the arizona management system - washington 2 room 315-woods.pdf · anatomy of culture 9 arizona...
TRANSCRIPT
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The Arizona Management System
ARIZONA MANAGEMENT SYSTEM1
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Agenda
ARIZONA MANAGEMENT SYSTEM
# Topic
1Our History of Collaboration between GTO and
Results Washington
2 Overview of AMS
3 Visual Management
4 Tiered Huddles
5 Basic Problem Solving
6 Other Wins
7 Challenges
8 Q&A
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About me
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A History of Collaboration
Great Ideas
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Game Changer
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Anatomy of Culture
ARIZONA MANAGEMENT SYSTEM9
Our Goal in Arizona:
Everyone, every day, asking:
• How did we do yesterday?
• Where is the waste?• How can we do better
today?
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High Performance Culture
ARIZONA MANAGEMENT SYSTEM
Set Targets, Expectations and
Standards
Measure Results against Targets
Identify Gaps between targets
and results
Take action to close gaps
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Breakthrough Performance
ARIZONA MANAGEMENT SYSTEM11
BT’s Achieved: 52 FY17
Carryover: 42
BT’s Open: 54 New BT’s: 71
0
20
40
60
80
100
120
FY17 (106 Projects) FY18 (113 Projects)
FY17 - FY18 Breakthrough Environment
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Visual Management
ARIZONA MANAGEMENT SYSTEM12
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Quickly communicate standards and
status
Principles of Visual Management
Shows normal vs. abnormal or plan vs. actual in near real time
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Manage performance to
drive improvement
Principles of Visual Management
Directs leadership to areas that need support.
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Enhance learning in the
workplace
Principles of Visual Management
Primarily through surfacing and solving problems (Indicates actions or countermeasures in process)
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Visual Process Performance
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Process Product Customer Outcomes
• Touch time to produce• % Complete & Accurate
at each step (rework)
• Cost to produce
• Volume• Quality
• Customer Satisfaction
• Lead time• Ease of use
• Results• Mission Outcomes
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Keys to Effective Process Metrics
Enable rapid problemidentificationby front line.
Enable rapid problemresponse
by management.
(Stop & Notify) (Sense & Respond)
Make it normal for the flow of the product to be continuous.Reduce or eliminate stagnation.
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FUNCTIONAL FLOW TO FB
• Each step includes time
Visual Process Adherence
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SIMULATING “PRODUCT” BY PROXYTo simulate the “product” on the flow board we use a proxy, “cards” or post-its containing necessary
information to help track and identify.
UST/LUST Remediation Work Flow w/ Andons
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Remediation: Process 3
Assessment Risk Assessment Remediation Closure Pending
Time Range Time Range Time Range Time Range
PRODUCT PROXY
• Includes data crucial to the product and tracking for that function of the process. It may change as it passes thru the VS.
• Do not make the card more complex than it needs to be. Radical Simplicity!
• Examples include Customer Name, Start Date, and Due Date
The entire Value Stream (VS) inventory must be shown on
the Flow Board, consider this when sizing the “card”
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ADOT Procurement - Tracking Boards
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Direct Contracts Solicitations
Assistance Needed
Visual Tracking Forms
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Tiered Huddles
ARIZONA MANAGEMENT SYSTEM23
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Huddle Boards
ARIZONA MANAGEMENT SYSTEM24
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“Tiered”HuddleBoards
Governor
Agency Director
Division Director
Unit Leader
Front Line Worker
Unit Leader
Front Line Worker
Division Director
Unit Leader
Front Line Worker
Unit Leader
Front Line Worker
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Governor
Agency Director
Division Director
Unit Leader
Front Line Worker
Unit Leader
Front Line Worker
Division Director
Unit Leader
Front Line Worker
Unit Leader
Front Line Worker
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Huddle Board Standardized Work
People
Quality
Service
Problems!
X
O
X
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If you take only one thing away…rev. 5/3/2017
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Problem Register
#
(A)
Date
(B)
Issue or Problem Statement
(C)
Owner
(D)
Target
Completion
Date
(H)
Next Action
(E)
Next Action Due
Date (F)
Status (G)
(R,Y,G)
(H)
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A Real World Huddle Board
Stop and Notify:• Problem Identification
by the front line
Acknowledge and Respond:• Problem Response by Management• Prioritize problem solving effort
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A Real World Huddle Board
Visual Performance Management: Metrics
Problem Register (New)
Problem Register (FULL!)
This team identifies at least one problem every day!
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Basic Problem SolvingBasic Problem Solving
1. Identify the Problem
2. Uncover potential causes
3. Develop & test countermeasures
4. Standardize & Sustain
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Basic Problem Solving
ARIZONA MANAGEMENT SYSTEM34
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Don’t Mess With It!
YES NO
YES
#&%@%!!!
NO
Will it Blow UpIn Your Hands?
NO
Look The Other Way
Anyone ElseKnow?
You’re SUNK!
YES
YES
NO
Hide It
Can You Blame Anyone Else?
