Transcript CCD Presentation Template - Association of Local

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Denver’s Peak Performance Approach
Citywide Strategic Framework
Safety
Net
Jobs
Strategic Planning
Customer Experience
Monitoring
Innovation
Strategic
Plan
Performance
Metrics
Sustainability
People
Process
Technology
• Just Do Its
• Dashboard Development
• Rapid Improvement Events
• ID Innovation Opportunities
• Business Process Design/Reengineering
• New/Updated Technology
Benefits Tracking
Youth
Hard $ Savings
(budget impact)
Soft $ Savings
(service level impact)
Human
Development
• Strategic Resource Alignments (SRA’s)
Innovation Fund $
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Lean and Other Innovation Approaches
 Process Innovation
– Process Exists
• Little analysis required, Minor to Medium Changes – Lean
• Major analysis, Benchmarking, and Large Changes – 6-Sigma
• Re-work the existing process & org structure – BPR (Business Process Reengineering)
– Process Does Not Exist
• Process Design
 Technology Innovation
– Breakthrough performance improvement required
– Preceded by process design/re-design
 People Innovation
–
–
–
–
Resources do not align with delivering customer value
People do not have skills to deliver customer value
Service model for organization is weak or not defined
Span of Control requires review
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Peak Academy: Embed and Support




Lean is a continuous improvement methodology
Lean strives to remove waste and deliver value to customers
Is driven by our colleagues, it is NOT top-down
Lean includes a set of tools to…
– Identify Waste: Some examples include:
•
•
•
•
•
Identifying the 8 types of Wastes
Gemba Walk
Process Mapping
Spaghetti Diagrams
Communication Circles
– Eliminate Waste: Some examples Include
•
•
•
•
•
6S – Sort, Straighten, Shine, Standardize, Sustain, and Safety
Standard Work
Just Do Its (JDIs)
Rapid Improvement Events (RIEs)
Value Stream Analysis (VSA)
Is Waste a dirty word?
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TITLE:_________________________________
Date Started:_______Current Date:_________
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•
•
•
•
•
•
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Reason for Action
4
Why are we doing this?
What is the burning platform?
What is the chief complaint?
Intent of the action
Scope – Start & end points
Answer the Q – “What would good look
like?”
Initial State
Team:___________________________
Executive Sponsor:
Gap Analysis – Issue ID
7
Describe attributes of the initial
state – Quantitative & Qualitative
Solution Approach
If we…
Completion / Action Plan
Action Item
• What holds up back from the
Target State?
• What are the root causes of these
road blocks?
• Use Tools to ID Waste
5
Process Owner:
8
Assigned
To
Date
Completed
Results / Recommendation
Then we…
IS
TS
Event
30d
60d
90d
Graphically present picture of
Initial State
3
Target State
•Describe attributes of the target state –
Quantitative & Qualitative
•Graphically present picture of Target State
•Are metrics defined and achievable?
•METRICS: Hard-$ savings, Soft-$
savings, Service Level Improvement, and
Human Development
6
Options Assessment / Experiments
Action/Test
Exp’d
Outcome
Actual
Outcome
9
Insights / Lessons Learned
Went Well
What didn’t go well
Helped
Hindered
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OnBoarding RIE
L to R…
•Gloria Griffith – TS
•Laura Haney – TS
•Karen Sierra – OHR
•Sue Holt – DIA
•Kellie Hathaway – OHR (Team
Leader)
•Krista Judd – OHR
•Karen Kindblade – DHS
•Scotty Martin – Peak Academy
(Facilitator)
•Mark Croteau – OHR
•Maureen Crandall – TS
Not pictured…
Kristina Riechert – PW
MaryRose Abeyta – PW
Keith Raschke – Peak Academy Fellow from
DEH
City “Consultants”
•Cindy Zec – TS
•David Garcia – TS
•Andrea Teague – Controller, Citywide Payroll
•Lorie Stover – Controller, Citywide Payroll
•TS/EAS Oracle ID Mgmt Team – Danny Lui, Gabe
Passarelli, Margaret Gallegos
•Troy Bettinger – OHR Analytics Team
•Customers (New employees recently on-boarded)
– Kindra Chapman OHR, Kent Lighthall & Melissa
Field (Peak Academy)
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Who is our Customer?
