Denver s Peak Performance

Transcription

1 Denver s Peak Performance Planning, Resources, and Continuous Improvement Brian Elms, Manager, Peak Academy Melissa Field, Process Improvement Analyst, Peak Academy

2 AGENDA Topic Duration Leader Introduction to Peak Performance 20 minutes Brian Elms Lean, Tennis Ball Exercise, and Process Map Description 40 minutes Melissa Field Break 15 minutes Process Map and Tools to Eliminate Waste 40 minutes Brian Elms Examples and Questions 20 minutes Melissa Field and Brian Elms

3 STARTING WITH WHY Mayor s Vision: We will deliver a world-class city where everyone matters.

4 Benefits Tracking DENVER S PEAK PERFORMANCE FRAMEWORK Citywide Strategic Framework Youth Jobs Safety Net Sustainability Customer Experience Strategic Planning Innovation Monitoring Strategic Plan People Financial Performance Metrics Process Technology Hard $ Savings (budget impact) Soft $ Savings Dashboard Development ID Value Streams ID & Prioritize Innovation Opportunities Create Innovation Plan JDIs Just Do Its RIEs Rapid Improvement Events Projects Larger scope, usu. Multiagency New/Updated Technology Strategic Resource Alignments (SRA s) Service Level Improvements Human Development Innovation Fund $

5 INNOVATION OPTIONS Small-scoped change One to a few people involved 1-3 day facilitated event Few to several participants Weeklong facilitated event Several participants Requires upfront analysis Large scope Long-term Many participants

6 WHY PEAK ACADEMY? City Leaders have been asking o What tools and training are available to support our colleagues as they go through Peak Performance? Investing in Ourselves o The Mayor s Office & City leaders have created the Peak Academy to train colleagues in the principles of Lean o Tools and training to enable us to achieve performance improvements through Peak Performance o Training will be offered through the Business Process Improvement team o Engaging other agencies and outside consultants who donate their time to provide training and support o Certifications that carry into your career at the City

7 WHAT IS THE PEAK ACADEMY? Denver Green Belts Introduction to Lean Denver Black Belts Learning & applying Lean tools Peak Performers Fellowships Facilitating Lean Who All Employees Usually a training set up by a manager or supervisor. All Employees Recommended by Manager and Selected by Peak Academy All Employees Recommended by Manager and Selected by Peak Academy Duration Acquired through either: 4-hour training about Lean & perform a just-do-it (JDI) or a 6-S at your work Participation in a Rapid Improvement Event (RIE) 5 day intensive, hands-on training exposing Denver colleagues to: Process Improvement 101 Tools to ID waste Ways to eliminate waste How to prioritize ideas within Peak Performance framework Citywide & within their agency 3 Months of Fellowship Includes Black Belt training & certification followed by facilitating RIEs in other agencies. Remaining 9 Months of Fellowship Work ½-time as a Fellow setting up Peak Improvement structure within their home agency. Ongoing Peak support for Mayor s Office as approved by manager What Training includes: Peak Performance overview, tools to ID waste in a process, 6S, Just-Do-It, tools to make changes and track 5 day intensive, hands-on training. Modules include: Gemba walk, tools to ID/remove process waste, case studies about Lean, how to analyze data, and facilitation best-practices 5 Day Black Belt Training Tools/Methodology/Hands-on Process Improvement Facilitation Using the See It/Do It/Train it model What s Expected after? Document 2-to-3 improvement ideas and submit them to the Peak Academy Perform either: Perform & document a JDI or Perform a 6-S at y our work Document 3-to-4 ideas annually including ties to strategic plan, scope of initiative and improvements that will result Deliver 2-to-3 ideas as approved by the agency/dept manager. Document 3-to-4 ideas annually including ties to strategic plan, scope of initiative and improvements that will result Deliver 2-to-3 ideas as approved by the agency/dept manager. 7

8 HOW ARE WE DIFFERENT? Create the structure for employees to collaborate across agencies Accept all attempts at change, no matter how small Peak Performance isn t the same thing as performance management and some of the other initiatives that have come out of the Mayor s Office in the past. This is real and genuine. Peak Academy Participant Make innovation an annual performance requirement Attraction verses aggression

9 CHANGE REQUIRES CRITICAL MASS Denver has 10,300 FTE Black belt training investment training = $2500/person Green belt training investment training = $350/person

10 Peak Academy Lean Tools to Identify Waste

11 TENNIS BALL EXERCISE: RULES 1 No one can touch the ball more than once 2 Follow the same order in each round 3 There can be no drops ( defects ): Start Over 4 The ball must pass through everyone's hands 5 Must be done in 5 seconds

12 TENNIS BALL EXERCISE: DEBRIEF What breakthrough ideas allowed your team to improve the most? What did you eliminate from the process? o Distance? o Throwing? o Catching? o Flight Time? Did you? o Work as a team to ID the steps in the process? o Create Flow? o Seek Perfection? o Question the rules of the exercise in order to innovate?

