administrative process redesign black belt certification for uw …€¦ · the administrative...

Administrative Process Redesign Black Belt Certification for UW-Madison

Final Report

Team Members and Contributors Alice Gustafson

Mari Ann Ménager Gerry Pelanek Jim Franzone

Jim Thompson Jim Gray

Scott Converse Dan Koetke

December 2015

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Table of Contents

Background ................................................................................................................................ 4

Team structure over the project timeframe ............................................................................ 4

Assessment of Current-State Process ................................................................................ 4

Review of current process and difference across different certifying organizations .......... 5

Certification Philosophy ............................................................................................................ 5

Stakeholder Identification ......................................................................................................... 5

High-Level Business & Customer Requirements ..................................................................... 5

Baseline Data .............................................................................................................................. 6

Review of Current State Certification Process and Tools ....................................................... 6

Body of Knowledge Review....................................................................................................... 6

Findings ...................................................................................................................................... 6

Recommendations ................................................................................................................... 6

Description of the New Black Belt Process & Tools ..................................................... 7

Process Map ............................................................................................................................... 7

Candidate Competency Self-Assessment ................................................................................. 7

Black Belt Candidate Development Plan ..............................................................................8

Candidate Transcript ................................................................................................................. 8

Recognition and Award of Certification ................................................................................... 8

Measures of Success ................................................................................................................. 8

Length of time for Candidate Certification .............................................................................. 8

Candidates Contribution to the Institution .............................................................................. 8

Control plan ................................................................................................................................ 8

Final Steps ................................................................................................................................... 9

Appendix A – Project Charter ............................................................................................ 10

Appendix B – High Level Timeline ................................................................................... 13

Appendix C – Philosophy Statement ............................................................................... 14

Appendix D - Stakeholders ................................................................................................. 15

Appendix E - Requirements ............................................................................................... 16

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Appendix F – Future State Process Map ......................................................................... 17

Appendix G – Candidate Self-Assessment ..................................................................... 18

Appendix H – Black Belt Candidate Development Plan ........................................... 23

Appendix I - Transcript ....................................................................................................... 25

Appendix J – Black Belt Award & Recognition Checklist ......................................... 26

Appendix K – Control Plan & Tracking Spread Sheet ................................................ 27

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Background

The Administrative Process Redesign (APR) Black Belt Certification Project was initiated in July of 2014 to improve the certification process. It was selected to fulfill the requirement for VCFA Directors to complete a strategic initiative process improvement project by June 2015.

The key elements of the strategic initiative process improvement project included:

Review process improvement projects with APR staff in Q1 Selection of project using baseline data Charter established for project Team formed Method or tool articulated for the project Target or goal set Results measured; including progress in quarterly reports Control plan in place before project completed

The project team focused on reviewing and re-establishing the plan for developing a Black Belt program through UW-Madison. At the time, no Black Belts had been awarded to date. The program had two candidates; one targeting a September 2015 completion date, the other had training on hold due to workplace demands.

The goal identified in the project charter stated the APR staff would review the materials and rebuild and strengthen the process for the APR Black Belt certificate program by June 2015. See Appendix A.

Future goals expressed by the executive sponsor were to develop and implement a formal measurement of progress for candidates and to create an award and recognition plan.

This project was internal to the APR Office, a verbal report-out was given to VCFA Directors in May 2015 and the project work was completed shortly thereafter.

Team structure over the project timeframe

The team membership changed during the project. Initially the team consisted of four APR team members. Mari Ann Ménager volunteered to lead the project.

The following individuals had a contributing role during the life of the project but were not involved in the writing of the final report: Gerry Pelanek, Janet DesChenes, Dan Koetke, Jim Franzone, Scott Converse, and Jim Gray.

Major project milestones are outlined in Appendix B.

Assessment of Current-State Process

The team began the project by looking into the history of the APR Black Belt Certification and by developing an appreciation for what Black Belt certification looks like in different organizations. Subsequently a series of tools within Lean Six Sigma were leveraged to complete the project, specifically process mapping, Voice of Customer (VOC) and Walk the

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Process (WTP). A thorough review of existing documentation, as well as interviews with customers and stakeholders helped the team assess current state.