NO
NO PROBLEM!
YES
Is It Working?
Did You Mess With It?
Conventional Problem Solving
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Basic Problem Solving
Only then… Only then… Evaluate each to choose the best known at the time
PR
OB
LEM
Clearly define the “Real” Problem
What data do we have and what have we observed?
What do we know?What don’t we know?How do we learn what we don’t know?
CA
USE
S
Explore the potential causes with appropriate tools.
Practice the 5 Whys
Checksheets, Fishbone, Pareto
SOLU
TIO
NS
Explore solutions
Consider risks and benefits
Consider impact and difficulty, urgency and priority ST
AN
DA
RD
IZE
Keep the solutions from rolling back to the previous condition
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Continuum of Problem Solving
Name: Role:
Process Owner
Project Lead
Day and time for regular update meeting:
Regular Updates are due to project lead
by:
External Cost for this project (if any):
List project team members and their role.
List immediate obstacles that are
blocking progress on this project.
List project start and end dates
and shade in progress through
the PDCA steps.
Communicate discovery of possible root cause factors, e.g., fishbone diagram, 5 why’s,
process flow/value stream map,, SIPOC, etc.
Communicate the context of this project in the overall process or project.
Breakthrough Project Project Name: Agency: Report Date:
1. DEFINE (PLAN) TEAM
PROGRESS
Project Start Date:
Est. Proj.
Comp. Date:
Project Management
ISSUES
2. MEASURE and ANALYZE (PLAN)
Problem Statement (what specifically is being solved):
Scope (Specifically what process or bounds exist:
1 2 3 4 5
P D C A
Display the metric that best indicate progress towards goal statement pre-, during and
after project completion, e.g., control charts, Excel charts, capability charts, costs, etc.
Communicate developed actions, plans, systems that will sustain the
achieved improvement, e.g., poka-yoke, standard work, training, equipment,
audits, measurements, etc. Recognize and share achievement.
Develop and communicate actions/changes to the “critical
few” factors that lead to improvement. Base action from data
in box 2
4. RESULTS (CHECK)
3. IMPROVEMENT ACTIONS (DO)
5. SUSTAIN & ADJUST (ACT)
Problem Statement
Project Charter
Goal Statement (format specific “From X to Y by When”):
Value Stream Map
Spaghetti Map
SIPOC
Process Map
Process Metric
Pareto
C&E Diagram
Multi-varichart
Hypothesistesting
Future State Maps
Impl. Plan
Gant chart
DOE
Mistake Proof
Standard Work
Training
Celebrate
XXXXXX
Cat # Action Sub-Action / Analysis / Status Owner Date
Measure
Analyze
Low Complexity High Complexity
Consistent methods build upon one another : Simple Four Box vs A3
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Box 1 - The Problem
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Make ambiguous problems clear
GAP
Problem
Current Situation
Desired Situation
Visualize the gap between the “Current Situation” and the “Desired Situation”
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The Problem Statement
A Problem Statement includes:◦What's wrong
◦Where the problem appears
◦How big the problem is
◦The business impact
A Problem Statement does not include:◦Solutions
◦Speculation on causes
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Problem Statement Exercise
Evaluate this problem statement ◦“We need a bigger budget because we do not have enough people to get our jobs done measured by the growing pile of backlogged work.”
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Problem Statement Exercise
Evaluate this problem statement ◦“We need a bigger budget because we do not have enough people to get our jobs done measured by the growing pile of backlogged work.”
Or how about this?◦“Our monthly report shows our backlog growing by 15% and our service times growing from the standard of 15 days to over 30 days to issue a permit. This is causing our customer an unacceptable wait times which impacts their ability to grow their business and create jobs.”
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Analysis
Basic Tools Help You Understand, Analyze, and Communicate Facts◦Check Sheet
◦Pareto Chart
◦Process Map
◦Five Why’s
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• These basic quality tools are useful for addressing most problems and process-improvement opportunities
• Additional quality tools (e.g., Scatter Diagram, Control Charts, Affinity Diagram, Analysis Of Variation, and others) enable more advanced analysis and decision making
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• Use when data can’t be pulled from a computer report
• A generic tool for a wide variety of purposes
• A structured, thoughtfully prepared form for collecting data
Useful when:• Collecting data on the
frequency of events, problems, defects, causes, etc.
