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 Net...
Humana-Metro Relationship
Began collaborating in 2012 to create
Center of Excellence (COE) for
process improvement in Gove...
Why Master Black Belt (MBB)?
Strategy to Guide Decision
• Select the Best Option
Networked
Integrate items 1 – 4 in a system.
Decentralized
Locate expe...
MBB Requirements
• Metro adopted
Humana’s
framework
• One Metro associate
serves as MBB
• Metro MBB works
through OPI team...
Sustainability Benefit
Mutual benefits for Humana and Metro
Projects included:
•Ambulance cycle time reduction
•Overtime r...
Talent Recruitment & Retention
HR Director & Assistant Director targeted for Green Belt
certification to create an ally fo...
Capability Building – Associates Trained
• 20 Balanced Scorecard Professionals
• 120 Lean
• 78 Project Management
 13 Six...
Network Design Principles
There are many types of networks: social, informal, hobbies,
education, sports, and so forth
Met...
How Program Works
External
MBB
Internal
MBB
Internal
Team
Network of
Performance
Alumni
People
Process
Technology
Adapt
Co...
Mastery
of “It”
Start
Problem
Solving
Gree
n
Time in Years = 3 -5 Years from Start to Mastery
Phases
Learn & Apply It
Lead...
Black Belt Project Example
These calls can be handled by LMPD’s Telephone Reporting Unit (TRU) or
Police reporting Technic...
Meeting with Performance Alumni
Six Sigma Green Belt Training
Louisville Statistics Forum
Successes to Date
CoachingLow
Low
High
High
Project
Complexity
Health
Clinic
Billing
Injury Reduction
for Paramedics
& Tec...
Attributes of a Good Coach
Desirables of a Coach
• Humble, Happy & Helpful
• Wants to help team
• Does not complain
• Sinc...
Lessons Learned
What do you do?
• Train the trainers; trainers need to
be dedicated to improvement at
the enterprise level...
Coaching Network Roadmap
2015+
- Formalize network of practitioners
- Empower network to engage itself
- Plan network expa...
Conclusion
• Sustainability Strategy
– Embed people throughout organization to guide process improvement
• Coaching Networ...
Question & Answer
For more information contact:
Dr. Steve Pollock, ASQ Fellow
spollock@humana.com
502-580-5376
Mr. Daro Mo...
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Pollock Mott ASQ Nashville V2 1.28.15

Published on: Mar 4, 2016
Source: www.slideshare.net


Transcripts - Pollock Mott ASQ Nashville V2 1.28.15

  • 1. Coaching Network: Master Black Belt Civic Partnership 2015 WCQI M05 Dr. Steve Pollock Mr. Daro Mott
  • 2. Learning Objectives • Sustainability Strategy • Coaching Network Design • Louisville Metro Govt. Case Study • Coaching Network Roadmap Develop Quality Professionals
  • 3. Humana-Metro Relationship Began collaborating in 2012 to create Center of Excellence (COE) for process improvement in Government using basic Lean Startup approach
  • 4. Why Master Black Belt (MBB)?
  • 5. 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.
  • 6. 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
  • 7. 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
  • 8. Talent Recruitment & Retention HR Director & Assistant Director targeted for Green Belt certification to create an ally for recruitment and retention
  • 9. Capability Building – Associates Trained • 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
  • 10. Network Design Principles There 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
  • 11. How Program Works External MBB Internal MBB Internal Team Network of Performance Alumni People Process Technology Adapt Coaching Integration Training Coaching Metrics LouieStat Lean/6 Sigma Application Strategic TacticalStrategic and Tactical
  • 12. Mastery of “It” Start Problem Solving Gree n Time in Years = 3 -5 Years from Start to Mastery Phases Learn & Apply It Lead It Coach It External ASQ SSBB Certification Training Project Certification Training Project Certification Training Project 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
  • 13. Black Belt Project Example These calls can be handled by LMPD’s Telephone Reporting Unit (TRU) or Police reporting Technicians
  • 14. Meeting with Performance Alumni
  • 15. Six Sigma Green Belt Training
  • 16. Louisville Statistics Forum
  • 17. Successes to Date CoachingLow Low High High Project Complexity Health Clinic Billing Injury Reduction for Paramedics & Technicians Permitting for Special Events Police Overtime Absenteeism Property Maintenance Cases LeanLean GreenGreen BlackBlack
  • 18. 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
  • 19. 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
  • 20. 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
  • 21. 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
  • 22. Question & Answer For more information contact: Dr. Steve Pollock, ASQ Fellow spollock@humana.com 502-580-5376 Mr. Daro Mott daro.mott@louisvilleky.gov 502-608-3577

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