Lean Partnership Guide

Transcription

1 Lean Partnership Guide City Perfrmance Lean Prgram Fr mre infrmatin, please cntact: Ryan Hunter, Prject Manager Office f the Cntrller City and Cunty f San Francisc (415) ryan.hunter@sfgv.rg Or visit: cityperfrmanceleanprgram.weebly.cm March 13, 2018 CITY PERFORMANCE City & Cunty Of San Francisc Office f the Cntrller City Services Auditr

2 2 Lean Partnerships Guide: City Perfrmance Lean Prgram What is the City Perfrmance Lean Prgram? The City Perfrmance Lean Prgram strives t equip San Francisc City staff with tls t cntinuusly imprve City prcesses t deliver value t their custmers. We ffer training, caching, and facilitated imprvement partnerships t City departments. City Perfrmance, a divisin f the Cntrller s Office, acts as an internal cnsultant t City departments t ensure efficient, effective, and accuntable gvernment. Lean is a system fr cntinuus imprvement and imprves prcesses t deliver value defined by the custmer, at the apprpriate time it is needed, with minimal waste. The term lean was used t describe the Tyta Prductin System, a systematic rethinking f the assembly line and manufacturing management practices. Frm its rigins in aut manufacturing, the Lean prcess imprvement methdlgy has spread acrss multiple industries, including gvernment. Prir clients and results Partner Recreatin and Parks Structural Maintenance Yard Cntrller Administratin MTA MUNI Custmer Service Results Cmplete blueprint reviews cmpleted increased frm 47% t 78%. Rerganized yard space and identified 24 tns f brken, aged, and bslete material. Time t prepare fr civil service accunting exams reduced by 50%. Annual sft cst f cnducting RFP panel evaluatins reduced by 40% Standardized staff prcess fr handling cmplaints; created templates fr cmmn custmer respnses.

3 3 Lean Partnerships Guide: City Perfrmance Lean Prgram What is a Lean partnership? The City Perfrmance Lean Team aims t build an rganizatin s capacity t cntinuusly imprve and develp a prblem-slving culture. In a Lean partnership, City Perfrmance team members will train key staff and leadership and cach staff at all levels t innvate, implement, and manage change. City Perfrmance will facilitate Rapid Imprvement Events (RIEs) t guide staff twards analyzing rt causes f prblems and designing their wn imprvements. A Lean partnership is Time-limited Gal-riented Fcused n remving bstacles within the client s cntrl t imprve service delivery Fcused n the partner s cre business functins A prfessinal develpment pprtunity fr client s staff An pprtunity t transfrm yur divisin r department int a Lean rganizatin A Lean partnership will nt Require significant financial resurces frm the client. Hwever, a significant investment f staff time and energy is required. Prduce recmmendatins frm City Perfrmance. City Perfrmance facilitates a prcess by which staff initiate imprvements t their wn wrk. Seek t reduce staffing t gain efficiency. Staff respnsibilities r tasks may change, but efficiency gains shuld result in mre meaningful wrk fr staff and a higher level f service t custmers. PARTNERSHIP GOALS Measurable imprvement n at least ne key perfrmance indicatr (KPI) Staff at all levels f the rganizatin take steps t imprve their daily wrk Emerging staff leaders at multiple levels f the rganizatin A culture f cntinuus imprvement that thrives after the partnership is cmplete Staff view prcess imprvement as an integral part f their jb and regularly innvate PARTNERSHIP BENEFITS Client department increases its service capacity Decreases in backlgged wrk and frustratins fr staff, imprved mrale. Prvide better gvernment services t custmers: faster, less frustrating, mre cmprehensive prcesses Staff are encuraged in their prfessinal develpment and becme change agents fr the rganizatin

