YELLOW BELT TRAINING (LEAN DAILY)lean.ohio.gov/Portals/0/docs/info/YB Presentation V6 Handout.pdfWhite Belt •3 hour Lean awareness training Yellow Belt •1 day Lean daily overview

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SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov

YELLOW BELT TRAINING(LEAN DAILY)


Objectives

• Start “thinking Lean”

• Introduce Lean concepts that can be used for daily improvements

• Basic knowledge on Lean tools for removing waste and improving customer value

• Demonstrate the concepts applied for improvement in Government processes

SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.govSIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov

WHAT IS LEANOHIO?

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What is LeanOhio?

• Office within DAS

• Staff of 3

• Facilitated more than 80 process improvement events

On average, process time and process steps reduced by more than 50%


LeanOhio Mission

“Make state government in Ohio simpler, faster, better, and less costly.”

SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.govSIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov

CORE PROCESSES

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Kaizen Events

•Introductions

•Scope

•Walk Through

•Current State

Day 1

•Training

•Brainstorming

•Analysis

Day 2•Clean Sheet Redesigns

•Future State

Day 3

•Commitment

•Implementation

Day 4•Results

•Report out

•Celebration

Day 5

Intensity

• Compressed Time

• Efficient

• Keeps Momentum

Immediacy

• That week

• Resources Available

• Leadership Support

Importance

• High profile

• Waste Ridden

• Customer Impact


Kaizen Events

• Improve significantly– Time and steps

• Out of Scope– No additional $

– No additional people

– Can’t change laws

– Can’t throw IT at the problem

– No one loses their job


Consultation

Strategic PlanningValue SteamMapping

Process Improvement

ResultsManagement

ALIGN PRIORITIZE TRANSFORM SUSTAIN

Assist with development of mission, vision, values

SWOT Analysis

Prioritize critical issues

Identify core processes

Develop goals and objectives

Ensure alignment

Evaluate current state

Envision future state

Identify opportunities relating to workplace culture

Determine and prioritize improvement projects

Conduct and guild “voice of the customer” activities to gather data

Analyze, compile data for use in events

Scope, coordinate, and facilitate Kaizen events

Apply DMAIC to core processes

Set up Systems to ensure bottom‐up improvements

Facilitate 5S process to transform work area layout

Facilitate 3P (production preparation process) to design new processes

Assist with development of:

• Meaningful Metrics• Scorecards• Dashboards

Provide training and guidance

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Training and Development

White Belt

•3 hour Lean awareness training

Yellow Belt

•1 day Lean daily overview

Camo Belt

•4 days + demonstration of learning

•Lean tools for government

Green Belt

•TBD

Black Belt

•TBD


LeanOhio Network

Over 1000 members– 44 State agencies

Agency Circles– Single LeanOhio Contact

• Public Safety

• Health and Human Services

• Business and Industry

• Infrastructure and Environment

• Admin and Financial

• Boards and Commissions

Hands‐on learning

– Side‐by‐side knowledge transfer

– Co‐facilitating events

– Challenges facing other agencies

– Strategic planning

– Capstone project


Lean.Ohio.gov

– Training Materials

– Results

– LeanOhio Network

– Lean Tools and Guides

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WHAT IS LEAN?


What is Lean?

• A time‐tested method and set of tools to help us improve “how” we produce our products and services.

Lean focuses on speed without sacrificing quality for the customer

What does Lean look like at home?


What is Lean?

• Lean helps us understand:– What adds value to our customers

– How work gets done

– How we can identify root causes of problems

– What an “ideal/no waste” process looks like

– How we can improve performance

– Whether process changes were successful

Lean is also a mindset, where we ask each day “How can we make our services better for customers?”

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Simplify Your Work

• Eliminate tasks that do not add value

• Make things easy and intuitive for customers and staff

• Standardize repetitive tasks• Leverage systems / staff talent• Streamline process before automation!


