1. Coaching Network: Master Black Belt Civic Partnership 2015 WCQI M05 Dr. Steve PollockMr. 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 2012 Initiate * COE Design * Train 2013 Expand * Advocates * LouieStat Integration 2014 Sustain * Competencies * Network Design

4. Why Master Black Belt (MBB)? Access to Competent Quality Professionals Focus Lean/Six Sigma Internal Consulting Real-time Coaching Integrated Approach Key Needs Master Black Belt Role Solution

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 Total 9 projects (Lean + Green + Black) Learning & Applying Leading & Doing Coaching & Teaching Passing Comprehensive Exams, including ASQ Black Belt 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 Humana User testing for new online learning modules Metro Free Help Faster Maturity Self Confidence 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 Formal MBB program helps attract talent to OPI Recruitment Engagement in program motivates those passionate about quality Retention

9. 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

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 Help OthersListen A Lot People Not Titles Ask for Help

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 Tactical Strategic 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 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 Coaching Low High Project Complexity Health Clinic Billing Injury Reduction for Paramedics & Technicians Permitting for Special Events Police Overtime Absenteeism Property Maintenance Cases Lean

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