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OBJECTIVES FOR BLACK BELT TRAINING
• Peak Framework
o Think Differently: Start with Why— Say It Importance of the Innovation Form to planning and delivering Innovations
o Tools to ID Waste— See Ito Tools to Eliminate Waste— Solve Ito Simulation
• Present your ideas for Innovationo What you might work on after completing Black Belt training
GROUP NORMS
• Take a couple post-it notes and write down one positive and one negative guideline for interaction during this week
• Think about:o How you want the group to act;o What guidelines you want the group to follow; and o What you want, or not want, to see during this week?
• Put them on the “Norms” poster – one on the smiley face part, the other on the frowny face part
GOALS
• Take a post-it note and write down your goal(s) for this week
• Think about:o What you’d like to accomplish this week;o What you expect will happen;o What do you want by the end of this week that you don’t currently
have; ando What you’d like to take away from this week
• Put it on the “What I Want” paper
TO COMPLETE YOUR CERTIFICATION
Attend Green Belt Training
Green Belt
ANDSubmit at least the 1st 3
sections (why, current state, future state) of an
Innovation Form with proof of attempted
implementation to Peak Academy
OR
Participate in an improvement event
(such as an RIE or Workshop)
Attend Black Belt Training
Black Belt
ANDSubmit a completed
Innovation Form (all boxes) with proof of attempted implementation to Peak
Academy
OR
Participate in an improvement event (such as
an RIE or Workshop)
PEAK ACADEMY: UPDATING YOUR WORK DAY GOALS• Initial Steps (within 1 month after Black Belt training)
o We will email you the language for your Work Day Goalso You and your supervisor will:
Update your goals to include the requirements for submitting and implementing innovation ideas
% weight of Innovation Outcome determined by you and your supervisor (or manager). Peak Academy will not dictate a %-weight requirement
• Jan – July Cohortso 2 ideas implemented (completed Innovation Forms) = “Meets Expectations”o 3 ideas implemented (completed Innovation Forms) = “Exceeds Expectations”o 4 ideas implemented (completed Innovation Forms) = “Outstanding”
• Aug – Oct Cohortso 1 idea implemented (completed Innovation Forms) = “Meets Expectations”o 2 ideas implemented (completed Innovation Forms) = “Exceeds Expectations”o 3 ideas implemented (completed Innovation Forms) = “Outstanding”
• Nov – Dec Cohortso No expectation for this year. You will update your Work Day Goals for the
following year using the Jan-July Cohort expectations above
7
WARNING!Innovation can lead to efficiency and effectiveness in areas no one
thought possible.
Black Belt training can result in spontaneous process improvement.
Black Belt training can lead to:
Addictive innovative behavior
Process improvement fixation
Obsessive desire for M.E.A.T.
A visual time management fetish
Visualizing opportunities around every corner
An overwhelming sense of accomplishment
DENVER PEAK PERFORMANCE: WHY?
Why
We believe in improving outcomes by focusing City resources on:
Youth
Jobs
Safety Net
Customer Experience
Sustainability – Financial & Environmental
Mayor’s Vision Statement We will deliver a world-class city where everyone matters.
Citywide Strategic Framework
Sustainability
CelebratingStrategic Planning
StrategicPlan
Performance Metrics
Bene
fits
Trac
king
Financial
Hard $ Savings(budget impact)
Soft $ Savings
Youth Jobs SafetyNet
• Dashboard Development• ID Value Streams• ID & Prioritize Innovation
Opportunities• Create Innovation Plan
Customer Experience
Innovation
• JDIs – Just Do Its
• Workshops
• RIEs – Rapid Improvement Events
• Projects – Larger scope, usu. Multi-agency
• New/Updated Technology
• Strategic Resource Alignments (SRA)
HumanDevelopment
People
TechnologyProcess
Service LevelImprovements
DENVER’S PEAK PERFORMANCE FRAMEWORK
VALUE STREAM ANALYSIS
• A value stream is the core service of an organization
• DMV Example:
13
Titles Registrations Renewals
“Legal Documents” “Plates, Placards, Temp Permits”
“Stickers”
INNOVATIONS IN DENVER
Small Scope1 Day
One to a few people involved
Larger Scope1-3 Days
Few to several participants
Larger Scope3-5 DaysSeveral
participantsRequires up-front
analysis
Very Large Scope
Long-termMany
participants
Innovation Form-based, data-driven, & customer-focused
Black Belts Facilitated Events
MAZE EXERCISE: RULES
Everyone must complete the maze correctly1If you miss-step (defect) you must exit the maze and start over
2
You may not talk while someone is in the maze3
If you don’t beat the time, you are given a new maze
4
MAZE EXERCISE: DEBRIEF• What breakthrough ideas allowed your team to improve the most?
