SC21
Continuous Sustainable Improvement Plan (CSIP)
Guidelines
1
Continuous Sustainable Improvement Plan (CSIP) – Structure and Content
1.1 Purpose
These guidelines have been produced to aid the task of compiling a Continuous
Sustainable Improvement Plan (CSIP).
1.2 The Concept
The Continuous Sustainable Improvement Plan sits at the heart of the SC21 process.
The concept of continuous improvement revolves around the fundamental ‘Plan, Do,
Check (Review), Act’ model. SC21 has been designed to encourage and support this
fundamental while also providing a clear linkage to the supply chain performance
(KPI’s) needs.
The journey for continuous improvement is therefore never-ending and as such, the
programme requires regular review for progress, with attention to ensuring that all
necessary resources are available to assure ongoing (sustained) delivery of the tasks
defined within. It is only with a sustained approach that performance improvement will
result and be maintained.
A business must have one improvement plan that incorporates the needs of all
customers, regulatory authorities, and its own management team.
The concept of business improvement how it links with continuous improvement
planning and key performance indicators (KPIs).
1.3 What is a CSIP?
A CSIP is a prioritised plan of those activities which are undertaken in order to improve
effectiveness and performance. The CSIP is the vehicle through which the supply
chain will manage effective dialogue in respect to Continuous Improvement. By
identifying within the plan all the improvement activities (no matter what their origin) it
gives an organisation the necessary foundation for the Continuous Improvement
activity to mature.
A CSIP should include the following aspects:
(a) Commitment by the top-level management and activity champions.
(b) Detail / philosophy of how the plan has been established.
(c) CSIP management review status.
(d) Detail/Summary of activities undertaken.
(e) Relationship to supply chain performance improvement.
1.4 Development of CSIP
SC21 members will work throughout their supply chains to develop CSIP’s where
improvement opportunities are necessary.
SC21 members will recognize existing CSIP’s where they meet the requirements of
these guidelines.
1.4.1
When a CSIP already exists
Where a CSIP has already been established the expectation of SC21 members is as
follows:
(a) That an element of the CSIP will address, from a joint perspective, those activities
that have a direct impact on the agreed Key Performance Indicators. Guidelines are
contained in section 1.5 of this document with an example format in Section 3.
(b) That the Opportunities identified through the (Sc21 recognised / compliant)
assessment activities will be reviewed in a structured manner and where appropriate
incorporated in the existing CSIP.
1.4.2
A CSIP does not exist or requires updating
In order to establish a CSIP the following sequence of events should be followed:
(a) Establishing Senior Sponsorship and Ownership of the CSIP
To ensure the success of the plan it is important that the plan has board level
sponsorship and an identified owner, these people will be responsible for ensuring the
plan is developed, implemented and managed appropriately.
(b) Creation of the Development Team
Although a defined owner for the plan is key, it is generally not practical to expect one
individual to develop and establish the CSIP for the entire organisation. To ensure the
views and activities of the whole organisation are included within the plan an
appropriately skilled team should be established to project manage the development
and implementation of the CSIP.
(c) Review of Inputs and Current Activities
There should only be one agreed CSIP for the business, co-ordinating all agreed
improvement activities.
Typical inputs would be:
(a) Corporate activities
(b) Business activities.
(c) Departmental activities.
(d) Industry initiatives (e.g. S.C.R.I.A. and UK LAI)
(e) Legislation (e.g. Environmental requirements)
(f) SC21 recognised assessments
Inputs should be prioritized for inclusion within the CSIP using the following criteria:(a) Impact on Business
(b) Impact on Performance
(c) Customer Satisfaction
(d) Cost Savings
(e) Pay-back
(f) Resource
(g) Time
This enables activities to be ranked in order of impact.
The CSIP should match the agreed supply chain strategy, addressing short, medium
and long term benefit with adequate resources allocated over similar durations.
(d) Defining the Structure and Format of the CSIP
The structure and format of the CSIP has to be compatible with the way the
organisation operates. It needs to collate the relevant information into a document that
can be used at local level as well as satisfy the needs of review meetings both
internally and externally.
