NASCA Roundtable Presentation
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The document outlines the lean transformation journey in the public sector, highlighting key milestones and strategies implemented in Washington and Ohio from 1991 to 2016. It emphasizes the importance of top-level leadership, workforce engagement, and on-the-job coaching for successful lean practices. The results achieved include significant cost savings and a structured approach to continuous improvement through various lean projects and training initiatives.
NASCA Roundtable Presentation
- 1. Lean Journey: Transforming the Public Sector Roundtable June 24, 2016
- 2. Shawn Vaughn NASCA Association Director WELCOME PROGRAM SPONSORS
- 3. INTRODUCTIONS Chris Liu, Director, Washington Department of Enterprise Services Renee Smith Nyberg, Director of Lean Transformation Services, Washington Darrell Damron, Assistant Director of Lean Transformation Services, Washington Robert Blair, Director, Department of Administration, Ohio Tim Krall, Deputy Director LeanOhio
- 4. Panel of Directors Presenters include: • Robert Blair, Director, Ohio Department of Administration • Chris Liu, Director, Washington Department of Enterprise Services Facilitator: • Tim Krall, Deputy Director, LeanOhio
- 6. Break
- 9. Lunch
- 10. The Washington State Department of Enterprise Services’ Lean journey
- 11. Washington State’s Lean Journey Milestones 1991-2011 Baldrige, TQM, Lean in a few agencies • Assessment focus • Point improvements • Some Lean tools in use 2011 Governor Gregoire starts statewide Lean transformation • Advice from Boeing • Governor’s exec. order • VSM workshops in 26 state agencies • Private sector partner help 2013 to Present Governor Inslee deepens statewide Lean transformation • Strategic alignment • 5 Goal councils • Culture focus • Problem solving, coaching, daily Lean focus 2012 Governor Election/Transition
- 12. Washington State’s Lean Journey Milestones cont. Training • Thousands of employees and managers trained • 752 Lean facilitators trained Lean Advisors • Lean advisors in 54 state agencies • Supporting capability building and projects Partnerships • 243 Lean expert partners from • 106 organizations provided pro bono services
- 13. Washington State’s Lean Journey Milestones cont. Conference • 4th Annual Lean Transformation Conference • 2,500 attendees Lean Fellowship • 1-year rotation in Governor’s Results Washington Office • Building leadership and problem solving skills
- 14. Washington State’s Results Projects • 1,246 Lean projects in 54 agencies Costs • Survey of 18 projects: • $4.8 million in savings • $6.6 million in cost avoidance • $3.16 million in additional revenue generated More Details • See additional details at • http://results.wa.gov/
- 15. WA Department of Enterprise Services Lean Journey Department of Printing
- 16. WA Department of Enterprise Services Lean Journey Improvement Projects • 20 projects in the first year across agency • A different approach • Measurable results • Developing staff
- 18. WA Department of Enterprise Services Lean Journey Planning • Grassroots approach • Created 62 program strategy maps • Created 1 agency strategy map • Data for making business decisions • Practiced and learned
- 19. Program Strategy Maps Agency Fundamentals Map
- 20. WA Department of Enterprise Services Lean Journey Daily Lean Practices • Huddles • Visual management • Personal Kanban • Idea boards
- 22. WA Department of Enterprise Services Lean Journey Build Capability • Every leader a coach • Every employee a problem solver
- 24. 2016 Lean
- 25. Key Lesson: Lean is a Strategy! Organization has a purpose & exists in an environment Leaders choose strategy Lean Operations Strategy Organization identifies Values and Principles Everyone picks the right Methods and Tools Reflect on purpose and environment then . . . Reflect on Strategy and then . . . Reflect on values and principles and then . . . When a business challenge arises . . .
- 26. Key Lesson: Top level leadership is critical!
- 27. Key Lesson: Engage the entire workforce!
