Implementing a Performance Improvement Framework to Thrive (and not just survive) A Presentation by Miami-Dade County October 15, 2015 Ray A. Scher, Assistant Director, Office of Management and Budget Carlos Maxwell, Business Analyst Manager Introduction Might want to engage audience with quick questions that have them raising hands. What industries/fields represented here? How many in government? By show of hands, how many of you have really strong, robust strategic plans? (pause) Now, how many of you actually use those plans to drive short-, medium- and long-term planning?

Managing for a Diverse Community ~ 2 ½ million residents Diverse (61% Hispanic, 18% non- Hispanic White, 18% Black and 3% Other) Approximately 50% Foreign Born Diversity First, let me tell you a little abut Miami-Dade County among one of the most diverse, urban areas in our Country. Demographics profile: more than two million residents; Hispanics now comprise more than 60% of the population including not only a largest group, Cuban-Americans, but people throughout South and Central America; The balance of the population is nearly even split between white and black (which includes a growing Caribbean population, the largest group Creole-speaking from Haiti) Approximately half of our residents were born in another country. In Miami-Dade, we’re proud of our diversity – it’s a huge part of our strength and our appeal. But for government, it can also be an real challenge. Planning in South Florida means talking to an incredible array of communities and tailoring our programs and services for them. It includes Fisher Island, one of the five wealthiest ZIP codes in the country, and it includes some of the neediest centers of urban poverty. Its ethnic diversity is famous – we are largely a community of transplants, with about half our residents born in other nations. And geographically we are simply huge: at nearly 2,000 square miles, you could fit New York City within our borders almost seven times over. So when we embarked upon this strategic plan, we knew it was going to have to be an inclusive process under a very big tent. 2

Managing for a Diverse Government Strong Mayor / 13 District County Commissioners Two-Tier Form of Government 55.5% residents live in cities (including Miami and Miami Beach) 44.5% live in Unincorporated Area. Budget: FY 2016 Nearly $7 Billion Over 26,000 Employees Many County Services: Many Disparate Customers Diversity (con’t) Strategic plan also needs to address the sheer size and complexity of County government Two-tier with cities Large commission, with strong mayor $7.5 billion budget More than 60 depts Agencies that are separate from county government in most other large cities: Transit Airport Seaport Public Housing I just want to continue to set the stage for you. Our strategic plan also had to be designed to work for one of the largest and most complex government systems in the country. How intricate is local government in South Florida? Depending on where you live, for example, you could very well have two mayors! About half our residents live in cities, meaning they fall under the jurisdiction of both Miami-Dade County – with its strong mayor and 13-member elected commission – and their own municipal mayor and city council. The other million-plus people turn to county government for traditional city services – things like police and fire and trash collection. In fact, we provide those services so well that dozens of our cities hire us to serve their residents, as well. The scope of county government is enormous. Many of the responsibilities that are handled by independent agencies in other cities are managed by county government in Miami-Dade: we oversee public transportation like buses and trains and a wide range of public housing programs… we manage the airport, which is the gateway to Latin America and the hub of our tourism industry, as well as the seaport, which has cruise-ship and cargo business that drive our local economy… we run jails and museums and parks and a huge network of libraries. By now you should have a pretty good sense of what we were getting ourselves into when we decided to unify our government behind a single strategic plan. 3

Where and how OMB fits into things… our role 4

Model of Results Oriented Government Strategic Planning helps us “focus” on key projects to reach our Vision. Process Management helps us maintain good results as we perform our Mission. Performance Improvement helps us fix work problems and improve our Performance. Talking Points A) These components are in place in organizations that are successful with Lean Six Sigma…all Governor’s Sterling and US National Baldrige Award winners have these components alive and well deployed. What are examples of these components seen today?