Review of current process and difference across different certifying organizations

During early project meetings, APR team members shared their own experiences and knowledge of differences and similarities across organizations certifying Black Belts, with the intent of developing a shared understanding. There is no industry standard for certifying Lean Six Sigma (LSS) belts; no standard certification body. Criteria for certification vary—some companies simply require participation in a course and a Six Sigma project. The American Society for Quality, for example, requires Black Belt applicants to pass a written exam and to provide a signed affidavit stating that they have completed two projects, or one project combined with three years practical experience in the body of knowledge.

Certification Philosophy

Initially the team explored the impetus for creation, rationale for structure, requirements and goals. This was helpful to two members of the APR team who were new to the institution.

An interview was conducted with one of the individuals on the team that originally created the process and templates. This helped in developing a shared historical understanding. APR developed the Black Belt in 2010 in partnership with Jim Gray from OHR, and Scott Converse from Wisconsin School of Business. It is built on a competency based curriculum and closely mirrors the Professional Development Certificate program, but is customized to serve the needs of UW-Madison. Competencies are developed through a combination of training—both instructor-led and self-study, then reinforced through project work on campus, working closely with an APR coach. Examples of competencies include project selection, team leadership, project management, change and leadership management, ability to use data measurement tools, etc.

To concretize and then easily share the vision beyond this group, a philosophy statement for UW-Madison Black Belt Certification was drafted. Readers will notice intentional alignment with the APR Mission. Appendix C.

Stakeholder Identification

A handful of customers of the process were identified. They included active and potential candidates and sponsors/managers of candidates.

Stakeholders included candidates and their sponsors, unit directors, managers, trainers and coaches, the APR Office, VCFA Units and Vice Chancellor for Finance and Administration. Appendix D.

High-Level Business & Customer Requirements

High-level business and customer requirements were identified from the candidate and business perspectives. Appendix E.

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Baseline Data

No baseline data was available to the team outside of the number of candidates participating (two in progress; two new candidates pending; to date, no candidates have completed an APR Black Belt.)

Review of Current State Certification Process and Tools

A process map starting from the initial development of the certification was available to the project team. In walking the process, the team tested materials, looking for consistency and gaps. In this review, the team needed to understand what was adding to time for completion. Where was time spent and could any white space be removed? Could tools be enhanced to better support users?

Voice of Customer gathered from the active candidate provided critical input to redevelopment of the templates. APR coaches also weighed in on how the templates were working from their perspective.

Candidates start out by completing a self-assessment and requesting leadership in their area to support their candidacy, and then work with their APR coach to build a development plan. Coursework begins and over a two-year period the candidate and APR coach work closely to review progress until requirements are completed. No candidates had gone through the award and recognition stage of the process.

Body of Knowledge Review

The training is based upon a Body of Knowledge (BOK) which defines the standard knowledge expectations of a Lean Six Sigma Black Belt. The BOK was reviewed for relevancy. Trainers confirmed it was still pertinent.

Findings

The team’s findings identified the following key strengths within the existing process:

Developed thoughtfully Tailored to the UW-Madison environment Robust and relevant training

Areas for improvement include:

Provide regular progress measurement to candidates Certification award and recognition Refine templates Develop control plan Improve close out process

Recommendations

All five recommendations identified by the team to rebuild and strengthen the process for the UW-Madison Black Belt certificate program were completed as follows:

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Recommendation Description Completion Date

Measure candidate progress and provide progress updates to candidates at regular intervals

April 2015

Refine templates to support process. Black Belt Competency Self-Assessment Development plan Transcript Control Plan

March 2015

Create a certification award and recognition plan March 2015 Develop and launch a control plan for the new process March 2015 Improve the close out process for when candidate certification is awarded

March 2015

Plans are in place to improve the certification and award program and the close out process but at the time of this report have not been put into play as it requires a candidate to complete certification.

