Denver Peak Academy

Black Belt Training

Day 1 – Introduction to Innovation

AGENDA – BLACK BELT DAY 1 – INTRO TO INNOVATIONTopic TimeMorning

• Welcome & Introductions, • Course Objectives/Agenda & Group Norms• Peak Performance & Innovation• Lean & History of Lean

8:00am – 10:30am

BREAK 10:30am – 10:45am

Late Morning• A3 Thinking and Exercises to build an A3• Voice of the Customer

10:45am – 12:00noon

LUNCH 12:00noon – 1:00pm

Afternoon• A3 Gap Analysis • Tools to ID Waste: Process Mapping, Spaghetti Diagram,

Fishbone Diagram, the 8 wastes, The 5 Whys

1:00pm – 3:00pm

BREAK 3:00pm – 3:15pm

Late Afternoon• Current & Future State Metrics• Tools to ID Waste (Cont’d): Gemba Walk & Prep for Day 2• Close Day 1 (Q’s and Discussion)

3:15pm – 5:00pm

Peak Academy

Peak Performance & Innovation

TAKE A TRIP THROUGH THE MATERIAL

• Agenda for each day

• Presentations 1-5

• Reference Guideso Additional references can be found at www.BMGI.org & on City

University

• BMGIo Breakthrough Management Group, Inc. is a firm that specializes in

Lean, Six Sigma, and other methodso They provide free learning modules online at

http://www.bmgi.org/training/elearningo Throughout Black Belt training, you will see BMGI courses listed

that are related to the current topic

OBJECTIVES FOR BLACK BELT TRAINING

• Think Differently: Start with Why o Importance of the A3 to planning and delivering Innovations

• Intro to Innovation (Lean) & History of Leano Value Streamso Tools to ID Wasteo Tools to Eliminate Wasteo Lean Simulation

• Present your ideas for Innovationo What you might work on after completing Black Belt training

6

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

7

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; ando What you’d like to take away from this week

• Put it on the “Goals” poster

START WITH “WHY”

• Video

o Simon Sinek – Start with Whyhttp://www.youtube.com/watch?v=u4ZoJKF_VuA

• Discussiono Have you seen this video before?o What did you like about the video?o Did you learn or were you exposed to something new?o What things did you like (or not like) about the video?

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

MonitoringStrategic Planning

StrategicPlan

Performance Metrics

Ben

efits

Tra

ckin

g

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

Innovation Fund $

• JDIs – Just Do Its

• Workshops

• RIEs – Rapid Improvement Events

• Projects – Larger scope, usu. Multi-agency

• New/Updated Technology

• Strategic Resource Alignments (SRA’s)

HumanDevelopment

People

TechnologyProcess

Service LevelImprovements

DENVER’S PEAK PERFORMANCE FRAMEWORK

Innovations:• Just Do Its,

Workshops, Rapid Imprv Events, and Projects

Tools• A3 Thinking• Visual Mgmt• Stand Work

PROCESS INNOVATION PLAYBOOK FOR AN AGENCY/DEPT

StrategicPlan

Exec Training Metrics Innovation

Planning Innovate! Celebrate!

Exec Training from Peak Academy• How to Lead

Innovation• What is

Innovation in your organization

• ID Org’s Value Streams

• Prioritize VS’s to conduct VS Analysis (VSA)

Value Stream Analysis for each High Priority VS• Facilitator-led• VS Mapping• Create

Innovation Plan for each VS

• Charter high priority opportunities

Innovation Experts (Core Team: Green Belts, Black Belts, Peak Performers, & Facilitators)

Agency/Dept. Steering Committee(Governance – Internal Agency Leaders: Visioning, Leadership, & Follow-through for Innovation)

Peak Academy – Training & Facilitation Support

Foundational components to

support Innovation

Celebrations!• 30/60/90

Readouts• Feed innovation

results into Peak Performance Qtrly Readouts

• Citywide Impact Statements

Peak AcademyTennis Ball Exercise

(Lean Concepts)

TENNIS BALL EXERCISE: RULES

No one can touch the ball more than once1

Follow the same order in each round2

There can be no drops (“defects”): Start Over3The ball must pass through everyone's hands4

Must be done in 5 seconds5

TENNIS BALL EXERCISE: DEBRIEF• What breakthrough ideas allowed your team to improve the most?

• What did you eliminate from the process?o Distance?o Throwingo Catchingo 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?

Peak AcademyProcess Innovation 101 (Lean)

WHY LEAN?

