Lean Black Belt Highlight

2019 Lean Black Belt Project Highlight: Lean for Leadership Collaborative

Part 3 of a 3 Part Series

In our previous Lean blog posts, we heard from Suzy and Colin about the value of Lean for Leaders Collaborative and the roll out of their program. This three part series documents  the story of their Lean Black Belt journey.

Question 1: What would you tell anyone who is interested in learning about Lean Black Belt?

Colin:There’s always more than one way to accomplish a task. Lean Black Belt, Lean in any manner really, represents the concept that learning is on-going and respecting varied perspectives is an immense “value-add” to any organization.”

Suzy:The value of the Lean Black Belt program reaches far beyond the confines of the classroom–it is the networking, the sharing of ideas and camaraderie that grow a Lean culture into a sustainable entity. The tools themselves hold great value but what the Lean Black Belt program taught me is that the true value add is in the relationships you build, the trust you establish and ongoing communication required to maintain and sustain a Lean culture.”

 

Question 2: We have heard about your Lean for Leaders Collaborative. What might a bureau or program expect to benefit from having a trained Lean Black Belt in their group?

Colin:You don’t necessarily need a trained Lean Black Belt in your group; you just need to know that resources are out there, what they are, how to engage with the resources, and why it matters.”

Suzy:A well-seasoned Lean Black Belt in any organization would be a benefit to a Lean culture. I feel a Lean Black Belt can offer is the experience to step back and provide insight and recommendations into effective methods for continuous process improvement that go beyond a Kaizen event. A Lean Black Belt is prepared to encourage principles and concepts that may be a little bit more out of the box than traditional Lean tools.”

 

Question 3: Colin, what are your observations about the Lean methods working in state government?

Colin:Collaboration within Department of Administrative Services, as it pertains to Lean, is something I am seeing and hearing about very frequently. In my division, Procurement and Support Services, we are very focused on the benefits that stem from Lean tools and Lean thinking. My director makes it a priority to put work groups together for as many opportunities as possible that relate to continuous improvement. We are establishing internal training seminars, we are focused on mentorships, and we are celebrating all of the ways our “individual contributors” add value to various projects and project teams. A large part of our division mission is a focus on best-in-class customer service and we see continuous improvement as a way to keep ourselves fresh and proactive for the benefit of our internal and external customers (ourselves included).”

 

Question 4: Suzy, any plans for moving Lean forward?

Suzy:NH Hospital is in a full court press to bring Lean into our Hospital. We are engaged in a two-tiered approach both at the top and at the foundation of our hospital. For Leadership we are rolling out “Lean for Leaders” as an introduction to the basics of fostering a Lean Culture. After the initial presentations have been conducted my plan is to offer follow up micro-sessions to dive deeper into these Lean Leadership concepts:

  • Shingo Guiding Principles– Lead With Humility. Humility may be seen as a sign of weakness. Respect Every Individual. Focus on Process. Embrace Scientific Thinking. Flow and Pull Value. Assure Quality at the Source. Seek Perfection. Create Constancy of Purpose. Etc.
  • Hoshin KanriOrganic flow of communication with the intention of the technique to let the strategic goals of the organization guide every decision and action.
  • Yokoten– Refers to the practice of copying good results of kaizen in one area to other areas. Horizontal deployment of information. PDCA.

 

Chuck Bagley, Heather Barto and I are providing a custom Lean Yellow Belt training for leadership and staff at NH Hospital using a Plan Do Check Act model. Even more exciting is that we will be utilizing the talents of several NH Hospital Lean Green Belt staff to keep the Lean progress flowing! Training will be conducted with group 1 in a weekly format over a few months to ensure time to discuss and incorporate the practical application of Lean tools in the workplace. We have over 35 people interested already! As a means to support and sustain the learning process we will also hold a DHHS Lean Learning Labs open to any and all that want to discuss Lean concepts, mentorship, culture, and more.

