Denver’s Peak Academy
Black Belt Training
Day 4 – Bringing it All Together
AGENDA – DAY 4:
BRINGING IT ALL TOGETHER
Topic
Time
Morning
• Ignite Prep
8:00am – 8:30am
Morning
• Leading Discussions 101
8:30am – 10:00am
BREAK
10:00am – 10:15am
Late Morning
• Tying Innovations to Strategic Plans & Exec Support for
Black Belts
• Ignite Overview
10:15am – 11:45am
LUNCH
11:45am – 1:00pm
Afternoon
• Lean Simulation
• Review week’s tools
• When Lean is not your tool
1:00pm – 4:15pm
End of Day
• +/- Feedback
• Ignite Prep
4:15pm – 5:00pm
Denver’s Peak Academy
Leading Discussions 101
LEADING DISCUSSIONS 101:
OBJECTIVES FOR THIS MODULE
•
What is the role of a facilitator?
•
What makes a good facilitator?
•
What are the rules/guidelines to be a successful facilitator?
•
Interactive Exercise
o Practice with how to facilitate a group
• For more information, see BMGI Courses: Leading and
Communicating Change and Preparing to Manage Change
THE “WHY” OF A DISCUSSION LEADER
• Have you ever attended a 2-hour meeting with lots of discussion
and…
o No notes were taken?
o Some decisions were made, but no one remembers them?
o Some folks felt they weren’t heard?
o You can’t remember if you were to follow up on something?
o You or others felt nothing was truly accomplished in the meeting?
• The meeting could have used a Discussion Leader!
o Discussion Leaders can be FORMAL or INFORMAL
DISCUSSION LEADER ROLE: “GUIDE”
• Provides meeting structure,
not content or outcomes
• Separates neutrality from
passivity
• Stimulates discussion
• Creates an Open
Environment for Discussion
• Generates ideas
• Fosters curiosity and
excitement
• Ensures discussion leads to
Outcomes
• Listens
DISCUSSION LEADER ACTIONS
• Prepare in advance
o Agenda, snacks, what should the end-product look like?
• Defines Structure
o Why are we meeting, what to expect, Start & End times, pace
• Ask questions that prompt discussion
• Provides tools
o Flip charts, pens, computer, slides
o Templates to ID & Eliminate Waste
• Summarize the meeting
o Send meeting minutes to team within a few days w/ action items
DISCUSSION LEADER VALUES
• Respect
• Empathy
• Cooperation
• Honesty
• Responsibility
• Flexibility
• Others?
o Discuss as a group
DISCUSSION LEADER: KSA’S
• Summarize what was discussed
• Thinks quickly
• Uses visual aids
• Listens and observes
• Uses humor
• Energizes the group
• Ask probing questions
• Emotionally Intelligent
o Knows when to move on with the meeting
• Specific Group Techniques
KSA’s – Knowledge / Skills / Abilities
Techniques to Gather Ideas
Impact Effort Matrix
WHAT IS AN IMPACT EFFORT MATRIX?
A tool to prioritize a list of solutions
or ideas
•
A way to determine what to do
•
A way to determine what NOT to do
•
o
Avoid activities with little value
o
Avoid the noise
A tool to help decide which
solutions to implement
o
•
•
High Priority
Impact
•
Which solutions are the easiest to
implement with the greatest effect
A tool to facilitate group
collaboration
A way to visualize how to get the
biggest impact with the least effort
Low Priority
Effort
WHEN TO USE AN IMPACT EFFORT MATRIX
• When there is a list of activities to perform or ideas to implement
• When you’re not sure where to focus your attention
• When you have limited time and resources
• When a group needs to set a direction
• When you want to explain/understand how you prioritized tasks
• Collect ideas or solutions
o Brain storming session
o Earlier analysis
High Priority
1
Quick Wins
5
Impact
HOW TO USE AN IMPACT
EFFORT MATRIX
6
4
7
Not Worth the Work
3
• Construct a 2x2 matrix
o Effort to implement the idea along one axis
o Impact of the idea along the other axis
2
Low Priority
Effort
• Quickly determine the effort and the impact of each idea
o Place each idea in the matrix according to their values for each
criteria

At the intersection of impact and effort
• Implement the selected solutions or ideas
o Ideas that are high impact and low effort should be considered first
o Ideas that are low impact and high effort should not be
implemented

They take time which could be better used on other tasks
o Use common sense – especially near the borders
DIFFERENT FLAVORS…
• Apply different scales to the axes
o Low, Medium, Large
o Scales from 1 to 10
o $ financial return (impact)
o Hours required (effort)
• Apply different criteria to the axes
o Volumes
o Complexity
• Move the borders
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DISCUSSION LEADER:
TECHNIQUES FOR GATHERING INPUT
•
“Pair Share”
o Pair up members to discuss &
present ideas
•
Brainstorming
o Sticky notes, individual ideas,
group ideas & discuss
NOTE: These are only a few techniques for gathering input.
