How To Facilitate a Process Improvement Team to Success with GoLeanSixSigma.com

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This document discusses how to facilitate a process improvement team to success. It begins by introducing the presenter and their qualifications. It then discusses what facilitation is, why it is needed to manage troublesome team members and keep projects on track. The alignment model is presented as a way to diagnose misalignment within a team around their purpose, goals, roles, procedures and action plans. Various templates and tools are suggested to help with facilitation, such as role descriptions, meeting agendas and evaluations. The presentation concludes by taking questions and suggesting further training opportunities.

Bildung

How to Facilitate a
Process Improvement
Team to Success
Presented By Elisabeth Swan
Managing Partner & Executive Advisor

Our Expert: Elisabeth
• Managing Partner & Executive
Advisor at GoLeanSixSigma.com
• Master Black Belt
• GE Certified Black Belt Instructor
• Burnham Rosen Group certified
Leadership Coach
• BA in English Literature from
Columbia University/Barnard
College
• Born in the UK

Who Is GoLeanSixSigma.com?
GoLeanSixSigma.com makes it
easy for everyone everywhere
to build their problem-solving
muscles.
We provide the most
practical, easy to understand
and enjoyable Lean and Six
Sigma resources available.

How To Interact
• Raise your hand
• Ask a question
• Answer polls

Let’s Interact!
Where are you from?
Share your location in the Questions area in your Control Panel!

Today’s Agenda
• What Facilitation is all about
• Why we need facilitation skills
• How to assess team needs
• Facilitation techniques

Facilitation comes
from the word “facile”
which means easy –
it’s making things
easy for others
What is Facilitation?

Why Do We Need Facilitation?
• Make it easy for troublesome types to become
productive team members
• Stay connected to your work mates
• Encourage stakeholders to get involved
• Move quickly through deliverables
• Bring projects successfully to completion

The Alignment Model
Poll – Where does misalignment
happen most for you?

Procedures
Great Ideas
Agenda
• Review list
• Decide on
form
• Brainstorm
ways to get
the message
out
• Plus/Deltas
Ground
Rules
• Stick to
Agenda
• No side
conversations
• Cell phones
off
• Participate

RACI Matrix
Finish Charter A/R
Chef Manager Busboy Waitress
R R R

Templates and Tools
• Roles Descriptions
• Meeting Agenda
• Ground Rules
• Action List/ RACI Matrix
• Meeting Evaluation/Plus Deltas
Poll – Which would be
most useful to you?

Today We Covered
• What Facilitation is all about
• Why we need facilitation skills
• How to assess team needs
• Facilitation techniques

Getting Started
Learn more by starting some
more training!
• Yellow Belt training is FREE
at GoLeanSixSigma.com
• Green Belt Training &
Certification
• Black Belt Training &
Certification
• Lean Training &
Certification

Upcoming Webinars
Register Today at GoLeanSixSigma.com/webinars
We’ll select upcoming webinars based on your feedback,
so please share your feedback on the survey at the end of close of this webinar.

Just-In-Time Podcast
Tune in at GoLeanSixSigma.com/cafe for the latest Lean Six Sigma
news, easy ways to apply Lean Six Sigma and interviews with process
improvement leaders like you!

Thank you for joining us!
More Questions?
Ask us at contact@goleansixsigma.com!
Click here to download
free tools, templates, inforgraphics and more!

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Kent partnered with Cassandra to improve the Illinois Tollway’s hiring process that was 95% paper-based and would take over 10 months to fill a position. They were also facing a high turn-over rate, lack of technological assistance, and low applicant alignment to position needs. As it stood, the hiring process could use some help. They started out by asking themselves two questions: - What’s possible? - What approach should we use to improve the hiring process? In order to answer their first question, they needed to develop a better understanding of the current process. They chose to use DMAIC as their approach to improving the hiring process. They also thought it was important to identify the inhibitors of process change within the Illinois Tollway. Unfortunately, There were several: politics, policy, law, processes, technology, culture, and staff. With their approach determined and inhibitors in mind, they set out to map their process.