• What did you eliminate from the process?
• How much did your process of discovering the maze and then utilizing that process matter?
• Could you apply your process to different mazes?
• Did you:o Work as a team to ID the steps in the process?o Seek perfection?o Question the rules of the exercise in order to innovate?
WHAT IS PROCESS IMPROVEMENT• Continuous improvement methodology• Non-proprietary (i.e. Free)• Driven by the people who do the work (not top-down)• An investment in fellow employees• About delivering value to the customer on demand
• A set of tools to…
o Identify Waste – See Ito Eliminate Waste – Solve It
Is Waste a dirty word?
WASTE IS DISRESPECTFUL…• Waste is disrespectful of HUMANITY because it wastes scarce
resources
• Waste is disrespectful of CITIZENS because it asks them to endure and pay for processes with no value
• Waste is disrespectful of INDIVIDUALS because it asks them to do work with no value
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
HISTORY OF PROCESS IMPROVEMENT
1790 1890 1910 1930 1950 1970 1990
Eli WhitneyInterchangeable
Parts
Frederick Taylor
Time Studies & Standardized Work
Frank & Lillian Gilbreth
Motion Studies & Process Charts
Henry FordAssembly Lines
Shewhart, Deming, & Juran
Statistical Process Control
Kiichiro Toyoda &
Taiichi OhnoToyota Production
System
Womack, Jones, & Roos
“The Machine That Changed the World”
Variety of products
Staff-driven improvements
5 principles
Peak AcademySAY IT
Innovation Form Thinking (workbook pg 11-17)
Full Copy of Innovation Form (workbook pg 75)
START WITH WHY
https://www.facebook.com/MichaelJrComedy/videos/10156093604010253/
Michael Jr. – Comedy is “What” I Do
Discussiono Thoughts?o What is the “Why” of your
organization?o What is your personal “Why”?o Why start with “Why”?
“When you know your “why,” your “what” has more impact, because you are walking in or
towards your purpose.”— Michael Jr.
INNOVATION FORM THINKING – SAY ITThe Innovation Form is a tool to…
o Communicateo Build Consensus
Front Back
o Solve Problemso Measure Progress
Sust
ain
the
Inno
vatio
n
Inno
vatio
n
Plan
ning
THE INNOVATION FORM MODEL – SAY IT
Problem - Why Change is Needed
Current State
Future State
Gap Analysis / Waste Observed
Brainstorming / Experiments
Action Plan
Results
Lessons Learned
DENVER’S INNOVATION FORM
Problem - Why Change is Needed
Sample Questions:• Why are we doing/changing this?
• Is there a circumstance or emergency demanding change?
• What is the impact of this issue on the customer?
1
Problem - Why Change is Needed--Example
• We can lose our funding if we don’t fix this
• Our top customer complaint is how long it takes to get the widget
• We can help more people get business licenses, improving the local economy
1
DENVER’S INNOVATION FORM
A current state process map or other supporting picture/drawing can go in the final section of the Innovation
Form (Additional Innovation Notes)
Current State (CS) CostsQualitative(Feelings)
Money
Errors
Amount
Time
Yearly Cost (Annualized)
Current State (CS) CostsQualitative(Feelings)
My disorganized workspace makes me frustrated & stressed.
Money $25/hour (labor) + $2,500 (materials)
Errors 5% of widgets are made incorrectly
Amount I make 15 widgets per day
Time It takes 30 minutes to make 1 widget
Yearly Cost (Annualized)
$187.50/day $51,250 annually($48,750 soft + $2,500 hard annually)
Example
DENVER’S INNOVATION FORM
Use the same metrics from box Current State!
