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Leading in Lean Times

Leading in Lean Times. How Do We Leverage Research to Make the Best Use of Limited Resources?. Background. Maryland State Highway Administrator, 2003-2011 Maryland Governor’s Highway Safety Representative, 2003-2011 Chair, SHA Research Advisory Board, 2003-2011

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Leading in Lean Times

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  1. Leading in Lean Times How Do We Leverage Research to Make the Best Use of Limited Resources?

  2. Background • Maryland State Highway Administrator, 2003-2011 • Maryland Governor’s Highway Safety Representative, 2003-2011 • Chair, SHA Research Advisory Board, 2003-2011 • Member, AASHTO Standing Committee on Research, 2004-2011 • Chair, TRB Executive Committee, 2011 • Chair, Technical Coordinating Committee, SHRP 2 Capacity, 2005-2012 • Deputy Director for Implementation and Communication, SHRP 2, 2012

  3. Maryland SHA • Modal agency of Maryland DOT; major multi-modal emphasis • Responsible for 5,200 miles (17%), 2,500 bridges (50%) • $1 billion budget • Highly urbanized; one of the most congested freeway networks in the nation • 486 fatalities, below 1.0 per million vmt

  4. Performance-Based Management • Four-year business plan provides direction to agency • Six major goals, objectives, performance measures • Detailed performance review quarterly; resources reallocated based on reviews • Accountability through StateStat and performance reporting to legislature

  5. Key Performance Areas • Traffic safety • Maintenance and system preservation • Mobility • Environmental stewardship • Customer service • Managing our resources

  6. Baldrige Criteria for Performance Excellence • Criteria used to evaluate companies for the prestigious Baldrige Award • Leadership • Strategic planning • Customer focus • Measurement, analysis, knowledge management • Workforce focus • Operations focus • Results

  7. Principles of Leading in Lean Times • Safety is # 1 priority • Use business plan to guide organization • Data-driven decision making • Accountability; transparency • Good stewards of taxpayer dollars • Customer service-driven organization • Sustainability; decisions for the long term • Operation of system is a key focus • Constantly striving for process improvement

  8. Using Research to Support These Principles • Research program driven from priorities in the business plan • This can result in non-traditional research being funded (e.g. economic studies) • Research proposals must show how they support business plan goals and objectives • Policy and research in the same office • Research to support policy initiatives (e.g. research on safety legislative proposals)

  9. Applying These Principles to the Research Program • Top down and strategic research proposals, as well as bottom up tactical proposals (leadership is critical!) • Use expected return on investment as a criterion in selecting research proposals • Plan for implementation throughout the research phase • Leverage research funds with other funds, such as pooled fund studies, UTC funds, program funds

  10. Examples of Current Research • Research on effectiveness of safety initiatives • Research on customer service improvement strategies • External customer survey • Research on effectiveness of TMDL strategies • Bridge and pavement research is focused on sustainability issues • Research on effectiveness of operations program

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