TUESDAY MORNING | KEYNOTE

2. TUESDAY MORNING | KEYNOTE Welcome from Steve Collins Coffee/tea service sponsored by Sherlock Center on Disability

3. People, Tools & Processes The Secrets to Excellence in Service Steve Dickinson

4. People, Tools & Processes Steve Dickinson

5. What is Excellence in Service? Meeting your customers’ requirements within your mission Sample VR Mission “To help people with disabilities find and maintain employment, and enhance their independence.” People, Tools & Processes Steve Dickinson

6. How to Obtain Excellence Getting from Here to Here People, Tools & Processes Steve Dickinson

7. Improvement Processes Processes, Tools and People • Baldrige • Process Management • Benchmarking Best Practices • Lean • Analytical Problem Solving (DMAIC) Tools • Process Mapping • Pareto Analysis • Value Stream mapping • Matrix Analysis People • Teams • Individual Contributors • Management • Customers? People, Tools & Processes Steve Dickinson

8. Let’s Look at Processes People, Tools & Processes Steve Dickinson

9. Malcolm Baldrige Criteria for Organization Excellence The Inclusive Management System Not Prescriptive – Tells you WHAT but not HOW http://www.nist.gov/baldrige/ People, Tools & Processes Steve Dickinson

10. Process Management Identify Processes Simplified Improvement Model Identify Customers Identify Customer Requirements Identify Measures Developing the Infrastructure Manage by Measures People, Tools & Processes Steve Dickinson

11. Daily Process Management Watch Measures OK? Yes No Make Improvements People, Tools & Processes Steve Dickinson

12. Benchmarking Best Practices • Plus + • High Probability of Success • Easier in Public Sector • Minus – • Travel • Not Invented Here Disease People, Tools & Processes Steve Dickinson

13. Benchmarking Best Practices in VR Research and Technical Assistance Center (RTAC) on Vocational Rehabilitation Program Management A “collaborative initiative to identify, test, and disseminate management practices in order to build a performance management model tailored to the Vocational Rehabilitation system.” Second cohort. • California Department of Rehabilitation • Colorado Division of Vocational Rehabilitation • Connecticut Bureau of Rehabilitation Services & Connecticut Bureau of Education and Services for the Blind • Delaware Division of Vocational Rehabilitation • Kentucky Office for the Blind • Kentucky Office of Vocational Rehabilitation • Missouri Division of Vocational Rehabilitation • Nebraska Vocational Rehabilitation • New Jersey Division of Vocational Rehabilitation Services • North Carolina Division of Vocational Rehabilitation Services People, Tools & Processes Steve Dickinson

14. “Lean” • Plus + • Great Results in Short Timeframe • Employee Engagement • Inexpensive – No Cost or Low Cost Improvements • Non-Technical • Minus – • Requires Employee Time for Kaizen Events PQS, Inc. Rapid Process Improvement Methodsm Model People, Tools & Processes Steve Dickinson

15. Lean Enterprise – “lean” Removal of waste from processes, reduced cycle time & cost reductions resulting in Excellence in Service Over - Eight Sources of Waste – Focus on Flow. Transport Processing* Defects Inventory Waste Waiting Over - (Queue time) producing * Including Over Specialization Motion People, Tools & Processes Steve Dickinson

16. Lean Enterprise – “Lean” Various Methods for “Kaisen Events” • Most involve some kind of mapping of the process • Apply tools and concepts of Lean such as: • Batch and Queue • 5 S • Excessive Specialization • Focus on no cost or low cost process improvements that increase flow by removing process waste • Standardization and stabilization of the process, not necessarily the content • Focus on what is best for the customer • Utilizes Front Line Workers in Kaisen Events People, Tools & Processes Steve Dickinson

17. PQS, Inc. Rapid Process Improvement Methodsm (RPI) Three Phases Pre-event Planning Team Event Post-event Implementation People, Tools & Processes Steve Dickinson

18. Florida Department of Environmental Protection Pink = Process Delay Green = Transport/Handoff Yellow = Action Steps People, Tools & Processes Steve Dickinson

19. Results Reduction in processing time by as much as 83% Reduction in variation just as important – more predictable enabling planning and customer service People, Tools & Processes Steve Dickinson

20. Florida VR Project Team Example • Cross-functional Team of HQ and Field Services • Mission • “To reduce the number of days from the invoice being received in HQ to the invoice being sent to DOE, while maintaining the accuracy of authorizations for payment.” • Results • Removed 1/3 (24) of the process steps which were duplicative • Cycle time reduction from 18 days to 5 days with increased accuracy! People, Tools & Processes Steve Dickinson

21. Six-Sigma Analytic Problem Solving (DMAIC) • Tools and process around for years • Popular in Japan since WW II • Became popular in the US in 1980’s • Focus on improving quality & reducing costs through reduction of variation & thus defects • Data driven statistical analysis • Uses basic, moderate and advanced statistical tools depending on training – Yellow, Green and Black Belt levels People, Tools & Processes Steve Dickinson

22. Six-Sigma – The DMAIC Process • Plus + • Great when there are many unknowns • Can solve just about anything • Data to support conclusions • Can be done by individuals • Minus – • Time consuming • Requires extensive training (advanced tools) People, Tools & Processes Steve Dickinson

23. Results “It has been calculated by Finance that each 0.1 day translates into $560,590 of additional cost to the hospital.” ($850,000 improvement) Patients also do not want to stay in the hospital any longer than they need to. People, Tools & Processes Steve Dickinson

24. Let’s Look at Tools People, Tools & Processes Steve Dickinson

25. Let’s Look at People The People Side of Excellence People, Tools & Processes Steve Dickinson

26. Kotter’s Eight-Step Process for Creating Major Change (From Management Perspective) Establish a Sense of Urgency Create the Guiding Coalition Develop a Vision and Strategy Communicate that Change Vision Empower Broad-Based Action Generate Short-term Wins Consolidate Gains and Produce More Change Anchor New Approaches in the Culture People, Tools & Processes Steve Dickinson

27. What Makes People Want to “Play?” Management Front Line Workers People, Tools & Processes Steve Dickinson

28. People, Tools & Process The Secrets to Excellence Tools + People Processes Let’s add Leadership People, Tools & Processes Steve Dickinson

29. The Magic of H.A.T.S. (How all this syncs) People, Tools & Processes Steve Dickinson

30. Thanks! N85TT Steve Dickinson PQS, Inc pqsinc@aol.com www.pqsinc.com 850-694-4235 People, Tools & Processes Steve Dickinson