DISCUSSION LEADER:
TECHNIQUES FOR PROBLEM SOLVING
•
“Corners”
o Set up 2-to-4 corners in a
room w/ questions to be
discussed
o Allow team members to
select a corner of interest
o Smaller groups discuss &
present ideas
•
“Dots”
o Generate input/ideas
o Give 2-to-3 stickies/dots, ask
members to vote on ideas
NOTE: These are only a few techniques for gathering problem solving.
DISCUSSION LEADER:
TECHNIQUES TO LISTEN & MOVE FORWARD
• Parking Lot
o Questions to come back to later
o Questions require follow-up
• Idea Tree
o Good ideas/solutions to other topics
that are not the primary purpose for
that discussion
o Draw a tree, use sticky notes
DISCUSSION LEADER:
EXERCISE & WRAP-UP
• Lead a meeting…
o Break out into 3 groups: Mayor, Governor, & President
o Choose initial facilitator, switch every 5 minutes
o Your group has 20 minutes to:
1) Brainstorm 10 topics to address
2) Choose top 3
3) Brainstorm potential strategies for your top 3
4) Use the Impact Effort Matrix to prioritize the strategies
o Present to other groups (3 minutes)
• Additional Resources:
o www.workshopexercises.com/Facilitator.htm#Facilitators Guide
Denver’s Peak Academy
The Keys to Exec Support for Innovations
“I WANT TO INNOVATE BUT…”
• Discussion
o List some reasons why you think some colleagues may not want to
make improvements
KEYS TO SUPPORT FOR INNOVATIONS
FOR MORE INFORMATION, SEE BMGI COURSE: BUILDING COMMITMENT
• Use the Innovation Approach/Playbook
• Start with the “WHY”
• Tie innovations CLEARLY to strategic plan(s) within your
organization
o Metrics for Initial State and Target State should have ties to metrics in
the strategic plan if possible.
• Executive Support
o Ensure there is an Exec-level group that discusses and reviews
improvements within the organization
o Work with Exec’s to complete the first 3 boxes of an A3 for innovation
that you will lead, facilitate, or implement
PROCESS INNOVATION APPROACH
(AGENCY/DEPT LEVEL)
How
Why & What
Process Innovation Approach – for a Dept/Agency
Innovation Plan
Executive Intro
to Innovation
Innovation
Awareness
Peak Academy – Prep
for Innovation
(Agency Steering
Committee)
Value Stream
Analyses
(Value 1x/year)
Innovate!
Celebrate
JDIs, RIEs, Projects
Using A3 Model
& Report
Innovations
Agency Steering Committee
(Governance – Internal Agency Leaders: Visioning, Leadership, & Follow-up for Innovation)
Innovation Experts
(Core Team: Green Belts, Black Belts, Peak Performers, & Facilitators)
$ - Innovation Fund - $
INNOVATION SUPPORT –
CLASS DISCUSSION
• By yourself… Think of one innovation opportunity in your
organization and answer these questions:
o Who will champion this effort?
o What’s needed to be successful?
o What will be better as a result of the innovation?
o Will there be any resistance to a change? If so, why?
• As a group let’s discuss the answers to these questions and focus
on ways to address issues if they exist
LUNCH BREAK
• Let’s take a break and come back energized to participate in a
Lean Simulation
Denver Peak Academy
Lean Simulation
LEAN SIMULATION
• Introductions to the Simulation Team
• Simulation
o Round 1
o Round 2
o Round 3
• Debrief
WHY USE TAKT TIME & LEVEL LOADING?
• Takt Time can help:
o Set a target to meet customer demand within a given time frame
(Box 3)
o Identify and analyze bottlenecks, excess capacity, and waste in a
process (Box 4)
o Determine the number of workstations, individuals, etc., needed to
meet customer demand (with the help of cycle time)
• Level Loading can help:
o Balance workloads among staff within a given process
o Provide a basis for brainstorming and implementing solutions for
process improvement (Boxes 5 & 6)
For more information, see BMGI Course: Flow
28
WHAT IS TAKT TIME?