Description of the New Black Belt Process & Tools

Process Map

Three areas of the process map were the focus of revisions: development plan sign-off, transcript sign-off, and award recognition. Sign-offs are a critical piece signifying the commitment of the candidate, their unit/department sponsor and APR Staff. This piece has been highlighted not only in the process map but more importantly, has been added to development plan and transcripts. Appendix F.

Candidate Competency Self-Assessment

The Team Leader and Black Belt Competency Self-assessment were created to get a baseline on candidate competencies and goals. The intent was for it to be used as a tool to create the development plan, then to assess progress in gaining those competencies. There are two sections to the document. The first section is organized by skill area (e.g. project management, team leadership, change leadership and management, etc.); the second is an essay portion relating to the candidates goals. Voice of Customer feedback guided the following template modifications.

The self-assessment was intended to capture a baseline and then be administered at regular intervals as the candidate moves through training. The original version assumed completion within 12 months; revision opened the timeline up for customization by the APR coach.

The original scale given to respondents to rate their competency levels had number values (0-5 with zero indicating no familiarity with a knowledge or skill and 5 being able to instruct and coach others). In addition to the number value and description, values were titled (e.g. starter, novice, proficient, master, expert). VOC feedback indicated the respondent was not comfortable calling himself a “master” or “expert” even when he felt he possessed very well developed competencies in a particular area. The number values and descriptions were retained but the titling was removed. See Appendix G.

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Black Belt Candidate Development Plan

Small but important modifications were made to the Development Plan template. A space was dedicated to capture revision dates. A coach/instructor will be identified for each class or practical application to facilitate validating completion. The most significant change was the addition of sign-offs by the candidate, sponsor and APR coach.

VOC revealed two different documents were being used for planning and tracking progress (the development plan and the horizontal checklist). The candidate and APR coach tested revisions and provided positive feedback. Appendix H

Candidate Transcript

In anticipation of closing out documentation once a candidate has been certified, space was allocated to capturing anticipated completion date, competition date, date certified and sign-offs from the candidate, sponsor and APR coach. Appendix I

Recognition and Award of Certification

Earning a UW-Madison Black Belt requires a significant effort. A robust plan was designed to recognize candidates who complete certification. It includes plans for a physical award, recognition before the campus community and in campus publications. The certification will also be recorded on the candidate’s OHR transcript. Appendix J

Measures of Success

Measures of the success have been established and will be monitored on an ongoing basis. Measurements include both quantitative and qualitative metrics and will serve as a basis for decision-making and further improvement efforts.

Length of time for Candidate Certification

One of the goals expressed by the Executive Sponsor of the project was to implement a formal measurement of progress for our candidates. Revisions to the Development Plan were made to support that goal. The number of months from APR enrollment to APR coach sign-off is will be tracked. This measure is of importance to make sure promises to candidates are kept, to ensure they don’t get sidetracked and that they reach their goals.

Candidates Contribution to the Institution

APR developed the Black Belt program to build capacity for continuous process improvement across the institution. It is also a professional development opportunity for employees. To understand whether that goal is met, a measure of the contribution candidates make to the institution is needed. APR Staff plans to evaluate this metric in 6 months to 1 year.

Control plan

The following control plan will allow APR to monitor and make adjustments to the process as needed. In one case, upper or lower control limits will be the trigger points for action. Metrics will be generated and reported on a yearly basis. See Appendix K

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Final Steps

While the UW-Madison Black Belt Certification Project has closed, APR Staff has committed to completing following final steps:

o Implement Awards and Recognition plan o Implement candidate close-out steps o Site visits to organizations with Black Belt programs o Monitor process via control plan and make adjustments as needed o Define candidates contribution to the institution for control plan

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Appendix A – Project Charter

UW-Madison - Administrative Process Redesign (APR)