4 4 Lean Partnerships Guide: City Perfrmance Lean Prgram Criteria fr a gd partnership Nt every department, business unit, r prcess is a gd fit fr a City Perfrmance Lean partnership. A successful partnership meets the fllwing criteria: A wrk unit f peple that, while facing clear challenges, can nevertheless dedicate internal resurces t imprvement wrk. There is a willingness t devte significant time frm frnt line staff, middle managers, and executives t caching, training, imprvement events, and participatin in the Lean Leaders netwrk. A few key staff shuld plan t spend as much as 20% f their time n imprvement wrk during the partnership. An imprvement gal that includes: A clearly defined prblem that is within the client department s cntrl Clear, meaningful metrics t gauge success Fcus n a single prcess: the end-t-end delivery f a prduct r service Cmmitment and capacity t mnitr perfrmance measures, including Executive agreement n 2-4 key perfrmance indicatrs (KPIs) Available data t measure KPIs, r a plan t measure them in an ad hc manner Analysis supprt frm client t measure KPIs during and after partnership Cmmitted executive spnsrship that Is cmmitted t imprving wrkflw t prvide value t custmers Empwers staff at all levels t prpse changes and ideas; des nt lk t City Perfrmance as the Lean fix it team Expects staff t run imprvement prjects bth during the Lean partnership and after the partnership ends Lks fr ways t say yes t prpsed changes (a yes, if attitude, rather than n, because ) and fster a culture f prblem-slving Expects frnt line staff t have meaningful ideas t cntribute and expects middle managers t take ideas frm frnt line staff seriusly Is willing t carve ut time away frm staff s daily wrk t create space fr training attendance, wrk n imprvement teams, and individual innvatin Makes him r herself available fr training and fr meetings with City Perfrmance staff, imprvement reprt-uts, and ther key partnership activities Is willing t spend time sharing lessns learned and results with Lean practitiners citywide

5 5 Lean Partnerships Guide: City Perfrmance Lean Prgram What happens in a partnership? A Lean partnership may last eight t twelve mnths frm initial scping t the end f the transitin, with a level f effrt between 500 and 1,250 hurs frm City Perfrmance, depending n scpe. A small partnership may feature a brief perid f scping, relatinship building, and bserving the wrk in real-time, in preparatin fr ne narrwly-scped rapid imprvement event (RIE). A mid- t large-size partnership may prduce a cmplete prcess map during the planning phase t infrm multiple fllw-up RIEs. 1. INITIAL SCOPING During initial scping, the City Perfrmance prject manager wrks with executive stakehlders at the client department t identify the prblem t be slved r business prcesses t be imprved. At the end f this phase, a prject charter prvides an initial radmap fr a City Perfrmance analyst t begin mre detailed planning wrk. Staffing: 1 Prject Manager (PM) Timeline: 1 mnth, 15 hurs Deliverable: Prject charter Key questins t ask during initial scping include: What business unit wuld City Perfrmance wrk with? What are the majr prcesses in that business unit? Are there existing metrics that gauge the effectiveness f thse prcesses? What are key prblems that the business unit faces? What level f engagement r supprt is the client department lking fr? Des the prpsed partnership meet the general selectin criteria abve? Develp prject charter Befre planning and assessment, the client and City Perfrmance will agree t a prject charter that utlines brad partnership gals and cmmitments frm bth sides. The charter shuld clearly identify: Executive spnsr(s) and key stakehlders Pssible key perfrmance indicatrs (KPIs) Key prcess t imprve Initial prblem statement Initial metrics

6 6 Lean Partnerships Guide: City Perfrmance Lean Prgram 2. PLANNING AND ASSESSMENT The City Perfrmance analyst will spend significant time n the grund in these first few weeks t determine where Lean caching and facilitatin can prvide the best supprt. They will walk thrugh the department s key business prcesses frm start t finish in the lcatin where the wrk ccurs, with an emphasis n hw custmers experience the prcess. They will interview a crss-sectin f staff, including executives and key stakehlders, but als middle managers and line staff. This phase is a chance fr bth City Perfrmance and the client department t determine whether a Lean engagement is currently a gd fit fr the business unit. Readiness assessment The analyst will cnduct an infrmal readiness assessment t gauge whether sufficient fundatinal elements are in place in the business unit fr a Lean effrt t succeed (see Criteria fr a Gd Partnership abve). Fr executive leadership, City Perfrmance will highlight areas f strength and pssible emerging leaders, areas where grwth is needed, and any issues f cncern t be addressed befre prceeding with imprvement wrk. Simultaneusly, the client department is develping familiarity with Lean and determining whether they can accmmdate the culture change inherent in Lean transfrmatin. Metric definitin and develpment If the client des nt already have defined metrics, r KPIs (Key Perfrmance Indicatrs), the City Perfrmance analyst may wrk with client staff t identify, btain, and clean data and btain agreement frm spnsrs. The City Perfrmance analyst will assess the capacity f the client t mnitr perfrmance internally. If substantial capacity building is needed befre perfrmance can be mnitred, it may nt be the right time fr a partnership. Hwever, the analyst will als wrk t find creative lw-effrt ways f measuring perfrmance. Other City Perfrmance supprt may be available t define metrics and create dashbards. Value Stream Map The City Perfrmance analyst may facilitate a high-level value stream mapping (VSM) sessin with a crsssectin f staff frm the business unit. A VSM is a cmplete map f a business prcess frm the time a custmer requests a service r prduct until the time that service r prduct is delivered. It allws fr a team t begin t develp a shared understanding f their end-t-end prcess acrss sils and identify majr surces f frustratin r delay. Areas f needed imprvement identified in the VSM may be the fcus f individual imprvement events during the partnership. Partnership plan Staffing: 1 PM, 1 analyst Timeline: 2 mnths, hurs Deliverables: Readiness Assessment, Prject Plan, Value Stream Map (ptinal), Executive Training (ptinal) If the client and City Perfrmance agree t cntinue the wrk, City Perfrmance will put tgether a partnership plan, including an verall reasn fr needed change, tw t five defined KPIs and a plan fr mnitring thse KPIs during and after the partnership, a training plan fr the client team, a list f prject tasks (including ne t three RIEs based n issues identified during VSM), a timeline fr majr prject tasks and estimated partnership end date, and an initial transitin plan.

