City of Kawartha Lakes Initiatives Management Service Excellence

Transcription

1 City of Kawartha Lakes Initiatives Management Service Excellence Sara Beukeboom Mark Fisher

2 Agenda To provide insight on the following: Strategy Map Performance-Based Management Framework Participants in Performance Management Lean Six Sigma DMAIC Daily Management City of Kawartha Lakes experiences, how we got here Slide 2

3 Strategy Map Development Required Elements: Need clear corporate vision and priorities Need collaboration staff and Council Need to consider timeframe (5 or 10 year plan typically) Plan needs to be inclusive (all departments, Council and community) Focus on what we control (our business/service delivery) articulate strategic themes and priorities that can then be achieved/advanced through clear actions that are measurable and monitored Need to regularly report on progress and link to performance management and budgets Slide 3

4 Strategy Map Development Alignment Strategies hired Strategic Plan facilitation a component to contract to inform performance management system Council endorsed a Vision and Strategic Priorities at June 13 th wrap-up session Slide 4

5 VISION City of Kawartha Lakes A Community Pursuing Prosperity, Quality of Life and a Healthy Environment Prosperity Quality of Life Healthy Environment Expand Employment Base Provide Recreational Opportunities Sustainable Resource Consumption Customer Establish a Knowledge-based economy Attract New Visitors Attract New Residents Provide Citizen Support Systems Provide Life Safety & Protection Enhance Accessibility Promote Culture & Heritage Balanced & Healthy Natural Systems Protecting & Enhancing Water Quality Require Green development standards & practices Financial Sustainability - living within our means Financial Enhanced Standard of Living Manage Effective & Efficient Programs & Services Leverage expert partner programs Innovation Internal Processes Marketing Programs Service excellence Infrastructure Expansion & Maintenance Standards Development Implement Green Practices Enablers: Manage People and Resources Data driven Develop a continuous improvement culture Identify and Secure Partnerships & Collaboration Transparency and Communications Policy Development Employee & Community Engagement (Government Access) 5

6 VISION City of Kawartha Lakes A Community Pursuing Prosperity, Quality of Life and a Healthy Environment Strategic Priorities Prosperity Quality of Life Healthy Environment Expand Employment Base Provide Recreational Opportunities Sustainable Resource Consumption Customer Community Priorities Establish a Knowledge-based economy Attract New Visitors Attract New Residents Provide Citizen Support Systems Provide Life Safety & Protection Enhance Accessibility Promote Culture & Heritage Balanced & Healthy Natural Systems Protecting & Enhancing Water Quality Require Green development standards & practices Financial Sustainability - living within our means Financial Enhanced Standard of Living Manage Effective & Efficient Programs & Services Leverage expert partner programs Corporate Priorities Innovation Internal Processes Marketing Programs Service excellence Infrastructure Expansion & Maintenance Standards Development Implement Green Practices Enablers: Manage People and Resources Data driven Develop a continuous improvement culture Tools/Approaches to Achieve Transparency and Communications Identify and Secure Partnerships & Collaboration Policy Development Employee & Community Engagement (Government Access) 6

7 Slide 7

8 Description Client Value Service Profiles Process Owner/Accountability Services Required Resources Strategy Map Processes Level 3 Process Manage the Process Performance Based Management Framework Direct Customer: Internal departments and employees Stakeholders: Residents of the City of Kawartha Lakes, The Mayor and Council To establish, manage and support the infrastructure of a process improvement organization ensuring Process Improvement facilitators, daily managers and the senior management team have the tools for success, deadlines are met and results are reported continually. Deployment Leader, Office of Initiatives Management Document retention infrastructure, Communications, Lean Six Sigma and Daily Management, Training and Coaching People: Directors, Clerk, CAO, EAs, Managers and Supervisors Computers and Technology (SharePoint, Microsoft Office, Excel data analysis add ons) Performance Metrics: Efficiency (Cost), Effectiveness (Customer Requirement), Quality (Defect Free) Service Standard (Measure of Performance) Develop electronic structure to store documents Departmental and Divisional Dashboards Strategy Map reviewed with current Council SharePoint is refined to fit the needs of this initiative Review of department and divisional dashboards including KPI s and maturity of dashboards produce radar chart Daily Management Monitoring (How) Dashboard Semi annually Quarterly Reporting Schedule (When) Council May 2015 Scorecards reported to Council quarterly Reporting Accountability (Person) Ron Taylor/Mark Fisher Deployment Leader Deployment Leader Green Belts: Certification Project implementations Slide 8 42 Staff trained in daily management & certified Second Intake of 15 Managers to be trained in daily management 80 Green Belts projects complete Deliver training on 15 projects as PDCA and 40 staff at waste walk training Monthly Monthly Monthly Monthly Certification recognized by Council Monthly Quarterly Deployment Leader Deployment Leader PIF s