Make apples-to-apples comparisons
Future State (CS) CostsQualitative(Feelings)
Money
Errors
Amount
Time
Yearly Cost (Annualized)
Future State (CS) CostsQualitative(Feelings)
My workspaces will be orderly and calm. Less stress
Money $25/hour (labor) + $1,000 (materials)
Errors 0% of widgets are made incorrectly
Amount I will make 20 widgets per day
Time 20 minutes to make 1 widget
Yearly Cost (Annualized)
$165/day $43,900 annually ($42,900 soft + $1,000 hard annually)
Example
Current State (CS) Costs Future State (CS) CostsQualitative(Feelings)
My disorganized workspace makes me frustrated & stressed. My workspace will be orderly and calm. Less stress
Money $25/hour (labor) + $2,500 (materials) $25/hour (labor) + $1,000 (materials)
Errors 5% of widgets are made incorrectly 0% of widgets are made incorrectly
Amount I make 15 widgets per day I will make 20 widgets per day
Time It takes 30 minutes to make 1 widget 20 minutes to make 1 widget
Yearly Cost (Annualized)
$187.50/day $51,250 annually($48,750 soft + $2,500 hard annually)
$165/day $43,900 annually ($42,900 soft + $1,000 hard annually)
Yearly Savings (CS Cost – FS Cost) $51,250 - $43,900 = $7,350 total savings($5,850 soft savings + $1,500 hard savings)
Yearly Savings to Customer(Value of Customers Time)
Example
DENVER’S INNOVATION FORM
MEATY!
MONEYHourly Rates
& Material Costs
ERRORSDefects
AMOUNTSHow many widgets
do you make?
TIMEHow long does it
take to make your widget?
Any wait time?
Yearly CostThe total cost of
your process over the course of the
year.
TYPES OF SAVINGS
Hard Dollar Soft DollarValue to
CustomerService Level Improvement
HumanDevelopment
Improvements that reduce
budget expenses
Improvements that save
people’s time (opportunity
cost)
Soft and hard dollar savings
to the customer
Improvements that add value to
people or processes, with no hard or soft dollar savings
Improvements that increase knowledge,
skills, & abilities of an
individual
CALCULATING HARD DOLLAR SAVINGS:DERP—STANDARD MAIL TO EMAIL
Heather DarlingtonAssistant Director
Systems & FinanceDERP
Current State (CS) Costs Future State (CS) CostsQualitative(Feelings)
Money $0.75/letter for postage, envelopes, & paper; $250/month in toner + copy machine maintenance
$0 spent on printing letters
Errors no errors no errors
Amount 8,345 letters mailed per month 8,345 letters emailed per month
Time 12 hours/month <1 hour/month
Yearly Cost (Annualized)
$6,509/month x 12 months= $78,108 per year
$0 hard costs to email letters
Yearly Savings (CS Cost – FS Cost) $78,108 – $0 = $78,108
Yearly Savings to Customer(Value of Customers Time)
CALCULATING SOFT DOLLAR SAVINGS:EXL—BINDER TO SPREADSHEET
Julie WainwrightLicensing Tech
Excise and Licenses
Current State (CS) Costs Future State (CS) CostsQualitative(Feelings)
Money $30/hour $30/hour
Errors no errors no errors
Amount 229 days/year 229 days/year
Time 75 minutes/day searching for documents 10 minutes/day searching spreadsheet
Yearly Cost (Annualized)
$8,587/year soft dollar costs to find documents
$1,145/year soft dollar costs to find documents
Yearly Savings (CS Cost – FS Cost) $8,587 – $1,145 = $7,442 Savings Per Year
Yearly Savings to Customer(Value of Customers Time)
CALCULATING VALUE TO CUSTOMER:EXL—WAIT TIMES AT EXCISE AND LICENSE
Stacie LoucksDirector of Excise and
Licenses
Current State (CS) Costs Future State (CS) CostsQualitative(Feelings)
