2019 Lean Black Belt Project Highlight: Lean for Leadership Collaborative

Posted by Heather Barto on June 5th, 2019

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!

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