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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Go Slow to Go Fast

October 21, 2020

Ryan Nagle, Envise (a Southland Industries company)Prashant Dhillon, Leidos Biomedical Research, Inc. (formerly with Southland Industries)

T H E A B C ’ S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

2 2 N D A N N U A L

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Go Slow to Go Fast

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Envise Formed to Grow Our Service Capability

3

PARENT COMPANY

SUBSIDIARY

LEADERSHIP

BRANCH BRANCH BRANCH

BRANCH BRANCH

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Separation and Growth Creates challenges

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Separation and Growth Creates challengesWhere were we? New people and new ideas Maturity levels varied Capabilities varied Different processes Responsibilities varied

Problems Underperforming offices Hard to compare and contrast Resource sharing was difficult Onboarding was inconsistent Hard to effectively improve

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Strategic Alignment

End-to-end Process Focus

Peer Groups

Intentional Approach

6

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Strategic Alignment

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Strategic Alignment

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Strategic Alignment

Where do we bite first?

How long will it take?

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Strategic Alignment

Executive

Leader

Manager

Coordinator

Leader

Manager

Coordinator

Leader

Operations

Coordinator

Leader

Operations

Coordinator

Leader

Operations

Coordinator

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Fishing for Priorities

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Make Priorities VisualPursue

Measured ResponseMonitor

Low Hanging

Fruit Project #4, $550,000

Project #6, $550,000

Project #5, $250,000

Project #4, $250,000

Value

Read

ines

s

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Treat Each Effort Like a Project

Routine Executive Updates Visual Plan for Field Teams

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Repetition Builds Momentum

April 2018

Outside FacilitationTop 3

December 2018

Internal DrivenManager Priorities

May 2019

Team AccountabilityStructured Process

Expanded to Coordinators

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End to End Process Focus

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Local Process Improvement – First AttemptChallengeInconsistent work processes led to inefficiencies and decreased client value.

Focus on individual steps

Lack of awareness led to fixing wrong problems. Improvements were scattered

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Step Back to See End to End Process

Functional Area

Process Steps

Pain Points

System

Process Steps

Just Do It - Task List

Reoccurring or Improve - Projects

Organizations/ System – Escalate Up

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Success: End-to-End Process Focus

Focus on entire system What we learnedFocus on improving as ONEUse both Data & ContextMapped out Pain and Value VisualFound at the intersection of Value & Pain Identified levels of authority

Value

Pain

Focus on individual steps

ChallengeInconsistent work processes led to inefficiencies and decreased client value.

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Manage Progress

S. No. Task DescriptionTask or Project Lead Start Date Deadline Result Status Comments

Management enforces daily timesheet completion T Jody 7/23/2018 7/30/2018

Janae to send email to Jody everytime tech doesn't complete daily timesheet. Some issues with COINS mobile tech reporting. 10.8.18- Jody will ask to get timesheets from all field everyday in next month.

1Weekly review of service tickets for accurancy and billing (between supervisors and biller) P Drew/Keith 7/23/2018 8/2/2018

every Thursday. Meeting with Brandon. Still a work in process. One week after advised of ready to bill, bills are submitted. Will set up standard running meeting to review all detail. Every other week after tech meeting set up set at 8am review meeting. 10/22- Brandon looks for updates as needed, no consistant meeting

2Weekly billing - SO's identified as ready to bill within 5-10 business days T Brandon 7/23/2018 8/2/2018

Consistant weekly invoicing. Not slammed at end of month any more. Currently billing in 5-10 business day period. 8.10.18- 10 days is realistic with the way labor hits the calls

3 Create script for taking service calls T Janae 7/16/2018 9/1/2018

Scheduled for 8/27/18. Will set up meeting in 2 weeks to run through of script with all needed people. 10.8.18- developed and will review for approval and implementation