LeanOhio White Paper

• No IT solutions until you improve the process first

• Sequencing the process improvement ahead of technology is critically important to maximizing the gains that automation may offer


How Do We Define Value‐added?

• Customer is willing to pay for it

• Actually transforms a product or service

• Done correctly the first time

• Consumes resources without creating value for the customer (often CYA)

• Low percent of the time work is complete and accurate

• Requires extra time, effort, or resources

Value‐added vs. Non Value‐added

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Examples

• Receiving a payment, permit, certificate, etc.

• Educational training• Receiving data/info for making decisions

• Receiving medical services

• Counseling on mental health issues

• Double/triple checking

• Multiple signatures

• Re‐entering information into a system

• Rework

• Waiting

Value‐added vs. Non Value‐added


TIM U WOOD

Transportation

Unnecessary movement of products & materials

Information/Inventory

Unnecessary storage of products & materials

Motion

Unnecessary movement by people (e.g., walking)

Underutilization

Underutilizing systems and people’s skills & knowledge

Waiting

Wasted time waiting for the next step in the process

Overproduction

Production that is more than needed or before it is

needed

Over Processing

More work or higher quality than is required by the

customer

Defects

Efforts caused by rework, fixing mistakes, and incorrect information


KEY PRINCIPLES OF LEAN

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Seven Key Principles of Lean

1. Define value in the eyes of the customer

2. Identify the process for a service or product

3. Create continuous flow without interruptions

4. Reduce defects in services or products

5. Let customer pull what they want

6. Pursue perfection (Six Sigma ‐ 3.4 DPMO – 99.99966%)

7. Eliminate or reduce variation


Voice of the Customer

Key Principle #1: Define value in the eyes of the customer


Why Use VOC?

“We find ourselves wondering what our customers are thinking. Are we meeting their needs and expectations? Are they happy with our work?”

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Government VOC

• Who is the customer???– Businesses that provide various products/services to government

– Drivers on highways

– Motor vehicle owners getting licenses and registration documentation

– Students and parents in education

– Medicare, social security, other social service recipients

– Etc.


Voice of the Customer

• Focus groups

• Surveys

• Comments and complaints

• Ultimately determine what the customer cares about

• This helps guide what to focus on


Focus Groups

• A group brought together to discuss a particular topic or issue

• Should be conducted before a project begins and after a project ends

– Establish a baseline

– Look for improvements

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Continuous Flow

• Key Principle #3: Create continuous flow without interruptions


Batching

• Bunching items together and processing them

• “Enemy of speed”

• Batching can sometimes be more efficient for individuals, but slows down the processes as a whole.


Batching

“Let’s wait until we get a

bunch”

“Let’s process them as they come in”

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FISH (First‐In‐Still‐Here)

• Work started on all requests immediately (to be able to say to taxpayer that “yes, we’re working on it”)

• Highly variable process lead time, lots of fire fighting

• Search and move process

– Somebody yells, find request, expedite until somebody else yells, etc.)


FIFO (First‐In‐First‐Out)

• Work is streamed into the process

• It flows through uninterrupted

• Few handoffs, delays and approvals

• Faster and less waste

• Taxpayer gets what they want, when they want it


LEAN IN GOVERNMENT

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Department of TaxationTax Appeals Kaizen Event



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Simpler: 143 steps to 96 steps and 4 entry points to 1 entry point

Faster: 18 – 32 months to as few as 7 – 20 days

Better: This streamlined process steers cases to the right work unit right away. Simple cases are fast‐tracked while complex cases go to legal staff.

Less Costly: Projected savings of $63,000 from reduced mail processing time, certified mail, and related expenses.

Savings


Attorney General

Bureau of Criminal Investigation (BCI) Kaizen Event


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Simpler: 187 steps to 84 steps

Faster: Average of 125 days to an Average of 20 days

Better: Police departments and county sheriffs will receive DNA results quicker

Less Costly: Projected $57,000 in paper savings annually

Savings


Lean in Government

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LEAN DAILY ‐ HUDDLES


Do You Huddle?


