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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
502-580-5376
Mr. Daro Mott
502-608-3577
