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BOSTONIA ACADEMY

Silver Training

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LET’S GET TO KNOW EACH OTHER!

NAME &

PRONOUNS (SHE/HER, HE/HIM, THEY/THEM)

DEPARTMENT& TEAM

WHY YOU SIGNED UP FOR THIS TRAINING

WHAT IS A HOBBY OR ACTIVITY THAT YOU ENJOY OUTSIDE OF WORK?

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TRAINING ROAD MAP

Process Mapping
The 8 Waste

Norms, Purpose & Goals
Process Improvement Exercise
About Bostonia Academy
Principles of Innovation & Equity

Innovation Form
Solution tools

6S
Standard work
Checklists
Visual management

Certification requirements

WELCOME, INTROS &

INTRO TO PROCESS IMPROVEMENT

TOOLS TO

IDENTIFY WASTE

TOOLS TO

ELIMINATE WASTE

9:00 AM - 9:55 AM

10 MIN

BREAK

10:05 AM - 11:00 AM

11:10 AM - 12:30 PM

10 MIN

BREAK

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COURSE NORMS

STAY PRESENT

Please put away laptops, phones, and don’t multitask!

LEAVE TITLES AT THE DOOR

Using everyone’s preferred first name

BE RESPECTFUL

Be respectful of all people. Allow everyone to participate and have a voice. Be mindful of the impact of your words.

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ABOUT BOSTONIA ACADEMY

WHAT WE DO

HOW WE DO IT

WHAT IS BOSTONIA ACADEMY?

A process improvement training program that lives within DoIT’s Analytics team
There are two Performance Coaches who built, coordinated, and hold the citywide trainings

Teach a set of public-sector based process improvement tools that empower COB employees to implement incremental improvements

Silver Training (3.5-hour training)
Gold Training (2.5-day training)
PI for Leaders (3.5-hour training)

Use curriculum that derives from Six Sigma, Lean, and Kaizen roots. This training is heavily influenced by Denver Peak Academy’s training program

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OUR TRAINING STATS

Total City Savings	Total Constituent Hours Saved	Total City Hours Saved	Total Soft Savings	Total Hard Savings
$2,267,625	819,290	362,170	$1,708,586	$646,639

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TENNIS BALL GAME!

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TENNIS BALL GAME RULES…

No one can touch the ball more than once

Follow the same order in each round

You cannot drop the ball. If so, start over

The ball must pass through everyone’s hands

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TENNIS BALL GAME RULES CONTINUED…

Goal: Complete in 5 seconds

No one can touch the ball more than once

Follow the same order in each round

You cannot drop the ball. If so, start over

The ball must pass through everyone’s hands

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TENNIS BALL EXERCISE DEBRIEF

Did you know what you needed from the beginning?
What did you do as a team to improve?
When you made improvements / innovated, what helped?
Did it help to talk as a team?

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SILVER TRAINING INTENTIONS

WHAT’S IN IT FOR YOU?

Improve your job for yourself, your coworkers and the residents of the City of Boston

Gain skills to help you see and solve problems efficiently

Structure your solutions for lasting success

Get a signed certification by the Mayor, swag items, and invites to future events!

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5 PRINCIPLES OF INNOVATION

Identify the value that constituents want

Map the steps required to deliver that value

Deliver service with less waste

Deliver on demand

Aim for perfection and standardize

This is a continuous process

1

2

3

4

5

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ELEMENTS OF PROCESS IMPROVEMENT

Staff driven
Constituent focused
Equity focused
Sustainable
Not involving hiring new staff or buying new technology
With relationships based on trust
Implemented and tracked with a score
Usually small in scope*
WITHIN YOUR CONTROL & INFLUENCE

Process Improvement is about driving positive change that is continuous and sustainable!

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EQUITY IN INNOVATION

WHAT IS EQUITY?

“The City of Boston has played a role in causing and perpetuating the inequities in our society. To break down these barriers, we are embedding equity and inclusion into everything we do.

We define equity as ensuring every community has the resources it needs to thrive in Boston. This requires the active process of meeting individuals where they are. Inclusion is engaging every resident to build a more welcoming and supportive city. We are building a city for everyone, where diversity makes us a more empowered collective.”

HOW CAN WE IMPROVE EQUITY THROUGH PROCESS?

Ask yourself…

Who may we be excluding from our process?
As we make improvements, how can we ensure we don’t inadvertently reduce equity?

