Transportation

Lean Forum

August 22, 2019

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TECHNOLOGY

Josue Reynoza

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send emails to: Josue.reynoza@state.co.us

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Contact:

TLF MEMBERS

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AGENDA

August, 2019

INTRODUCTIONS AND ROLL CALL

Allison Black, Florida DOT

Linsey Sousek & Shayne Daughenbaugh, Nebraska DOT

OPEN FORUM

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Supporting Business Engagement, Readiness, & Adoption

ORGANIZATIONAL

CHANGE

MANAGEMENT

• Proactive, formalized process;
• Addresses people, process, & technology impacts of change; &
• Adequately prepares the Department.

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OVERVIEW

• Focuses on targeted, appropriate involvement of all stakeholders;
• Enables buy-in & ownership; &
• Ensures the business is prepared to own & accept the change—organizationally, behaviorally, functionally, technically, & overall sustainability.

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OVERVIEW

• Further contributes to the Department’s reputation as a leader within the Transportation industry, along with many of our transportation operations, functions, & infrastructure needs.

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OVERVIEW

• Embraces changes brought about with our technology projects.

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• Ensures effective business engagement, business readiness, & business adoption of technology projects.

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• Increases efficiency within the Department’s business & project management processes.

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• Promotes the Governor’s priorities to strengthen safety for all modes of transportation, offer congestion relief for motorists, & incorporate the latest technologies into our infrastructure.

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WHY?

• FDOT practices OCM techniques, already, but we recognize how important it is to formally support the initiatives in which we are investing.

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• We’ve quickly learned that formalizing OCM efforts is not a one-size-fits-all solution.

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• OCM oversight & work tasks, activities, & products must be envisioned & conducted in a manner that is:
• Tailored to FDOT’s culture;
• Supports the Governor’s prioritization of technology; &
• Addresses the State of Florida’s technology requirements.

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APPROACH

Includes, but is not limited to:

• Change Vision & Strategy;
• Stakeholder Inventory & Analysis;
• Communications;
• Change Impact Assessment & Mitigation;
• Training; &
• Performance & Operational Measurements.

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Provides the Department with the knowledge, structure, & capabilities to successfully:

• Plan;
• Implement; &
• Adopt change.

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APPROACH

• Our technology projects either impact the transportation services &/or system provided by FDOT’s ~5560 full time & ~8800 contract staff.

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• Statistics indicate that 75% of projects undertaken fall short of meeting project objectives¹ due to lack of OCM. (Source: Research Studies, EY Client Experience, Gartner¹, Forrester)

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• FDOT allocates millions of dollars to support a multitude of technology projects each year, without formal OCM, we risk not getting 100% of the value of the dollars being invested.

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RISKS

Adverse impacts due to lack of OCM include:

• Unclear vision for the needs & benefits;
• Limited buy in & support from key sponsors;
• Poorly aligned business outcomes, project management processes, & stakeholder engagement;
• Underestimated time & complexity required to ensure business engagement, readiness, & adoption;
• Lack of the Department’s preparedness to perform &/or execute duties & responsibilities;
• Failure to monitor & ensure full adoption of the change; &
• Limited understanding & management of competing priorities.

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RISKS

• Without OCM, the FDOT will remain in a reactive state when it comes to organizational readiness.
• This severely limits the FDOT from efficiently performing its core functions, & supporting the Governor’s priorities.
• If the organization is not engaged in, ready for, or adopting the changes that are a result of our evolving transportation system & technology infrastructure, the FDOT’s ability to accomplish its mission is at risk.

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RISKS

A successfully managed organizational change program enables:

• Aligned leaders who provide visible sponsorship throughout the lifecycle of transformation;
• Engaged stakeholders who maintain accountability & move from aware of to ready to adopt the changes driven by transformational needs;
• Prepared employees who understand their new roles & responsibilities; &
• Identified organizational structures & processes to support future state & sustained change.

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BENEFITS

OCM efforts ensure those who are:

• Responsible for performing the day-to-day functions of staff’s roles & responsibilities;
• Maintaining data & systems; &
• Safeguarding those using the State of Florida’s transportation system are aware of, prepared for, & accepting of changes our technology projects bring to our industry.

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BENEFITS

OCM Strategic Plan FY 18-21

Allison Black, CPM

Organizational Change Manager

Transportation Technology

Office: (850) 414.4404   Cell: (850) 294.9023

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Questions?

Operational Excellence – Process Improvement

August 2019

Nebraska Process Improvement

Pillars of Lean Six Sigma

Nebraska Process Improvement

1. Belt Training

• White Belt – State Team Members (mandatory)
• Yellow Belt – Middle Level Managers
• Certified Lean Leader – High Performers
• Green Belt – Process Improvement Coordinators
• Executive Green Belt - Leadership
• Black Belt – High Performing Green Belts
• Master Black Belt – Director of the Center of Operational Excellence

Nebraska Process Improvement

2. Kaizen Events

• Typically a Three Day Activity
• Current State Map
• Value ID / Data Collection
• Brainstorm
• Future State
• Project Action Plan
• High Energy Empowering Team Members

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Nebraska Process Improvement

3. DMAIC Projects

• Define
• Measure
• Analyze
• Improve
• Control

Right of Way – Occupy Permitting Process

February – April 2019

Project Charter

Sponsor: Brendon Schmidt

Process Owner: Todd Wicken

Why

A lengthy and confusing permit

process increases costs for utilities & contractors who will then pass those costs on to Nebraskans.

