Making state government in Ohio simpler, faster, better, and less costly.

2. Making state government in Ohio simpler, faster, better, and less costly.

3. Why Get a “Belt”? • Was frustrated with inefficient, duplicative processes • Always seeking to improve customer service and reduce costs • Had participated in a Kaizen in 2013 which resulted in numerous benefits to BWC • Had a vision for the potential that additional projects could bring to BWC

4. White Belt • Three hour introduction training to Lean Six Sigma principles (typically conducted at office with coworkers) • Applies Lean Six Sigma to state government • Shifts attendees’ mindsets from tolerating process problems to addressing those problems and seeking solutions • Encourages the staff who “do the work” to collaborate with coworkers and management to identify opportunities for simpler, better, faster and less costly procedures

5. Yellow Belt • Two day overview training to Lean Six Sigma principles • Provides a high level introduction to Lean Six Sigma topics including: • Builds excitement and motivates state employees to become more involved in Lean Six Sigma initiatives • Opportunities for Leadership • Allow staff to attend these sessions • Show support for their ongoing career development • Gain commitment/engagement in process improvement concepts

6. Camo Belt • One week training sessions requiring completion of a minor project • Conducted at DAS offices • Opportunity to network across state government • Attendees are committed to process improvement within their agencies • Must submit a project demonstrating the use of Lean Tools in the workplace

7. Camo Belt •   Must complete one of the following projects:   • Implement 5S + Safety    • Improve a form using Poka-yoke concepts   • Facilitate a customer survey or focus group    • Focus on data collection and analysis    • Simple improvement project   • Serve as a fresh perspective during a Kaizen event

8. Camo Belt • • Implement 5S + Safety • Sort • Straighten • Shine • Standardize • Sustain • Safety • Share benefits of being organized with your team • Save time searching for tools, files, resources, etc. • Enables staff to complete their tasks more efficiently

9. Camo Belt • • Improve using “Poka-Yoke” (avoid errors) concepts • • Simple examples

10. Camo Belt • Applying Poke-Yoke to Governmental Forms • Remove the possibility that our internal and external customers do not complete the forms completely and accurately THE FIRST TIME • Use DATA for Mistake-Proofing Forms • • 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 Pareto Chart • • Look for Root Causes • • Test / Implement solutions • • Review how many, how often, what kind and how long?

11. Camo Belt • Department of Mental Health Example • Share Benefits of Revised Form with your team members • Better customer service – easier to understand • Ask for the info we NEED • No more legalese and confusion for customers • No more jargon • Less rework – only have to touch the request “once” • Better performance outcomes from your staff

12. Camo Belt •    • Focus on data collection and analysis • Remove the notion of anecdotal comments • “This happens ALL THE TIME!” • Focus on making data-driven decisions • Find out the answer to a simple question • “How often does it REALLY happen?” • Allows leaders to respond to staff’s concerns with verifiable information

13. Camo Belt •    • Focus on data collection and analysis • If situation occurs rarely, handle as exceptions • Too often, we change an entire process because a situation has occurred one time which creates frustration for everyone • If situation occurs frequently, address it with Lean/Six Sigma Tools • Praise the team for bringing the issue to your attention • Involve staff in identifying how to improve the process • Creates buy-in and commitment • Increases management’s credibility • Promotes ongoing dialogue and future issue identification • WIN/WIN

14. Green Belt • Learn the DMAIC Process: • Define, Measure, Analyze, Improve, and Control • In-depth look at Lean Six Sigma tools including process mapping, 5s, and types of wastes (TimUWood) • Challenged to identify a problem and use proven Six Sigma strategies to complete a Green Belt project • Had to identify a project BEFORE beginning Green Belt training

15. Green Belt • Green Belt Project • Requires buy-in and support from their agency leadership • Expected to form a team to collaboratively work through the project and achieve measurable positive results • Need to identify project sponsor, project lead and team members • Sponsor typically holds a high leadership position with authority to implement true change • Opportunity to increase Green Belt’s exposure within his/her agency

16. Green Belt

17. Green Belt • Introduction to process mapping • Provides a visual representation of current state and touch points/handoffs • Separated by functional roles (swim lanes) • Can be eye-opening for staff to see what employees in other departments/units do as part of a process • Helps identify where waste occurs (TimUWood) • Becomes the tool to create the future and see the change!

18. Green Belt • Deep dive into statistical analysis • Introduction to hypothesis testing • “What if?” scenarios • Change one or more variables to determine impact • Allows the Green Belt to modify processes, functions, etc. to maximize outcomes • Can “test” several staff’s ideas before actual implementation • Shows how management is listening to their people • Like a mini-pilot done with data

19. Black Belt • Culmination of 5 intense weeks of training • Put what was shared to the “test” • Focuses on the project phase and putting all the pieces together • Project Charter • SIPOC (Suppliers, Input, Process, Outputs, Customer) • Voice of the Customer • Team Formation • Process Mapping • Data Analysis

20. Black Belt • Additional pieces to the project: • Learn principles of Kaizen • “Change for the Better” • Final week focuses on a Kaizen Event and how to facilitate • Team outcomes posted on LeanOhio website

21. Black Belt Project • Process: %Permanent Partial Awards • BWC processes approximately 26,000 applications per year • The administrative time spent and associated costs to complete this process are large; however, the award amounts is often minimal • BWC experiences numerous delays in the C92 processing and exam scheduling requirements for these requests. There may be opportunities to streamline/eliminate unnecessary steps in handling these award types • 40% of the applications received are completed beyond the targeted goal of 180 days for completion.