7 7 Lean Partnerships Guide: City Perfrmance Lean Prgram 3. TRAINING AND RELATIONSHIP BUILDING City Perfrmance analysts will spend time getting t knw staff Deliverables: All staff trained within the unit, develping internal staff capacity fr change, and develping deep familiarity with department prcesses befre facilitating large-scale imprvement wrk. City Perfrmance may bring n a supprt analyst t help plan majr imprvement events and reach additinal client staff. Lean 101 and Lean Leaders training City Perfrmance will train all client staff at the Lean 101 (half-day) level t build familiarity with Lean principles and build familiarity with the partnership. City Perfrmance will train several key staff at the Lean Leader (3-day) level, with the gal f equipping thse leaders t sustain imprvement wrk after the end f the partnership. Lean Leaders may be frm any level f the rganizatinal hierarchy. All trained staff will be expected t make at least ne small imprvement t their daily wrk. Executive training Training client department leadership in Lean principles may begin at this stage (r earlier), either thrugh a dedicated executive caching training (fr a large engagement) r thrugh enrlling spnsrs and key stakehlders in a pre-scheduled Lean 101 training thrugh Data Academy. Build relatinships City Perfrmance analysts will schedule cffee, attend team meetings, and therwise get t knw staff thrughut the business unit. Analysts will gather infrmatin abut cmmn prblems, and encurage staff wh have already been trained t submit and cmplete simple innvatins. Ging t the Gemba In preparatin fr deeper imprvement wrk, City Perfrmance analysts will cntinue t shadw key business prcesses (Gemba walks). Analysts will bring alng emerging leaders frm the client department wh are practicing their Lean skillset t train them in hw t cnduct a Gemba walk and build familiarity with the wrk as it is happening in real time n the grund. Gemba walks may include gathering basic data abut the prcess, such as time bservatins r cunts f cmmn errrs. Spnsr check-ins Staffing: 1 PM, 1-2 analysts Timeline: 1-2 mnths, hurs City Perfrmance will establish a regular status reprt with the spnsr t reprt back n the prgress f staff innvatins, trainings, RIE planning and executin, and transitin planning. The client spnsr will help remve radblcks frm her staff and trublesht issues that arise.