13 WHAT WE TEACH: FIVE PRINCIPLES OF INNOVATION 1. Identify the value that your customers demand 2. Map the steps required to deliver value to your customers 3. Deliver value to customers on demand (called Pull ) 4. Deliver value to customers without waste (called Flow ) 5. Seek Perfection: Standardize and solve to improve For more information, see BMGI Course: Five Principles of Lean Transformational learning requires deep personal experience: Tell me and I'll forget; show me and I may remember; involve me and I'll understand. - Chinese Proverb

14 IDENTIFY WASTE: THE 8 WASTES FOR MORE INFORMATION, SEE BMGI COURSE: THE EIGHT TYPES OF WASTE The 8 Wastes 1. Unused Human Talent or Unused Things 2. Waiting Related Examples & Questions Underuse of people s talents or skills Printers, computers, & scanners not being used Waiting for info or approvals Dependency on others to complete tasks System response or down time 3. Inventory 4. Transportation Extra office supplies Files awaiting task completion Filled in-boxes (paper and electronic) distribution lists not up-to-date Unorganized work space Multiple handoffs 5. Defects Is there re-work because of errors? 6. Motion 7. Overproduction 8. Processing Unnecessary data entry Searching for work documents Hand carrying paperwork to other departments Pushing work downstream before the next person is ready Producing reports no one needs Entering repetitive information Can some tasks be combined or eliminated? Is too much time spent on unnecessary tasks?

15 ID WASTE: PROCESS MAPS FOR MORE INFORMATION, SEE BMGI COURSE: PROCESS ANALYSIS TOOLS General rules of thumb o o o o o Left to right is notionally when steps take place Mark milestones and/or time to deliver value to your customer Document volumes of widgets that go through the process Boxes Steps in a process (label who and use verbs) Diamonds Decisions (Yes/No, If/Then ) Remember You re not going to break anything! o Strive to ensure it s accurate and reflects the work that s actually done!

16 TYPES OF STEPS IN A PROCESS MAP Value Added o Any step in the process that improves the product for the customer. Business Necessary Non Value Added o Activities ensuring that the valueadded steps have been properly completed. These are steps that are required by regulatory agencies and/or policies. Non Value Added o Activities that do not contribute to the product or the process and should therefore be eliminated. Non-value added steps are waste. 16

17 PROCESS MAP A DOCTOR S OFFICE VISIT Work with the people at your table to create a process map of a doctor s office visit. Identify each step from making the call to obtaining the prescription. Identify the waste on the pink sticky notes and attach the waste to its corresponding step. 5 minutes 3 minutes 2 minutes 5 minutes 30 minutes Call Doctor s Office Wait on hold Describe Symptoms Schedule Appointment Drive to Doctor Waiting Waiting Motion

18 Peak Academy Lean Tools to Eliminate Waste

19 ELIMINATE WASTE STANDARD WORK FOR MORE INFORMATION, SEE BMGI COURSE: STANDARD WORK Standard Work State before Innovation Standard Work: Create standard procedures & documentation that will o Mature your process & sustain innovation o Help train team members This can be as simple as a Process/Procedure Document 19

20 TITLE: Date Started: Current Date: 1 Why Change is Needed 4 Team: Executive Sponsor: Process Owner: Gap Analysis / Assumptions 7 Action Plan Sample Questions Why are we doing this? What is the burning platform? What is the chief complaint? What is the impact of this issue? Intent of the action Scope Start & end points What holds us back from the Future State? What are the root causes of these road blocks? Use Tools to ID Waste Action Item Assigned To Date Completed 2 Current State 5 Brainstorming 8 Results Describe attributes of the current state Quantitative & Qualitative If we Then we CS FS 30d 60d 90d Graphically present picture of Current State 3 Future State 6 Experiments 9 Lessons Learned Describe attributes of the future/goal state Quantitative & Qualitative Graphically present picture of Future State Are metrics defined and achievable? METRICS: Hard-$ savings, Soft-$ savings, Service Level Improvement, and Human Development Innovation / Action Actual Outcome Went Well / Helped What didn t go well / Hindered

21 WHAT WE VE DONE Standardized communication for the citizen And our employees 21

22 BECAUSE WE BELIEVE THAT EVERYONE MATTERS OUR PEOPLE

23 OUR CITY