UW-Madison Black Belt Process Improvement Charter

Project Name UW-Madison Black Belt – VCFA Process Improvement Project 2014-2015

Executive Sponsor Alice Gustafson, APR Director

Process Owners APR Staff

Background

Since its inception in February 2007, APR and has strived to identify and provide training, skill building, certification and promotional opportunities needed for staff to effectively provide administrative service. In January 2008 APR selected Lean Six Sigma as the methodology for cross-campus process improvement. APR developed curriculum for Black Belt certification in September 2010. The certification offered by APR differs from other programs in that it is tailored to assist candidates in building skills that allows them be successful in in the UW-Madison environment. It provides opportunities for those candidates to better understand the business culture and build and strengthen relationships within the university community. It is also personalized to the needs of the business unit and the role of the individual candidate, beginning with a self-assessment to identify areas of focus. It is based on a combination of classroom education and practical experience. By building cross-campus expertise in process improvement through developing, organizing and implementing training opportunities, APR increases the caliber of project partners within the schools, colleges, administration and auxiliary operations of the university.

Problem Statement Staff turnover has caused the loss of the history and vision for the process APR created years ago. However, there continues to be a small but committed number of individuals wanting to complete the UW-Madison Black Belt certificate program. A map of the current state process for Black Belt Certification is attached.

Goals The APR staff will review the materials and rebuild and strengthen the process for the UW-Madison Black Belt certificate program by June 2015.

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Methodology We will use the DMAIC structure as defined within Lean Six Sigma for this project, applying it as necessary and appropriate for successful completion.

It will include the following:

Evaluate the existing APR Black Belt certification process

Capture voice of the customer

Review competencies and requirements for certification

Review related materials (e.g. self-assessment questionnaire)

Enhance tools & reference materials

Set completion timeline goals for candidates

Rebuild new Black Belt certification process & implement

Design award/celebration process

Establish a measurement of success for the certification program Other possible:

Examine other certification processes in private sector or higher education

Improve the rigor of review of candidate’s body of knowledge and experience throughout the process

Site-visits as applicable (e.g. Harley Davidson)

Baseline Data No baseline data to date

Number of candidates participating– two candidates are in process; two are pending; to date, no candidates have completed an APR Black Belt

Scope / Boundaries In Scope:

The review and redesign of the existing UW-Madison Black Belt certification process, including the completion timeline and award/celebration event.

Out-of-Scope:

Other training offered by APR

Recruitment of Black Belt candidates

Team Members Team Role Home Organization

Alice Gustafson Jim Thompson Mari Ann Ménager

Team Member Team Member Team Leader

APR APR APR

Additional Subject Matter Experts

Area of Expertise Home Organization

Dan Koetke Scott Converse Jim Gray

Past APR staff; Black Belt LSS Instructor; Black Belt Training Expert

OQI School of Business OQI

Invite as needed Jim Franzone Steve Hahn

Current Black Belt Candidate Current Black Belt

Housing Enrollment Management

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Project Timeline September 2014: Create charter and form team December 2014: Finish measure stage March 2015: Finish analyze stage April 2015: Implementation of new Black Belt certification process begins No later than May 2015: Create or update individual development plans for each candidate and assess progress toward milestones and including completion each quarter June 2015: Begin project closure activities

Support Required Team Members will be expected to contribute 4 hours per month

Team Leader will be expected to contribute significantly more time than Team Members and lead presentations to Project Sponsor and other campus stakeholders.

Date this Document was Last Updated

September 29, 2014 (approved charter)

November 5, 2014 (Baseline data changed to indicate no baseline)

Date Approved by Executive Sponsor

09/29/2014

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Appendix B – High Level Timeline

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Appendix C – Philosophy Statement

Philosophy Statement: APR Black Belt Certification

APR Mission Statement To create and promote a culture of continuous improvement throughout UW-Madison which supports resource stewardship, improves service delivery and ensures administrative capacity across the enterprise to accomplish the university’s mission.

Hallmarks 1. Building Vested Partners across the Institution: APR believes in offering the opportunity for

continued growth and development in process improvement up to and including Black Belt Certification. The Black Belt is a capstone experience for an individual who has shown interest and aptitude for process improvement and is in a position to utilize the training in his or her daily work.

