1. Denver Peak Academy Black Belt Training
Day 2 – Tools to Identify Waste
Peak Academy

2. Gemba Walk – Readouts
Each team will have 7 minutes to present your findings from the Gemba Walk, with 8 minutes for Q&A
Class Discussion for each Gemba Walk
Next steps:
Presenting your findings to the agencies/departments that hosted your Gemba Walk

3. Hiring the best talent in less time
Discussion
Thoughts?
How did process improvement tools help the Talent Acquisition Team?
What are some processes you can process map in your work environment?

4. BREAK Let’s take a BREAK and when we come back:
Discussion of “We Don’t Make Widgets” and the 3 Myths
System of Work
Voice of the Customer (VOC)
Wrap-up Day 2 and Prep for Day 3

5. Peak Academy
System of Work
(workbook pg 40)

6. Ken Miller – We don’t make widgets 3 myths in government
Myth #1: We don’t make widgets in Government
Myth #2: We don’t have customers in Government
Myth #3: We’re not here to make a profit in Government
Do you believe these myths?
Do you know what your widgets are?
Do you know who all of your customers are?
What is the “profit” you’re trying to achieve at work?
Show the Ken Miller 3 Myths video and have a conversation around the classes feelings towards these myths.
Use the questions on the slide to help guide the conversation.
Peak Academy

7. System of work Factory / Process Widget Customers Outcomes
“Organizations are collections of systems that produce hundreds of widgets. By improving the systems, we can improve the organization.” – Ken Miller
A ‘System of Work’ shows a high-level overview of a process.
Factory / Process
Widget
Customers
Outcomes
What is your process?
What does your process produce?
Who does your process serve?
What is the desired outcome of your process?
Everything we do, all of our process, can be described as a system. The city is made up of lots and lots of systems that make the city run. When we improve each individual system, we improve the city.
The system of work is broken down in Factory (Process), Widget, Customers, and Outcomes (Profit)
As individuals, we should be able to break down what we do at work into the System of Work framework. Putting what we do in this framework helps us to better focus on our customers to provide them the widget they desire via the factor (process) that provides the widget and help us to achieve the outcomes (profit) we seek.
Peak Academy

8. Peak Academy
Voice of the Customer (VOC)
(workbook pg 41)

9. Definition & Purpose
The Voice of the Customer (VOC) is what the customer wants & requires from your product/service
This voice is translated into actionable terms to deliver an improved process, better widget, and with improved service
The VOC speaks to why we’re here:
As public servants, we work to serve the public and make a difference in people’s lives
It is only when people use our widgets that we achieve our goals and outcomes
Providing products & services with greater value enables us to make a greater difference in our customers’ lives
Peak Academy

10. Who is the Customer?
Anyone who receives and/or uses your products or services is a customer. There are two types of customers:
Internal Customers:
People in a process downstream from you, but still within your organization
Internal customers are important, but their requirements should be analyzed and understood as they may be creating unnecessary waste
External Customers:
People, organizations, or processes outside your organization
External customers are usually the ones who are “paying” for the products or services
Customers also fit into two distinct roles:
End users
Most important customers - those for whom the widget was designed
Personally uses the widget to achieve the desired outcome
Brokers
Acts as agent for your product or service, transferring it to the end user
Makes the widget easier to use, more appealing, and/or more accessible; encourages the end user to accept the product
From:
Performance Excellence Program
City of Houston Finance Department
LSS Black Belt Training
&
“We Don’t Make Widgets” by Ken Miller
Peak Academy

11. Who is the Customer? Primary (End User)
Customers may be seen as “primary” or “secondary” based on their role. End Users are primary because they are the entity that the product or service is designed for
In addition to customers, there are also “Investors” who play an important, though indirect, role in helping to meet customer demand
Primary (End User)
Secondary (Internal-Customers, Brokers)
Tertiary (Investors/ Shareholders, Taxpayers, Stakeholders)
From:
Performance Excellence Program
City of Houston Finance Department
LSS Black Belt Training
&
“We Don’t Make Widgets” by Ken Miller
Peak Academy