 New Employee at City
New
Employee
• Primary Customer
• They should be “ready-to-roll” on
their first day of employment
 Hiring Manager
Hiring
Manager
Denver
Constituents &
Taxpayers
• Secondary Customer
• They should have clear
documentation on how to on-board
• Should understand their role to help
our primary customer
 Societal Customers
• Ultimate customers
• If new employee can’t be productive
on “Day 1”, society is paying $$ for
unproductive employees
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What Does “Good” Look Like?
From our Executive Sponsors (Nita Henry and Chris Lujan of OHR)
An Employee should be Ready-to-Roll on their first day at
CCD
(What does “Ready-to-Roll” Mean?)
Computer – The following have been tested BEFORE they show up:
•Physical Computer
•Email
•Access to network drives
•Access to printers
Badge – Ready to have photo taken on Day 1 (Appointment is set)
Desk Phone – At the desk with instructions on how to set up voice-mail, name on
display, & extension #
Kronos – Link in place (or short-cut on desktop), login works, and/or ability to
punch in/out
Welcome on Day 1 – Standard Welcome Packet sent 3-to-5 days before start date
& someone meets the new employee at door on Day 1 with guidance for supervisor
on how to make new employee’s experience “World Class”
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Day 1 – What did the Team Do?
Introductions
Intro to Lean & Lean Tools
(Exercises)
Reason for Action
Current State Value Stream Mapping
Current State Metrics
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Meeting our Customers

New Empl’s … Kindra, Melissa,
Kent
– Login avail. Day One (0%)
– Computer avail. Day One (66%)
– Defect: Login had to be re-done
(33%)
• Melissa’s profile was incorrect
– Welcome Packet (100%)
• But inconsistent
–
–
–
–
Kronos Timekeeping (0%)
Cubicle/Desk avail. Day One (66%)
Parking in place Day One (66%)
Cell Phone avail. Day One (0%) – All
knew about Mobile Device form
– Badge available on 1st Day (66%)
– PS Empl ID on 1st Day (0%)
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A3 Box 1: Reason(s) For Action
 $$
$$
$$
(Money, Money Money)
– Costly to have employees who do not have the tools to work
 Poor first impression of organization from Primary
Customer: does not reflect ‘World Class City’
 Lack of ownership of the on-boarding process and
silo’d thinking across departments
 Inconsistencies and confusion: forms, processes,
rules about forms, roles & responsibilities
 Process takes too long and has too many steps
 Repair customer service reputation for the
organizations that support City Operations
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A3 Box 2: Current State Mapping
 People are causing the timing delays…
– 67% of paperwork arrives after start-date
– 43% of all paperwork rec’d has defects/can’t be processed
 PeopleSoft Employee ID
– Drives almost ALL the on-boarding efforts
– In a perfect world the Empl-ID should be issued well in advance of the new
hires’ first day
– Average # of Days it takes us to create PS-Empl-ID AFTER an employee’s start
date: 6.7 Days
 One (possible) Reason for Bottleneck to Create PS-Empl-ID:
– We have to verify i9 Documentation before we create PS-Empl-ID
– After reviewing i9 law, we can adjust our practice: Create PS-Empl-ID as long
as we verify i9 Documentation within 3-days of the employee’s first day of
work.
– We need to track a target state metric to ensure we’re not creating a new
problem.
