2019 NH Lean Summit

SAVE THE DATE

 2019 NH Lean Summit “So You Think You Know Lean”

November 1, 2019

University of New Hampshire, Durham, NH

Ready for the NH Lean Summit?

Focus Areas of the Lean Summit:

  • Walking the Walk
  • Lean and You
  • Holistic Change
  • Exploring Your Toolbox

The Lean Summit is organized and planned by UNH in collaboration with the State of New Hampshire Lean Executive Committee

For higher education questions or public industry questions contact Dagmar Vlahos, UNH Senior Process Engineer, Dagmar.Vlahos@unh.edu

For State or affiliated non-profit questions contact Heather Barto, DHHS Process Improvement Specialist, Heather.Barto@dhhs.nh.gov

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/

Successful Lean Event Among Two NH State Agencies

Teamwork is pivotal for any project success. Lean project work is no different. Every team member has a role and valuable information to provide. When processes impact multiple organizations or agencies, Lean can offer an avenue for common group and support critical improvement paths.

This State of New Hampshire two-agency (Department of Information Technology and Department of Environmental Services) Lean event team was charged to develop a new and improved software ordering process. The current business process included extra processing steps and periods of waiting, which created confusion at times. The goal for the team was to develop a clear process through using Lean methods and tools.

The multi-agency team came together to address organizational items including:
• Discrepancies with who gets software licenses
• Inconsistent information on order forms
• Current process not documented

Photo: (left to right) Lean Black Belt Candice Weingartner (NHDoIT), Anne-Marie Martin (NHDES), Terri Sabbia (NHDES), Lean Green Belt Dean Robinson (NHDES and Co-facilitator), Elaine Bolduc (NHDES), Lean Green Belt Susan Bergeron (NHDES and Co-facilitator), Lean Green Belt Muriel Lajoie (NHDES and Project Manager), Lean Green Belt Rob Cole (NHDoIT) and Dave Cormier (NHDoIT – not shown).

Overcoming recent staff turnover, three different ordering procedures (due to the class of funds), and multiple-agencies (not to mention involving outside vendors), the team worked hard over three half-days to systematically and deliberately craft a solution, using Lean and continuous improvement practices. Specifically the team used the project charter to identify the central problem and scope, Value Stream Mapping (VSM), identification of 8 Types of Waste (DOWNTIME), identified bottlenecks, brainstormed improvement ideas, through a facilitated Kaizen event.

The team used the VSMP approach to create a detailed map of the process, identified areas that could be improved and then documented a new and improved process. In addition, the team inventoried the list of information included on software order forms, and came up with more effective forms. The solution they developed that was effective, efficient, addressed all the original concerns, while being approved by all stakeholder groups, including the outside vendor.

With new recommendations identified, Muriel Lajoie will lead the charge to implement the improvement actions including creating a shared group mailbox, simplified but thorough software ordering checklists, and communicating a new procedure.

Candice Weingartner, DoIT Lean Coordinator and facilitator shares her insight stating; “DES and DoIT came together and effectively mapped out both current and future states.  They also came up with some fabulous bright ideas which were incorporated into the future state, along with some which will be used with the next phase.  All participants were dedicated to the process and engaged.  Kudos to all involved for a successful event.”

Congrats to the NH Department of Information Technology  and NH Department of Environmental Services on developing a streamlined process for ordering software!

For additional project information contact Candice Weingartner at Candice.Weingartner@doit.nh.gov or Dan Hrobak at Daniel.Hrobak@des.nh.gov.

Visit the State of New Hampshire’s Lean training website for additional information about Lean in NH State Government.

Local Lean Publication with Kate McGovern, MPA, Ph.D.

The Public-Sector Journey to Lean written by former New Hampshire Bureau of Education and Trainings (BET) professor, Kate McGovern offers a walk through the many contributions made to process improvement efforts. The book details vignettes and in-depth perspectives on the unique work of government.

Kate McGovern, MPA, Ph.D., Trainer, Professor

The book celebrates the accomplishments and challenges of New Hampshire’s Lean work. Kate’s book walks readers through the tough fight of muda (waste) in times of muri (overburden). The story affirms the creativity and diligence of our Lean practitioners, documenting multiple countermeasures to muri, and the innovations on the New Hampshire approach.

Heather Barto’s innovative Lean Wrap-Around Services Model for the Department of Health and Human Services is discussed, as well as the leadership provided in Department of Safety by Commissioner John Barthelmes, Colonel Chris Wagner, Roberta Witham and Sgt. Tom Lencki, and the camaraderie and commitment of those serving in the Lean Executive Committee (LEC).

While crediting remarkable accomplishments of Lean practitioners, the book urges action by elected and administrative officials. A public policy parable is used to illustrate the challenges in New Hampshire, while Vermont’s program is described as an exemplar.

The story closes with a series of recommendations designed to bring the initiative to the strategic level. The book is dedicated to Sam McKeeman who provided the hands-on Lean training model for the New Hampshire BET. Graduates of Sam’s training formed the core of New Hampshire’s movement for continuous improvement in public service, whereby there today much growth still happening.

Kate will be providing a presentation and signing copies of “Public-Sector Journey to Lean” at BET’s Coffee & Conversation on Wednesday March 20, 2019. A 20% discount code is offered towards the purchase Public-Sector Journey to Lean.

For more information on New Hampshire’s Lean efforts visit http://lean.nh.gov.

Process Improvement Work with Case Management

Question: What do Public Health and HIV Case Management Work Have in Common?
Answer: Process.

Process impacts all of each and every day. Both good and bad processes affects our home and work lives. Whether it’s waiting in line at the grocery store, making an online purchase, completing a job application, reviewing a grant, or selecting your favorite lottery ticket at the corner store. Improvements can be made to just about any process, including an application for enrollment process.

The NH Ryan White CARE Program has been leading process improvement efforts under leadership of Lean Black Belt student Melissa Richards, Quality Care Coordinator. Melissa is supported by her supervisor, Sarah McPhee, Lean Green Belt to roll out trainings and engagement with stakeholders. Melissa shares, “The value of Lean and engagement with our stakeholders is exciting and rewarding. When we first rolled out Lean, we worked with our contracted AIDS Service Organizations (ASOs) to improve the process of submitting documentation for enrollment in the NH CARE Program. This improvement led to increased satisfaction for both the Case Managers at the ASOs and for the staff at the NH CARE Program. With buy-in from the success of the first project, additional trainings have been conducted. Momentum at this ASO has helped to create further readiness among others and has enabled the NH CARE Program to begin the next iteration of teaching process improvement. By improving the knowledge of Lean and quality improvement at our ASOs, our clients will benefit from smoother processes and improved health outcomes. We are absolutely thrilled.”

The benefits of the improved work flow are being seen at the agency level, within the program, and for clients. The use of the Plan Do Check Act cycles have been pivotal for pulling out lessons learned that later inform adjustments to the process.

Congratulations to Melissa and team members on their investments with process improvement!

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