One of the best ways to see inequities is to watch the process work, if possible

THE EQUITY IDENTITY WHEEL

Notes:

The Equity Identity Wheel: race and ethnicity is highlighted because it is the largest predictor of life outcomes based on societal systems – marginalization of race/ethnicity most likely intersects with another category on the image (intersectionality)
Everyone who identifies with a category in this circle is probably using your process. For example, when we were setting up this training room we asked the question “how will someone in a wheelchair be able to successfully interact and move around in here?”
We need to see all of the identities on the wheel to make the most impact on our processes – equitable outcomes won’t happen overnight, but what can we do today to make incremental change?

Our goal is to make a difference in our customers’ lives so if we think about the people who are most negatively impacted and have the least equitable outcomes and target improvements for them, then everyone will benefit.

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WAYS TO GATHER CONSTITUENT EXPERIENCE

Looking at constituent comments and complaints
Surveys
311 data
Wait times
Processing times
One-on-one interviews
Demographic information (ensures representation)
Community feedback sessions

Are any groups of people having different experiences?

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MEALS PER HOUR VIDEO

QUESTIONS TO THINK THROUGH

Why was change needed?

What changes did they make to their process?

What metrics did they focus on to know their changes were successful?

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MEALS PER HOUR VIDEO

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MEALS PER HOUR VIDEO

QUESTIONS TO TALK THROUGH

Why was change needed?

What changes did they make to their process?

What metrics did they focus on to know their changes were successful?

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BREAK!

Please be back in 10 minutes

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TOOLS TO IDENTIFY WASTE

PROCESS MAPPING & THE 8 WASTE’S

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UNDERSTANDING PROCESS MAPPING

To understand how inputs turn into outputs

To analyze and find opportunities to improve a process

To build consensus, have a mutual understanding and get buy-in

Use whiteboards or butcher paper and post-it notes (Miro, Lucidchart etc. if virtual)

Map as a group with everyone participating

Identify all the steps in the process and then identify waste

WHAT

WHY

HOW

A tool to illustrate every step in the process

A visual representation of a workflow / process

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PROCESS MAPPING BASICS

GENERAL RULES OF THUMB

Move left to right

Mark milestones/ time to deliver value

Use boxes to represent a step in the process

Use diamonds to represent a decision point

Use pink boxes to tag waste in a process

Map for what happens 80% of the time

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PROCESS MAP EXAMPLE

ID First Step

ID Last Step

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PROCESS MAP EXAMPLE

Note the different colors used for different individuals/steps in the processes!

IN PERSON VERSION

DIGITAL VERSION

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PRACTICE!

Split into assigned groups and process map of going out to dinner at a restaurant in Boston

Hint: Document what the process looks like 80% of the time!

INSTRUCTIONS

As a team, create a process
All members must participate!

PROCESS SCOPE

First step – enter the front doors of the restaurant
Last step – exit the front doors of the restaurant
You had a reservation and you are seated immediately
There are two of you at the dinner

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PRACTICE!

Split into assigned groups and process map going to the doctor’s office

Hint: Document what the process looks like 80% of the time!

INSTRUCTIONS

As a team, create a process
All members must participate!

PROCESS SCOPE

First step – enter the front doors of the doctor’s office
Last step – exit the front doors of the doctor’s office
You must pay a copay
You will be getting a general physical and no prescriptions will be needed

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THE 8 WASTES – DOWNTIME

D O W N T I M E

DEFECTS

Rework, errors, incorrect information, anytime something goes wrong

OVERPRO-

DUCTION

Producing more than is needed or before it’s needed

WAITING

Time wasted waiting to go to the next step in the process

NON-UTILIZED TALENT/THINGS

Not utilizing someone’s skills/talents or a software’s capability

TRANSPOR-

TATION

Movement of things, people, information, hand offs, etc.

INEQUITIES

When a person or group of people are being left out or negatively affected

MATERIALS

Physical inventory, not having enough, having too much (can also be digital)

EXCESSIVE

PROCESSING

More work than is required by the constituent

Defects: every time you start over, fixing someone’s mistake // every time the constituent makes a mistake

Example: For BFD’s generator permit, the drop down for the fuel type included fuel that was not permitted in the COB, applicants would choose the “gasoline” option which then led to a denied permit

Overproduction - making too much of something, too many reports, ordering too much of something no one wants, extra copies of an application that are obsolete. Backlog can be an example here.