• Lean is not a proprietary methodologyo Continuing to do business in the same way is not sustainable

Demand for Denver services is increasing Resources are limited

o The City of Denver closed a budget gap of $94M in 2013o There’s no $ to invest in proprietary approaches

• This is “Us Investing in Ourselves”

• So what is Lean, anyway?

• For more information, see BMGI Course: Introduction to Lean

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HISTORY OF LEAN

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 of Lean

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

WHAT IS LEAN, ANYWAY?• Lean is a continuous improvement methodology• Lean strives to remove waste and deliver value to customers• Is driven by our colleagues, it is NOT top-down• Lean includes a set of tools to…

o Identify Waste: Some examples include: Identifying the 8 types of Wastes Gemba Walk Process Mapping Spaghetti Diagrams

o Eliminate Waste: Some examples Include 6S – Sort, Straighten, Shine, Standardize, Sustain, and Safety Standard Work Just Do Its (JDIs) Production Boards

Is Waste a dirty word?

WASTE IS DISRESPECTFUL…

• Waste is disrespectful of HUMANITY because it wastes scarce resources

• Waste is disrespectful of INDIVIDUALS because it asks them to do work with no value

• Waste is disrespectful of CITIZENS because it asks them to endure and pay for processes with no value

BREAK

• Let’s take a quick BREAK

Peak AcademyA3 Thinking

WHY USE “A3” THINKING?

• An A3 is a….

• Problem Solving Tool

• Consensus Building Tool

• Communication Tool

• Learning Tool

WHAT IS AN A3?

• Derives it’s name from…

• Metric paper size: equal to 11” x 17” (an “A3”)

• Structured approach for planning & problem solving

• Ensures consistency when planning and executing your innovations

• Allows you to track benefits from innovations

THE SPIRIT OF THE A3….

• Promoting belief for Innovations…o Allows a group to work together & ensures inclusion

o Inclusion promotes teamwork

• Structure, structure, structureo Follow the boxes in order

• Very thoughtful approach…o Boxes 1-3: Planning the Innovation

o Boxes 4-6: Innovate!

o Boxes 7-9: Follow-Up/Sustaining Innovation

Sus

tain

the

In

nova

tion

Inno

vatio

n

Pla

nnin

g

THE A3 MODEL

Why Change is Needed1

Current State2

Future State3

Gap Analysis / Assumptions4

Brainstorming5

Experiments6

Action Plan7

Results8

Lessons Learned9

Why Change is Needed

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

Current State

Future State

Gap Analysis / Assumptions

Brainstorming

Action Plan

Results

Lessons Learned

1

2

3

4

5

7

8

9

Describe attributes of the current state – Quantitative & Qualitative

Graphically present picture of Current State

• 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

• What holds us back from the Future State?

• What are the root causes of these road blocks?

• Use Tools to ID Waste

TITLE:_________________________________ Date Started:_______Current Date:_________

Team:___________________________

Executive Sponsor: Process Owner:

If we… Then we…

Action Item Assigned To

Date Completed

CS FS 30d 60d 90d

Went Well / Helped What didn’t go well / Hindered

Experiments6

Innovation / Action Actual Outcome

DENVER’S A3

Why Change is Needed

Sample Questions:• Why are we doing/changing this?• What is the circumstance or

emergency demanding change?• What is the chief complaint?• What is the impact of this issue?• Intent of the action• Scope – Start & end points

1Why Change is Needed- EXAMPLE

• There are various touchpoints that create inherent delays in processing and defects in data entry from the initial application to invoicing phase.

• Reduction of waste in the process will potentially reduce rework and allow for reallocation of staff time to other priority work.

1

• The “Why Change is Needed” box guides the rest of the A3, scopes the issue, and grabs the reader into understanding and/or feeling the need for change. Why should the reader care about the situation?

• State how this issue impacts the purpose of the organization/process, ideally from the customer’s point of view

DENVER’S A3

Current State2

• Describe direct, objective, and thorough attributes of what is currently happening – Quantitative & Qualitative (baseline metrics)

• Graphically present picture of Current State

Current State - EXAMPLE2

• Estimated 20 applications processed per work day - or - 5,000 applications/year

• Touchtime from App to Billing Entry is 19 min 50 sec per application

• Monthly Billing Time is 3 hrs 35 min• Each application costs $10.92 to process• Touch points = 4• Frustrated staff, unclear & inconsistent

processes, redundant steps

A process map or other picture/drawing can also go in Box 2

• The metrics in the Current and Future State should match, so that progress can be tracked and measured

• The Future State represents a goal, not a solutiono What outcomes do we want to see? What should the customer experience?