(e) Compilation of the CSIP
During the population of the agreed format it is important to involve all stakeholders.
The individuals responsible for the activities should produce the inputs for the plan, to
ensure:
(i) they understand the principle of the plan and how important it is to ensure regular
updates are fed through to the CSIP owner.
(ii) accuracy in the compilation of the detail plans.
(f) Agreement with SC21 member
Once the first DRAFT has been produced it is important for it to be circulated to ensure
that there is an agreement of activity priorities and any joint actions identified.
1.5 Example CSIP Structure
An example CSIP structure is included within these guidelines at Section 3 which
shows one possible format. Each aspect of the format is described for further clarity
as follows:
(a) Cover / Title Page
The cover / title page obviously enables the plan to be easily identified.
Suggested Information:♦ Company Name
♦ Address
♦ Document Title
♦ Issue Number
♦ Board Level Authorisation
♦ Contact Information
(b) Improvement Activities
Suggested Information:
♦ Improvement Activity Origin
♦ Improvement Activity Reference Number (Unique and consistent throughout the
plan).
♦ Title of Improvement Activity.
♦ Detail of action (could be reference to separate plan)
♦ Benefit of the Activity (What is the activity trying to achieve).
♦ Activity champion/owner
♦ Priority (High/Medium/Low)
♦ Status of the Activity (% complete)
♦ Start Date.
♦ Finish Date.
♦ Comments
(c) Performance Measurement
It is important to have visibility of how activities are directly impacting on supply chain
performance.
Suggested Performance Measurement Information to which each activity would relate
are:
♦
Quality Performance
♦
Delivery Performance
♦
Cost Performance
♦
Business Process Maturity
♦
Lean Process Maturity
1.6 Business Improvement, CSIP and KPI's linkage
Part of the CSIP must prioritise those improvement activities that are
necessary to not only achieve the agreed performance requirements, but also to
improve business operations effectiveness and hence sustained future performance.
The anticipated benefits from any particular improvement activity must be
assessed and measures established to confirm they are being achieved.
1.7 Risks and Dependencies
There will undoubtedly be associated Risks and Dependencies to the achievement of
the planned results. These must be identified and planned for within the CSIP.
2.0
Ongoing Reviews and Management
The effective management of this joint plan is the critical success factor to ensure
achievement of supply chain performance improvement.
The plan must be subject to regular reviews with both parties updating the document
before each review.
The review will be conducted jointly at a frequency that is mutually agreed and
appropriate to the supply chain concerned.
The plan is a living document and therefore it is anticipated that new activities, coupled
with targets to achieve increased supply chain performance, will be added on an
ongoing basis.
2.1 Process flow and diagnostic
No
Yes
Is the CSIP
progressing well?
Yes
No
Should
any activities
have been
completed?
No
CSIP
Issue 1
Released
Carry out
activities in
accordance with
CSIP
Regular CSIP
Review
Have any
activities been
completed?
No
Yes
Any new
activities to be
included?
Has a
champion been
identified?
Yes
No
Identify
Champion for
activity.
Yes
Has the
activity been
defined?
No
Define activity.
No
Define measures
/ criteria for
success.
No
Identify resource
for completion of
activity.
Yes
Have
measures been
defined?
Yes
Have
the necessary
resources been
identified?
Yes
Have
the activity
timescales been
defined?
Up issue CSIP
and release.
No
Identify
timescales for
activity.
Yes
Incorporate new
activities into
CSIP
Yes
Is the
activity
achievable as
planned?
No
Review and
amend current
plans.
3.0 Example format for a Continuous Sustainable Improvement Plan (CSIP).
Important Note:
This Section is intended to show in broad outline the style by which a CSIP
could be constructed, not how you should do it in detail. It is important to
ensure that the CSIP contains a separate dedicated section on the specific
performance requirements of the SC21 member.
http://www.sbac.co.uk/community/dms/docdetails.asp?txtDocPK=2581