2. Building Capacity and Stronger Partners for Collaboration: APR strives to ensure this certification builds skills that allow candidates and units to be successful in guiding continuous improvement efforts in the UW-Madison environment. The certification not only supports APR’s work across the institution, but allows for self-sufficiency at the school, college or unit level.

3. Setting the Standard for Quality and Rigor: With intent and purpose, APR thoughtfully selected Lean Six Sigma, a combination of two process improvement strategies, as the redesign methodology with the strength and scale needed for complicated, cross-campus process redesign. The methodology supports APR’s guiding principle to employ data-driven

decision-making to provide direction for process improvement.

4. Customizing Certification to Meet Candidates Where They Are While Maintaining Rigor: A successful UW-Madison Black Belt candidate must be able to demonstrate practical skills in creative and meaningful ways. The training is customized to take into account the candidate’s experience and learning plans are developed that support personal development goals. A variety of learning strategies are offered to candidates including

classroom instruction, coaching, self-paced readings, and team experience.

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Appendix D - Stakeholders

UW-Madison Black Belt Certification

Customer & Stakeholder Identification

November 20, 2014

Customers Stakeholders

Candidates o Jim Franzone (active) o Steve Hahn (suspended)

Candidates o Jim Franzone (active) o Steve Hahn (suspended)

Sponsors/Managers of Candidates o Jeff Novak – Housing

Sponsors/Unit Directors/Managers of Candidates

o Jeff Novak – Housing

Potential Candidates who have expressed interest

o Mari Ann Menager – APR o Mike Farrell – OHR

Potential Sponsors/Unit Directors/Managers of Candidates

Trainers/Coaches o Jim Thompson– APR o Scott Converse – Exec Ed o Carl Veith – Exec Ed o Dan Koetke (past coach) o Jim Gray – OQI Trainer

APR Office o Alice Gustafson o Jim Thompson o Gerry Pelanek o Josephine Mahinda o Mari Ann Ménager

VCFA Units

Vice Chancellor Bazzell

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Appendix E - Requirements

Administrative Process Redesign (APR)

UW-Madison Black Belt Certification

High-Level Business & Customer Requirements

November 11, 2014

What does the candidate/business want or expect from Black Belt Certification? What must be delivered to provide value? What are the characteristics or specifications of a “good product” as determined by the candidate/business? Candidate:

o Certification needs to benefit my career; enhance skill set; perhaps lead to a promotion

o Content must relate to my needs; useable material o Timing of the training/work should correspond to my availability o Training must be on a platform that works for my learning type o It should help me develop managerial/leadership qualities o Outcome expected - to have greater value to my unit/organization o Help me understand how to work with data & how to use data to drive business

decisions

Business: APR:

o Builds capacity across the campus o Helps build strong partnerships o Develops advocates of methodical process improvement across campus; culture change o To move our culture to more of a customer-focused; data-driven approach o Has to be an effective transfer of knowledge; applied by the candidate in their work o Output is a candidate who has a greater understanding of how to adapt to differences in

business cultures o Develop candidates who have the ability to apply the methodology in a variety of

situations

Campus/units: o Brings the skill set into my unit; the resource need to benefit my unit

o Increase customer service levels o Gain in efficiencies

o Help me solve problems autonomously o Certification provides another venue for employee development o Builds staff with the ability to implement enterprise-wide change initiatives and execute

strategic imperatives

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Appendix F – Future State Process Map

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Appendix G – Candidate Self-Assessment

ADMINISTRATIVE PROCESS REDESIGN (APR) TEAM LEADER AND BLACK BELT COMPETENCY SELF-ASSESSMENT Your Name: ____________________________________________________________________________ Baseline Date: ____________________________________

2nd

Assessment:

3rd

Assessment (optional):

Final Assessment:

The competencies needed to perform successfully as a Team Leader and Black Belt are listed on the following pages. This form is designed for you to assess and track your progress on mastering these competencies over time, beginning with where you feel your capability lies today, and progressing in intervals during your development process as a Team Leader or Black Belt.