What is a Huddle?

• A short daily meeting focused on the business to:

– See the status of work in real time

– Make decisions about managing the work to meet goals

– Support rapid, continual, incremental improvements

– Communicate and learn

– Yesterday, today and tomorrow

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“We huddle daily, because we can’t solve what happened last week.”

– Darrell Damron, Deputy Director of Lean Transformation Services, State of Washington


Do Do Not

• Start on time and keep them short, very focused

• Stand up

• Meet around a planning board (visual management)

• Discuss non‐work related items (i.e. tvshows, sports, etc.)

• Bring distractions

• “Over” talk projects

Huddles


Discussion Topics

• The status of our work today – are we meeting our goals and targets?

• What can we do to get back on track today?

• New ideas we can try to quickly improve –fixing what bugs us

• What do we need to communicate?

• Obstacles we face today and how we can overcome them?

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Sample Agenda

• Individuals set goals for the week (Monday)

• Report progress to goals (Tuesday – Friday), track visually

• Track and display key measures

• Identify ways to get back on or stay on target

• Review and assign improvement ideas (once a week)

• Share roadblocks, offer assistance, ideas and insights


You’re doing it right if you see…

• More problem solving

• Less complaining

• Better communication and coordination

• Employee ownership and initiative

• Improved morale

• Self‐managing teams


Visual Management

• Make the work visible

• Determine what needs to be tracked on visual boards for huddle discussions

• See in real time the status of the work

• Continue to improve – no one right way to do this

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Why Use Visual Management

“My co‐workers and I don’t really know whether our work is having a positive impact. We can’t tell for sure whether it’s meeting customer expectations, helping the agency achieve larger goals, or contributing in some other way.”


ODOT


Customer Service Center

Uses monitors for tracking:

1. Employee ‘status’ –available, not available

2. Current customers in queue

3. Longest current ‘hold’ time

Ohio Shared Services

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Accountability

• Daily huddles are key part of Lean Daily

• Team group meetings focusing on project status and identification of challenges

• Enables team to raise and address issues as they occur, preventing larger problems from developing

• Huddles typically occur in the same area, at the same time each day


LEAN DAILY –PERSONAL KANBAN

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What is a Kanban?

• Kanban is Japanese for “visual signal” or “card”

• In simplest terms it means better communication through visual management

• Commonly used as an indicator for re‐ordering of stock (i.e. paper, gloves, equipment, etc)


What is a Kanban?

• Modeled after how supermarkets restock shelves

• Limits work‐in‐progress and creates a pull system

• Drives value for customers by having the right items available, and creates flow of use and replenish


Personal Kanban

• Why do unfinished tasks bother us so much?

• Zeigarnik Effect – adults have a 90% chance of remembering interrupted and incomplete thoughts or actions over those that have been completed

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Personal Kanban

Get an oil

change

Paint Spare

Bedroom

Call your mom

Get Kids to

Practice

Update Website

Schedule Quarterly Meeting

Pay Bills

Reserve Room


Personal Kanban Rule #1

• Make work visible

– You can’t manage what you can’t see

– Visuals communicate more faster

– Provides context – helps prioritize and make decisions

– Facilitates communication, coordination, and collaboration


Personal Kanban Rule #2

• Limit work in process (WIP)

– Increases efficiency (multi‐tasking is a myth)

– Improves quality and reduces errors

– Reduces stress

– Facilitates learning (process, integrate, improve)

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Capacity vs. Throughput

Capacity: how much stuff will fit

Throughput: how much stuff will flow

They are not synonymous


Personal Kanban

Get an oil

change

Paint Spare

Bedroom

Call your mom

Get Kids to

Practice

Update Website

Schedule Quarterly Meeting

Pay Bills

Reserve Room


Personal Kanban

• Things to notice as you start pull

– How long certain tasks take

– Who you work with

• People/Departments

– Which tasks get delayed

• For review, approval, additional or missing info

Are there any continuous improvement opportunities?