12. Gathering the voice of the Customer
Focus on listening to what is important to the customer, including their:
Wants
Needs
Perceptions
Expectations
Requirements
Strategies for collecting the customer’s thoughts include:
Comment Cards
Customer Complaints
Focus Groups
Requests for Rework
Secret Shoppers
Online Reviews (e.g. Yelp)
311 Data
What strategies can you think of or have you used?
How did they affect your operations?
From: Performance Excellence Program
City of Houston Finance Department
LSS Black Belt Training
We don’t include survey’s in our list of strategies. It’s not to say that survey’s are a bad way to collect VOC, but there are things to consider with surveys.
Surveys are often worded in a way that gives us the responses WE want.
Closed ended questions only tell us that people like or didn’t like something, but not WHY they didn’t like it. Closed ended questions are hard to act upon to make improvements.
Open ended questions provide us with the best feedback, but they require more effort to evaluate the responses.
Survey’s tend to get more of the negative and less of the positive feedback, so we’re not getting a great big picture view of how we’re doing.
If using a survey, be thoughtful in how it’s crafted, and try to use a second form of feedback to collect the VOC as well (ie. Black Belt Survey and daily plus deltas)
If you collect the VOC and do nothing with it, then DON’T even collect it. We’re wasting our customers time if we ask for their input and don’t use that input to get better.
Peak Academy

13. Defining Value
What they said
Ask the customers what they want; don’t assume.
Get their thoughts on the steps to deliver the product and/or service and potential activities that improve the widget (add value).
What they meant
Why did they say that?
What are the underlying interests behind their comments (e.g. service availability, choice, quality, safety, etc.)?
Application to agency
What do these statements mean for the agency?
What actions are required to adjust processes to meet these underlying interests and achieve valued outcomes?
Value is driven by customer outcomes, not agency processes.
Sometimes we have to dig deeper based off of what our customers say to really understand what they meant. From there, we must determine how what they said can be applied to the agency to create change and improvements for our customers benefit.
Peak Academy

14. How we integrate The Customer experience
In the city and county of Denver, we often refer to our customer interactions as the customer experience.
What is the customer experience? In a nutshell, the three litmus tests of customer experience are:
Did the customer get what s/he wanted?
Was it easy?
Was it enjoyable?
Providing residents with the same experience across the city demonstrates our commitment to providing a consistent level of service no matter how they interact with us.
Peak Academy

15. The pillars of the customer experience
Website
PocketGov
311
In Person Interaction
Other
Must maintain consistency in information and experience across all pillars
Our customers interact with us in many different ways. Because of this, we need to create a cohesive customer experience.
Our customers should be able to get the same level of service and the same information from us regardless of how or where they interact with us.
- 311 should have the same information as our website and our staff should provide that same information in person, and so on.
Things that could be considered “Other” would be social media, online chat help (if available) or any other forms of interacting with us
Peak Academy

16. measuring the customer experience?
First call resolution-the higher the better
Case Closure (PocketGov)
Departmental Customer Satisfaction Metrics
Counter survey, pushes, etc.
Departmental Service Standards
Counter wait times, average handle time, processing time, etc.
Utilize 311 to help measure your customer experience.
How is your first call resolution? – First call resolution is when a customer calls 311 and 311 is able to answer the customers question for us without having to pass the customer on to the agency.
Case Closure in PocketGov is similar to the first call resolution of 311 phone calls. PocketGov is a mobile app that allows citizens to submit questions, concerns, requests.
Peak Academy

17. SOW Exercise (20 Minutes)
Individually complete a System of Work (SOW) diagram for your own process (a process you own or a process you are a part of at work)
Determine:
Factory: How your group does what they do.
Widget: What does your customer require, want, and expect?
Customers: Who are your primary, secondary, and tertiary customers? (Are they internal or external, an end user or a broker?)
Outcomes: Why your group does what they do. What they strive to accomplish.
Present your analysis to the rest of your group
Factory
Widget
Customers
Outcomes
How I do it
What I do / produce
Who I do it for
Why I do it
Peak Academy

18. Denver Peak Academy
Review Tools

19. Review Tools to id Waste
Use

20. Day 2 Wrap-Up Let’s do a +/Δ exercise:
What things did you like about today?
What things do you think would make the rest of the days in training work better?