9 Service Profiles Blackbelt Projects: Projects are completed on time Projects achieve expected results. Greenbelt Projects: Service Profile: Initiative Management 68% of BB projects completed on targeted timeline 80% of expected results are achieved (from beginning of control plan to end of control plan) Savings Status reported to SMT Savings Status reported to Council Certification Status reported to SMT Dashboard Monthly Monthly Monthly Monthly Council Quarterly Quarterly Deployment Leader Black Belts Achieve Certification 1 Master Black Belt certified 16 Black Belt Projects DMAIC completed annually $1.5 million in annual savings achieved Quarterly MBB Book of Knowledge updated Monthly Monthly Reported to CAO Quarterly Quarterly Presented as completed Quarterly Deployment Leader Slide 9

10 Performance-Based Management (VOB) Voice of the Business Connect What How PEOPLE Strategy Business Plan Business Objectives Balance Scorecard/Strategy Maps Enterprise Value Stream Map (VOP) Voice of the Process GAPS in Performance GAPS in Meeting Customer Demand Slide 10 (VOC) Voice of the Customer Expect Services Express Their wants Excited by solutions

11 Managing Performance City Level Department Level Functional Level Process Level Planning Strategic Plan Department Plan Function Plan Process Plan Accountability City Scorecard and Dashboard Department Scorecard Function Scorecard Process Scorecard Improvement (Rate of Improvement and/or Financial Savings) Continuous Improvement Plan Performance and Process Management Performance and Process Management Staff Engagement Alignment How is Performance Managed and Deployed throughout the Organization? Slide 11

12 Managing Performance Accountability Questions: What is the Team s Work Process? What is the Performance Target? How is the Team Performing? Slide 12 Performance Dashboard Visual Aid to Translate the City s Strategy Map into Objectives, Metrics, Initiatives, and Tasks Department Level Division Level Process (Work Team) Level

13 Departmental Performance Dashboard Slide 13

14 Departmental Scorecard Initiative Management Quarterly Scorecard 2015 Performance Measure Strategic Map Class Reporting Frequency Format Positive Direction 1/1/15 Baseline Annual Target Q1 Q2 Q3 Q4 Target Actual Target Actual Target Actual Target Actual PIF visit entire City annually for progress Internal in Process Improvement - prepare radar Process chart Quarterly Percent Up N/A 100% 25% 25% 25% 25% 25% 80% of expected results achieved for black belt projects. (completion and financial implications) Internal Process Quarterly Percent Up N/A 80% 80% 67% 80% 80% 80% 42 managers trained in daily management and certified. (Green Belt) Enabler Annually Number Up N/A Green Belt Projects completed annually Enabler Annually Number Up Complete black belt projects completed annually (aligned with Core Service Review) Internal Process Quarterly Number Up In progress Financial Achievement = $1.5M in hard cost savings annually Financial Quarterly Number Up N/A $1,500,000 $375,000 $299,541 $375,000 $375,000 $375,000 Slide 14

15 Inputs Process vs Activity Focus Process vs. Activity Thinking High level view of a process defines the project boundaries Describes where to collect data Highlights areas of improvement Materials Procedures Methods Information Energy People Skills Knowledge Customer focused approach Process Service Physical Products Documents Information Services Decisions Outputs Voice of the Customer Training Facility Equipment Slide 15