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Adapt and Learn

• Adapt as often as you need to

• Adjust WIP

– Avoid too much multitasking (counter productive)

• Create extra columns

– Waiting, set, etc.


Example


Multiple Uses

• Improvement ideas

• Meeting agendas

• Personal development

• Team’s regular work

• Special projects

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Personal Kanban

• Productivity: getting more done– We get more done by limiting our WIP

• Efficiency: doing it with less effort– By focusing on our visuals we expend less effort

• Effectiveness: getting the right things done– By making informed decisions with pull, we get the right work done at the right time


Create a Personal Kanban

1. Decide key milestones (ready, doing, done –or…)

2. List the work waiting to be done (individually on stick notes)

3. Set work in process limits (usually 3‐5)

4. Pull work in WIP and begin

5. Use, learn, adapt!


LEAN DAILY –GEMBA WALKS

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Gemba

• Where the work takes place – “the real place”

• Go “see” first hand, with own eyes what is really happening vs. what you assume is happening

Gemba is wherever the ball is.


Purpose

• Learning opportunity for walker– Test actual reality against your assumptions

– More deeply understand what’s really happening

• Separate process and people performance– 85%+ performance problems are process issues

• Gemba Walks can change the culture– People are afraid they will get blamed

– Change the way you talk about improvement

– Foster more critical thinking


Relationship Building

• Learning opportunity for people visited during the walk

– Better understand why their work is important

– Improve critical thinking skill and confidence

– Increase trust with leadership

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Key Activities

• Prepare for the walk

• Do the walk

– Go See

– Ask ‘What’ and ‘Why’

– Show respect

• Debrief the walk


LEAN DAILY – 5S


What is 5S?

• 5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke

• Translated into English, they all start with the letter “S”:

– Sort, Set in Order, Shine, Standardize, and Sustain

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Why use 5S?

“You and/or your co‐workers spend too much time looking for items you need to do your job: files, materials, equipment, office supplies, etc.”


5S Overview


Sort

• Remove unnecessary things

• Applying the Sort function to your office means that you will:

– Sort through everything on, in and around your desk

– Separate or remove items that are unnecessary or in the wrong place

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Strategy

TossKeep Move


Red Tag

• Items that need to be removed but cannot be removed right should be red tagged

• Fill out the red tag information and affix it to the item that needs to be removed

Red Tag No.Date Person

Item Description

Disposition

Quantity

MoveScrapReturnStore OffsiteOther__________________

Comments

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Desktop


LeanOhio Storage Room


Set in Order

• Arranging necessary items for easy and efficient access – and keeping them that way

– Where does it make the most sense to store this item?

– How will I recall this file when looking for it in my filing cabinet or on my hard drive?

– Is this an item that I use frequently?

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Set in Order

• Once you have eliminated all the unneeded items, turn to the left over items

• Set everything in proper place for quick retrieval and storage

• Arrange things is such a way that the most frequently used items are the easiest and quickest to locate



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Before

After


Shine

• Cleaning everything, keeping everything clean, and using cleaning as a way to ensure that the area and equipment are maintained, as they should be.