SUCCESS STORY: Reducing Hiring Time From 10 Months to 36 Days

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Ana Schoenecker has worked for the King County Treasury for 14 years. She is the current Real Property Administrator for the Property Tax Office and she is a Lean Six Sigma Green Belt. Laura Wilson has worked for King County for almost 12 years and in Treasury for 6 years. She is a Fiscal Specialist in the Property Tax Office and she is also a Lean Six Sigma Green Belt. After receiving many calls from angry taxpayers who were forced to pay extra interest and penalties on their mortgages, Ana and Laura knew that their mail blow backs were responsible. The Challenge: Mail blow backs are any returned mail that was unable to be delivered. In this case, payment deadlines were being mailed but due to outdated information in their system, many taxpayers weren’t receiving these notices. When this mail is not received, taxpayers end up paying later and larger delinquency fees - resulting in lower customer satisfaction with the county. The Discovery: Ana and Laura started their project by gathering the Voice of the Customer to better understand their customer requirements. They then created a SIPOC to understand the scope of their project and used an “As-Is” Process Map to understand the full process end-to-end. After mapping their process, they formed a Data Collection Plan, collected sample baseline data from 2016, and found that taxpayers who did not receive their notice letter paid an average of $409 in late fees! Taxpayers who were not able to be notified for years were even approaching foreclosure. Not good! So Ana and Laura decided to create a Fishbone Diagram to identify potential root causes for this issue and verified their Root Causes to vet the suspected problem-causers. One discovery was that there was no follow-up process to ensure that returned mail would eventually reach taxpayers and this needed to change. The Improvements: Ana and Laura completed a Solution Selection Matrix and were able to identify the best solution for their problem. They decided to add steps to their process to follow up on this returned mail in order to better provide taxpayers with the ability to avoid increased interest payments and penalty fees. The steps they added were: Revenue Collections would forward the returned mail to Treasury Treasury Customer Service would research returned notices, update address information in their system, reissue the notices, and track them to ensure they are delivered After implementing these two steps into their process, they saw an enormous benefit to their taxpayers: - In 2018, taxpayers paid an average of $253 less in interest and penalties than in 2016 - In 2018, Taxpayers paid an average of 2.5 months faster than they did in 2016

SUCCESS STORY: How King County Treasury Reduced Taxpayer Late Fees by 62%, Fe...

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GoLeanSixSigma.com Black Belt Tyson Simmons project to reduce underwriting package defects and subsequent re-submission demonstrates some great points. His team voted to narrow down potential root causes and noted them with dots on their Fishbone Diagram. Then the big "Oh darn!" When they tested the suspected root causes (analyst and submitter), neither of them proved to be statistically significant. What do you do when all of your root causes prove to be false? You go back and look for more which is what Tyson did. The red dots on the Fishbone Diagram suggested the next possible root cause, which did prove out. Nice job, Tyson, for sticking with the process and shooting right past your goal! – Bill Eureka, GoLeanSixSigma.com Master Black Belt Coach

PROJECT STORYBOARD: Project Storyboard: Reducing Underwriting Resubmits by Ov...

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GoLeanSixSigma.com Green Belt Eduardo Torres did a great job of cutting waste out of the process of fixing software bugs. The use of software is growing fast, and with no known way to guarantee new software is error-free, rapidly fixing bugs found is critical. Eduardo not only cut nearly 40% of the process time, but also cut the variability in half, greatly improving reliability! – Susan Tighe, GoLeanSixSigma.com Master Black Belt Coach --- Eduardo Torres is a Senior Project Manager and Lean Six Sigma Green Belt with expertise in the Telecommunications Field. For his Green Belt Project, he decided to tackle the long lead time for software bug fixes – reducing the total lead time from 25 to 15 days!

PROJECT STORYBOARD: Reducing Software Bug Fix Lead Time From 25 to 15 days

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