Example: Registry asked for both parents name on the form but only one parent’s name is needed to search

Waiting - Waiting for a clients or supervisor's signature/ dependent on others to complete flow // refer to tennis ball game here

Example: Waiting

Non-utilized/underutilized talent and things - Underuse of people's talents or skills // printers computers, etc. Good to talk about how people often know what is WRONG with their co workers and those around them, but it's a good team that knows each other's talents.

Example: Someone on your team is fluent in google sheets but you don’t ask them for help which increases the time to make the sheet

Transportation - Moving things or actual transportation (needlessly going to another location when you could talk over the phone or even have someone send something in by mail or email). MULTIPLE HANDOFFS

Curb cutting: PWD permitting team walks the paper form to everyone who needs to sign off

Inequities: when a person or group of people are inadvertently left out or negatively affected by a process

Using google translation to translate directions is not usually accurate and results in error for the applicant (note the language and communications access team)

Materials: Excessive inventory of materials/items (digitally or physically)

Over ordering items that sit in a storage space / having files that are out of date or not used sitting in a shared drive

Excessive processing: What it sounds like :) but it's good to question here, is this required by law? The question is, can something things be combined or eliminated. Do we just think we have to do it this way?

Registry: marriage licenses you have to wait 3 days to get married after the license is processed for it to be effective so people were coming in to apply and then coming back 3 days later to pick it up — now it is given to them on the day of applying but they tell people it is not effective for 3 days

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THE 8 WASTES – DOWNTIME EXAMPLES

D O W N T I M E

DEFECTS

You receive an application to review, there is missing info, you have to inquire with the applicant

OVERPRO-

DUCTION

Having 5 different people approve something, especially if they don’t add value

WAITING

Waiting on responses from coworkers to continue to the next step

NON-UTILIZED TALENT/THINGS

Paying for Calendly when Google Calendar has the same core functionalities

TRANSPOR-

TATION

Physically moving contracts around city hall to get signatures

INEQUITIES

Not having materials properly translated (i.e., using Google Translate)

MATERIALS

Having a cluttered inventory space, constantly running out of supplies

EXCESSIVE

PROCESSING

Asking for multiple parents’ names when you only need one of them

Defects: every time you start over, fixing someone’s mistake // every time the constituent makes a mistake

Example: For BFD’s generator permit, the drop down for the fuel type included fuel that was not permitted in the COB, applicants would choose the “gasoline” option which then led to a denied permit

Overproduction - making too much of something, too many reports, ordering too much of something no one wants, extra copies of an application that are obsolete. Backlog can be an example here.

Example: Registry asked for both parents name on the form but only one parent’s name is needed to search

Waiting - Waiting for a clients or supervisor's signature/ dependent on others to complete flow // refer to tennis ball game here

Example: Waiting

Non-utilized/underutilized talent and things - Underuse of people's talents or skills // printers computers, etc. Good to talk about how people often know what is WRONG with their co workers and those around them, but it's a good team that knows each other's talents.

Example: Someone on your team is fluent in google sheets but you don’t ask them for help which increases the time to make the sheet

Transportation - Moving things or actual transportation (needlessly going to another location when you could talk over the phone or even have someone send something in by mail or email). MULTIPLE HANDOFFS

Curb cutting: PWD permitting team walks the paper form to everyone who needs to sign off

Inequities: when a person or group of people are inadvertently left out or negatively affected by a process

Using google translation to translate directions is not usually accurate and results in error for the applicant (note the language and communications access team)

Materials: Excessive inventory of materials/items (digitally or physically)

Over ordering items that sit in a storage space / having files that are out of date or not used sitting in a shared drive

Excessive processing: What it sounds like :) but it's good to question here, is this required by law? The question is, can something things be combined or eliminated. Do we just think we have to do it this way?

Registry: marriage licenses you have to wait 3 days to get married after the license is processed for it to be effective so people were coming in to apply and then coming back 3 days later to pick it up — now it is given to them on the day of applying but they tell people it is not effective for 3 days

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DOWNTIME EXAMPLE

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DOWNTIME EXAMPLE

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PRACTICE!

INSTRUCTIONS

Write the letter of the type of waste on the pink sticky note and place it under its associated step

Everyone will do this silently – if someone else has already identified the step with a different or same type of waste, that’s okay! Still put yours up!

Step back and analyze

Shrink the change! Where is your biggest area for improvement? (Think about what takes the most time and has the most pink stickies)

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IDENTIFYING AREAS OF FOCUS

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BREAK!