• Derived from the German word for ‘meter’ or ‘metronome’
o Determines the tempo/pulse/beat of the process
• An equation used to define the rate a product (or service) needs
to be completed in order to meet customer demand within a given
time period (aka the customer demand rate)
Takt Time = Time Available to Work
Customer Demand
Time Available to Work does not include scheduled breaks, meetings,
holidays, etc., but can be factored for allotted time to do the process
Customer Demand is the quantified number of requests, applications,
calls, people, etc., to be processed
Takt Time is most easily applied for repetitive, fairly invariable work
with a predictable demand
29
EXAMPLES OF TAKT TIME
Takt Time = Time Available to Work
Customer Demand
• LEAP Applications:
o 3600 apps received from 11/1 to 11/7 (Customer Demand)
o Time Available to Work for that same time period =
5 days * (9hr working day – 1hr lunch & breaks) = 40 hours
40 hrs * 60 mins/hr * 60 secs/min = 144,000 seconds
o Takt Time = 144,000 / 3600 = 40 seconds per app
• Call Center:
o Customer Demand is 300 calls per day
o Time Available to Work each day =
9 hour shift – 1 hr lunch – 30 minute meeting = 7.5 hrs
7.5 hrs * 60min/hr = 450 minutes
o Takt Time = 450 / 300 = 1.5 minutes per call
30
TAKT TIME & CYCLE TIME
•
•
•
Takt Time is independent of the time it takes to actually do the work,
and thus is different from Cycle Time (the total process time from
start to finish, including periods of waiting)
Cycle Time / Takt Time provides the number of workstations,
people, etc. needed to meet customer demand
Examples:
o LEAP Applications


Takt Time is 40 seconds per app
Each app takes 15 minutes (900 seconds) to process (Cycle Time)
900 / 40 = 22.5 ≈ 23 people to process the applications
o A “seat yourself” breakfast joint


A customer orders and pays every 90 seconds (1.5 mins) during the rush
period, then goes to seat themselves (Takt Time)
It takes approximately 18 minutes to receive & eat their food (Cycle Time)
18 / 1.5 = 12, so at least 12 tables are needed for each customer to sit and
eat without sharing tables or making them wait
31
OPTIMAL PERFORMANCE
(THE 85% RULE)
As a general rule, optimal performance is 85% of Takt Time
85% is used to account for unexpected events which may occur
(e.g. computer downtime, defective inputs, material shortages,
rework, etc).
LEAP example: 40 seconds x 0.85 = 34 seconds
Call Center example: 90 seconds x 0.85 = 76.5 seconds
(Hint: Always round to the highest whole number, 77 seconds).
This optimal performance time is used to determine the Level Loading
(or average production level) goal
LEVEL LOADING HELPS ELIMINATE WASTE
Types of Waste Above
85% of Takt Time
Waste occurs when a
product/service is
delivered above or
below 85% of Takt
Time.
• Processing
• Overproduction
• Defects (rework)
Types of Waste Below
85% of Takt Time
• Waiting (& Intellect)
• Inventory
LEVEL LOADING sets a goal that will eliminate this waste
and creates a balanced workflow.
LEVEL LOADING ELIMINATES WASTE (CONT’D)
Level Loading
70
60
50
Cycle Time
Overprocessing
40
Processing
Waste
Waiting &
Intellect
Waste
Rework
Takt Time
Inventory Waste
Idle
Time
30
20
10
0
1
2
3
4
5
Employee
Level Loading – Set a goal & track average production per employee at 85%
of Takt Time
In this example we calculated: 85% of 42 minutes = 36 minutes per
application
34
TAKT TIME & LEVEL LOADING:
DHS EXAMPLE
• FAAD was taking 4-6 days to process and scan applications for
benefits
o Receive approx. 306 applications per day (Customer Demand)
o Time Available = 8 working hours * 60min/hr * 60sec/min = 28,800
seconds
o Takt Time = 28800/306 = 94 seconds per application
• Target State: 60 minutes to process documents
• Broke the process into three major steps and timed them
Time to Complete
15
12
9
6
3
0
Verify
35
Input
Scan
Peak Academy
Black Belt Training
When Lean is Not Your Tool
SIX SIGMA VS LEAN
•
Both Six Sigma and Lean focus on waste identification and
elimination.
•
Lean is used when the focus is on removing non-value added steps.
•
Six Sigma is used when there is variation in waste and the primary
issue can be identified only through statistical analysis. Six sigma
also seeks to limit the variability in a process though statistical
analysis.
•
Six Sigma can be expensive, and seeks to create processes and
products statistically free of defects.
•
Six Sigma and Lean can be used together and often are but, in most
cases, the complex nature of Six Sigma is not required to make
significant improvements to waste reduction.
37
WHAT LEAN NEEDS TO FLOURISH
• Good marketing and communication. Tell your customer what you
are doing to create a better process. Be transparent!
• Teamwork. If a certain system or structure prevents teamwork
and leads to silos, address that issue first.
• Support from management. Though Lean is driven by the people
who do the work, support from management (the Mayor) is
essential.
• Cultural change. Share your knowledge with respect and humility.
Invite others to join you but stay focused on what you can
change.
38
DAY 4 WRAP-UP
• Let’s do a +/- Exercise:
o What things did you like about today?
o What things do you think would make the rest of the days in training
work better?
FINAL PRESENTATION PREP
• With the Peak Academy Instructors available:
o Discuss your approach for your Final Presentation
o Review A3’s from earlier workshops
o There is no template available, just use PowerPoint, Prezi, flip charts,
or create your own template, but try to adhere to the format provided
earlier.
DAY 4 AGENDA (IN REVIEW)
Topic
Time
Morning
• Ignite Prep
8:00am – 8:30am
Morning
• Leading Discussions 101
8:30am – 10:00am
BREAK
10:00am – 10:15am
Late Morning
• Tying Innovations to Strategic Plans & Exec Support for
Black Belts
• Ignite Overview
10:15am – 11:45am
LUNCH
11:45am – 1:00pm
Afternoon
• Lean Simulation
• Review week’s tools
• When Lean is not your tool
1:00pm – 4:15pm
End of Day
• +/- Feedback
• Ignite Prep
4:15pm – 5:00pm