Future State3

• Describe attributes of what should be happening – Quantitative & Qualitative

• Graphically present picture of Future State

Future State - EXAMPLE3

DENVER’S A3

Current State Future State

Touchtime: 19min 50s Touchtime: 15min 8s

Monthly billing time: 3hr 35min Monthly billing time: 2hr 13min

Cost per app: $10.92 Cost per app: $6.00

Hard $ savings: $600

Soft $ savings: $17,000

Touch points: 4 Touch points: 2Frustrations, unclear &

redundant processFewer frustrations, clear

process, no rework

A3 WRAP-UP: EXERCISES• Let’s build an A3 together (10 mins)

o If this is your first A3, relax! We’re going to start one togethero Examples: Fill out the first 3 boxes for…reducing your monthly

expenses at home, how to improve scheduling a visit to the doctor, or come up with an example you can do together

• Now you build one in a smaller break-out group (15 mins)o Break out into smaller teams of 3-to-5 peopleo Get a sheet of flip-chart papero Pick a work-related topic or issue that you’d like to problem solve

(e.g., how to help customers better, how to issue more licenses in the same amount of time w/ the same number of people, etc.)

o Fill out the first 3 boxes of the A3o Choose one person to present your team’s A3 to the rest of the class

Peak Academy

Voice of the Customer (VOC)

DEFINITION & PURPOSE

• The Voice of the Customer (VOC) is what the customer wants & requires from your product/serviceo This is then translated into actionable terms to deliver an improved

widget and process

• The VOC speaks to why we’re here:o As public servants, we work to serve the public and make a

difference in people’s liveso It is only when people use our widgets that we achieve our goals

and outcomeso Providing products & services with greater value enables us to

make a greater difference in our customers’ lives

WHO IS THE CUSTOMER?

• Anyone who receives and/or uses your products or services is a customer, whether they are internal or externalo Internal Customers:

People or processes downstream from you, but still within your organization Internal customers are important, but their requirements should be

analyzed and understood as they may be creating unnecessary wasteo External Customers:

People, organizations, or processes outside your organization External customers are usually the ones who are “paying” for the products

or services

• Customers can fit into two roles:o End users

Most important customers- those for whom the widget was designed Personally uses the widget to achieve the desired outcome

o Brokers Acts as agent for your product or service, transferring it to the end user Makes the widget easier to use, more appealing, and/or more accessible;

encourages the end user to accept the product

WHO IS THE CUSTOMER?

Examples:• Peak Academy trainees• Law enforcement

(license plates)• New Employees (IT

requests, orientation)

Examples:• License plates & titles

applicants• TANF applicants• Plant manager

(environmental permit)

Examples:• Human Resources

(training & recruitment)• Technology Services• Budget Analysts

Examples:• CPAs (tax forms)• Mobile app developers• EPA & attorneys

(environmental permits)

End User

Broker

Internal External

LISTENING TO THE CUSTOMER

Focus on listening to what is important to the customer, including their:• Wants• Needs• Perceptions• Expectations• Requirements

Strategies for getting the customer’s thoughts include:• Comment Cards• Customer Complaints• Focus Groups• Requests for Rework• Secret Shoppers• Online Reviews (e.g. Yelp)• 311 Data

What strategies can you think of or have you used?

How did they affect your operations?

DEFINING VALUE

What

they said

•Ask the customer what they want; don’t assume.

•Get their thoughts on the steps to deliver the product and/or service, willingness to pay for it, and potential activities that improve the widget.

What

they meant

•Why did they say that?

•What are the underlying interests behind their comments (e.g. service availability, choice, quality, safety, etc.)?

Application to

agency

•What do these statements mean for the agency?

•What actions are required to adjust processes to meet these underlying interests and achieve valued outcomes?

Value is driven by customer outcomes, not agency processes.

VOC: EXERCISE

1. Form into groups of 2-3 individuals

2. Choose one process and determine:a) Who is your customer? Are they internal or external, an end user or

a broker?b) What does your customer require, want, and expect? How do they

perceive the process and/or product/service?c) How does this affect your product/service, process, and/or

organization?

