Public and Private Sector Studies

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The indicator is in effect a ‘league table’ comparator across Wales which, maybe unintentionally, sets a competitive target for authorities. It presumes that all authorities follow the same process and are working on the same end-to- end times. However, in practice, DFG delivery process across Wales is not consistent and the measurement of the data is not necessarily a true reflection of performance or a true measure of efficiency. The DFG service could fall within various parts of Local Authorities and the lead-time could vary depending on the stop/start of How Systems Thinking Provides a Framework for Change?

Vanguard Press: Buckingham. Seddon J. and Caulkin S. (2007) ‘Systems Thinking, Lean Production and Action Learning’ in Action Learning Research and Practice, 4 (1), April 2007, special issue: ‘Lean Thinking and Action Learning’. Senge, P. (1990) The Fifth Discipline. Random House Business Books: London. 3 Systems Thinking in Adult Social Care: How Focusing on a Customer’s Purpose Leads to Better Services for the Vulnerable in Society and Enhances Efficiency Brendan O’Donovan This chapter documents the application of systems thinking methods to an English local authority Adult Social Care department.

The research hypothesis of this paper is that delivering to the customer’s nominal value right-first-time would show a decrease in the organisation’s costs, as one element of the reduction in the ‘loss to society’ encompassed within Taguchi’s Quality Loss Function. Whilst many operations management and marketing writers such as Porter (1985), Womack and Jones (1996) and Vargo and Lusch (2004) have mentioned or even offered definitions of value to the customer, it can be argued that none has developed an effective ‘operational definition’ (Deming, 1982 p.

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