Please be back in 10 minutes

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INNOVATION FORM

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RED SECTION OF THE INNOVATION FORM

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INNOVATION FORM THINKING – SAY IT!

Communicate

Build Consensus

Solve Problems

Measure Progress

The Innovation Form is a tool to…

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INNOVATION FORM – SAY IT!

PART 1

PART 2

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WHY CHANGE IS NEEDED – PROBLEM STATEMENT

WHY CHANGE IS NEEDED
Sample Prompts: Why are you making a change to the process? Is there a circumstance, emergency demanding this change? What is the impact of the current process on constituents and/or staff?

WHY CHANGE IS NEEDED EXAMPLE
BPS Kitchen Staff who are in need of cooking supplies cannot receive what they need in a timely manner in order to cook efficiently. It is unfair to have expectations of the kitchens to follow our menu specifically when we do not have an organized system for sending out these deliveries. Delivering, packing, and tracking the items is a gray area between the Warehouse and Chefs based on size, schedule, and prioritization.

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METRICS – QMEATY!

QUALITATIVE FEELINGS

MONEY

ERRORS

AMOUNTS

TIME

YEARLY COST

Staff Hourly Rate
Material Costs

How many widgets have defects?

What equity errors are in the process?

# of times a process is completed

# of widgets produced

Total time to complete a process

Waiting time

Total cost of the process over a year

How do you, your team and/or constituents feel about the process?

Money x Amounts x Time = Yearly Cost!

QMEATY is our acronym that helps define metrics that support our why change is needed. This is assembled after your why change is needed, and you will have a current state and future state of these metrics.

Q = relates to the feelings of staff & customers about the process
M = will contain both soft & hard costs though not every process will have both. Hourly rates would be an example of soft costs and material costs such as paper would be an example of hard costs.
E = this reflects what # or % of the current process is completed in error.
Op. error = how many of your widgets have defects
Eq. error = are you leaving anyone out of the process?
A = this is the frequency that your process or widgets are produced
T = How long does your process take? Is there any waiting time?
YC = The total cost of the process calculated over the year, there are 260 working days in the year.

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TYPES OF SAVINGS

Reduce paper usage
Cutting down on water usage
Reducing inventory ordering
Reducing broken or lost assets

IMPROVEMENTS THAT REDUCE BUDGET AND EXPENSES

HARD SAVINGS

Reduce rework by simplifying a form
Reduce back and forth communication by implementing an SOP
Create instructions to make learning faster

IMPROVEMENTS THAT SAVE PEOPLE’S TIME

(YOU & STAKEHOLDERS)

SOFT SAVINGS

Reduce time spent waiting in line
Reduce number of trips constituents have to take
Reduce amount of mail sent it

TOTAL HOURS

SAVED TO THE CONSTITUENT

CONSTITUENT TIME SAVINGS

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WHY CHANGE IS NEEDED
Families who are in need of food assistance are not able to get the assistance they need. It is unfair for families and specifically for families with longer transit times as they get served last and supplies are typically out by their arrival time
	CURRENT STATE (CS)	FUTURE STATE (FS)
Qualitative Feelings	Constituents were upset and staff were frustrated	All constituents were relieved to receive food and staff felt empowered
Money	$15/hour	$15/hour
Errors (Operational & Equity)	Equity: families w/ transportation access barriers were at a disadvantage (20% of people were not served) Operational: 10% of wasted space in boxes	Equity: all families received food (0% were not served) Operational: 0% of wasted space in boxes
Amounts	864 boxes	1,260 boxes
Time	3 minutes p/box (.05 hrs) 3 hours distribution time	11 seconds p/box (.003 hrs) 1.2 hours distribution time
Yearly Cost	(hourly rate) * (# of boxes) * (time to pack) = X * 365 days = Y $15 * 864 * .05 hrs = $684/day * 365 days = $236,520 p/year	(hourly rate) * (# of boxes) * (time to pack) = X * 365 days = Y $15 * 1260 * .003 hrs = $57.75/day * 365 days = $21,078.75 p/year
Yearly Savings(CS Cost- FS Cost)	$236,520 - $21,078.75 = $215,441.25
Time Savings to Constituents	Constituents waited in line for less time to get food