16 Lean Six Sigma Reduction of waste and variation Is process focused and customer oriented Team oriented approach Data Driven decision making Empowers employees Slide 16

17 The 3 C s to Reducing Costs 1. Continuous Improvement Improve 40% to 50% of processes by 25% or more Engage people in decisions = buy in 2. Cut - Example: programs & services 3. Control Example: travel 10% + 1 2% Slide 17

18 Green vs. Black Belt Projects Low High Risk of Failure Predictable Unpredictable Simple Slide 18 Rapid Action Teams (Weekly Meetings 60 days) Control Projects Install Process Metrics, Process Standards, Daily Variance Discussions and Monitoring Rapid Improvement Events (1 4 Hours) Routine Change Team Based Focused improvements Waste Walks (30-Day Cycles) Identify Financial Waste Do It! Projects The improvements have been identified. Implementation is required Within their span of control New Process Design Transformational Change Higher process performance levels cannot be achieved with the current process. Innovation! Improvement Projects Fundamental Change Opportunities for improving the process are not so evident. Data and Data Analysis is required to identify the Root Cause of Defects and implement change Variation Reduction Projects Routine Change Process improvement can be achieved by using analysis tools to study the sources of variation Rapid Improvement Events (3 5 Days) Process improvement can be made reviewing the current Process and Identifying the changes in the process to reduce rework, duplication, defects Rapid Improvement Events (1 3 Days) No Process Exists! Routine Change (SOP) Process either does not exist or multiple processes Complex Involves several Departments

19 Fall 2013 City training launched 6 Black Belts were trained (DMAIC) 45 Green Belts trained Team based projects launched across the city fall 2013, 2014 and continuing in 2015 Slide 19

20 DMAIC Define Control Measure Improve Analyze Slide 20

21 Process Map Dept./Div. identifies Image Device demand Review of device request by IT (may be IT s request) No Dept./Div. Managemen t Approval? Yes No Budget Approval? Yes Confirmation of device technical requirements by IT with Dept./Div. Corporate Lease? Yes No Formal evaluation (technical, functional, and financial) completed and references checked IT arranges for User/Staff device test on-site with vendors based on different technology presented No Tender packages received and reviewed Request for Tender document prepared IT prepares survey for all departments to determine tender requirements Research by IT of technical requirements Meet tender timing? No Tenderer willing to extend offer? Yes Purchasing Report to Council Council Approval? Yes Supply and installation of device IT purchases and acquires single use device or SPD within Purchasing Policy Yes No Train staff DELAY IT/Lease Co. Decommissions Device Lease co. maintains device Use Device Train Staff Use Device Dept./Div. orders toner and supplies CRITICAL Slide 21 IT contacted for maintenance and operation

22 Future Improved State Complete Improvement targets: Future state process map Use Lean Six Sigma tools to lean process Benchmarking Risk assessment of Future State Failure Create Implementation Schedule Monitor improvement during control phase to ensure working well Slide 22

23 Why data? Without data, you are just another person with an opinion. W. Edward Deming Slide 23

24 Maturity Stages of Data Drive Organizations Maturity Levels Stage Distinctive Capability/Level of Insight Questions Asked Objective Metrics/Measure Value 1 Analytically Impaired Flying Blind What happened in our business? Get Accurate Data to Improve Operations None 2 Localized Analytics Local and Opportunistic May or may not support Organization s Distinctive Capabilities What can we do to improve? Use Analytics to Improve one or more Functional Activities ROI 3 Analytical Aspirations Begin efforts for more integrated Data and Analytics What is happening now? Use Analytics to Improve a Distinctive Capability Future Performance 4 Analytical Organizations 5 Analytical Bestin-Class Enterprise-Wide Perspective Know what to do to get to next level, but not quite there Enterprise-Wide, Sustainable Advantages How can we use analytics to Innovate? What is Next? What is Possible? Build Broad Analytic Capability Analytical Master Analytics are an Important Driver of Performance and Value Analytics are the Primary Driver of Performance and Value Slide 24

25 Daily Management Key Process is Measured and Managed with real time vs reporting afterward Holding the Gains Visual Display of Current Process versus Targeted Performance Daily Management Sustain the Impact on the Process Slide 25

