Brian Elms, Manager, Peak Academy

Melissa Field, Process Improvement Analyst, Peak Academy

Denver’s Peak Performance

Planning, Resources, and

Continuous Improvement

AGENDA

Topic Duration Leader

Introduction to Peak

Performance

20

minutes

Brian

Elms

Lean, Tennis Ball

Exercise, and Process

Map Description

40

minutes

Melissa

Field

Break 15

minutes

Process Map and

Tools to Eliminate

Waste

40

minutes

Brian

Elms

Examples and

Questions

20

minutes

Melissa

Field and

Brian

Elms

STARTING WITH WHY

Mayor’s Vision: We will deliver a world-class city where everyone matters.

Citywide Strategic Framework

Sustainability

MonitoringStrategic Planning

StrategicPlan

Performance Metrics

Be

ne

fits

Tra

ckin

g

Financial

Hard $ Savings(budget impact)

Soft $ Savings

Youth JobsSafetyNet

• Dashboard Development

• ID Value Streams

• ID & Prioritize Innovation

Opportunities

• Create Innovation Plan

Customer Experience

Innovation

Innovation Fund $

• JDIs – Just Do Its

• RIEs – Rapid Improvement Events

• Projects – Larger scope, usu. Multi-

agency

• New/Updated Technology

• Strategic Resource Alignments (SRA’s)

HumanDevelopment

People

TechnologyProcess

Service LevelImprovements

DENVER’S

PEAK PERFORMANCE FRAMEWORK

INNOVATION OPTIONS

Small-scoped change

One to a few people involved

1-3 day facilitated event

Few to several participants

Weeklong facilitated event

Several participants

Requires up-front analysis

Large scope

Long-term

Many participants

WHY PEAK ACADEMY?

• City Leaders have been asking…

o What tools and training are available to support our colleagues as

they go through Peak Performance?

• “Investing in Ourselves”

o The Mayor’s Office & City leaders have created the Peak Academy

to train colleagues in the principles of Lean

o Tools and training to enable us to achieve performance

improvements through Peak Performance

o Training will be offered through the Business Process Improvement

team

o Engaging other agencies and outside consultants who donate their

time to provide training and support

o Certifications that carry into your career at the City

WHAT IS THE PEAK ACADEMY?

Denver Green Belts

Introduction to Lean

Denver Black Belts

Learning & applying Lean tools

Peak Performers

Fellowships | Facilitating Lean

Who All Employees

Usually a training set up by a manager

or supervisor.

All Employees

Recommended by Manager and

Selected by Peak Academy

All Employees

Recommended by Manager and

Selected by Peak Academy

Duration Acquired through either:

• 4-hour training about Lean &

perform a just-do-it (JDI) or a 6-S at

your work

• Participation in a Rapid

Improvement Event (RIE)

5 day intensive, hands-on training

exposing Denver colleagues to:

• Process Improvement “101”

• Tools to ID waste

• Ways to eliminate waste

• How to prioritize ideas within Peak

Performance framework Citywide &

within their agency

3 Months of Fellowship

• Includes Black Belt training &

certification followed by facilitating

RIEs in other agencies.

Remaining 9 Months of Fellowship

• Work ½-time as a Fellow setting up

Peak Improvement structure within

their home agency. Ongoing Peak

support for Mayor’s Office as

approved by manager

What Training includes: Peak Performance

overview, tools to ID waste in a

process, 6S, Just-Do-It, tools to make

changes and track

5 day intensive, hands-on training.

Modules include: Gemba walk, tools to

ID/remove process waste, case studies

about Lean, how to analyze data, and

facilitation best-practices

• 5 Day Black Belt Training

• Tools/Methodology/Hands-on

• Process Improvement Facilitation –

Using the See It/Do It/Train it model

What’s

Expected

after?

• Document 2-to-3 improvement ideas

and submit them to the Peak

Academy

• Perform either:

• Perform & document a JDI

or…

• Perform a 6-S at y our work

• Document 3-to-4 ideas annually

including ties to strategic plan, scope

of initiative and improvements that

will result

• Deliver 2-to-3 ideas as approved by

the agency/dept manager.

• Document 3-to-4 ideas annually

including ties to strategic plan, scope

of initiative and improvements that

will result

• Deliver 2-to-3 ideas as approved by

the agency/dept manager.

7

HOW ARE WE DIFFERENT?

•Create the

structure for

employees to

collaborate across

agencies

•Accept all

attempts at

change, no matter

how small

•Make innovation

an annual

performance

requirement

•Attraction verses

aggression

“Peak Performance isn’t the same thing as performance management and some of the other initiatives that have

come out of the Mayor’s Office in the past. This is real and genuine.” Peak Academy Participant

CHANGE REQUIRES CRITICAL MASS

• Denver has

10,300 FTE

• Black belt

training

investment

training =

$2500/person

• Green belt

training

investment

training =

$350/person

Peak Academy

Lean Tools to Identify Waste

TENNIS BALL EXERCISE: RULES

No one can touch the ball more than once1

Follow the same order in each round2

There can be no drops (“defects”): Start Over3

The ball must pass through everyone's hands4

Must be done in 5 seconds5

TENNIS BALL EXERCISE: DEBRIEF

• What breakthrough ideas allowed your team to improve the most?