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WHY CHANGE IS NEEDED
Families who are in need of food assistance are not able to get the assistance they need. It is unfair for families and specifically for families with longer transit times as they get served last and supplies are typically out by their arrival time
	CURRENT STATE (CS)	FUTURE STATE (FS)
Qualitative Feelings	Constituents were upset and staff were frustrated	All constituents were relieved to receive food and staff felt empowered
Money	$15/hour	$15/hour
Errors (Operational & Equity)	Equity: families w/ transportation access barriers were at a disadvantage (20% of people were not served) Operational: 10% of wasted space in boxes	Equity: all families received food (0% were not served) Operational: 0% of wasted space in boxes
Amounts	864 boxes	1,260 boxes
Time	3 minutes p/box (.05 hrs) 3 hours distribution time	11 seconds p/box (.003 hrs) 1.2 hours distribution time
Yearly Cost	(hourly rate) * (# of boxes) * (time to pack) = X * 365 days = Y $15 * 864 * .05 hrs = $684/day * 365 days = $236,520 p/year	(hourly rate) * (# of boxes) * (time to pack) = X * 365 days = Y $15 * 1260 * .003 hrs = $57.75/day * 365 days = $21,078.75 p/year
Yearly Savings(CS Cost- FS Cost)	$236,520 - $21,078.75 = $215,441.25
Time Savings to Constituents	Constituents waited in line for less time to get food

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WHY CHANGE IS NEEDED
Families who are in need of food assistance are not able to get the assistance they need. It is unfair for families and specifically for families with longer transit times as they get served last and supplies are typically out by their arrival time
	CURRENT STATE (CS)	FUTURE STATE (FS)
Qualitative Feelings	Constituents were upset and staff were frustrated	All constituents were relieved to receive food and staff felt empowered
Money	$15/hour	$15/hour
Errors (Operational & Equity)	Equity: families w/ transportation access barriers were at a disadvantage (30% of people were not served) Operational: 10% of wasted space in boxes	Equity: all families received food (0% were not served) Operational: 0% of wasted space in boxes
Amounts	864 boxes	1,260 boxes
Time	3 minutes p/box (.05 hrs) 3 hours distribution time	11 seconds p/box (.003 hrs) 1.2 hours distribution time
Yearly Cost	(hourly rate) * (# of boxes) * (time to pack) = X * 365 days = Y $15 * 864 * .05 hrs = $684/day * 365 days = $236,520 p/year	(hourly rate) * (# of boxes) * (time to pack) = X * 365 days = Y $15 * 1260 * .003 hrs = $57.75/day * 365 days = $21,078.75 p/year
Yearly Savings(CS Cost- FS Cost)	$236,520 - $21,078.75 = $215,441.25
Time Savings to Constituents	45 minutes per family saved per day

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INNOVATION FORM: ISD HEALTH EXAMPLE

WHY CHANGE IS NEEDED
The Temporary Food permit is required by anyone hosting an event (not on residential private property) in the COB that has perishable food items. This application is 9 pages long and has confusing and irrelevant information on it. When the ISD reviewers receives permit applications, 90% are submitted with incorrect or missing information. This requires the reviewer to contact the applicant and have them make changes.

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INNOVATION FORM: ISD HEALTH EXAMPLE

	CURRENT STATE (CS)	FUTURE STATE (FS)
Qualitative Feelings	Frustrating, waiting, back and forth communication	All constituents were relieved to receive food and staff felt empowered
Money	ISD Reviewer: $35	ISD Reviewer: $35
Errors (Operational & Equity)	Operational: 80% of applications with incorrect or missing info	Operational: 20% of applications
Amounts	1,652 permits per year 1,322 in error (80%) 330 no errors (20%)	1,652 permits per year 330 in error (20%) 1,322 no errors (80%)
Time	Application w/ no error: 8 mins (.13 hrs) Application w/ errors: 1 hour	Application w/ no error: 8 mins (.13 hrs) Application w/ errors: 1 hour
Yearly Cost	1322 apps * 1 hour = 1322 hrs * $35 =$46,270 330 apps * .13 hrs = 43 hrs * $35 = $1,502 $46,270 + $1,502= $47,772	322 apps * 1 hour = 322 hrs * $35 = $11,270 1,322 apps* .13 hrs = 171.86 hrs * $35 = $6,015.10 $11,270 + $6,015.10 = $17,285.10
Yearly Savings(CS Cost- FS Cost)	$47,772- $17,285= $30,487

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INNOVATION FORM: ISD HEALTH EXAMPLE

	CURRENT STATE (CS)	FUTURE STATE (FS)
	1,322 permits * 1 hr = 1,322 hrs 330 apps * .13 hrs = 43 hrs 1,322 + 43 hrs = 1365 hrs	330 apps * 1 hr = 330 hrs 1,322 apps * .13 hrs = 172 hrs 330 hrs + 172 hrs = 502 hrs
Yearly Time Savings to Constituents	1365 hrs - 302 hrs = 1,063 hrs

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LET’S PRACTICE!

