Presentation to the National Association of State Chief Administrators Roundtable in Ohio covering Washington State Government and WA Dept. of Enterprise Services Lean journey.
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
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
17.
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
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 . . .
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
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
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.
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
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?