4a Modify Technician Matrix - HVAC T Drew 7/23/2018 9/1/2018

4b Modify Technician Matrix - Controls T Keith 7/23/2018 8/15/2018 Controls techs matrix is complete

Will talk to Joyce about capability. Different answers from accounting personnel. Brandon will talk to Steve Perkins about opening all SI vendors

2018 CRC Task/Project List

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A Pattern Starts to Emerge

Strategic Alignment (National) End to End Process (Local)Leadership Team Local Leadership Engaged

Connect Impact to Strategy Align on VisionFacilitator Lead Facilitator Lead

In Person Workshop In Person Workshop

Value / Readiness Map Value vs Pain stickers

Top 3 Do it now | Project | Escalate

Project Plans and Sponsors Action Register with Assignments

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Peer Groups

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Peer Pressure

Executive

Leader

Manager

Coordinator

Leader

Manager

Coordinator

Leader

Operations

Coordinator

Leader

Operations

Coordinator

Leader

Operations

Coordinator

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Failed Attempts

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Intentional Collaboration

• Leadership engagement• Conditions of satisfaction• Well designed agenda• Outside facilitators• Multi-day workshop• Made it personal• Used past efforts built momentum

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The Results….Met Conditions of Satisfaction: Coordinator Role Defined

Identify Subject Matter Experts

Provide training and onboarding framework

Establish a Peer Group (Team Charter)

Defined key function and roles

Identified Top 2 priorities for next 12 months

+ Created a positive emotional experience+ Identified personal development+ Created team accountability

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How can you build momentum?

Strategic Alignment End to End Process Peer Groups Common Threads

Leadership Team Local Leadership Engaged CEO Participation Top down support creates urgency.

Impact to Strategy Align on Vision Develop Team vs Training Meet the team where it is. Be intentional.

Facilitator Lead Facilitator Lead Facilitator Lead Start strong with outside help.

In Person Workshop In Person Workshop Mix of personal development and skills Make it personal. Make it engaging.

Value / Readiness Map Value vs Pain stickers Value vs Pain stickers Make priorities visual to an alignment.

Top 3 Do it now | Project | Escalate Pick 2 SMART Goals Narrow the focus.Project Plans and

Sponsors Action Register with Assignments Team Charter & Champions Provide authority to create accountability.

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Momentum Builds Slowly

Executive

Leader

Manager

Coordinator

Leader

Manager

Coordinator

Leader

Operations

Coordinator

Leader

Operations

Coordinator

Leader

Operations

Coordinator

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

In the spirit of continuous improvement, we would like to remind you to complete this session’s survey in the Congress app! We look forward to receiving your feedback. Highest rated presenters will be recognized.

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T H E A B C S O F L E A N : T R A N S F O R M A T I O N T H R O U G H A C T I O N S , B E S T P R A C T I C E S A N D C O A C H I N G

Contact Us

29

Prashant Dhillon

Leidos Biomedical Research, Inc.(formerly with Southland Industries)

Prashants.Dhillon@gmail.comPrashant.Dhillon@NIH.gov

Ryan Nagle

Envise (a Southland Industries company)

RNagle@enviseco.com

mailto:Prashants.Dhillon@gmail.commailto:Prashant.Dhillon@NIH.govmailto:RNagle@enviseco.com

Slide Number 1Go Slow to Go FastEnvise Formed to Grow Our Service CapabilitySeparation and Growth Creates challengesSeparation and Growth Creates challengesIntentional ApproachSlide Number 7Strategic AlignmentStrategic AlignmentStrategic AlignmentFishing for PrioritiesMake Priorities VisualTreat Each Effort Like a Project Repetition Builds MomentumSlide Number 15Local Process Improvement – First AttemptStep Back to See End to End ProcessSuccess: End-to-End Process FocusManage ProgressA Pattern Starts to EmergeSlide Number 21Peer PressureFailed AttemptsIntentional CollaborationThe Results….How can you build momentum?Momentum Builds SlowlySlide Number 28Contact Us