Coaching Network: Master Black Belt Civic Partnership 2015 WCQI M05 Dr. Steve PollockMr. Daro Mott.

Coaching Network: Master Black Belt Civic Partnership

2015 WCQI M05

Dr. Steve Pollock Mr. Daro Mott

Learning Objectives

• Sustainability Strategy• Coaching Network Design• Louisville Metro Govt. Case Study• Coaching Network Roadmap

Develop Quality

Professionals

Humana-Metro RelationshipBegan collaborating in 2012 to create Center of Excellence (COE) for process improvement in Government using basic Lean Startup approach

Why Master Black Belt (MBB)?

Strategy to Guide Decision

• Select the Best Option

Networked

Integrate items 1 – 4 in a system.

Decentralized

Locate expertise close to daily issues.

Centralized

Share expertise from one department.

Formal

Gather subject matter experts.

Focus

Determine the key competency you need.

MBB Requirements

• Metro adopted Humana’s framework

• One Metro associate serves as MBB

• Metro MBB works through OPI team to influence other coaches in the network

Sustainability Benefit

Mutual benefits for Humana and Metro

Projects included:•Ambulance cycle time reduction•Overtime reduction•Routing rules for work assignment•Special event permit process•Code enforcement process

Talent Recruitment & Retention

HR Director & Assistant Director targeted for Green Belt certification to create an ally for recruitment and retention

Capability Building – Associates Trained

9

• 20 Balanced Scorecard Professionals

• 120 Lean

• 78 Project Management

13 Six Sigma Green Belt

7 Six Sigma Black Belt

1 Six Sigma Master Black Belt

20+ Cross-Functional Teams & Projects

Network Design PrinciplesThere are many types of networks: social, informal, hobbies, education, sports, and so forth

Metro selected a professional network

We leveraged insights from the book How to Build An Awesome Professional Network by Mike Fishbein

How Program Works

External MBB

Internal MBB

Internal Team

Network ofPerformance

Alumni

People Process

Technology

AdaptCoachingIntegration

TrainingCoachingMetrics

LouieStatLean/6 Sigma

Application

Strategic TacticalStrategic and Tactical

Mastery of “It”

Start Problem Solving

Green

Time in Years = 3 -5 Years from Start to Mastery

Phases

Learn & Apply It

Lead It

Coach It

External ASQ SSBB Certification

TrainingProject

Certification

TrainingProject

Certification

TrainingProject

Certification

Leading a Project

Leading a Project

Leading a Project

Teaching a Flight &

Coaching a Project

Teaching a Flight &

Coaching a Project

Teaching a Flight &

Coaching a Project

Lean Black

# of Projects

Duration of Projects 12 Weeks

3 3

16 Weeks

3

24 Weeks

MBB Requirements

Black Belt Project Example

These calls can be handled by LMPD’s Telephone Reporting Unit (TRU) or Police reporting Technicians

Meeting with Performance Alumni

Six Sigma Green Belt Training

Louisville Statistics Forum

Successes to Date

CoachingLow

Low

High

High

ProjectComplexity

Health Clinic Billing

Injury Reduction for Paramedics & Technicians

Permitting for Special Events

Police Overtime

Absenteeism

Property Maintenance Cases

LeanLean

LeanLean LeanLean

Attributes of a Good Coach

Desirables of a Coach

• Humble, Happy & Helpful• Wants to help team• Does not complain• Sincere desire to help others• Collaborates as a team• Has desire to become an

experienced, passionate practitioner

Success Mind Map

Lessons Learned

What do you do?

• Train the trainers; trainers need to be dedicated to improvement at the enterprise level

• Seek help from a Master Coach

• Free the time of busy problem solvers to learn

• Use a Hybrid Strategy for Recruitment

• Identify people who know how to work with the culture

• Define a measurement system for projects using qualitative and quantitative data

What do you not do?

• Hire external talent to do only what internal talent can do

• Create a network with no leadership buy-in

• Create a network with nobody to pay attention to it

• Miss opportunities to create alignment at the senior, middle and lower levels of the organization

• Do not do something which cannot be repeated or co-created with internal talent

Coaching Network Roadmap

2015+- Formalize network of practitioners- Empower network to engage itself - Plan network expansion- Execute and Evaluate

2013-2014- Commit to network- Identify Additional Competencies - Build Network- Revise engagement strategy- Create a Center of Excellence 2012

- Build Lean & Green Skills- ID Lean & Green Competencies- Pilot and engage- Determine network participants- Articulate vision

Embedded Expert = No time delay in supporting trained practitioners

Conclusion

• Sustainability Strategy– Embed people throughout organization to guide process improvement

• Coaching Network Design– Design around network key principles and best practice ideas

• Louisville Metro Govt. Case Study– Strengthen network, give away tools & use Lean Startup approach

• Coaching Network Roadmap– Use coaching network roadmap aligned to one of the five levels

Question & Answer

For more information contact:

Dr. Steve Pollock, ASQ Fellow

[email protected]

502-580-5376

Mr. Daro Mott

[email protected]

502-608-3577