26 Green Belts Develop infrastructure to track progress and report to SMT Slide 26

27 Green Belts Name Project Name Green Belt Sponsor Launch Date Hard Dollar Savings Productivity Savings Cost Avoidance Savings Future Savings Completion Date Team Cycle Time (days) Requires Council approval Completed Charter Developing and Implementing a Vendor Safety Program Presentation.ppt Developing and Implementing a Vendor Safety Program Angela Vickery Mary-Anne Dempster 10/14/ /19/2014 TRUE TRUE Standing Offers and Supply Arrangements Presentation.ppt Developing and Implementing a Vendor Safety Program Angela Vickery Mary-Anne Dempster 11/10/2014 1/10/ FALSE TRUE GreenBelt ReportWrapup Template.ppt Economic Development On Carlie Arbour Lance Sherk 1/15/2015 2/27/ FALSE FALSE Boarding and Orientation Internal Charges Green Belt.pptx PowerPoint Presentation Carolyn Daynes Construction Project Communication.ppt Standardization of CAD Drawings.ppt Construction Project Communication Standardization of CAD Drawings Mary-Anne Dempster $ 7,500 FALSE FALSE Corby Purdy Juan Rojas 1/15/2015 2/26/ FALSE FALSE Corby Purdy Juan Rojas 3/9/2015 5/29/2015 FALSE FALSE David Kerr-Lagoon lining options.pptx Lagoon Lining options David Kerr Michelle Hendry 10/30/ /19/ TRUE FALSE GreenBelt ReportWrapup Template.ppt By-Law Registration Diane McFarlane Ron Taylor 10/31/ /19/2014 FALSE FALSE Encroachment Policy and By-Law Presentation.ppt Encroachment Policy and By-Law Presentation Diane McFarlane Ron Taylor 3/13/2015 5/15/2015 FALSE FALSE GreenBelt ReportWrapup Template.ppt GreenBelt ReportWrapup Template.ppt GreenBelt ReportWrapup Template.ppt Lease and Licensing Data Collection Social Services Scheduling Tool Standard Operating Procedures Diane McFarlane Donna Jokinen Donna Jokinen Ron Taylor 1/15/2015 3/13/ FALSE FALSE Rod Sutherland Rod Sutherland 4/29/2014 $ 4,256 12/8/ FALSE TRUE 11/28/2014 1/30/2015 FALSE FALSE Depot Organization - 5S.pptx Depot Organization - 5S Douglas Downing Orange Wear - Uniform Purchase and Distribution.pptx Slide 27 Orange Wear - Uniform Purchase and Distribution Douglas Downing Michelle Hendry Michelle Hendry 12/15/2014 2/20/2015 FALSE FALSE 8/20/ /21/2014 FALSE FALSE

28 Green Belts Slide 28

29 2014 Actual Savings Identified Hard Savings Future Years Savings Cost Avoidance Productivity 2014 Annual Savings $ 1,231,192 $ 926,552 $ 3,257,182 $ 879,267 $6,294, Entry to Transfer $1,231,192 to Cost Containment Reserve Slide 29

30 Examples of Projects in 2014 Slide 30

31 Daily Management: Plan Do Check Act (PDCA) 1) What major processes are within your Department/Function that are time consuming and labor intensive? 2) Do you have minor processes within your Department/Function that could possibly be combined or eliminated? 3) Do you have tasks/processes in your section that are more complex than necessary and could be simplified? 4) What Internal/External complaints do you receive most often about the service you provide which involve processes? 5) Do you have steps in your processes that are non-value added? Slide 31

32 Coaching Support 3 Black Belts delivered Daily Management Training to 5 workteams Slide 32

33 Quarterly reviews Slide 33

34 2015 Next Steps Action plan prepared to align with Core Services Review Schedule of presentations compiled and being reviewed with SMT/Mayor on future projects coming forward Seek input from Councilor s on future vision of the Process Improvement Slide 34

35 Conclusion Topics covered: Strategy Map Performance-Based Management Framework Participants in Performance Management Lean Six Sigma DMAIC Daily Management Slide 35