I am already hearing about people’s 5S stories just a few days after presenting the Lean for Leaders Collaboration! The forward progress at NH Hospital is gaining momentum! It is exciting to experience the training from Black Belt evolve into performance in the workplace and beyond.”

Congratulations to Colin and Suzy for their hard work in Lean at the State of New Hampshire! We can’t wait to hear more!

The NH Bureau of Education and Training’s program offers Lean training to state employees, community non-profits, and local municipalities for  Lean White Belt, Lean Yellow Belt, Lean Green Belt and Lean Black Belt.

For more information with the State of New Hampshire Lean programming visit http://lean.nh.gov/

2019 Lean Black Belt Project Highlight: Lean for Leadership Collaborative

2019 Black Belt Capstone Project Highlight: Lean for Leaders Collaborative

Part 1 of a 3 Part Series

Photo: 2019 Lean Black Belt Candidates; Colin Capelle, State Procurement Card Administrator and  Suzy Easterling-Wood, Director of Utilization Management at NH Hampshire Hospital

As part of course work, the NH Bureau of Education and Training’s (BET)Lean Black Belt program requires a capstone project. The scope and purpose of a Lean Black Belt Capstone Project is to engage candidates in advancing the practice of Lean within their organizations or at a statewide level. At the end of the program year, candidates have a deliverable product demonstrating knowledge of the core foundations of Lean and as a Lean practitioner, demonstrating knowledge of how to engage in fostering a robust Lean culture.

As students of BET’s Class of 2019 Lean Black Belt program, Colin Capelle and Suzy Easterling-Wood set out to develop a project that provides a holistic, comprehensive overview of Lean culture, and emphasizes Lean tools easily accessible by leadership. Colin and Suzy designed a structured approach to educate leaders for the framework of a Lean culture.  This Capstone Project work places particular emphasis on the importance of clarifying roles for leaders, managers, employees, and facilitators. The Lean for Leaders Collaborative identifies those components essential to advancing Lean project work such as the importance of a holistic flow of communication and the practical application of Lean tools to advance the workforce towards a Kaizen event or other process improvement work.

An important element with Project Capstone work and any process improvement work is to review the current state. Colin and Suzy’s Capstone Project completed a formalized review of the Lean for Leaders curriculum in it’s previous state. They found accessibility points and delivery inefficiencies. The new and improved Lean for Leaders can be provided at a weekly team management meeting or a working lunch. Additionally, the Lean for Leaders practical application  adds value to programs as it can brought on site where “the work gets done”. To promote sustainability of a Lean culture within the State workforce, the session provides the opportunity for participants to share constructive feedback regarding the evolution of Lean awareness, how helpful the Lean for Leaders Collaborative session was by engaging in a practical application of a Plan Do Check Act cycle.

The goal of this project is to highlight Lean and relevant process improvement tools to use for practical application in the workplace. In alignment with the strategic plan for the Lean Executive Committee, the primary goal is to promote the use of Lean tools, methods and solutions at all agency levels.

Want to learn more? Join us for the next installment of Lean for Leaders Collaborative. We will find out more about Colin and Suzy’s roll out of the program, data collection efforts, and the statewide impact of their work!

Dartmouth-Hitchcock Value Institute Offers Conference

Health Care Quality Conference: Tools and Takeaways for Your Journey

Saturday, May 4, 2019

7 am to 4:30 pm

Auditorium H, Dartmouth-Hitchcock Medical Center

Register here

Use this special promo code to save $100 on registration: QCNHLN-100

Description:

Whether your team or organization is just beginning to implement quality improvement projects or you’ve been engaged in such work for years, this conference promises to offer tools and techniques that can be beneficial no matter where you are in your journey to improve quality.

Yellow Belt training is also available pre-conference on May 2-3 at a discounted price.