8 8 Lean Partnerships Guide: City Perfrmance Lean Prgram 4. IMPLEMENTING CHANGE City Perfrmance will supprt client staff t wrk independently n small imprvements and will actively facilitate ne t three larger imprvement effrts. Staffing: 1 PM, 1-2 analysts Timeline: 3-6 mnths, hurs Deliverables: Cmpleted A3s and JDIs Caching and Just-D-Its Lean facilitatrs believe that cntinuus imprvement is the jb f every member f an rganizatin. Analysts will be available t cach any staff wh are wrking n a small innvatin they can d n their wn (a Just D It ) r a prject they are leading with a small team. City Perfrmance staff will help guide client staff twards innvatins that impact the verall reasn fr actin and identified KPIs. Results f innvatins shuld be shared acrss the rganizatin (fr example, thrugh a prductin bard). Rapid Imprvement Events A rapid imprvement event (RIE) is a structured, facilitated wrkshp that emplys Lean tls t guide a team t make imprvements t their wrk. In an RIE, a Lean facilitatr leads an imprvement team thrugh an entire Lean (A3) thinking prcess t get a big-picture view f a prcess, identify majr pain pints, investigate the rt causes f key prblems, brainstrm slutins, run experiments, and develp an actin plan t sustain change. The facilitatr, in cllabratin with the prject and/r executive spnsr, designs and leads each meeting, but the analysis and slutins are driven by the team. Factrs that might influence the decisin t cnduct an RIE t slve a prblem include: The prcess spans mre than ne wrk unit and n ne persn sees the entire prcess Cmmunicatin r empathy between prcess participants is a prblem Yu believe that prcess prblems upstream are causing prcess prblems dwnstream Brad buy-in is required t agree n slutins t the prblem Prblems are cmplex r prly understd An RIE generally includes: Identifying a narrwly-defined prcess prblem with cncrete metrics t define imprvement A team that represents stakehlders frm all relevant prcess steps and all rganizatinal levels Intensive wrk with the imprvement team fr 2-3 days Develpment f prttype slutins during the event Drafting an actin plan fr steps t implement after the event Fllw-up meetings with spnsrs at regular intervals after the event (typically 30, 60, and 90 days) t mnitr imprvement n metrics and prgress in implementing the actin plan Creating an imprvement culture Thrughut the partnership, the City Perfrmance team will wrk with executives and managers t build cntinuus imprvement int the culture and day-t-day functins f the wrk unit. Building blcks f a Lean cultural transfrmatin include:

9 9 Lean Partnerships Guide: City Perfrmance Lean Prgram Setting the expectatin that imprvement effrts are an integral part f daily wrk, nt an add-n. This culd include adding a standing agenda item at staff meetings t reprt n internal imprvement effrts r implementing daily stand-up meetings with frnt line staff. Supprting innvative staff and encuraging their prfessinal develpment. Celebrate staff wh make imprvements t their daily wrk, especially amng the frnt line. Encurage staff wh have exemplified Lean leadership t explre prfessinal develpment pprtunities. Cach frnt line staff t becme prblem slvers. Fcusing n results. Establish practices t cntinuusly review KPIs, bth with leadership and with frnt line staff. When KPIs and ther perfrmance measures imprve, celebrate and keep ging! When they dn t, keep asking why until yu identify the rt causes. Intrduce visuals that highlight when the prcess is snagged and help frnt-line staff knw hw the unit is perfrming. Walk the prcess regularly. Managers and executives regularly bserve the wrk firsthand, shwing respect t frnt line staff and challenging their wn assumptins abut hw a prcess wrks. 5. TRANSITION In a successful partnership, prcess imprvement des nt stp when City Perfrmance leaves. During the last mnth f the partnership, City Perfrmance will seek t ensure that the client department is well equipped t cntinue the wrk f cntinuus imprvement n their wn. Staffing: 1 PM, 1 analyst Timeline: 1 mnth, hurs Transitin plan City Perfrmance and the client shuld discuss transitin activities frm the start f the partnership t ensure that sufficient capacity is built during the implementatin phase. Elements f a successful transitin include Develping a plan fr the cntinued prfessinal develpment f emerging leaders frm client department, including participatin in Lean Leaders training. Identificatin and initial scping f future internal imprvements. Prviding City Perfrmance s Lean Tlbx as a resurce t the rganizatin Prviding cnsultatin t client staff t mnitr KPIs internally 6. POST-PARTNERSHIP Staffing: 1 PM, 1 analyst After a successful partnership, City Perfrmance and the client department Timeline: 6 mnths, hurs develp and review lessns learned frm the engagement tgether. City Perfrmance analysts may cntinue t attend a few key meetings, such as fllw-up check-ins frm RIEs. The partner department can supprt its cntinued imprvement effrts and its staff s prfessinal develpment thrugh: Lean Leaders netwrk engagement: Key leaders attend quarterly Lean Leaders meetings bth t imprve their wn knwledge and skills, and t share abut the results f imprvement wrk in their department. Hsting Gemba walks: Client department hsts grups f Lean Leaders trainees 1-2 times/year as they practice Gemba walks and prcess analysis skills. Assistance with trainings: Key leaders frm client department may be a guest leader r speaker at a Lean 101 r Lean Leaders training.

10 10 Lean Partnerships Guide: City Perfrmance Lean Prgram