pollock mott asq nashville v2 1.28.15
TRANSCRIPT
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Coaching Network: Master Black Belt Civic Partnership
2015 WCQI M05
Dr. Steve Pollock Mr. Daro Mott
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Learning Objectives
• Sustainability Strategy• Coaching Network Design• Louisville Metro Govt. Case Study• Coaching Network Roadmap
Develop Quality
Professionals
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Humana-Metro RelationshipBegan collaborating in 2012 to create Center of Excellence (COE) for process improvement in Government using basic Lean Startup approach
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Why Master Black Belt (MBB)?
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Strategy to Guide Decision
• Select the Best Option
Networked
Integrate items 1 – 4 in a system.
Decentralized
Locate expertise close to daily issues.
Centralized
Share expertise from one department.
Formal
Gather subject matter experts.
Focus
Determine the key competency you need.
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MBB Requirements
• Metro adopted Humana’s framework
• One Metro associate serves as MBB
• Metro MBB works through OPI team to influence other coaches in the network
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Sustainability Benefit
Mutual benefits for Humana and Metro
Projects included:•Ambulance cycle time reduction•Overtime reduction•Routing rules for work assignment•Special event permit process•Code enforcement process
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Talent Recruitment & Retention
HR Director & Assistant Director targeted for Green Belt certification to create an ally for recruitment and retention
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Capability Building – Associates Trained• 20 Balanced Scorecard Professionals
• 120 Lean
• 78 Project Management
13 Six Sigma Green Belt
7 Six Sigma Black Belt
1 Six Sigma Master Black Belt
20+ Cross-Functional Teams & Projects
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Network Design PrinciplesThere are many types of networks: social, informal, hobbies, education, sports, and so forth
Metro selected a professional network
We leveraged insights from the book How to Build An Awesome Professional Network by Mike Fishbein
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How Program Works
External MBB
Internal MBB
Internal Team
Network ofPerformance
Alumni
People Process
Technology
AdaptCoachingIntegration
TrainingCoachingMetrics
LouieStatLean/6 Sigma
Application
Strategic TacticalStrategic and Tactical
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Mastery of “It”
Start Problem Solving
Green
Time in Years = 3 -5 Years from Start to Mastery
Phases
Learn & Apply It
Lead It
Coach It
External ASQ SSBB Certification
TrainingProject
Certification
TrainingProject
Certification
TrainingProject
Certification
Leading a Project
Leading a Project
Leading a Project
Teaching a Flight &
Coaching a Project
Teaching a Flight &
Coaching a Project
Teaching a Flight &
Coaching a Project
Lean Black
# of Projects
Duration of Projects 12 Weeks
3 3
16 Weeks
3
24 Weeks
MBB Requirements
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Black Belt Project Example
These calls can be handled by LMPD’s Telephone Reporting Unit (TRU) or Police reporting Technicians
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Meeting with Performance Alumni
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Six Sigma Green Belt Training
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Louisville Statistics Forum
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Successes to Date
CoachingLow
Low
High
High
ProjectComplexity
Health Clinic Billing
Injury Reduction for Paramedics & Technicians
Permitting for Special Events
Police Overtime
Absenteeism
Property Maintenance Cases
LeanLean
GreenGreen BlackBlack
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Attributes of a Good Coach
Desirables of a Coach
• Humble, Happy & Helpful• Wants to help team• Does not complain• Sincere desire to help others• Collaborates as a team• Has desire to become an
experienced, passionate practitioner
Success Mind Map
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Lessons Learned
What do you do?
• Train the trainers; trainers need to be dedicated to improvement at the enterprise level
• Seek help from a Master Coach
• Free the time of busy problem solvers to learn
• Use a Hybrid Strategy for Recruitment
• Identify people who know how to work with the culture
• Define a measurement system for projects using qualitative and quantitative data
What do you not do?
• Hire external talent to do only what internal talent can do
• Create a network with no leadership buy-in
• Create a network with nobody to pay attention to it
• Miss opportunities to create alignment at the senior, middle and lower levels of the organization
• Do not do something which cannot be repeated or co-created with internal talent
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Coaching Network Roadmap
2015+- Formalize network of practitioners- Empower network to engage itself - Plan network expansion- Execute and Evaluate
2013-2014- Commit to network- Identify Additional Competencies - Build Network- Revise engagement strategy- Create a Center of Excellence 2012
- Build Lean & Green Skills- ID Lean & Green Competencies- Pilot and engage- Determine network participants- Articulate vision
Embedded Expert = No time delay in supporting trained practitioners
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Conclusion
• Sustainability Strategy– Embed people throughout organization to guide process improvement
• Coaching Network Design– Design around network key principles and best practice ideas
• Louisville Metro Govt. Case Study– Strengthen network, give away tools & use Lean Startup approach
• Coaching Network Roadmap– Use coaching network roadmap aligned to one of the five levels
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Question & Answer
For more information contact:
Dr. Steve Pollock, ASQ Fellow
502-580-5376
Mr. Daro Mott
502-608-3577