Keynote speakers and their topics include:

  • Robert Shumsky, PhD, Professor of Operations Management; Faculty Co-Director, Master of Health Care Delivery Science Program, Tuck School of Business at Dartmouth Patient Flow
  • Paul Batalden, MD, Active Emeritus Professor, The Dartmouth Institute; Active Emeritus Professor of Pediatrics and Active Emeritus Professor of Community and Family Medicine, Geisel School of Medicine at Dartmouth Co-Production of Health Care

Other topics include: 

  • 5S Visual Management & Continuous Survey Readiness
  • Community and Critical Access Hospitals: Supporting Quality Improvement Work
  • Strategy Deployment
  • High Reliability Principles
  • Standard Work
  • Lab Lean Journey
  • Tools and Takeaways Q & A Session

To learn more and to register by April 22, visit: https://www.dartmouth-hitchcock.org/classes_events/eventdetail/55656960467

Building the Lean Bench at NH Lottery Commission

At  the New Hampshire Lottery Commission, not only are we building the Lean bench by adding 2 Green Belts and 12 Yellow Belts, we are also piloting our own grassroots mentoring program for supervisors.  The NH Bureau of Education and Training is a great partner in training and it’s up to us as an agency to follow up with discussions about what we’ve learned and how to put what we’ve learned into practice.

 Facilitator and mentor of the group, Edie Chiasson, who also serves as the NH Lottery Commission’s Lean Coordinator notes, “In addition to my role as a mentor for Lean initiatives and lifelong learning, I have a responsibility to help prepare the next generation for the challenges they will encounter. It is a critical component of succession planning for any organization.”

 Program participant, Travis Emerson states, “The S.T.A.R. program has allowed us an opportunity to collaborate, sharing ideas and best practices across departmental boundaries. We are learning from each other which improves our performance as leaders and supervisors.”

 The mentoring program is titled S.T.A.R. (Supervisors That Are Resources).  Our pilot group (see photo) meets weekly, with a strict time limit of 30 minutes, to explore various topics.  If more than 30 minutes is needed to discuss a topic, it is continued at the next meeting. Topics can come from a BET training session (from Lean, CPM, CPS, Foundations of Supervision, etc.), from a book (any Lean, Management, or Leadership book), or current challenge (morale, motivation, inspiration, etc.).  To date the group has explored:  Team dynamics – The Five Dysfunctions of a Team, Employee appreciation and inclusion – How to be a Dream Manager, Emotional Intelligence – The Five Components of Emotional Intelligence at Work, Leaders paying it forward – Step Up and Lead; Puzzles – How to approach putting pieces together; Managing Up – Managing is not just one way; and Leaders are responsible for outcomes – Extreme Ownership.  

 The program is an immediate success with participants learning from each other. Inevitably, everyone leaves the meetings feeling inspired and eager to get back to work with their teams. It sets a positive tone for the day!

 

Pictured left to right: Travis Emerson – Lean Green Belt; Edie Chiasson – Lean Black Belt/mentor, Tonya Walsh – Lean Yellow Belt, Carmela Nolin – Lean Yellow Belt, Tiffani McIntosh – Lean Green Belt

Congratulations to the NH Lottery Commission on their Lean advancement!

Quarterly Lean Network Meeting

State of NH Quarterly Lean Network Meeting

December 14, 2018

1:30pm-3:30pm

NH Fire Academy, 98 Smokey Bear Blvd., Concord, NH

Lean, Culture, Leadership Support; How Do They Work Together?

Speaker information

Alastair Howie, Senior Continuous Improvement Specialist will walk us through the Lean Transformation efforts and advancements made at Elliot Health System. Elliot Health System moved from a project-based approach to a sustainable Lean Management System that develops people and fosters a culture of continuous improvement.

Please register for the meeting at https://das.nh.gov/EventCalendar/EventCalendar.aspx?EventOwner=lean&EventType=all

 

If you have a disability and need accommodations to participate in this training, please contact Angela Linke, ADA Coordinator at the Department of Transportation, 603-271-7424 or angela.linke@dot.nh.gov

To ensure that your needs are met, please be sure to notify Angela Linke at least 7 days before the scheduled event.

http://lean.nh.gov/

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