Why? Protect Human Health. Environment. Fewer Resources. The mission New Fed grows Regs over time and there is more to do. Andy was more effective

Transcription

1 Arizona DEQ Goes

2 New Contaminants Why? New Exposure Pathways Protect Human Health Protect Human Health & Environment Environment Fewer Resources The mission New Fed grows Regs over time and there is more to do New Reality Unhappy Customers Set Off Bombs Andy was more effective

3 Overall Strategic Direction Balanced, Leading-edge Environmental Protection Radical Simplicity for Customers & Staff Technical & Operational Excellence We are here Deploy Lean Maintain Core Programs Stabilize Funding Prioritize Programs Reduction in Force Unleash Human Potential Leverage E-Technology Increase Outreach Maintain Core Programs Planning Horizon FY 2009 FY 2014 FY 2018

4 How do you do more with less? Process Systems People Tools 4

5 Lean Principles 5

6 Customers? Yes! 6

7 Customer Value?

8 Value Stream Mapping Data & People Process Data & People Waste Data & People Ideas 8

9 Common Types of Waste Traditional Knowledge Work T ransport Hand-offs I nventory In-boxes M otion Uncoordinated field work routes W aiting Delays of any kind O ver-production Too many copies of documents O ver-control Too many manager reviews D efects Errors in documents + CYA / Blame + Failure to engage staff creativity 9

10 Where can we start? Functions / Divisions (Org Chart) Projects Cases Plans/Rules Processes Stuff we do 10

11 Meeting Ground Rules 1. Be on time, and be on task. 2. Ask "what", "why", "how" and even "when" but never "who". 3. Remember that CYA, blame, and defensiveness are some of the most ubiquitous and costly wastes in every organization - avoid them. 4. Feel free to challenge others, but do so with courtesy. 5. Receive challenges with generosity. 6. Always allow someone to finish their thought before you speak. 7. Do not refrain from sharing your opinion but avoid dominating the discussion. 8. Leave your ego and title at the door. 9. In God we trust...all others should bring data - Dr. George Box. 10. Our projects, our mission, our people, our budgets, and our rules are real our org chart is arbitrary 11. No one engages in silent disagreement.

12 Project Team Amanda Stone, Wienke Tax, Bruce Friedl, Lisa Tomczak, Adrian Peshlakai, Tai Wallace, Dan Johnson, Bryan Paris, Steve Calderon, John Englander, Danielle Dancho, Ryan Templeton 12

13 Project Scope and Goal Scope: Non-attainment State Implementation Plan Goals: Increase SIP efficiency, Reduce number of SIPs requiring rework after submission to USEPA to 30%, Reduce the overall elapsed time of the SIP process by a minimum of 50%. 13

14 Kaizen Activities Reviewed Current State Process Mapping Elapsed Time Calculations/Metrics Brainstorming activities Opportunities Impact Difficulty Quick Hits Recommendations Compiled Future State Process Mapping Elapsed Time Calculations/Metrics Implementation Plan Engage those who deliver the product to the customer to improve the process Communication Plan Kaizen 14

15 Current State Map 15

16 Future State Map

17 Future State Benefits Define process Concurrent processing Proactive (Future) vs Reactive (Current) Increased quality of product Increase project transparency Cross training Early intervention environmental improvement Branding/Improved public image Reducing staff touch time overall Reduce cost to develop SIP Increased job satisfaction

18 Process Metrics Metric Current State (estimated) Future State (estimated) Difference Steps 149/449 with loops 122/ 0 loops 27/449 loops Decisions Handoffs Delays Touch Time 3996 Hours 2885 Hours 1111 (28%) Total Elapsed Time 51.5 months 39 months 12.5 months 18