Cleanliness Statistics

• Survey of over 1000 workers (Adecco)

– a majority of Americans (57%) admit they judge coworkers by how clean or dirty they keep their workspaces

– Typical employee spends 2.5 hours a day searching for information

– 80% of what goes into a filing cabinet is never referenced again

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Benefits of a Clean Desk

• Save time and money

– Typical employee spends 2.5 hours a day searching for information

– Average employee makes $26.00 a hour, a 800‐person agency loses approximately $13.5 million a year from the inability to locate and retrieve information


Standardize

• Creating guidelines for keeping the area organized, orderly, and clean, and making the standards visual and obvious

• Standardize processes, make things consistent

• Create rules for cleaning and maintenance

• Determine the best way to do something and do it consistently


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Sustain

• Define how to maintain the best way

• Develop good work habits that will continue over the long term

• Culture change


Ways to Sustain

• Monthly area review

• Reminders in staff meetings

• Reward areas

• Recognize improvement

• Annual clean up day


LEAN DAILY – POKA YOKE

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Why Use Mistake Proofing

“We get inputs from customers or from other sources (from paper forms or online web forms), we often find that the incoming information is incomplete or inaccurate.”


• Poka-yoke is a Japanese term that means "mistake-proofing“

• To correct mistakes before they happen

Mistake Proofing is everywhere from our home, to our car, to our work

Poka-Yoke Definition


Three Rules for Defect Detection

Your SupplierDon’t accept defects

YouDon’t make a defect

Your CustomerDon’t pass on a defect

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How does Poka-Yoke

apply to Government work?


• Almost every government process involves a form

• During scoping, almost every Kaizen team is frustrated that users of their services can’t complete a simple form (What an idiot!)

• During a Kaizen event almost every team identifies waste in in the area of the process that involves forms

• More than 95% of State of Ohio Kaizen Event teams to date have implemented improvements that reduce mistakes, delays and frustration around forms

Government Forms

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Love/Hate Relationship with Forms

• The more information the better

• The bigger the words the more impressive

• Completely familiar with all the jargon and issues

• The longer the form the more frustrating

• The bigger the words the more likely to confuse

• Unfamiliar

Government Loves Citizen’s Hate


• What percentage of times is the form completed with no errors?

• How many errors are made?

• How much time is spent reviewing the form and correcting errors

• Create checklist to breakdown errors by type or by question

• Create a Pareto Chart or Concentration Diagram

• Look for Root Causes

• Test / Implement solutions

• Review how many, how often, what kind and how long

Use DATA for Mistake-Proofing Forms


Concentration Diagram

Concentration Diagrams are great ways to collect data for your forms

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Concentration Diagram

• Put data in a visual form for all to see

• Entire team sees exactly what is being tracked

• Visibility helps employees prioritize issues and develop ideas to eliminate root causes


• Review missed questions with employees and with customers

– Create a focus group

Next Steps


• Review statute, code, rules to see if you really, Really, REALLY need to ask the question

Next Steps (con’t)

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• Have you ever tested the reading level of your forms, letters or website?

• Use software to test the age level and readability of forms

Next Steps (con’t)


How to check the reading levels

Microsoft Word has reader level features:

Go to the Spelling and Grammar Page of the Tools/Options Menu and checking “Show Readability Statistics.”


Understanding Readability Scores

• Looks at # syllables and # words per sentence.

• Flesch Reading Ease Test: the higher the score, the easier it is to understand. You want the score to be between 60 and 70.

• Flesch-Kincaid Grade Level Test: rates text on a U.S. school grade level. For most documents, aim for a score of approximately 7.0 to 8.0.

Bulleted Lists are GREAT!

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Potential Improvement Ideas

• Remove unnecessary questions

• Explain questions that may seem unnecessary

• Eliminate unnecessary typing with pull down menus if online, or boxes to check if a paper form

• With pull down menu, ensure most common answers are first

• Highlight required fields


Potential Improvement Ideas

• Online forms can’t be sent if information is left blank

• Create an FAQ or checklist to accompany the form that explains to customers exactly what is needed. (Make most frequently missed questions the first thing on the checklist)

• The most important questions are highlighted or in a prominent location


LEAN DAILY –STANDARD WORK

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Standard Work

• The best known way that everyone does the work

• Definable, repeatable, and the results are predictable

• Ensure that waste is removed from the process

• Ensures that everyone follows the method until a better method is defined

• Enables challenging, yet achievable work


Why Standardize?

