2019 Lean Black Belt Project Highlight: Lean for Leadership Collaborative

Part 2 of a 3 Part Series

 This month we used an interview style format to hear what Colin and Suzy are up to with their Lean Black Belt project work.

 

Question: What are the intriguing components that drew you into developing a Lean for Leaders Collaborative?

Colin:There seemed to be a real need to find a way to get the message out about the value that Lean offers. I was also interested in supporting alignments with our Black Belt learning with the Lean Executive Committee’s strategy work and planning.”

Suzy:I think that for me, the intriguing part of the project was how many elements of the Lean for Leaders program seemed to be “un-Lean”. It is a perfect example of how a good program, with good Lean intentions, can fall prey to all manners of waste and inefficiency. It was a challenge to evaluate those components that we felt were key to getting the message across to leadership without getting bogged down in the minutiae.”

 

Question 2: What does the data say from the Lean for Leaders Collaborative?

Colin:Initially, we discovered that there was no way to trace back and report on the impact of past Lean for Leaders seminars. Our main goal with data is to try to measure the number of attendees at a given collaborative, the number of those attendees that want a follow-up discussion relating to lean tools, and ultimately proof that such follow-up resulted in an actual Lean event reported to the Lean Executive Committee.”

Suzy:#1 Data doesn’t lie. Overall, the majority of the feedback was very positive. 19  surveys were returned after two sessions, which tells us straight out of the gait that we need a more efficient system to get a larger number of surveys back! If we are raising awareness and piquing interest in the value of what Lean has to offer, we have accomplished what we set out to do.”

 

Some of the survey data included:

Were you aware of Lean before this session?

100% of the survey participants had a baseline know of Lean.

Does your organization have a robust Lean Culture?

  • 42% responded yes
  • 37% responded no
  • 21% did not respond

Which tools did you find helpful? Will you be applying these tools and concepts in your organization?

  • 8 Types of Work Waste Mode (also known as the acronym DOWNTIME)
  • Impact Effort Matrix
  • Self Assessment Tool
  • Overview of Kaizen event work
  • Gemba Walk

 

Question 3: To close out this interview, what do you see as the most challenging elements in keeping momentum for the Lean for Leaders Collaborative?

Colin: “The most challenging element will be to successfully re-direct Lean inquiries to the lean website and ensure communication channels remain open at the agency, coordinator, and LEC level. Additionally, we need to ensure that the materials are presented appropriately on the site and remain easily accessible.”

Suzy:Now that we have completed our part of the project and successfully (based on feedback) presented the material, there is always the possibility that the Lean for Leaders collaborative will stall. There are still moving parts and elements that need attention but are beyond our control. For example, the uploading of Lean materials on the Lean Website and establishing a consistent method of feedback such as through Survey Monkey. Without being directly involved we will continue to support the endeavor independently and hope that people find the content as valuable as we believe it to be in continuing to move the Lean initiative at the State of New Hampshire forward.”

Part 1 of the 3 Part Series is available at:  https://prd.blogs.nh.gov/das/NHLEAN/?m=201905

Suzy and Colin have one more blog series to share their lens post Lean Black Belt graduation and reflections.

Stay tuned for more information.

For more information contact Colin Capelle at Colin.Capelle@das.nh.gov or to Suzy Easterling-Wood at Susan.Easterling-Wood@dhhs.nh.gov.

Congratulations to Suzy and Colin on their Lean work!

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!

Lean Black Belts Capstones 2018!

NH State Police Lean Black Belts

 

On Friday May 11, 2018 four Lean Black Belt students from the NH Department of Safety/NH State Police presented capstone projects at the BET (Bureau of Education and Training).

Kelley Achenbach and Sgt. Rebecca Eder-Linell shared their important work on the “Tracking and Sustainment of Future Lean Events“. This work will provide foundational enhancements to the Lean work ongoing and new at the NH Department of Safety. Lt Jeff Ladieu provided a strong presentation on the “State of NH Enterprise Project Management Solution”.  Jeff’s work is pivotal to capture project work for the aspect of Lean events. Sgt. Thomas Lencki wowed the audience on “Creating a Lean Culture in State Police“.  Culture advancement for an organization is an area where continued growth and development are required.

Colonel Christopher Wagner and Roberta Witham, both founders of Lean process improvement at the NH Department of Safety were in attendance to support and offer words of wisdom. All three presentations flowed exceptionally well together. Way to go!

To follow NH State Police on social media go to https://www.instagram.com/nhstatepolice and https://www.facebook.com/NHStatePolice/.

Graduation for the Lean Black Belts occurs on 6/1/2018, stay tuned for more updates and good work!

The NH Lean Executive Committee commends the work of NH Department of Safety for their work in advancing Lean process improvement!