Work at your table & think of an innovation idea related to your work – remember it must be within your control!

Try to fill out “Why Change Is Needed” and the Current State /Future State QMEATY section

You don’t need to stick with the process you choose, it’s just to help you practice

Grade 1: $25 (administrative assistant)

Grade 2: $35 (analyst, project manager)

Grade 3: $55 (middle manager)

Grade 4: $70 (directors)

Hourly Rate Examples

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TOOLS TO ELIMINATE WASTE

6S
STANDARD WORK
CHECKLISTS
VISUAL MANAGEMENT

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SOLUTION TOOL: 6S

STANDARDIZE

SHINE

SET IN ORDER

SUSTAIN

SAFETY

SORT

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CREATING FLOW WITH 6S

Make problems visual

Reduce waste associated with searching for supplies, tools, information

Improve organization in workspaces (physical or digital)

Improve the flow of people, things, or information in a process

6S

can help…

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CREATING FLOW WITH 6S

SORT

SET IN ORDER

SAFETY

Separate the unnecessary from the necessary

Red tag items & archive

Organize and centrally locate shared items

Eliminate opportunities for injury and properly secure equipment

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CREATING FLOW WITH 6S

SHINE

STANDARDIZE

SUSTAIN

Clean everything and prepare for use

Label everything
Communicate norms
Ensure the space remains clean and organized

Consistency and repeatability
Develop a routine and maintenance schedule

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EXAMPLE: INVENTORY STORAGE

BEFORE

AFTER

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EXAMPLE: DIGITAL 6S SAVINGS

THE PROBLEM:

The Analytics Team had a cluttered shared folder with 23 top level folders and thousands of files

THE IMPROVEMENT:

Cleared unnecessary files, organized folder structure by team vertical, created standard work and migrated to Google Drive

THE OUTCOME:

Reduced total files, narrowed down to 7 top level folders and saved $71,285 through saved search time – 1,398 hours saved

STANDARD WORK TO SUSTAIN

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EXAMPLE: INVENTORY STORAGE

BEFORE

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EXAMPLE: INVENTORY STORAGE

AFTER

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CREATING FLOW WITH 6S

OPPORTUNITIES

TIPS

SAVINGS

Desks
Shared vehicles
Copy/supply/ inventory rooms
Workshops and garages
Shared meeting spaces
Shared drives, email, websites
Forms
Databases

Scope 6S areas small
Include your team and any others who use the space
Aim for improvement, not perfection

Soft Dollar: Time saved because employees can find things faster; reduce waiting and rework

Hard Dollar: Money saved because there was a reduction in wasteful ordering and spending on materials

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SOLUTION TOOL: STANDARD WORK

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STANDARD WORK: MAKING AIRPLANES

TIME TO PLAY A GAME!

We’ll be handing out a paper airplane template and standard work

We’ll put 5 minutes on the timer and start it when everyone has their materials

Your goal: Correctly complete the paper airplane as fast as you can

When you finish, note the time

Try not to look at anyone else’s work as you go

At the end, we’ll compare to the template!

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FINAL PRODUCT

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SOLUTION TOOL: STANDARD WORK

“Essentially, Standard Work should be the best-known way to get work accomplished. It also typically incorporates the pace at which work should happen, when it should occur, and a desire to make it easier to see (make it visual) if the right thing is being done at the right time.”

― Michael Bremer, How to Do a Gemba Walk

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WHAT IS STANDARD WORK?

Documents the current best practice of a process

It is an effective way way to establish the best standard procedure

It can help mature your process and sustain an innovation after implementation
It can help cross-train employees and train new employees

Note:

Sisyphus was punished by Zeus who forced him to roll a boulder up a hill and every time he near the top of the hill, the boulder would roll back down. If you were to stick standard working in between the ground and the boulder, that would stop the\ boulder from rolling down the hill.