“Variation is Evil!”

‐ LeanOhio

“Without standard work, there is no Kaizen.” (continuous improvement)

‐ Taichi Ohno, The Toyota Production System, 1988


Standard Work

Standard Work is created by those that “do” the work.

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How Can Standards Help?

• Standard Work is a term coined by Toyota to represent the established best way of performing work within a process. The objectives are to:– Reduce variability (waste) by ensuring that everyone performing the work uses the same best methods

– Share knowledge gained with the rest of the organization so that future improvement efforts will be more productive.


What to Standardize

• Processes

– Checklists

– Best Practices

– Visual Management


How to Snip a Picture of Your Screen

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Keys to Standardization

1. Don’t Force Standardization

2. Standard Work is created by those who do the work

3. Make standards flexible

4. Its not always a long detailed procedure

5. Make work as visible as possible

6. No longer Standard – Ask Why?


PDCA

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What is PDCA?

• Simple standardized method of improvement

• Repeatable and consistent

• Serves as over‐arching model for all other improvement tasks


Plan

DoCheck

Act

Identify & Select Problem

Define current state

Define future state

Select & Plan Solution

Action Plan – Test solutionCheck results

Follow‐up Action

Analysis

Monitor


When to Use PDCA

• As a model for continuous improvement• When starting a new improvement project• When developing a new or improved design of

a process, product or service• When something bugs you• Your customers are complaining• You find yourself saying, there’s got to be a

better way!• When implementing any change

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PDCA Procedure• Plan. Recognize an opportunity; understand

the issue; plan a change

• Do. Test the change. Carry out a small-scale pilot

• Check. Review the test, analyze the results and identify what you’ve learned

• Act. Take action based on what you learned: – If the change did not work, go through the cycle again with a

different solution– If you were successful, standardize and incorporate what

you learned from the test into wider changes. Monitor results. Plan new improvements, beginning the cycle again

Plan

DoCheck

Act


Plan

DoCheck

Act

Identify & Select Problem

Define current state

Define future state

Select & Plan Solution

Action Plan – Test solutionCheck results

Follow‐up Action

Analysis

Monitor


A‐3

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What is an A3?

• Comes from the paper size

– 11” X 17” is an A3

• Problem solving and planning tool

• Consensus building process utilizing a systematic, documented methodology

• Communication tool for day‐to‐day problem solving


Why Use an A3?

“When my co‐workers and I talk about our work and our overall work process, we talk mostly about negative things: delays, rework, overwork, red tape, confusion, and so on.”


A3 Thinking

• A3 provides a structured format for problem‐solving

• Provides a method for addressing the things that “bug” you or frustrate you

• Reflects the philosophy of don’t blame the people, fix the process!

• A3 is all about continuous improvement

• The first step is to really understand the problem. Go to the Gemba, ask questions, get data

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A3 ReportTitle: Date Started: Current Date:

Team:Executive Sponsor:

P1: Why change is needed P4: Analysis C7: Check Results

P2: Current State P5: Potential Solutions A8: Follow‐up action

.

P3: Future State D6: Action Plan A9: Monitoring


A3 ReportTitle: Date Started: Current Date:

Team:Executive Sponsor:

P1: Why change is needed P4: Analysis C7: Check Results

Why are we working on this problem/opportunity? What is the business case? What is the pain point? What is the impact? Scope?

What is preventing achievement of the goal? What is the root cause or causes of the problem? Fishbone or 5 whys.

Collect data. Check the results of your improvement. Did you close the gap?

P2: Current State P5: Potential Solutions A8: Follow‐up action

What is currently happening? Extent of the problem? Data. Statement of the problem. Graphically present a picture of the current state.

Brainstorm solutions. Analyze them. Select a solution to test.

What went well? What didn’t? If you didn’t achieve goal, then go back to test another solution. If goal is achieved, put into standard work.