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A3 Box 3: Target State Metrics
Metric
Source
CURRENT
March 2013
TARGET
90-D after RIE
TARGET
Sept 2013
% Employees that have PS
Empl-ID on their start date
Technology Services
19%
40%
100%
Avg # Days the PS Empl ID
is created/issued AFTER the
employee’s First Day @
CCD
OHR Analytics, TS EA Apps,
& OHR Records (from
PeopleSoft)
6.7 Days AFTER
employee’s first day
3 Days AFTER employee’s
first day
5 Days BEFORE
employee’s first day
Cost of Delay
(Cost to Society)
OHR: Avg day delay for PS
Empl-ID after emply’s first
day @ CCD. Assumptions:
$27.11/hr avg , 1,100 new
empl’s/yr, 6.7 day delay,
2,080 working hours/year;
assume 20% productive
w/out all tools
$1,279,000 / year
$572,700 / year
$0 / year
(this drives most of the onboarding processes)
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Target State Metrics (Cont’d)
Metric
Source
CURRENT
March 2013
TARGET
90-D after RIE
TARGET
Sept 2013
# of New Hire Forms
Office of Human Resources
21 forms
7 forms
7 forms
# of Business Days to Onboard (from Verbal Offer to
HEAT Tickets closed)
Technology Services
~ 30 days
20 days
10 days
This fits in with a “2Week” notice standard.
% of Paperwork “Rejects” –
New Hire Paperwork not
accurate when first
submitted
Controller’s Office
(soon to transfer to OHR in
March 2013)
43%
(Hold-up can range from 1 to
16 days; lots of variability)
20%
0%
Cost of Turnover
OHR Report on Cost of
Turnover: 2011
exempt/emp = $64k; nonexmpt/emp = $61k.
$40,800,000 (2011) annual
Downward Trend (No
Target)
Downward Trend (No
Target)
Very complex set of factors
that affect turnover
1% Reduction = $400k/year
% of Empl’s we have to let
go b/c we didn’t Verify i-9
w/in first 3 days of
employment
OHR Records
< .01%
< .01%
< .01%
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What Did we do on Day 2?
Initial State Value Stream Map
Initial State & Target State Metrics
Calc’d Soft$/Hard$ Savings
Created Solution Approach
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A3 Box 4: Gap Analysis (Cont’d)
Gap
How to Solve
Lack of Standard forms
We are reducing the # of forms, creating a
standard sign-off sheet after reading
multiple policies, and putting the standard
forms in one place on DenverGov/DOT
Lack of a Standard Citywide process
Create a standard process flow for all
stakeholders that are customer focused:
hiring manager, new employee, OHR
divisions (these will be placed on
DenverGov/DOT)
Roles/Responsibilities are not always clear
Create role/responsibilities reference
clarifying who is responsible at what step in
process
OIM currently does not provision PS SelfService and Kronos logins – this is
currently done manually by resources in TS
& Controller’s Office
Ensure technology resources will be
available to meet the projected AUG 2013
delivery date
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Gap Analysis (Cont’d)
Gap
How to Solve
TS Provisioning is not fully automated
today:
•Email – OIM Provisions
•AD Account – OIM Provisions
•Network Access/rights – OIM provisions
•Computer & Desk Phone – TS Relies on a
manager to fill out InfoPath form
Our Hope… Future ITSM to Replace
HEAT tickets & InfoPath form. ITSM has a
built in work-order type of approach that will
help. This will be key to on-boarding
someone before 10-business days
No automated workflow in the on-Boarding
process. No automated on-boarding/newhire forms. No way to track this process
end-to-end.
Implement a full e-solution translating the
RIE process improvements for additional
gains / cost reduction. The dream… Select
a candidate to hire in one system and have
computer & all tools ready within 2-to-3
business days.
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Day 3 Pictures
Working on Solutions & Metrics!
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A3 Box 5: Solution Approach
If we…
Then we should expect…
Combine New
Employee On-boarding
forms, standardize, &
make electronic
(Tool: Standard Work)
•Ensure Employee is “ready-to-roll” on 1st Day at the City (Primary
Customer)
•Increase new employee engagement
•Employee can complete all forms remotely/electronically
•Ensure Hiring Manager will have two, easy forms to complete
•Support OHR’s role in orchestrating the on-boarding process
•Save time and money on people resources
Create Standard Citywide On-Boarding
Process
(Tool: Standard Work)
•Reduce delays for New Employee
•Deliver a productive New Employee on Day 1
•Increase new employee engagement
•Education tool for Hiring Managers
•Ease in rolling out the new process
Standard Welcome
Packet & Instructions
•Increase new employee engagement
•Enhance new employee’s first day & first days at City
•Implement a good practice, it’s the right thing to do
Automate Personnel
Action Forms
ePAF – ongoing project, about to go live. We can’t take credit for this.
