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Solving Problems That Change Lives Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN Office of Continuous Improvement [email protected] 651-201-2560

Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

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Page 1: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Solving Problems That Change Lives

Creating a Culture of Continuous Improvement

Manager and Supervisory Core 2016

Joe RaaschDepartment of AdministrationDirector, MN Office of Continuous [email protected]

Page 2: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

• Introductions – starting with Whyhttps://www.youtube.com/watch?v=9H36Gjg5SLM

• What is Continuous Improvement (CI)

• Why CI is important

• Encouraging a CI culture with your team

• Using CI Every Day

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We’ll be discussing…

Page 3: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

These Tools Work Together!

Diversity & InclusionResults-Based Accountability (RBA)

STATE OF MINNESOTAEXECUTIVE DEPARTMENT

MARK DAYTON

GOVERNOR

Executive Order 14-07

Implementing Plain Language in the

Executive Branch

Resources

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Page 4: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

That is a LOT!

What is Continuous Improvement (CI)?

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Page 5: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

An ongoing effort to improve products,

services, and processes; with a focus on

customer value.

-----------------------------

Solving Problems that Change Lives.

What is Continuous Improvement (CI)?

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Page 6: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

CI is about Equity, not Equality

“We allow our ignorance to prevail upon us and make us think we can survive alone, alone in patches, alone in groups, alone in races, even

alone in genders.”- Maya Angelou

Why Should CI Be Important to Me?

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Reduces Bias

Requires Diversity of

Thought

Needs us ALL!

Page 7: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Sense of Urgency for Change!

Increasing customer expectations

Status Quo

Why Should CI Be Important to Me?

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Page 8: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Return on Investment (ROI)!

ROI

• Reinvest in other areasReduce Costs

• Less reworkEnhance Quality

• Great innovations come from everywhere

Increase Employee Engagement

• Better service experienceImprove Customer Satisfaction

Why Should CI Be Important to Me?

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Page 9: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Uh, what?

Organizational Culture: The shared attitudes and behaviors that contribute to the unique social and psychological environment of an organization.

What is a ‘culture of continuous improvement’?

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Page 10: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Plain Language

do our work support our employees and customers make decisions allow freedom for personal expression permit power and information to flow

through the hierarchy

Organizational Culture is how we:

What is a ‘culture of continuous improvement’?

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Page 11: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

You Have The Power!

Top 3 Reasons People Quit Top 3 Reasons People StayManager/Boss

Bo

rin

g W

ork

Skills No

t Used

Chance to Innovate

Peo

ple

Variety in

wo

rk

What Makes Your Role as Leader So Important?

How can you encourage a CI culture?

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Page 12: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Where do you work?

How can you encourage a CI culture?

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Page 13: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

https://www.ted.com/talks/simon_sinek_why_good_leaders_make_you_feel_safe?language=en

How can you encourage a CI culture?

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Page 14: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

YOU create the culture!

How is organizational culture created?

How can you encourage a CI culture?

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Page 15: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Scoped and Resourced High Impact Projects

Plan and execute 4 to 6 projects from key goals that close the performance gap.

Identify Strategic Projects

A Way Forward…

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Page 16: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Activator, not Administrator!

Plan

Goals

Conduct CI Review

Share Results and Decide on Improvement

Projects

Implement

Projects

Share Results & Sustain

Improvements

Motivation for Results

….to Continued (improvement) Success!

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Page 17: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Manager commitment to:

• Support the team and encourage candid conversations about

work issues

• Implement at least one improvement idea

• Review and discuss feedback with the team

• Not take any reprisal actions against the team/team member

Communicate ‘Why’ and How’ of Your Decisions

Your Role in Continuous Improvement

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Page 18: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Measured Approach to Success

CI/PM as integrated part of strategic planning process.

Outcome:

Predictable, measurable results.

Cycle of improvement and sustainability.

Performance data used to develop predictive guidance for strategic and operational decision-making.

Optimized

Proactive project identification as part of DEED and Program strategic planning cycle.

Outcome:

Metrics/leading indicators deployed.

Performance data used to improve strategic decision-making.

Managed

CI/PM approaches adopted.

More predictability and proactive utilization.

Outcome:

Metrics/lagging indicators deployed.

Programs using CI/PM resources as part of the normal course of work.

Performance data used to improve operational decision-making.

Established

CI Project Managers ID’d and trained across all Programs.

CI support, training and tools available.

Outcome:

CI/PM approaches established; varied success and repeatability.

Begin to coordinate projects and resources.

Emerging

All project staff shares plain ‘common language’ of CI and project management basics.

Outcome:

Ability to actively engage in project teams as needed.

Foundation

CI/Project Management Maturity

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Page 19: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Learn More

• Take (and send your staff to) additional training:

http://mn.gov/admin/lean/training/courses/

– If you get at least 12 people together, we’ll come to you: FREE.

• Subscribe to the MNCI Newsletter here:

http://mn.gov/admin/lean/resources/newsletter/

• Join the State of MN CI Community of Practice and Yammer Network:

yammer.com/minnesota continuousimprovementcommunity

• Follow us on Twitter: @CI_Minnesota

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Page 20: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Additional Reading

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Page 21: Creating a Culture of Continuous Improvement · Creating a Culture of Continuous Improvement Manager and Supervisory Core 2016 Joe Raasch Department of Administration Director, MN

Minnesota Office of Continuous Improvement

MN.gov/CI | [email protected]

Solving Problems that Change Lives.

We are a Resource for You

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