Standard work is the best way to improve effectiveness and efficiency

The staff that are completing/involved in the process should be the ones who create the standard work because they are the experts

Standard work can be in the form of instructions, a video, pictures, a checklist…

Good questions to ask yourself regarding SW:

Can I leave my job and have someone else excel at it? Can someone cover for me when I am out?
Do we have a way that everyone can do the work and be good at it?
Are the standards (instructions) clear and consistent

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STANDARD WORK EXAMPLE

VISUAL GUIDE

WRITTEN GUIDE

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STANDARD WORK EXAMPLE

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SOLUTION TOOL: CHECKLISTS

What do we do if we want to outline the key things that need to be done to complete a process, not in depth directions of how to do the process?

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THE IMPORTANCE & VALUE OF CHECKLISTS

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WHY/WHEN SHOULD YOU USE A CHECKLIST?

A CHECKLIST CAN…

Be a reminder of they key things that are often forgotten
Prevent errors and create oversight
Reduce variation and increase consistency/equity through transparency
Help experts get better
Keep constituents/stakeholders at the top of your mind

WHEN SHOULD I USE A CHECKLIST?

When you want to communicate key information / overview of requirements
It can be helpful when there are key “points of failure” that cannot be missed for the process to continue

“Just using checklists requires [doctors] to embrace different values from ones we’ve had, like humility, discipline, teamwork.” – Atul Gawande

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EXAMPLE: BOSTONIA TRAINING COORDINATION

Differentiated by type of training

Differentiated by timing

Brought directly to templates / documents

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SOLUTION TOOL: VISUAL MANAGEMENT

SIGNAGE

MISTAKE PROOFING

INSTRUCTIONS

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VISUAL MANAGEMENT

WHAT IS VISUAL MANAGEMENT?

A time saving tool that makes information or instructions visual
The fastest and most efficient way to passively transfer knowledge & information
A tool that can better inform decision making and planning

HOW, WHEN & WHY DO I USE IT?

How: Create visuals of current work, goals, accomplishments, etc.
When: To track projects, workload, accomplishments or other team planning goals
Why: Whenever you want to passively communicate with a group around a shared goal

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VISUAL MANAGEMENT: PRODUCTION BOARDS

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VISUAL MANAGEMENT: TASK REMINDERS

Utilize Tasks in Google Products!

You can create and manage tasks in: Gmail, Calendar, Chat, Drive, A file in Google Docs, Sheets, or Slides

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VISUAL MANAGEMENT: TASK REMINDERS

You can add any due date with a repeat & timing option

Once you pick a date, it will pop up on your calendar on that date

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VISUAL MANAGEMENT: TASK REMINDERS

In Google Doc, You can utilize this tool to distribute and track individual and group progress

Once assigned, the checklist will reflect your personal icon so your team can visually see who the task belongs to!

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VISUAL MANAGEMENT: POWER BI

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VISUAL MANAGEMENT: POWER BI

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VISUAL MANAGEMENT: GOOGLE SHEETS

Total City Savings	Total Constituent Hours Saved	Total City Hours Saved	Total Soft Savings	Total Hard Savings
$2,267,625	819,290	362,170	$1,708,586	$646,639

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USING VISUAL MANAGEMENT FOR KPIs AND TRACKERS

Know your audience
Engage and be responsive to the information:

Does anyone need help?
What’s working?
Did we meet our goal?
Are there opportunities to improve?

Find and fix problems
Celebrate successes
Enhance transparency
Improve service delivery to constituents

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SILVER TRAINING INTENTIONS

WHAT’S IN IT FOR YOU?

Improve your job for yourself, your coworkers and the residents of the City of Boston

Gain skills to help you see and solve problems efficiently

Structure your solutions for lasting success

Get a signed certification by the Mayor, swag items, and invites to future events!

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CERTIFICATION PROJECT IDEAS

Perform a 6S & submit a before and after photo

Update your forms/materials to use people-first language or translate into more languages

Update a form to cut down on errors or missed fields

Create a checklist to reduce defects and cut down on missed steps

Create visual standard work to explain your process that’s easy to understand

Create a production board to show your work progress

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NEXT STEPS AFTER TRAINING

To get certified you will need to submit the red section of the innovation form with proof of your piloted innovation! �(We encourage you to do so within the first 3 months)

We are available to support you!

Stay in touch and help us build a community of change champions throughout the City of Boston!

OUR

FEEDBACK

FORM

RESOURCES, SLIDE DECKS, & INNOVATION FORM