• What did you eliminate from the process?

o Distance?

o Throwing?

o Catching?

o Flight Time?

• Did you?

o Work as a team to ID the steps in the process?

o Create “Flow”?

o Seek Perfection?

o Question the rules of the exercise in order to innovate?

WHAT WE TEACH: FIVE PRINCIPLES OF

INNOVATION

1. Identify the value that your customers demand

2. Map the steps required to deliver value to your customers

3. Deliver value to customers on demand (called “Pull”)

4. Deliver value to customers without waste (called “Flow”)

5. Seek Perfection: Standardize and solve to improve

• For more information, see BMGI Course: Five Principles of Lean

Transformational learning requires deep personal experience:

“Tell me and I'll forget;

show me and I may remember;

involve me and I'll understand.”

- Chinese Proverb

IDENTIFY WASTE: THE 8 WASTES FOR MORE INFORMATION, SEE BMGI COURSE: THE EIGHT TYPES OF WASTE

The 8 Wastes Related Examples & Questions

1. Unused Human Talent

or Unused Things

• Underuse of people’s talents or skills

• Printers, computers, & scanners not being used

2. Waiting

• Waiting for info or approvals

• Dependency on others to complete tasks

• System response or down time

3. Inventory

• Extra office supplies

• Files awaiting task completion

• Filled in-boxes (paper and electronic)

4. Transportation

• Email distribution lists not up-to-date

• Unorganized work space

• Multiple handoffs

5. Defects • Is there re-work because of errors?

6. Motion

• Unnecessary data entry

• Searching for work documents

• Hand carrying paperwork to other departments

7. Overproduction

• Pushing work downstream before the next person is ready

• Producing reports no one needs

• Entering repetitive information

8. Processing• Can some tasks be combined or eliminated?

• Is too much time spent on unnecessary tasks?

ID WASTE: PROCESS MAPSFOR MORE INFORMATION, SEE BMGI COURSE: PROCESS ANALYSIS TOOLS

• General rules of thumb…

o Left to right is notionally when steps take place

o Mark milestones and/or time to deliver value to your customer

o Document volumes of “widgets” that go through the process

o Boxes – Steps in a process (label “who” and use verbs)

o Diamonds – Decisions (Yes/No, If/Then…)

• Remember… You’re not going to break anything!

o Strive to ensure it’s accurate and reflects the work that’s actually done!

TYPES OF STEPS

IN A PROCESS MAP

• Value Added

o Any step in the process that improves the product for the customer.

• Business Necessary Non Value Added

o Activities ensuring that the value-added steps have been properly completed. These are steps that are required by regulatory agencies and/or policies.

• Non Value Added

o Activities that do not contribute to the product or the process and should therefore be eliminated. Non-value added steps are waste.

16

PROCESS MAP A DOCTOR’S OFFICE VISIT

• Work with the people at your table to create a process map of a doctor’s

office visit.

• Identify each step from making the call to obtaining the prescription.

• Identify the waste on the pink sticky notes and attach the waste to its

corresponding step.

Call

Doctor’s

Office

Describe

Symptoms Wait on

hold

Waiting

Schedule

Appointment

Drive to

Doctor

Waiting Motion

5 minutes 3 minutes 2 minutes 5 minutes 30 minutes

Peak Academy

Lean Tools to Eliminate Waste

ELIMINATE WASTE – STANDARD WORKFOR MORE INFORMATION,

SEE BMGI COURSE:

STANDARD WORK

Standard Work:

• Create standard procedures & documentation that will…

o Mature your process & sustain innovation

o Help train team members

• This can be as simple as a “Process/Procedure Document”

State

before

Innovation

Standard Work

19

Why Change is Needed

Sample Questions

• Why are we doing this?

• What is the burning platform?

• What is the chief complaint?

• What is the impact of this issue?

• Intent of the action

• Scope – Start & end points

Current State

Future State

Gap Analysis / Assumptions

Brainstorming

Action Plan

Results

Lessons Learned

1

2

3

4

5

7

8

9

Describe attributes of the current

state – Quantitative & Qualitative

Graphically present picture of

Current State

• Describe attributes of the future/goal state –

Quantitative & Qualitative

• Graphically present picture of Future State

• Are metrics defined and achievable?

• METRICS: Hard-$ savings, Soft-$ savings,

Service Level Improvement, and Human

Development

• What holds us back from the

Future State?

• What are the root causes of these

road blocks?

• Use Tools to ID Waste

TITLE:_________________________________

Date Started:_______Current Date:_________

Team:___________________________

Executive Sponsor: Process Owner:

If we… Then we…

Action Item Assigned

To

Date

Completed

CS FS 30d 60d 90d

Went Well / Helped What didn’t go well

/ Hindered

Experiments6

Innovation / Action Actual Outcome

WHAT WE’VE DONE

21

Standardized

communication for

the citizen

And our employees

BECAUSE WE BELIEVE

THAT EVERYONE

MATTERS

OUR PEOPLE

OUR CITY