THIS IS NOT A FORMAL PERFORMANCE REVIEW; IT IS A DEVELOPMENTAL TOOL FOR USE BY YOU AND THE APR TEAM.

The form asks you to rate key competencies that are required for either a Team Leader or Black Belt. As a first step, use the scale below to rate your current competency level on each item in the Baseline Rating column. At the completion of this first step, the APR staff will review this information with you and will work with you to plot strategies for your development as an APR Team Leader and/or Black Belt. At agreed upon intervals, you will repeat the self-assessment.

The scale used for this tool is:

Skill Level…

0 – No familiarity

1 – Little knowledge or familiarity

2 – Some familiarity or knowledge

3 – Moderate knowledge and skill; able to perform at an acceptable level

4 – High level of knowledge and skill; able to perform at a high level

5 – Able to instruct and coach others

Questions regarding this instrument should be directed to Alice Gustafson, APR Director.

This form is for use by you and the APR staff. If you choose to share your responses and experiences with others in order to aid in your self-development, that is your choice.

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TEAM LEADER AND BLACK BELT COMPETENCY SELF – ASSESSMENT

As you move through your tenure at APR, write in the appropriate number for each knowledge/skill using the scale below. 0 – No familiarity 1 – Little knowledge or familiarity 2 – Some familiarity or knowledge 3 – Moderate knowledge or skill 4 – A high level of knowledge and skill 5 – Able to instruct and coach others

Time Period: Baseline

(Day One) 2nd

Assessment 3rd

Assessment Final

Assessment

History and Overview of Continuous Improvement Methodologies

1. History and enterprise view of process and continuous improvement

2. Six Sigma and Lean philosophy, roles, and responsibilities

3. Strengths and limitations of each continuous improvement model

Project Selection and Leadership

1. Processes used to identify and select projects

2. Key roadblocks to Six Sigma projects

3. Organizational leadership responsibilities in Lean Six Sigma projects

4. Basic change management models and methods and how to influence without direct authority

5. How to conduct stakeholder identification and impact analysis

6. Business performance measures

Define

1. Identifying customer requirements and specifications

2. Developing project goals and milestones

3. Creating project charters

4. Employing project tracking methods

5. Employing process analysis and mapping tools

6. Quantifying waste and cost of poor quality


As you move through your tenure at APR, write in the appropriate number for each knowledge/skill using the scale below. 0 – No familiarity 1 – Little knowledge or familiarity 2 – Some familiarity or knowledge 3 – Moderate knowledge or skill 4 – A high level of knowledge and skill 5 – Able to instruct and coach other


(Day One) 2nd

Assessment 3rd

Assessment Final

Assessment

Measure

1. Input and output variables and process flow metrics

2. Data collection methods including data types and sampling methods

3. Descriptive statistics

4. Display visual data

5. Process performance and capability measures

Analyze

1. Techniques for modeling relationships between variables

2. Hypothesis testing

3. Root cause, waste, and queuing and throughput analysis

Improve

1. Design of experiments and design for Six Sigma

2. Waste elimination tools and cycle time reduction tools

3. Kaizen

4. Theory of constraints

5. Concepts related to creativity, innovation, and divergent thinking

6. Brainstorming and other idea generation techniques

7. Risk analysis and FMEA

8. Solution selection tools

9. Techniques for building consensus

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(Day One) 2nd

Assessment 3rd

Assessment Final

Assessment

Implement

1. Project plan, including scope management, sequencing, and scheduling, resources planning, and cost control

2. Communicate effectively, including reporting and distributing information

3. Techniques for managing multiple projects

Control

1. Basic concepts related to Statistical Process Control

2. Standard work plans, training plans, and control and audit plans

3. The process of closing projects

4. Metrics evaluation




(Day One) 2nd

Assessment 3rd

Assessment Final

Assessment

History, Structure, and Operations of APR

1. History, goals, and structure of the APR project

2. Basic principles of APR

3. Rationale for Lean/Six Sigma as an improvement methodology for APR

4. Some of the redesign projects completed by APR

Project Management

1. Develop and write a project charter

2. Identify project tasks

3. Plan and estimate project tasks

4. Execute and control project results

5. Close projects

Team Leadership

1. Develop and apply criteria when selecting team members

2. The key dynamics that affect team functioning

3. Launch a team successfully

4. Establish and clarify roles and responsibilities

5. Assess the functioning of a team and make recommendations to address team issues

6. Understand a variety of structured team problem solving methods such as brainstorming, affinity process, and force field analysis