• Data will be observed and collected by one or multiple people
• Data will be observed in one location or many (virtual shared form)
Provider code Valid? Battery? Retest? Arrival test? Circumvention? Total
001 0 0 2 1 0 3
002 1 0 7 3 1 12
003 1 0 4 1 0 6
004 0 0 3 1 1 5
005 0 0 1 0 0 1
006 4 1 20 8 1 34
007 1 0 5 2 0 8
008 0 0 2 1 1 4
009 1 0 6 0 3 10
Total Count 8 1 50 17 7 83
C15 Extension Tracker
Date:
Reviewer's name:
Check Sheet
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Pareto ChartDisplays the Factors that Contribute Most to a Problem
When to use: For identifying the “vital few” factors
Key points:
◦ Decide on how to stratify the factors, then collect data
◦ Consider plotting both cost and count data on separate charts (they may give different answers)
◦ Document improvement with before and after Pareto Charts
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Pareto PrincipleAlso known as the 80/20 Rule
80% of the problem from 20% of the factors
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Process MapIllustrates the Major Steps in a Process
When to use:
• For starting an analysis (understand the flow of the process)
• For aligning everyone to the start, end, and actual steps of the process
• Key points:
• Rigorously follow one service or product
• Note problems and wastes
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Start/Stop
Decision
Connector
Some Standard Flowchart Symbols
ActivityActivity
Delay
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Process Map
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StartActivityActivity
Delay
ActivityActivity ActivityActivityStop
Time
Data Box Data Box Data Box
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Box 2 – Root Cause Analysis
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Problem Causes Solutions Standardize
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Jefferson Memorial ProblemThe Jefferson Memorial was disintegrating rapidly because of the frequent cleaning needed to remove the bird droppings.
How would your team solve this problem for the National Park Service?
What information would you like to have?
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Click on the photo in presentation mode to run YouTube video clip
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5 Whys Worksheet
Define the Problem:
Root Cause:
Action(s) to solve the problem::
1.
2.
3.
4.
5.
Why?
Why?
Why?
Why?
Why?
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Therefore…
Therefore…
Therefore…
Therefore…
Therefore…
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Box 3 – Solutions
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Develop as many potential countermeasures as possible
Problem Causes Solutions Standardize
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Evaluation Factors
Low Cost
Easy buy-in
Direct impact on causes
Sustainable
Fast implementation
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Use these to evaluate the alternative solutions and find the best!
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Simple Fixes
Many common issues have very simple fixes◦More training is not usually the answer
Focus on truly eliminating problems by making a “physical or structural change” and training the physical change
Make the solution visual whenever possible
Just Do It!◦Once the team has agreed on the path, document the action and just go do it
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EffortLow High
High
Low
Impact
Just Do ItQuick Wins
Important Problems but easy to fix
Important Problems for longer-term investment
Easy to waste too much time
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Box 4 – Standardize
Establish successful processes as precedent, and continue to raise the standard level of success
To ensure that the result will not slide back to the previous condition◦ Embed the solution into people’s methods or way of working
◦ Be sure that the solution will remain over time, even if current stakeholders were moved/relocated
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Problem Causes Solutions Standardize
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Standardization
Will make improvements consistent
Will make results predictable
Will ensure improvements stay in place
Will allow a continuous improvement instead of a repetitive one
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Time
Small Improvements
Standardization Small Improvements become BIG gains over time
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Remember this picture?Basic Problem Solving
1. Identify the Problem
2. Uncover potential causes
3. Develop & test countermeasures
4. Standardize & Sustain
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After Action/Reflection/Retrospective
When you’ve solved a problem, take a few minutes to reflect on what you learned through that process◦Could add 5 minutes to a Thursday Huddle to discuss what things the team discovered in solving problems that week
◦Make a point to review the problem, how you may have changed the problem statement, how you found the root cause and how you developed solutions.
◦Ask if you followed the process well or if there is something else you should have done
◦This is a BRIEF reflection. Bigger problems and projects will require more focused and structured sessions.
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Success Story: Motor Vehicle Department
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Breakthrough Project: MVD Customer Wait Times
63-minute average wait time
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Without data, you’re just another person with an opinion.
— W. Edwards Deming
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Breakthrough Project: MVD Customer Wait Times
Plan, Do, Check, Act
5 Whys
Time Studies
Root Cause Analysis
5S Organization
Fail Fast Concept
Standardization
Visual Management
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Breakthrough Project: MVD Customer Wait Times
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Breakthrough Project: MVD Customer Wait Times
24-minute average wait time
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Other Wins & Challenges
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Other Wins1. Reduced backlog at DCS from over 30,000 open reports to under 6,000
2. Veteran hunting and fishing license permit reduction – from 38 days to 7 days
3. Completely eliminate ROC application backlog – 700 to 0
4. DES Unemployment Insurance call center reduction – 100 minutes to 10 seconds
5. DES Adult Protective Services backlog reduction by more than 60%
6. DEQ has reduced permit lead times from a JOP of 138 days to under 50 days (on average across the agency
7. State Procurement Office negotiated savings over $37M in FY’17
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Where we still need help
Internal Mindset – “Embrace the Red”
Complexity – Is Unemployment like MVD wait times?◦ Case Management, Call Centers, Investigations, Permitting◦ Opioid Deaths, Recidivism Reduction are large social issues◦ & more
Balancing AMS with our “real work”• This thinking shows how far we still have to go
Interagency Collaboration
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Questions?
Robert WoodsAdministrator
Arizona Government Transformation Office
(602) 826-5899
https://ams.az.gov/
http://azgovernor.gov/
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