History of Performance Excellence in Miami-Dade County Government 2005 First County Strategic Plan 2003 Governing for Results Legislation 2008 Perf Meas & Bus. Plans Sterling Challenge Charter Member of FBC 1998 Scorecards & Bus. Reviews More Advanced Problem Solving Techniques 2004 Updated Strategic Plan 2006 2012 If we were to look at a history of performance excellence in the county,this is what the road looks like… explain key points Talking Points ask, “How well are you prepared for this change?”...This Yellow Belt is the first step in preparing employees for this change. Waste Mgmt Truck Fleet improvements….had Garbage Truck Automation, Recycling Automation and Hybrid Garbage trucks SWANA=Solid Waste Association of North America award received in 2011 by Waste management APWA=American Public Works Association Accreditation a future goal 6

Recent Budget Picture… 7

Catalyst for Change… INSPIRATION TO FOCUS ON PERFORMANCE IMPROVEMENT Recent economic downturn put considerable stress on resources and operations: Employee concessions Downsizing of workforce Maintain services (to extent possible) : INSPIRATION TO FOCUS ON PERFORMANCE IMPROVEMENT LEAN SIX SIGMA Discuss key points on slide; much change, pressure to save money….leading way for innovation including consolidation of departments (elimination of duplication of like functions and increased opportunity to combine back office functions) 3 minutes 8

Lean Six Sigma Lean Six Sigma Overview (2 approaches in one) Lean primarily focuses on Increasing Outputs, for example, increasing process Speed while eliminating unnecessary Inventory and Waste. Lean Six Sigma Increased Quality with lowered Defects, Variation and Cost Increased Speed with No Wasted Effort Talking Points: Lean….Toyota used the term “Lean” when they settled on about 20-30 techniques that helped them speed up processes and reduced inventory. The term Lean has been used by others for the use of these techniques. Lean….Techniques include Value Stream Map, Bottleneck protection techniques, Takt time, Kanbans, Work-in-Process (WIP)” to name a few. Lean…techniques are used when a process has significant “Wait Time” or “Excess Inventory” associated with it….it uses “try and track” PDCA concepts to achieve faster process cycle time with less inventory Lean….will be learned in GB Team Leader and Black Belt. TENNIS BALL EXERCISE: Pick five volunteers. Have them stand in a circle. Give one ball and have them pass it from one to another (no-one touches twice). Give them three tennis balls and have them pass it in SAME ORDER as one-ball and time how many seconds. Tell them to figure out how to do it faster. Usually two rounds. Explain how one team did in in less than two seconds. Review 7 Wastes+1 handout Six Sigma….can do all that Lean does and more….eliminate defects and improve quality….Lean works with Outputs while Six Sigma is more concerned with Outcomes of the output. (for example…Lean could improve process and allow workers to produce Vendor payments more quickly….but not necessarily with less errors. Six Sigma could focus on both. Lean Example for discussion: Doctor’s Office (a) Front desk check in; (b) Nurse takes vitals (c) Doctor sees you (d) Pay/Insurance Six Sigma primarily focuses on Improving Outcomes, for example, eliminating Defects (DMAIC) and reducing unwanted Variation (Process Management)

Where/How it Began: Strong Partnership OMB - PWWM 10

Launch of Lean Six Sigma Effort Leverage Skills OMB PWWM Develop Data Analysis and Problem Solving Techniques ActiveStrategy Inc. / Advisory Board Executive Consultant: Master Black Belt Pilot … then expand throughout County Government 11

Phase 1 LSS Deployment: - Summer/Fall 2012 Prioritized PWWM Projects Created 3 Teams of 6-7 Employees each (Green Belt Team) to Address top 3 Priority Projects Required Approximately 4 months (4 Class Days) Certified All Team Members as Green Belts upon Project Completion Phase 1…Highly Successful!!! Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 12

Current Training Curriculum Lean Six Sigma Belt Levels (and Requirements) Black Belt GB Team Leader Green Belt Green Belt (4 Days Training + Project)  Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. Yellow Belt Yellow Belt (1 Day Training)  13

Highlights of Yellow Belt Class Black Belt GB Team Leader Green Belt Introduction of Lean Six Sigma concepts “DMAIC” problem-solving Histogram, Pareto diagrams, root causes and brainstorming Develop basic performance improvement skills and understanding Provided by internal staff from Office of Management and Budget and Human Resources Department Yellow Belt Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 14

Highlights of Green Belt Class Black Belt GB Team Leader Green Belt Led by external consultant Three teams work on real issues identified by County Cost-benefit analysis used to justify training cost Apply tools (e.g. DMAIC) to real case Introduces Lean concepts Yellow Belt Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 15