Money $25/hour= avg. citizen's hourly wage $25/hour= avg. citizen's hourly wage
Errors no errors no errors
Amount 25,000 customers 35,000 customers
Time 35 minutes = avg. customer wait time 21 minute = avg. customer wait time
Yearly Cost (Annualized)
$364,583 soft dollar costs to customers ($14.58/customer)
$306,250 soft dollar costs to customers ($8.75/customer)
Yearly Savings (CS Cost – FS Cost) $364,583 – $306,250 = $58,333.33 Savings
Yearly Savings to Customer(Value of Customers Time)
5 WAYS TO DEMONSTRATE VALUE SERVICE LEVEL IMPROVEMENT
• Definition: Improvements that add value to people or processes, without providing a hard or soft dollar savings
• Example: Denvergov-Purchasing Website Portal Cleanup
METRIC CURRENT STATE FUTURE STATE 30 DAYS 60 DAYS 90 DAYS
M Redesign Hours/Costs-83 No Cost ($2,221.91) No additional redesign required
No additional redesign required
E Bounce Rate-41.77% 25% 26.35% 26.16% 21.98%
E Did the Customer get what they wanted? - 53% Yes
Improve to 88% Yes 66.84% Yes 64.87% Yes 66.46% Yes
A Number of Website Pages-44 22 7 (Reduced
84.09%)7 (Reduced
84.09%)7 (Reduced
84.09%)A Page Visited - 4.42 9.63 5.2 5.57 4.68
T Visit Duration less than 10 seconds - 7.588 (47.57%)
Reduce 75%(Target 31.32%) 33.16% 35.13% 33.54%
TVisit Duration between 3 & 10 minutes - 2,082 (3.48
minutes)Improve 25% 4:56 minutes 5:13 minutes 4:24 Minutes
PURCHASING WEBSITE BEFORE CLEANUP PURCHASING WEBSITE AFTER CLEANUP
Jeff Walter Administrator I
Purchasing Administration
HUMAN DEVELOPMENT:EXL—TRAIN MORE NOTARIES
Current State (CS) Costs Future State (CS) CostsQualitative(Feelings)
Money $25/hour= avg. citizen's hourly wage $25/hour= avg. citizen's hourly wage
Errors Most customers left without completingtheir transaction—needed to find a notary
0 customers need to leave to find notary—can find one at EXL
Amount 3 staff were trained notaries 76 people in the City are trained notaries
Time varied—depends on where citizen went to find a notary outside Webb no time spent looking for outside notaries
Yearly Cost (Annualized)
Yearly Savings (CS Cost – FS Cost)
Yearly Savings to Customer(Value of Customers Time)
SAVING SIGHT
https://www.youtube.com/watch?v=zHc5U38ZcU8
The Toyota Effect
Discussiono Why is change needed?o What was it like before
they innovated?o How did things change?
“I never would have thought that implementing the Toyota
Production System would help save lives… but it has”
— Pradeep Prasad, MD
LET’S USE THE FIRST THREE SECTIONS OF THE INNOVATION FORM TOGETHER!
o Innovation Form based off of Saving Sight Video as a class
GROUP BREAKOUT: USE THE FIRST THREE SECTIONS!
o Pick a work-related process that you’d like to problem solve Should be small in scope and within your control to influence
o Fill out the first 3 sections of the Innovation Form and include metrics, according to below:
Please Note: We will use these Innovation Forms throughout the week for multiple exercises
GEMBA WALK – SEE IT
• What is a Gemba Walk?o Gemba: Japanese word for “the real place”
o Go watch WHERE the work is being done and ask… Who are the customers? What do they value? What are the steps in the process? When is the process complete? Are any steps not adding value for the customer? Where can you remove Non-Value Add steps? Where can you create/enhance PULL? Where can you create/enhance FLOW?