- 28. Learn Basic Concepts Engage in eLearning Access Job Aids Online Learn When You’re Available Receive Guided Practice Learn in a Safe Environment Engage in Classroom Activities Learn in Small Groups Receive Coaching On- the-Job Build Coaching Capability Rapidly Scale Implementation Triad Model: Coach, Learner, Observer-Coach Engage in Developmental Job Assignments Rotate Key Positions Complete Special Projects Design New Work Processes and Procedures Learning New Knowledge and Skills Applying Knowledge and Skill to Performance On-The-Job Key Lesson: People learn on the job with a coach! Strategic Direction
- 29. • Lean is a strategy. • Top level leadership is critical. • Engage the entire workforce. • People learn on the job with a coach. Key Lessons Watch for these lessons in the video: “Greatness” by David Marquet
- 32. The Results Model Purpose Capability Process Management System Mindset The value delivered to customers Work processes and improvements Capabilities needed to do the work Management systems to support the work Organizational values and beliefs. *Adapted from the Lean Enterprise Institute’s Lean Transformation Model
- 33. I will read a statement for each component of the Results Model, one at a time. Invite you to reflect and discuss at tables: “How would things be different if this statement were true for your team?” Reflection Exercise Instructions
- 34. Purpose Your team understands the problem it is trying to solve for customers and the value customers expect. Each team member understands how they contribute. “How would things be different if this statement were true for your team?”
- 35. Process Management System Your team knows the work to do to deliver value. Team members who do the work improve the work. “How would things be different if this statement were true for your team?”
- 36. Capability Your team builds the capabilities workers need to do the work. Team members are coached to practice new skills on the job. “How would things be different if this statement were true for your team?”
- 37. Management System Your team has systems and routines to support and sustain all the other components. “How would things be different if this statement were true for your team?”
- 38. Mindset Your team intentionally fosters the values, beliefs, and assumptions that support this way of working. “How would things be different if this statement were true for your team?”
- 39. The Results Model Purpose Capability Process Management System Mindset The value delivered to customers Work processes and improvements Capabilities needed to do the work Management systems to support the work Organizational values and beliefs. *Adapted from the Lean Enterprise Institute’s Lean Transformation Model
- 40. Break
- 42. Daily Lean Practices Video Example From DES https://www.youtube.com/watch?v=krkiRUEtHVA
- 43. Management System Daily Lean Practices • Huddles • Visual Management • Problem Solving • Coaching • Personal Kanban Focus
- 45. Daily Lean Practices Visual Management
- 46. Daily Lean Practices Problem Solving
- 48. Graphic Design: WA Employment Security Dept. Governor Director Assistant Director Managers & supervisors Front line team Goal Maps Agency Maps Division Maps Program Maps Graphic design: WA ESD | Design concept: Ariana Wood, Senior Lean Consultant, Lean Transformation Services, WA DES
- 49. What work is on your mind?
- 50. Personal Kanban OPTIONS DOING DONE Based on the book, Personal Kanban: Mapping Work | Navigating Life, by Jim Benson and Tonianne DeMaria Barry, 2011, First Modus Cooperandi Press.
- 51. 2 Rules of Personal Kanban 1. Visualize your work. 2. Limit your work in process.
- 52. Build a Personal Kanban • One sheet with 3 columns: Options|Doing|Done • One item per sticky note. • Put sticky notes in “Options” • Organize them. • Pull them. • Work them. • Move them to done. • Sleep better. Gain clarity. Manage stuff.
- 57. Kanban for Improvement Ideas 57
- 58. Kanban for Improvement Ideas 58
- 59. Kanban for a Meeting Agenda Options Doing Done Next meeting Budget Reports Review Goals Welcome 59
- 60. Kanban for Leader Development Ready Trying Being Start with all 9 competency “sticky notes” in this column. Move a competency from the “Ready” column to the “Trying” column when you are intentionally trying to practice this. Move a competency from “Trying” to the “Being” column when you have been self-aware and assessed the experience. Listen Teach Inspire Coach & Mentor Observe (gemba) Appreciate Question Support & Encourage Suspend Assumptions 60
- 61. Kanban for a Team Project 61
- 62. Kanban for a Work Team 62
- 63. Kanban for a Work Team 63
- 64. Kanban for a Work Team 64
- 65. Kanban for a Work Team 65
- 66. Kanban for a Work Team 66
- 67. Kanban for a Project Team 67
- 68. Get Creative!
- 69. Lean: What will it take?
- 70. Reflection Exercise Instructions • Choose 4 of the 7 topics • 10 minutes at each topic • Questions for reflection and discussion 1. What did you hear and notice? 2. What’s important to you? 3. Now what will you do?
- 71. One Word