Highlights of Green Belt Team Leader and Black Belt Classes GB Team Leader Green Belt Also led by external consultant GB Team Leader (4 Days Training + Lead Project) Black Belt (9 Days Training + Lead Project + Test) Material expanded to cover advanced performance improvement tools and methods Team Leader training requires team development and active project management Black Belt training reserved for staff whose job centers on performance improvement Yellow Belt Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 16

Lean Six Sigma Success Stories Reduce waste transfer costs Issue property tax refunds more timely Improve fleet maintenance Reduce the amount of time needed to vote Accelerate deployment of police vehicles Many Projects at http://www.miamidade.gov/performance/projects.asp Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 17

Recap of the Current Lean Six Sigma Belt Levels 6 Certified  12 Certified  Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 117 Certified  Over 650 Certified  18

Lean Six Sigma (LSS) Training Timeline Miami-Dade County initiated Lean Six Sigma training in July 2012. Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. d) The action plan is tentative and there may be more classes in time. e) Announce proposed projects scheduled for future improvement work. f) Many organizations have deployed LSS programs and include, GE, Motorola, Miami-Based FPL g) Wave 1: Waste Transfer Team; Residential Collections; Vendor Payments h) Wave II: Bulky Trash; Roads and Bridges; Procurement i) Wave III: Capital Projects; Transit Buses; Call Center j) Wave IV: ISD Risk Management, Police Vehicle Deployment, PWWM Service Requests k) Wave V: Animal Bites, Aviation Receivables, Zoning process l) Wave VI: WASD construction and inspections; MDCR inmate-on-inmate violence; MDCR incidents requiring use of force COUNTER AS OF SEPTEMBER 30, 2015 655 117

Expanding the Curriculum Maintain learning momentum for Yellow and Green Belts Use discrete two hour or ½-day modules A-la-carte approach Identify possible leaders for the organization Training to be delivered by internal Black Belts Keeps their skills fresh 20

Planned Curriculum Module Topics covered Voice Of Customer 1 Voice Of Customer Quality elements, SIPOC, customer requirements matrix 2 Outcome Indicators Indicator identification, types of line graphs, target setting 3 Surveys Design of satisfaction surveys & sampling 4 Data Set-up Spreadsheet design and data collection forms 5 Flowcharts Hands-on flowcharts construction, qualitative analysis 6 Root Cause Simple root cause, sources of all root causes 7 Creative Thinking Various creative thinking techniques 8 Process Management Workplace process control systems 9 Lean Tools #1 5S's; 7+1 wastes; value stream maps; Kaizen events 10 Project Set-up Project charter, prioritization matrix; situation appraisal 11 Decision Analysis 7-Step Decision Analysis; Fleet example 12 Risk Reduction Failure Mode and Effects Analysis 13 Lean Tools #2 Dashboard indicators and more tools 14 Process Control Control charts and process stability

Future Lean Six Sigma Belt Levels Black Belt Brown Belt Blue Belt Green Belt Orange Belt Yellow Belt (Formerly GBTL) NEW LEVEL: Blue Belt Training  Talking Points: If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6 b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. NEW LEVEL: Orange Belt Training  22

Our Updated Roadmap… 2005 First County Strategic Plan 2003 Governing for Results Legislation 2008 Perf Meas & Bus. Plans Sterling Challenge Charter Member of FBC 1998 Scorecards & Bus. Reviews 2004 Updated Strategic Plan Green Belt Orange & 2006 Blue Belt Training 2012 If we were to look at a history of performance excellence in the county,this is what the road looks like… explain key points Talking Points ask, “How well are you prepared for this change?”...This Yellow Belt is the first step in preparing employees for this change. Waste Mgmt Truck Fleet improvements….had Garbage Truck Automation, Recycling Automation and Hybrid Garbage trucks SWANA=Solid Waste Association of North America award received in 2011 by Waste management APWA=American Public Works Association Accreditation a future goal 2015 Yellow Belt Black Belt 2013 2014 23

Miami-Dade County Lean Six Sigma Website: http://www.miamidade.gov/performance/ Questions and Answers 15 minute Allowance 24