SEE IT
• Go to where the work is done versus discussing the work in a conference room
• The most powerful way to identify waste
SEE IT• Not an opportunity to find fault with others, enforce policy, or offer
advice for how you might do it better
• A chance to demonstrate humility and respect for another person’s job
• A time to appreciate the courage it takes to showcase areas in need of improvement
“I look only to the good qualities of men. Not being faultless myself, I won’t
presume to probe into the faults of others.” --Gandhi
Please be kind to our hosts
Peak AcademySEE IT
Process Mapping (workbook pg 18-20)
8 Wastes / Value Added Analysis (workbook pg 21-25)
PROCESS MAP EXERCISE – SEE IT• Group Discussion
• Sample Process: Going to see your Doctoro Let’s talk about the process
• Wait Time vs. Service Timeo Document wasted time (in minutes) for this process
NOTE – Wasted time is any step that’s not providing the value you seek
o Document actual service time (in minutes)
• Questions to discuss together:o Is waiting wasteful? o Wasteful for who? o And…. can that time be monetized?
PROCESS MAPS – SEE IT
• General rules of thumb…o Left to right is notionally when steps take placeo Mark milestones and/or time to deliver value to your customero Document volumes of “widgets” that go through the processo Boxes – Steps in a process (label “who” and use verbs)o Diamonds – Decisions (Yes/No, If/Then…)o Use pink stickies to represent waste/issues; other colors can be used
for different work groups or individualso Processes can occur at the same time, with one process shown
above or below the other (known as ‘swim lanes’)
• Remember… You’re not going to break anything!o Strive to ensure it’s accurate and reflects the work that’s actually
done!
PROCESS MAPPING – SEE IT
Licensing Application Process– Current State – 02/18/15
Tech 1 calls customer to counter and receives their
application packet
Tech 1 makes copies of all forms
Tech 1 gives packet back to the customer
and explains what they still need to
provide
Did they provide all needed forms?
Yes
No
Tech 1 files copies into appropriate license file and places originals in
Tech 2’s inbox
Tech 1 leaves the case open and waits for the customer to
return
The 8 Wastes Related Examples & Questions
1. Defects • Is there re-work because of errors, poor quality control, or lack of standards?
2. Overproduction• Pushing work downstream before the next person is ready• Producing reports no one needs• Entering repetitive information
3. Waiting• Waiting for info, resources, or approvals• Dependency on others to complete tasks• System response or down time
4. Non-utilized/underutilized human talent & things
• Underuse of people’s talents or skills• Printers, computers, & scanners not being used
5. Transportation• Email distribution lists not up-to-date• Unorganized work space• Multiple handoffs
6. Inventory• Extra office supplies or other inventory than is needed• Files awaiting task completion• Filled in-boxes (paper and electronic)
7. Motion • Unnecessary data entry or motion between areas• Searching for work documents or other supplies• Hand carrying paperwork to other departments
8. Excessive Processing • Can some tasks be combined or eliminated?• Is too much time spent on unnecessary tasks?
THE 8 WASTES – SEE IT
STEPS IN A PROCESS MAP –SEE IT
• Value Added (VA)o Any step in the process that
improves the product for the customer.
• Business Necessary Non Value Added (BN/NVA)o Activities ensuring that the value-
added steps have been properly completed. These are steps that are required by regulatory agencies and/or policies.
• Non Value Added (NVA)o Activities that do not contribute to
the product or the process and should therefore be eliminated. Non-value added steps are waste.
PROCESS MAPPING – SEE IT• A good process map not only outlines the steps, but also notes wastes in the
process (in pink); value-added, business necessary, and non-value-added steps; and how long each step takes
Note the different colors used for different individuals/groups in the process
We use pink post-its to signify waste – notice how they stand out!
Two processes occurring simultaneously = swim lane
Metrics are key
Remember to title & date the process map
SPAGHETTI DIAGRAMS – SEE IT
• Diagram (or layout) of the work area• Show the motion of how a customer and team members work• Identifies unnecessary movement• Can help ID better layouts
FISHBONE DIAGRAMS – SEE IT
• Tool to help identify causes and conditions for an issue you are trying to solve or improve
Level 1 Cause
Level 2 Cause
Measurements Materials Man Power/People
Mother Nature/Environment
Methods Machines
EXAMPLE FISHBONE
OED Contract Development process from award letter to Peoplesoft
CAO – Waiting for Director Approval
THE FIVE “WHYS” – SEE IT
• Question asking technique to explore cause-and-effect• Ask “Why?” 5 or more times to get to the root cause of an issue• Use this tool in a respectful manner
• EXAMPLE of how to use the 5-Whys…o Issue: My car won’t start.o Why (#1): The battery in my car is dead.o Why (#2): The alternator isn’t working.o Why (#3): The alternator belt is broken.o Why (#4): I didn’t replace the alternator belt when I should have.o Why (#5): I’m not servicing my car on time.