3. Present your analysis to the rest of the group

LUNCH BREAK

• Let’s take a BREAK FOR LUNCH and start back up with:

o Tools to ID wasteo Current & Future State Metrics

Peak AcademyTools to ID Waste

(A3 Box #4 – Gap Analysis)

IDENTIFY WASTE: THE 8 WASTES FOR MORE INFORMATION, SEE BMGI COURSE: THE EIGHT TYPES OF WASTE

The 8 Wastes Related Examples & Questions

1. Unused Human Talent or Unused Things

•Underuse of people’s talents or skills•Printers, computers, & scanners not being used

2. Waiting•Waiting for info or approvals•Dependency on others to complete tasks•System response or down time

3. Inventory•Extra office supplies•Files awaiting task completion•Filled in-boxes (paper and electronic)

4. Transportation•Email distribution lists not up-to-date•Unorganized work space•Multiple handoffs

5. Defects •Is there re-work because of errors?

6. Motion•Unnecessary data entry•Searching for work documents•Hand carrying paperwork to other departments

7. Overproduction•Pushing work downstream before the next person is ready•Producing reports no one needs•Entering repetitive information

8. Processing•Can some tasks be combined or eliminated?•Is too much time spent on unnecessary tasks?

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IDENTIFY WASTE: THE 8 WASTES

DHS standardized Interview

DIA Expenditures

OED Contracts

ID WASTE: PROCESS MAPSFOR MORE INFORMATION, SEE BMGI COURSE: PROCESS ANALYSIS TOOLS

• 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 Process 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• A good process map not only outlines the steps, but also notes wastes in the

process (in pink), value-added 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

Metrics

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TYPES OF STEPS IN A PROCESS MAP

• Value Addedo Any step in the process that

improves the product for the customer.

• Business Necessary Non Value Addedo 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 o Activities that do not contribute to

the product or the process and should therefore be eliminated. Non-value added steps are waste.

ID WASTE: SPAGHETTI DIAGRAMSFOR MORE INFORMATION, SEE BMGI COURSE: SPAGHETTI DIAGRAMS

• 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

ID WASTE: FISHBONE DIAGRAMSFOR MORE INFORMATION, SEE BMGI COURSE: FISHBONE DIAGRAMS

• Tool to help identify causes and conditions for an issue you are trying to solve or improve

Causes (X’s) Effect (Y)

Level 1 Cause

Level 2 Cause

Measurements Materials People

Environment Methods Machines

Big Y

1

ID WASTE: EXAMPLE FISHBONE

• Exercise- let’s do a Fishbone Diagram in groups of 3-5

OED Contract Development process from award letter to Peoplesoft

Standardized Interviews at DHS

ID WASTE: THE FIVE “WHYS”

• 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.

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5 WHY TREE

ID WASTE: COMMUNICATION CIRCLES• 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

ID WASTE: EXERCISE

• 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?

BREAK

• Let’s take a quick BREAK and start back up with:

o Current & Future State Metricso The GEMBA Walk – Another tool to Identify Wasteo Prep for Day 2, an actual Gemba Walk.

Peak Academy

Tools to ID Waste:

Current State & Future State Metrics

THE “WHY” OF METRICS

• Basis for understanding issues you might be solving• Foundation for innovation• Ensures you have clear goals for your innovations• Takes the anecdotes out of what “might be happening”

“What’s measured improves”

- Peter Drucker

METRICS-LET’S GO BACK TO THE BASICS!

How Many?*How many widgets

do you make or process

*How many clients do you serve

*How many licenses are issued

*Customer Demand*Volume

How Long?*Staff Time

*Customer Intake*Time waiting

*Backlog*Soft $ Costs

How many are Right?

*How much rework*How many

additional touches*Quality

*Standard Work*Consistency

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METRICS- SIMPLE AND VISUAL!

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Type of Metric Metric Description Current State Future State

How Many? •How many do you receive?

•How many people walk through your door?

X per day Y per day

How Long does it take?

•How long does your entire process take beginning to end

X min per widget Y min per widget

How many are Right?

•How many make it through the process without rework or being sent back the first time.

5 out of 10 widgets C&A

=50%

9 out of 10 widgets C&A

=90%

Use them in your A3

4 TYPES OF METRICS – HARD $ SAVINGS

• Reduction in budget that results from innovation

• EXAMPLESo Elimination of supplies needed for a processo Reduction in paper used within an office after innovationo Certified mail to first-classo Reducing overtimeo Selling equipment back to manufacturero Getting rid of storage facility

4 TYPES OF METRICS – SOFT $ SAVINGS• Soft Dollar Savings – monetized value of the productivity gain from

reinvesting resources freed by innovation/process improvement (opportunity cost)

• Examples: ensuring a new employee has everything they need before they start work (e.g. ID, computer, phone, etc.) means they can start working their first day instead of “twiddling their thumbs”; mistake-proofing forms reduces time spent reworking/correcting them, which could be used for other work

• Calculating Soft Dollar Savingso Innovation: Processing Applications (500/yr)