P3: Future State D6: Action Plan A9: Monitoring

What specific outcome is required? What is the goal? What is the gap? Specific improvements in performance needed? Pictures/graphs

Develop an action plan for running your test (or pilot) and implement it.

What is the plan for ensuring that solution benefits are maintained? How will you monitor?


Date: 1/28/2013

VP DIR MGR MGR OWNER

Approval:

I. Theme: Improve PLL ExpenseA3 REPORT ‐ PROPOSAL

V. Recommendations

* Implement a phone tree to reduce numbers and complexity on reaching an interpreter.* Implement a video rollover where users can directly link into the next available interpreter using video carts.* Create/distribute MC badges with one phone number for any IS and which numbers to push for a specific language.* Hire "casual" Nepali interpreter to off set PLL Nepali expense ‐ further reduces costs to PLL.* Create/distribute new informational sheets to all departments and areas with contact info for quick reference to Staff* Change MC Interpreting Services business hours to increase capacity to offset PLL volume coming back in.* Distribute new language access plan* Create control plans to sustain and improve Interpreting Services service (Rounding, Video Cart Maint, Info Classes monthly, Tier Accountability Board (completed))

VI. Implementation Schedule

Action Start Date Completion Date Owner

II. Background/Current Situation Implement phone tree w/ IR 1/2/14 1/30/14 Todd Huff

Implement video rollover 5/31/13 3/1/14 Kristen Ordille

Create/distribute new IS badges 1/6/14 3/1/14 Shannon Pinckney

Improve/update IS website 1/31/14 1/24/14 Todd Huff

Update IS Policy/Procedure 1/21'14 1/29/14 Todd Huff

Hire Nepali casual 11/13/13 2/24/14 Todd Huff

Lead info class at MCSA (top depts)

11/13/13 3/1/14, 4/1/14, 5/1/14, Todd Huff

Lead info class at MCW (top depts)

11/13/13 3/1/14, 4/1/14, 5/1/14 Todd Huff

Lead info class at MCE (top depts)

11/13/13 3/1/14, 4/1/14, 5/1/14 Todd Huff

Create SWIs (Video/Phone, etc) 12/12/13 2/14/14 Todd Huff

Items Completed:

)

Distribute surveys to staff/depts ‐ 12/19/13 Todd Huff

All staff rounding ‐ 12/19/13 Todd Huff

III. Goal Daily maint on video carts ‐ 12/19/13 Todd Huff

Daily Tier Accountability Board ‐ 12/10/13 Todd Huff

Update Administrative IS Policy 1/21/2014 1/29/2014 Todd Huff

Information Sheets ‐ Quick Reference for Department Common Areas

1/20/2014 1/24/2014 Todd Huff

IV. Investigation/Analysis

VII. Evaluation

In order to get back to budget (or more), the goal is to "decrease PLL expense (during business hours) from average ~$12,500 (from beginning FY14) to ~$8,500/month by 06‐30‐14 and to $6,500/month by 12‐31‐14 while maintinaing/improving productivity.

Customers can call PLL directly for Interpreting Services by using a MCHS account number. PLL only offers phone service. PLL is normally used for off hours and

lesser languages

GembaWalk / Interviews ThemesthroughMCSA (OB/GYN, Mother Infant, and Delivery)************************** Users use PLL because its easier and less steps* Users not aware of IS policies* Website is not useful and many do not know about it.* Neplai interpreters are needed* Gaps in the on‐boarding process informing nurses on IS.

Primary Measure

Secondary M

easure

Actuals Y-T-D

Budget Y-T-D

Budget Volume Adj.