7. Facilitate effective team decision making

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TEAM LEADER AND BLACK BELT COMPETENCY SELF –ASSESSMENT



(Day One) 2nd

Assessment 3rd

Assessment Final

Assessment

Team Leadership (Continued)

1. Plan, manage, and use team time effectively

2. Utilize various tools and approaches to mediate disputes and address team conflicts

3. Use basic tools to manage and assess team performance

4. The subtlety of teams at UW-Madison

5. Close teams successfully

Change Leadership and Management

1. Apply data collection and analysis to situations that implicate change

2. Determine the needs of various stakeholders in change processes

3. Develop and execute a change management plan

4. Create and leverage change champions to accomplish change goals

5. Minimize the influence of limiting factors to accomplish change goals

6. Develop and implement evaluation systems in relation to change strategies

TEAM LEADER AND BLACK BELT COMPETENCY SELF –ASSESSMENT

Your responses to the following questions will help us understand and support your goals for serving as a team leader or black belt.

1. What is it about being a team leader or black belt that interests you? Baseline Date: 2nd Assessment: 3rd Assessment (optional): Final Assessment: 2. How do you see yourself contributing to your employing organization (School, College, Division, etc.) in the role of team leader or black belt? Baseline Date: 2nd Assessment: 3rd Assessment (optional): Final Assessment: 3. What do you see as your current strengths that would help you in functioning as a team leader or black belt?

Baseline Date: 2nd Assessment: 3rd Assessment (optional): Final Assessment:

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1. Describe your experience in process improvement. Baseline Date: 2nd Assessment: 3rd Assessment (optional): Final Assessment: 5. Describe your experience in leading or facilitating teams. Baseline Date: 2nd Assessment: 3rd Assessment (optional): Final Assessment: 6. What areas do you need to target for your development as a team leader or black belt

Baseline Date: 2nd Assessment: 3rd Assessment (optional): Final Assessment: 7. How can the APR staff support your development as a team leader or black belt?

Baseline Date: 2nd Assessment: 3rd Assessment (optional):

Final Assessment:

8. Share any other comments that will help us understand and support your development as a team leader or black belt.

Baseline Date: 2nd Assessment: 3rd Assessment (optional): Final Assessment: 9. Share any previously completed classes taken and provide transcripts.

Baseline Date:

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Appendix H – Black Belt Candidate Development Plan

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Appendix I - Transcript

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Appendix J – Black Belt Award & Recognition Checklist

Black Belt Award & Recognition Checklist

Award

Submit order for desk award – allow a lead-time of 6 weeks Create certificate, Darrell Bazzell/Alice Gustafson – signatures, then frame Monetary allocations for department Gift of advanced training NCCI – gift the candidate a trip to the next national conference, poster etc.

Ceremony

Confirm venue Plan attendance at AIA Awards, Director’s Breakfast (Oct), Department Specific All Hands Meeting Confirm award presenter Darrell/Alice/Manager/previous candidate Send invites to the ceremony to: manager, significant other, colleagues, previous candidates Photographer Develop talking points for speaker related to the coursework completed by the candidate, projects,

contribution to campus/unit

Recognition

Write & submit articles to inside UW, department newsletters, other What is available through Exec Ed Peers – discussion boards, forums, linkedin groups/status, etc.

Ask Scott Personal note from the Chancellor? APR web site

Documentation

Record certificate on OHR transcript Close out electronic and paper files Track for APR records

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Appendix K – Control Plan & Tracking Spread Sheet

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