Original “Touch” Process Time: 2 hours, 47 minutes Post Innovation “Touch” Process Time: 2 hour, 2 minutes Time Saved: 45min per application, or 22,500 minutes/yr = 375 hours/yr

o Cost per FTE = $43,500 per year = $20.91/hr (43,500 / 2080) Wage + benefits: $20.91 + $5.86 = $26.77/hr (assuming benefits of +28%)

o Soft $ Savings from this innovation: 375 hours x $26.77/hr = $10,038.75 in soft dollar savings

4 TYPES OF METRICS – SERVICE LEVEL IMPROVEMENT

• Other metrics describe a better quality widget without a savings for the City

• EXAMPLES o Halving time it takes to get a disability parking sign set up in front of

customer’s residenceo Increasing amount of new information on monthly lobbying reportso Reducing the number of opportunities for customers to be subject to

reworko Cutting customer time to fill out a recruitment form by 75%o Filling in a service level gap, such as providing a library card

application in Spanish

• Savings to the customers can be quantified- the value of their time, cost of parking/mailing, etc.

4 TYPES OF METRICS – HUMAN DEVELOPMENT

• Human Development is primarily an output-based measure, tracking such aspects as:o The number of participants in an innovation who were previously not

exposed to Leano Additional skills or knowledge gained from the innovationo Improved promotability

• Examples:o 8 individuals participated in a Rapid Improvement Event, 2 of which

had not received training previously – human development of two people

o Cross-training workers may allow them to be more promotable

CREATING METRICS

• Examples:• Process time• Customer wait time• # defects

• Data represents process to be measured

• Explain why you’re getting the data

• Create data sampling plan & collection form

• Test accuracy of data• Refine sampling plan

to get more accurate results in future

What to Measure

ID Data Sources

Collect DataEvaluate

Data

PRACTICE WITH METRICS & TRACKING EFFICIENCIES

• Pick an A3 you’ve worked on

• Focus on Box 2 (Current State) and Box 3 (Future State)o In each of these boxes ensure you have specific metricso Metrics in Box 2 should show up in Box 3 (and vice-versa)

• Calculate the following for your metrics (where applicable)…o Hard dollar savingso Soft dollar savingso Service Level Improvement

• Be prepared to share your calculations with the entire class

Peak AcademyTools to ID Waste – Cont’d

(Gemba Walk)

(A3 Box #4 – Gap Analysis)

ID WASTE – GEMBA WALK

• 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?

ID WASTE – GEMBA WALK (CONT’D)

• Go to where the work is done!• Probably the most powerful way to ID waste

ID WASTE – GEMBA WALK (CONT’D)

• How to conduct a Gemba Walko Create a Worksheet using the initial questions listed on the previous

slides (or use a template from the Peak Academy)o Contact the person(s) who perform the work you want to evaluateo Send them a copy of the Gemba Walk worksheet/questions prior to

the visito Meet w/ your host when you arrive on-site to answer some initial

questions and learn about the customers of the processo Demonstrate respect to the team hosting the Gemba Walko Answer the Q’s in your worksheet during the Gemba Walko Deliver something of value to your host(s):

Send them a copy of the Q’s & Answers on the worksheet Prepare a slide deck with pictures of what you noted during your visit

PREP FOR DAY 2 OF TRAINING – GEMBA WALK• You will conduct a Gemba Walk

o Break out into teams and get your instructionso Be sure to get contact info for your hosto Be punctual for the Gemba Walko Take pictures

• Return from Gemba Walk to Training Room 4.F.2 by 11am

• Prepare a readout of your findingso Two hours to create a process map (including 8 wastes), 1st three

boxes of A3, ID customers, and at least 1 gap analysis toolo Your readout will be sent to your Gemba Walk hosts

DAY 1 WRAP-UP

• Let’s do a +/Δ exercise:o What things did you like about today?o What things do you think would make the rest of the days in training

work better?

DAY 1 AGENDA (IN REVIEW)

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Topic TimeMorning

• Welcome & Introductions, • Course Objectives/Agenda & Group Norms• Peak Performance & Innovation• Lean & History of Lean

8:00am – 10:30am

BREAK 10:30am – 10:45am

Late Morning• A3 Thinking and Exercises to build an A3• Voice of the Customer

10:45am – 12:00noon

LUNCH 12:00noon – 1:00pm

Afternoon• A3 Gap Analysis • Tools to ID Waste: Process Mapping, Spaghetti Diagram,

Fishbone Diagram, the 8 wastes, The 5 Whys

1:00pm – 3:00pm

BREAK 3:00pm – 3:15pm

Late Afternoon• Current & Future State Metrics• Tools to ID Waste (Cont’d): Gemba Walk & Prep for Day 2• Close Day 1 (Q’s and Discussion)

3:15pm – 5:00pm