$ VarianceY-T-D

% VarianceY-T-D

Prior Y-T-D

Controllable Expenses

Other purch fees / services (PLL Expens 117,965 83,011 83,077 34,888 42.0% 80,994

Lack of user knowleggeWant real intereprters No connection

Lack of training Standard of practice for video cart placement

High turnover rateWebsite not up to date

Lack of exposure of IS in orientation

Too many steps for service Problems not reported Software Issues

Don't like current pager system Missing IS instructions Missing Carts

Lack of IS policy knowledge Misplaced carts and phones Video equipment not working

Need Nepali interpreters

PEOPLE MATERIALS

PLL Reduction - Cause & Effect Diagram

PLL Expense >

Goal

GREEN on Interpreting Services Productivity

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SOLUTIONSWhat solutions will solve the root causes? (Tools: Brainstorming and Affinity Diagram)• What solutions are best and we should recommend?

Tool for a few primary options: Impact/Difficulty Matrix Tool for many options: Criteria Decision Matrix Consider including an evaluation of the status quo (no change) option

• What impacts (positive and negative) may result from implementing the solutions? (Tool:Impact Wheel, FMEA)

• How will we mitigate or resolve negative impacts?• What communication or stakeholder engagement is needed? (Tool: Communication Plan)• What training is needed?

ACTION ITEMS

• What tasks or actions do we need to take? Who will be responsible for the task? When should the task be completed? (Tools: Action Plan, Gantt Chart)

• What support and resources are needed for each task?

METRICS/FOLLOW‐UP• What metrics will we use to track progress and performance? How will we validate results?• How and when will we check progress and performance (e.g., daily, weekly, 30, 60, 90‐

days)?• What processes will we use to enable, assure, and sustain success?• How will we communicate results and share what we learn with others?

Task Owner ProposedDate

ActualDate

<Title> <date>

BACKGROUND / BUSINESS CASE• What issue or problem do we need to solve?• Why is this issue important to solve now? • What benefits do we anticipate from solving the problem (e.g., quality, timeliness, cost,

customer/employee satisfaction)?

STAKEHOLDERS• Who are internal and external customers?• Who are team members that will complete the A3 Problem Solving Tool?

CURRENT CONDITION • What do we know? What customer, process, program data/measures do we have on the

problem (location, patterns, trends, frequency, factors)? Answer questions like: Whaterrors are occurring? Who is making the errors? Where are the errors occurring? When are the errors occurring? How are the errors occurring?

• What don’t we know and need to find out? We may need to develop a Data Collection Plan that includes: The information/data we need to collect, who will collect the data, data sources, who will prepare the visuals (bar chart, trend, pie chart), when and who will be sent the data.

• What is the Problem Statement? What specific performance measure needs to improve? We need to understand the scope and nature of the problem before we can create a problem statement. More analysis may be needed if the team cannot write a problem statement.

Example: Reduce/Increase the number/percent of <?> from <current level> to <desired level> by <date>.

ANALYSIS/ROOT CAUSES• What are root causes? Why are the errors occurring?

If the root cause is not obvious, use a root cause analysis tool. Use the simplest tool to show cause‐and‐effect down to the root cause(s). The root cause should be specific – not vague like “poor communication”.

Tools: 5 Whys, Fishbone diagram, or Affinity and Relations diagrams • Does our data verify the root causes? – a team may need to collect additional data to

verify the root cause(s)

<Name>


WHAT’S NEXT?


Start Practicing Lean

• Engage your coworkers

– What opportunities for improvement have you noticed?

– Is it process related?

– Develop creative solutions

– Connect with other Lean‐trained people at your agency

• Apply a tool at work and/or home

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Additional Training Opportunities

White Belt

•3 hour Lean awareness training

Yellow Belt

•1 day Lean daily overview

Camo Belt

•4 days + demonstration of learning

•Lean tools for government

Green Belt

•TBD

Black Belt

•TBD


Lean Liaisons


lean.ohio.gov

Documents

YELLOW BELT TRAINING (LEAN DAILY)lean.ohio.gov/Portals/0/docs/info/YB Presentation V6 Handout.pdfWhite Belt •3 hour Lean awareness training Yellow Belt •1 day Lean daily overview