VOC

• Unnecessary reviews hold up the process
• Location plan is confusing for applicant
• Lack of standardization across state
• Lead time should be less than a month
• Performance guarantee not necessary

Team Members

• Jill Smith – ROW (Internal)
• Jeanne Hamilton – RW Design (Internal)
• Keith Kohel – DPO Dist 1 (Up/down stream)
• Lisa Stadler – DPO Dist 6 (Up/down stream)
• Nikki Klein – ROW (External)
• Curtis Nosal – RW Design (External)

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Current State Map

Future State Improvements

• Removed unnecessary hand-offs
• Changed Retention schedule with Sec State
• Removal of performance guarantee requirement

Results

Projected ROI

SOFT SAVINGS:

5h15m per permit x 141 month = 740hr/month

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2019 savings = 5182hour (740 x 7months)

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HARD SAVINGS:

Mailing savings: $2,176/year

Action Plan – Next Steps

• Update ROW manual and policy
• Update retention schedule – currently at Sec of State
• Finalize SOP
• Communicate data & changes to Leadership, Districts, & Customers
• Control measures – gemba walks, process audits, data collection

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2019 DMAIC Projects

• Districts - Purchase Card (under $200) Process
• Roadway Design - Relinquishing Utilities Process
• Strategic Planning - MPO (Metropolitan Planning Organization) Process
• Right of Way - Occupancy Permitting Process
• Consentient Communication Process
• Right of Way - Title Research Process
• Pre-Audit (Railroad) Process
• Districts - Crack Seal Process
• Project Development - RFQ for Consultant Process (on call)
• Traffic - Speed Zone Authorization Process

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Nebraska Process Improvement

4. Daily Huddles

• A primary example of daily visual management
• Ensure everyone is on the same page
• Gives team time & opportunity to remove obstacles
• Gain a clear understanding of their business through metric review

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Three Components of a Huddle

• Swim Lanes – Project movement (5 minutes)

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2. QDIP Boards – Metric evaluation (5 minutes)

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3. Team Time – set tone, touch base, review today’s activities, anything else? (5 minutes)

Swim Lane Board (Person Based Type - Kanban)

• Project/Team Management
• Effectively Track Status
• Projects move through Process Steps
• Manage Bottle Necks
• Highlight/Communicate Challenges

Swim Lane Board (Process Based Type)

QDIP Board

• Calendar

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• Control Chart

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• Issues

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• Action Plan

QDIP Metric - Quality

About addressing rework and defects

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Examples:

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• Improve one accuracy resource– guidance doc, template, SOP

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• How many permits need amendments?

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• How many times is a draft revised?

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QDIP Metric - Delivery

About timeliness, how quickly can we produce

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Examples:

• How long does it take to issue a permit?
• How long does it take to complete an inspection report?
• How quickly do we respond to a complaint?

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QDIP Metric - Inventory

About addressing backlogs, inventory, and/or waiting

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Examples:

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• How many permits are awaiting the initial review at the end of the day?
• How many business days before the 1^st review?
• How many business days before we respond to an inquiry or request?
• How many days has it been since your last contact to follow up?

QDIP Metric - Productivity

About the number we produce

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Examples:

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• How many permits did we issue yesterday?

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• How many Reports were approved yesterday?

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• How many teammates focused at least 75% of their time on permits (core work) today?

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• How new outreach contracts did we make today?

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Huddle Guidelines

• Respect each other
• Change is necessary for improvement
• A positive attitude will help
• No rank among team members
• Focus on solutions
• No finger pointing - process focused
• Have fun as appropriate!

• Start and End on time
• There is NO such thing as a dumb question
• One conversation at a time
• Cell phones silenced
• Be open to new ideas and ways of doing things
• Listen actively – Seek to understand

Questions

Contact Information:

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Nebraska Department of Transportation

Linsey Sousek, Process Improvement Manager

Email: linsey.sousek@nebraska.gov

Phone: 402-432-1244

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Nebraska Department of Transportation

Shayne Daughenbaugh, Process Improvement Coordinator

Email: Shayne.daughenbaugh@nebraska.gov

Phone: 402-318-2364

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Remember to

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when you ask or answer questions

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• Share Your Successes!

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• Additional Questions?

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• Other Discussion Topics?

OPEN

forum

What‘s on your mind?

Linsey Sousek, Process Improvement Manager

Nebraska DOT

Email: linsey.sousek@nebraska.gov

Phone: 402-432-1244

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Shayne Daughenbaugh, Process Improvement Coordinator

Nebraska DOT

Email: Shayne.daughenbaugh@nebraska.gov

Phone: 402-318-2364

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Allison Black, Organizational Development Manager

Florida DOT

Email: Allison.Black@dot.state.fl.us

Phone:(850) 414.4404   Cell: (850) 294.9023

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Presenter Contacts:

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Want to be a future presenter?

• Contact Courtney Forehand Courtney.forehand@state.co.us

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October, 2019

THANK

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