Automate Provisioning
of PS Self Service &
Kronos Accounts
•Currently a TS project
•Employees will have access on Day 1 of employment
•Free up resources in TS and in Controller’s Office (Unknown the
number of resource time)
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Day 4 Pictures
Chris Lujan joins us to discuss legal
overview of i9 vs. our policies in creating
PS Empl-ID #
More Solution Design &
prep for Final Read-Out
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Standardized On-Boarding Process (Citywide)
New
Employe
e
Hiring
Manager
OHR
Tech
Svcs
Verbal Offer
Offer Letter
& TS
InfoPath
New Hire
Forms
Completed
Schedule
Bkgrnd
Check,
Physical, &
Fingerprints
NeoGov
Action
Employee
ID Created
Provision
Email, Desk
Phone,
Logins, &
Email
14 Days before start
Date
13 Days before Start
Date
8 Days Before Start
Date
8 Days Before Start
Date
8 Days Before Start
Date
5 Days
Before Start Date
4 Days Before Start
Date
HM/Spv Moves to
Offer Made in NeoGov
HM/Spv Send Empl-ID
to TS Help-Desk to
Complete Provisioning
OHR Svc Team Moves
to “Hired” in NeoGov
OHR Records Creates
Empl-ID in PeopleSoft
after Reviewing Forms
NE
Accepts
HM/Spv Makes Verbal
Offer and contacts
OHR for formal letter;
completes offer
worksheet
NH Emails Forms back
to OHR
OHR & Sign/Send to
NH & Complete
InfoPath Form for
Provisioning by TS
HM/Spv Works with
NH to get completed
Electronic Forms get
sent to OHR
OHR Svc Team
Creates offer letter
with links to New Hire
forms online
OHR Svc Team
Upload forms to
NeoGov
OHR Svc Team
Schedule BG Check,
Physical, & FP’s with
NH
TS Sends auto-email
reminder to HM to
complete InfoPath
Form
TS Provisions: Email,
Computer, Logins,
Desk Phone
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A3 Box 7: Completion Plan
Task
Task Manager /
Assigned To
Target Delivery Date
Update sample on-boarding welcome packets (examples) to
grow the list by hiring agency & location
OHR Service Team
Managers should
deliver at least one by
due date
FRI 4/5/2013
OIM Email – Modify content to include link to info-path, link to
on-boarding checklist, empl-ID #, send to hiring manager &
OHR Records
M.Crandall
TS EAS, TS-OIM
teams
FRI 4/5/2013
OIM Auto-provision AD
TS – EAS
(M.Crandall)
FRI 4/5/2013
Update OHR Website – This will become a longer project
Kellie Hathaway
FRI 5/3/2013
Create electronic PDF “fillable” forms using Adobe Pro
Karen Kindblade
FRI 5/3/2013
Update Formal Offer Letter Template to include link to new hire
forms on DenverGov.org/DOT (should end up as one email to
new hire candidate in new process)
Krista Judd
FRI 5/3/2013
Update InfoPath Form with additional forms/data to be collected
Gloria Griffith
FRI 5/3/2013
Complete New, Customer Friendly Process documentation for
Denvergov.org Website
Karen Kindblade
FRI 5/3/2013
Create Roll-out Training & Communication Plan
Kellie Hathaway
FRI 4/5/2013
Launch new process - Party
Create new PS Queries to ensure we can capture data for
future report-outs
FRI 6/7/2013
Maureen Crandall
FRI 4/5/2013
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A3 Box 9: Insights / Lessons Learned
 Missing some key players @ RIE:
– Controllers Office, Citywide Payroll (Andrea & Lorie)
– General Services, Facilities (Leroy)
– DOF – Real Estate (Kasha)
 Confirm participation prior to event (Parks and Rec)
 Emergency Contacts
– We removed this from the on-boarding paperwork
– We should follow-up to roll-out a way to use the PeopleSoft functionality
available to capture & update this information
 Learned there are a lot of cooks-in-the-kitchen for this process today
 Two key Choke-points in current process: Empl-ID & InfoPath form.
