Darla Barnette and Rosa Lee Deavers Continuous Improvement Santee Cooper

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1 Darla Barnette and Rosa Lee Deavers Continuous Improvement Santee Cooper 1

2 Role of Consultant The CI Journey Cultural Transformation Lessons Learned 2

3 } Safety is engrained in the Santee Cooper culture at work and in our personal lives } Every gathering or meeting begins with a Safety Moment } Today s Safety Moment. } We know we will be successful in Building a Culture of Continuous Improvement at Santee Cooper when it feels as engrained as safety does 3

4 } Founded in 1934 } Based in Moncks Corner, SC } State-owned electric and water utility } Serves more than 2 million customers } 1,700 employees 4

5 Long-tenured employees + Very strong functional silos + Top-down decisionmaking Ø Resistant to change Ø 30% retiring Ø Always dependent on direction from above Ø Difficult to operate in new world We must change our culture if Santee Cooper is to remain competitive. Santee Cooper CEO 5

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7 } Started in Fall 2014 } Authorized by the Executive Leadership Team } Executive sponsor empowered to drive change Launch Develop and Grow Expand and Sustain Fall 2014 Jan 2016 May 2017 Jan

8 } Strategic business decision } RFP solicitation, evaluation and selection } Process prioritization } Methodology development } Organization-wide awareness training } Initial training wave 8

9 } Consistent methodology Culture Meter } Senior leadership buy-in } Initial awareness 9

10 } Refined methodology } Staffed CI team } Additional waves of training } Coach development } Coach-led and facilitated initiatives } Incorporated CI training into new employee orientation and supervisory training } CI included in Corporate goals 10

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12 } Strong CI team in place } CI branding established } 77 employees trained } 199 employees involved in CI projects } 34 CI projects implemented } $1.1million value of CI improvements } CI identified as methodology to address critical operational challenge } Stronger cross-functional relationships and collaboration Culture Meter 12

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14 } Through 10/17 Staff training Refresher and expansion training Coach development and recognition Continued CI awareness campaigns Acquisition of change management } Going forward Continued training Continued nurturing throughout Santee Cooper Certification track 14

15 } Through 10/17 CI Improvements > $1.8 million 108 employees trained 516 employees involved in CI projects Change management integrated into CI methodology Senior leadership promotions with strong CI capability and commitment } Going forward CI recognized as key to fulfillment of objectives 100% of employees involved in CI Culture Meter 15

16 Started as a safety improvement project By taking a more thoughtful CI approach, the team also found $2.2 million in annual savings! 16

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18 } Our partner: Orion Development Group } Structure: Santee Cooper Orion Development Group Sponsor Engagement Mgr CI Leader CI Team Members Delivery Team Santee Cooper Employees (project team leaders and members) 18

19 } Subject matter expertise Process management Setting up a CI program Portfolio and project management Stakeholder management Facilitation skills } Curriculum development and delivery } Road map design and execution 19

20 } Methodology specific to our cultural and business needs } Training that put the right tools and skills in the right hands } Mindful governance practices to keep us on track } Helped us learn to lead CI projects and learn to lead others to adopt CI as a way of life 20

21 } Need for better launch and report structures } Real executive support } Get mid-management involved early and often } Stability of staff for a period of time } Importance of branding, communication and marketing } Consistent methodology, with the flexibility to meet specific project needs } Keep it fun } Cultural transformation must always be the end game 21

22 Approach Decision Criteria Duration to Improvement Ideas Full CI Focused CI Cross-BU participation critical Complex issues Limited localized support for change Solutions may require significant investment in technology or culture Cross-functional participation important Most improvements will be incremental change Will require time to gather data Localized support for change 3-6 months < 30 days Kaizen Localized support for change Ability to bring focused team together for 3-5 days Data available Most improvements will be incremental change 3-5 days (but may be spread over 3-5 weeks based on schedules) 22

23 Full CI Project SOW Stakeholder ID Team Selection System Map Top Down Cross-Functional Others Data Collection & Analysis Root Cause Analysis Incremental Change Redesign Prioritization Impl Planning Execution Transition Monitoring Continuous Improvement ELT or Stakeholder Presentation Performance Report to CI Focused CI Project SOW Stakeholder ID Team Selection System Map Best Map Data Collection Incremental Change Impl Planning Execution Monitoring Continuous Improvement Summary Report to CI Kaizen SOW Stakeholder ID Data Collection Team Selection System Map Best Map Incremental Change Impl Planning Execution Monitoring Continuous Improvement Summary Report to CI 23

24 } Continuous improvement is not a project. It is a way of life. We often use CI as a tool to solve a problem or improve specific project outcomes. Don t forget to use it as a lens to see better ways to work, collaborate and deliver. 24

25 Darla Barnette Rosa Lee Deavers Mandy Dietz 25