22. Black Belt Project • Selected a team of subject matter experts • Asked for volunteers and worked with OCSEA/1199 to identify team members • Cross divisional, cross functional • Final members included both bargaining unit and management • Take off hats at the door • Need to establish ground rules • Respect the team’s commitment • 5 Day INTENSE meetings with solid agendas and goals

23. Black Belt DAY 1 Introductions Scope Level-Setting Current State DAY 2 Waste Identification Training Brainstorming DAY 3 Clean-Sheet Redesigns Analysis Future State Development DAY 4 Implementation Planning Details Metrics DAY 5 Refine Plans and Projections Report-Out Presentation

24. Function Begin& End Points Task Decision Delay Black Belt DAY 1 Introductions Scope Level-Setting Current State • Set expectations • Gave introduction to Lean Six Sigma concepts to team • Provided examples of successful Kaizen events • Discussed Voice of the Customer approach • Began to map the “Current State”

25. Black Belt • Revisited current state and identified where waste occurs DAY 2 Waste Identification Training Brainstorming

26. Black Belt • Training Topics: Value • Value-added • Non-value added • Non-value added but necessary DAY 2 Waste Identification Training Brainstorming Value-added activities: 1. Done right the first time, with no defects. 2. Transformational in that it adds form or function. 3. Customer is willing to pay for it.

27. Black Belt • Training Topics: Six Sigma DAY 2 Waste Identification Training Brainstorming 99% good 200,000 wrong prescriptions given each year 99.9996% good 68 wrong prescriptions given each year

28. Black Belt • Training Topics: Brainstorming • Ensure all members have the opportunity to contribute ideas • Anonymous vs. Group • Encourage participation from everyone • Use tips/tools to arrive at consensus • Affinity diagrams to categorize ideas by topic • Impact control matrix • Placing dots on lists  DAY 2 Waste Identification Training Brainstorming

29. Black Belt DAY 3 Clean-Sheet Redesigns Analysis Future State Development • MAKE IT TRANSFORMATIONAL! • Create a new process that is significantly better than the old one • Reduce process steps, costs, and time by at least 50% • Delight the customers of the process THERE WILL BE CRYING!

30. Black Belt • May not gain agreement but need to gain consensus on future state • Team member(s) may not feel they are being “heard” if their idea wasn’t adopted • Stress that Lean Six Sigma is about constant monitoring and continuous improvement • Let the comparison of the process maps speak for itself! DAY 3 Clean-Sheet Redesigns Analysis Future State Development

31. Black Belt • Created Action Registers by Topic • Creates accountability • Makes the recommendations REAL • Began to do actual revisions on forms, correspondence, policies, etc. • Created metrics/scorecard to measure outcomes DAY 4 Implementation Planning Details Metrics

32. Black Belt • Finalized the plans and projections • Completed the presentation slides • Assigned topics/slides to each team member • Presented to audience including Administrator/CEO, Project Sponsor, BWC Employees and members of LeanOhio DAY 5 Refine Plans and Projections Report-Out Presentation

33. Simpler, Better, Faster and Less Costly Over $500,000 Cost Savings

34. LeanOhio Kaizen Event Fact Sheet • Posted on LeanOhio’s website at http://lean.ohio.gov/Home.aspx • Contains summary of the process improvement opportunity and outcomes from the week’s sessions • Identifies major improvements and how they were accomplished • Lists the Team Members names to acknowledge their contribution to the end product

35. What I’ve Learned from Black Belt • Gave me the opportunity to meet more awesome state employees across all agencies and disciplines • Allowed me to make a true difference in BWC’s customers, both externally and internally • Claimants will be paid more quickly and more accurately • Employees will manage the process in a more efficient, customer-focused manner • Introduced me to techniques that can be applied to any workplace (or personal) scenario • Confirmed for me how empowering staff can truly allow them to shine • Hardest part of the project is IMPLEMENTATION • Commitment to the team to make it happen • Cannot go back to status quo at work

36. What I’ve Learned from Black Belt • I believe I am truly a better leader because of this training • Think of a process in YOUR agency that needs to be improved • Convince your leadership that you can make a difference APPLY to LeanOhio Your Name Here

37. LeanOhio • Each state agency has a designated contact at LeanOhio • Visit the website at www.lean.ohio.gov

38. My Journey 6 Black Belt Thanks to Director Robert Blair for his commitment to Lean Six Sigma!

39. Questions?