Note: To test logic, use the word “therefore” to read back through each question (i.e. I’m not servicing my car on time… therefore… I didn’t replace the alternator belt…)
COMMUNICATION CIRCLES – SEE IT• Identify all the major actors (or who) is in the process• Define all the types of communication that goes on and to who• ID’s possible bottlenecks and need for centralized communication
Zoning Administration Team Communication
GAP ANALYSIS EXERCISE• Now let’s do them in smaller break-out groups
o Go back to your Innovation Form groupso Get a couple sheets of flip-chart papero Choose two of the four Gap Analysis tools to use on your Innovation
Form process (i.e. Fishbone Diagram, the 5 Why’s, Communication Circle, Spaghetti Diagram)
o Choose one person to present your team’s analysis to the rest of the class
PREP FOR DAY 2 OF TRAINING
• Plan for Tomorrowo Choose your teamo Make sure you know how to travel to your site’s locationo Make sure you know who is leading your group (Peak Contact)o Be punctual for the Gemba Walk (please arrive at 8:30am)o Bring your workbook with you
• Return from the Gemba Walk to Training Room 4.F.2 by 11:00am
• Prepare a readout of your findings (11:00-1:00)o Create a Process Map (Including 8 Wastes, Time, and VA/BN/NVA),o Create 1st Three Sections of the Innovation Form (Why, Current State,
Future State)o Use All 4 Gap Analysis Tools
FINAL “IGNITE” PRESENTATION• Format of the final presentations
o Must be between 3-5 minutes longo Must cover 3 Innovationso Must use the 1st 3 sections of the Innovation Form for each
Innovation (Why, Current State, Future State)o You may NOT use the clicker (You are not the first to ask)
• If you choose to use Power Point, you must use Auto-Advance
• Samples of the format available at: www.igniteshow.com
SUGGESTED FLOW FOR IGNITE:• ~30 seconds:
o Info about you and 2 of your favorite inspirational quoteso Be creative and have fun w/ these slides!
• ~30 seconds:o Information about your agency. Could include: size of your agency, budget, key value
streams, performance metrics for your work-group, key leaders in your organization, etc.o Be creative here!
• ~3 minutes: Presenting 3 innovation opportunities, 1st 3 sections for eacho You will have an opportunity during training to ID possible innovation opportunitieso Title/Intro to the Innovation, about/title of the process it addresses, and work-group(s) that
might be involved in the innovationo Innovation Form Box #1 – Why Change is Neededo Innovation Form Box #2 – Current Stateo Innovation Form Box #3 – Future State
• ~30 seconds:o Tell us why you want to be a Black Belt, how you anticipate keeping in touch w/ one
another after training, and how do you anticipate leveraging the Peak Academy after training?
o Add other items here about yourself, about innovation, and/or about Peak Academyo Have fun & be creative!
YOU MAY BE CREATIVE!We love all types of Ignite Presentations, including:
• Power Point
• Prezi
• Flip Chart Paper
• Storybooks
INSTRUCTIONS FOR AUTO-ADVANCE:
• If using PowerPoint:o Must auto-advance (e.g. every 15 seconds for 15-20 slides)
o Instructions for Office 2007 Animations: Set Advance Slide feature to go “Automatically after
00:15”
Slideshow \ Set Up Slideshow: Set “Advance Slides” to “use timings, if present”
o Instructions for Office 2013 Transitions: Set Advance Slide feature to go “Automatically after
00:15”
Slideshow \ Set Up Slideshow: Set “Advance Slides” to “use timings, if present”
Please Note: The timing of individual slides does not matter, as long as you are done within 3-5 minutes