Both of these generally are caused by hiring managers and/or new
employees not accurately completing forms in a timely manner
 There is no “Flow” to the current process
 No clear accountability – We have the opportunity to clarify roles &
responsibilities
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Ways to Embed and Support
Denver Green Belts
Introduction to Lean
Denver Black Belts
Learning & applying Lean tools
Peak Performers
Fellowships | Facilitating Lean
Who
All Employees
Usually a training set up by a manager or
supervisor.
All Employees
Recommended by Manager and Selected
by Peak Academy
All Employees
Recommended by Manager and Selected
by Peak Academy
Duration
Acquired through either:
• 4-hour training about Lean & perform a
just-do-it (JDI) or a 6-S at your work
• Participation in a Rapid Improvement
Event (RIE)
5 day intensive, hands-on training
exposing Denver colleagues to:
• Process Improvement “101”
• Tools to ID waste
• Ways to eliminate waste
• How to prioritize ideas within Peak
Performance framework Citywide &
within their agency
3 Months of Fellowship
• Includes Black Belt training &
certification followed by facilitating
RIEs in other agencies.
Remaining 9 Months of Fellowship
• Work ½-time as a Fellow setting up
Peak Improvement structure within
their home agency. Ongoing Peak
support for Mayor’s Office as approved
by manager
What
Training includes: Peak Performance
overview, tools to ID waste in a process,
6S, Just-Do-It, tools to make changes and
track
5 day intensive, hands-on training.
Modules include: Gemba walk, tools to
ID/remove process waste, case studies
about Lean, how to analyze data, and
facilitation best-practices
•
•
•
5 Day Black Belt Training
Tools/Methodology/Hands-on
Process Improvement Facilitation –
Using the See It/Do It/Train it model
What’s
Expected
after?
•
•
•
Document 3-to-4 ideas annually
including ties to strategic plan, scope
of initiative and improvements that will
result
Deliver 2-to-3 ideas as approved by
the agency/dept manager.
•
Document 2-to-3 improvement ideas
and submit them to the Peak Academy
Perform either:
• Perform & document a JDI
or…
• Perform a 6-S at y our work
•
Document 3-to-4 ideas annually
including ties to strategic plan, scope
of initiative and improvements that will
result
Deliver 2-to-3 ideas as approved by
the agency/dept manager.
•
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Front Row
*Intent
to Lien
(L-to-R):
letters
Gwen
are
letters
Hill - EXL,
sent
Dennise
to customers
Jenkinsthat
– 911,
meet
Helena
the requirements
Rothenbergerto–have
911, aErnie
lien Franssen
placed on–their
911. property.
Back Row (L-to-R): Scotty Martin, Dan Stocking – PMAM Software, Nandu Lad – PMAM Software, Pankaj Kum
MAYOR’S
5281
Award
Recipients!
PERFORMANCE
Celebrate: Stories to Build Momentum
Wastewater “Intent to Lien” Mailings
Wastewater “Intent to Lien” Mailings
“Just Do It”, January 2013
“Just Do It”, January 2013
Innovation
Innovation
One colleague in PW–Wastewater Accounting Services
 One colleague in PW–Wastewater Accounting Services
implemented a change in mailing Intent to Lien* letter from
implemented a change in mailing Intent to Lien* letter
Certified to First Class postage.
from Certified to First Class postage.
Financial
Quality
• Soft = $2,201
• Hard = $44,699 in
postage and envelopes
• Total Annual Savings =
$46,900
• Reduced actual
working time from 128
hours/year to 32
hours/year
• Several employees
now have more time to
focus on primary duties
such as storm billing
"Investing in
Ourselves"
• Initiated by Amber
Vancil
• Resulted from Green
Belt training
*Intent to Lien letters are letters sent to customers that meet the requirements to have a lien placed on their property.
Success stories are shared with the Mayor, leadership, employees,
citizens, business leaders, etc. to promote the culture of innovation.
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More
 www.denvergov.org/peakperformance
– Training materials
– Case studies
– Lean guides
 Peak Academy is open for training
– [email protected]
– Accepting a limited number of tuition-free candidates from non-profits and
other governments in 2013
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