19 Recommendations Internal ADEQ dispute resolution (process to elevate issues to mgmt) & system for prioritizing assignment and deadlines (intra-agency agreed upon), including process to "move on" to next step when no response from EPA MOA, including Inter-agency dispute resolution process (ADEQ-EPA) and response times "Pre-premeeting" and thorough SIP development plan, including research, timeline, staffing, list of pt. sources, w/ ADEQ/EPA MOA (Response times) w/in App. X, methodology (EI, regulatory, etc), level of EPA involvement - all done at soonest possible pt. Increase or ID capacity to standardize work product Need centralized database for EI (functional AEIS) Revise stakeholder process - compile lists/use of gov delivery Come up with a detailed SAU/SIP SOP or a cookbook for NAA SIPs that describes each process performed by both units Broad IPP development (standardization) Incentive Tool box for stakeholders early involvement Work w/ EPA to develop list of approved methodologies for estimating emissions for all area source emissions for all criteria pollutants to supplement AP-42 Rules moratorium Request to EPA to act on SIP submittals (approve or disapprove) AZURITE module for tracking SIP development, rule/statute, etc.

20 Impact Impact / Difficulty Potential action items identified Recommendations * High difficulty, moderate impact. Difficulty 20

21 Action Items Quick Hit, Recommendatio n, Parking Lot ID Action Item Person(s) Responsible R01 Internal ADEQ dispute resolution Steve R02 MOA, including Inter-agency dispute resolution process (ADEQ-EPA) and response times R03 Pre-meeting and SIP development plan Lisa Steve, Wienke R04 Increase or ID capacity to standardize work product Steve, Eric R05 Need centralized database for EI (functional AEIS) Bryan R06 Revise stakeholder process - compile lists/use of gov delivery Danielle R07 Come up with a detailed SAU/SIP SOP or a cookbook for NAA SIPs that describes each process performed by both units R08 Broad IPP development (standardization) Tai Bruce, Ryan R09 Incentive Tool box for stakeholders early involvement Danielle R10 Work w/ EPA to develop list of approved methodologies for estimating emissions for all area source emissions for all criteria pollutants to supplement AP-42 R11 Rules moratorium Danielle Ryan, Wienke, Steve R12 Request to EPA to act on SIP submittals (approve or disapprove) Steve, Eric R13 AZURITE module for tracking SIP development, rule/statute, etc. John

22 Team Expectations Project Managers Program Manager Executive Sponsor Recruit a team that is interested and able to assist in the project design and implementation. Develop a project plan using the GSD template or other suitable tool. The project plan must include major tasks, the identified team, a schedule for completion, communications plan, project risks, and a method to monitor progress. Lead project-specific team through implementation. Update project-specific schedule and status through completion. Identify obstacles and elevate them as necessary. Secure appropriate management buy-in. Responsible for successful implementation of each project. Discuss best practices with other project managers. Coordinate project managers and serve as a central source of progress monitoring. Based on project specific plans, develop overall program plan using GSD template or other suitable tool. Update overall schedule and status through completion. Assist PMs in identifying obstacles and resolving them. Assist PMs in identifying obstacles that need to be escalated to the Program Sponsor or Deputy Director of Agency. Evaluate the scope of each project and assess risks associated with implementation. Secure Program Sponsor buy-in. Responsible for successful implementation of overall (add) Process Improvement Program. Discuss best practices with other program managers Eliminate obstacles for PMs Insure that resources are available to PMs Review progress with Program Manager at least twice per month. Work with Program Manager to develop risk mitigation strategies associated with implementation Provide management buyin Accountable to Operations Group for successful implementation of overall (add) Process Improvement Program.

23 Generalized Flow Planning PM is assigned PM recruits a project team PM develops a Project Plan with help from team Prg Mgr prepares overall plan Sponsor endorses Doing Team & PM execute plan Team implements Communicating PM monitors project progress, manages change & reports to Prg Mgr Prg Mgr monitors overall progress, manages change & reports to Sponsor Sponsor removes obstacles, provides resources and coaching Legend: PM Program Project Team Sponsor Manager

24 Project Plan Template