Developing a Continuous Process Improvement Culture, and Sustaining It

I have always heard, but never understood, that a process is a process is a process. This didn't click for me until about three weeks ago when I was teaching a Senior Leader course designed to introduce Continuous Process Improvement and basic problem solving to those senior leaders assigned to squadrons within the Maintenance Group of the Air Force Base I am assigned to.

This course, originally developed by the Air Force Reserve Command and lent to me for trial runs, was designed to teach the principles of Lean, learn how to identify Waste, understand how to complete the Air Force 8-step Problem Solving Model, and most importantly teach these leaders how to identify inefficiencies at their own level of control. As we neared the end of my very first class I taught the course to, it was time to brainstorm opportunities for improvement that could go back to their sections and implement these new tools learned.

It was during the brainstorming session one of the attendees ideas was to develop a CPI culture within his section. I quickly thought about this as the class tried to use a PIC chart to say whether his idea had a high or low impact on the mission and would be easy or hard to implement using his position of authority and tools learned. The class was quickly jumping to a High mission Impact, but a Hard Chance for implementation. It was here that it all clicked.

If a process is a process is a process, then I can use CPI tools to address developing a CPI culture. I had him verbally walk through the 8-step as I: one, tried to show the class that it isn't hard to do, and two, prove to myself my new understanding of the phrase.

Step 1: Identify the problem
This section leader did not currently have an environment within the section he led that fostered a culture of CPI.

Step 2: Identify Performance Gaps (quantify the Problem to prove it's existence)
I asked him how many ideas are discussed in his section, how many CPI efforts have been made. The answer: 0

Step 3: Set a Target
We figured one idea per person and three CPI efforts a year

Step 4: Root Cause
After we asked "why" a few times we learned that previous leadership was quick to dismiss ideas essentially shutting down the "Idea Mill." Furthermore, leaders felt bound by policy and directives that no one ever bothered to question or pursue their legitimacy.

Step 5: Brainstorm Countermeasures
We quickly devised a idea board that had pre-printed Idea forms that asked the employees what type of Waste was in their process. What type of S (from the 5S or 6S) would be affected? Then gave room for their Idea on the back of the form. All implemented Ideas would earn the person some time off; while a display board would track the progress of the Idea.

Step 6: Implement Countermeasures
We devised an action plan and assigned a POC and timeline of implementation

Step 7: Validate Countermeasures
The boards are currently in development and are showing promise with those assigned. It appears this one easy step will allow this leader to achieve his goal.

Step 8: Standardize Results
I quickly briefed the Maintenance Group leadership and now all units are looking into their own boards.

This showed the team that not every task is impossible to achieve. You just have to scope things down to your level of control. Finally, something we all learn as we help to facilitate change, is that there is always a lacking in sustainment. I briefed the class of why they, the senior leaders assigned to their units, were in attendance of this inaugural course. It all got summed up with this:




1. It takes our Senior Leaders to direct change. That course would have never happened if their commanders would of never had asked for it.

2. Process Workers must develop their improved processes. As the section leader, he knew a traditional Idea Suggestion program wouldn't work. Controlling the idea flow by forcing the presenter to identify the Waste in advance allowed Value Added Ideas to be presented rather than the traditional gripes of what type of hand soap should be used in the restrooms.

3. Finally, our Process Managers, those attending the course, are key to sustainment. This is part of that culture change where we empower at the lowest level, and ask our process managers to support and defend those process workers. This is no longer "Fire Fighting," but "Fire Prevention." This is tough to swallow for most as Fire Fighters are labeled as true heroes when they save lives and property by putting out fires; more so, then when handing out batteries for the smoke detectors.

It takes these three components working in harmony if you truly want to see sustainment in the development of a CPI Culture.

Has "Big Brass Fever" Infected Your Agency

Recently, I had the privilege of viewing several Air Force presentations that introduced lean six sigma methodologies to senior leaders. The training was developed by the University of Tennessee's, Center for Executive Education. I highly recommend their courses of instruction for any agency moving forward with Lean Six Sigma. I found particularly useful one of the presentations that dealt with the cultural dynamics that can occur between leaders and the layers of personnel ranks beneath them. One topic, "Big Brass Fever," stood out for me the most, as I have seen this in both my military and law enforcement careers.

Here are a few of the symptoms you may have observed in your careers, many times attributable to, "Big Brass Fever."

• Fear of disappointing leader drives to over production
• Simple tasks become gold plated efforts
• Casual question or comment treated as tasking for briefing or action
• Briefings reviewed at multiple levels
• Yes men-ism isolates leader from reality 

 
The course gives a humorous, but true, example of this leadership challenge that you may find all too familiar at your agency.

The Secretary for the Department of Energy was touring a national laboratory’s grounds when a snake crossed her path. She casually asked: “I wonder if there are poisonous snakes here?” Six weeks later she received a report prepared by the lab’s top biologist entitled “Census of Venomous Snake Population”.

One has to wonder how much valuable time and taxpayer dollars were spent on this outbreak of "Big Brass Fever." How much of this goes on at your agency? Better yet, how much of it are you causing?

The above example happens all too often, and usually very innocently, as many leaders never expect people to take the whimsical remarks they say so literally. Sadly enough, there is also the opposite out there among the leadership ranks. Some leaders feel that personnel should jump at every word they say because they have finally earned their stripes, bars, or stars. To me, this is an indication that they have been promoted beyond their ability to lead and are reduced to using positional authority to get things done. A sad, but true condition of, "Big Brass Fever."

The best protocol is to learn to recognize "Big Brass Fever," from both perspectives of the leadership realm; as leader, and subordinate.

As a leader, it is important to remember that everyone is going to do their best to try and please you and to deliver well on what they believe you want. After all, you're the boss. Sometimes even the passing phrase or statement can be misconstrued in a subordinates mind to send them on a mission so full of waste that it halts any real work for days, weeks, or even months. Sometimes the best thing a leader can do is simply listen, and say, "keep up the great work." At least then he or she isn't adding to the workflow with unintended consequences.

As a subordinate, try to remember that your leaders do not want you tied up doing busy work that has no relevancy to the overall mission. This is where employee empowerment and challenging status quo by asking "why" becomes more and more important everyday. Never be intimidated to ask your boss for clarity before going on a wild goose chase. Whether in police work, or the military, lives may count on it one day. Get in the habit of consistently asking your boss, "what actions would you like me to take next?"

The University of Tennessee's presentation gives of few points as well for controlling, "Big Brass Fever" that I also found to be quite helpful.

• Talk about it
• Explicitly state “I don’t want action on this – we’re just considering options”
• Be critical of over production and gold plating
• Imagine the unintended consequences of your requests taken to their ill-logical extremes
• Be clear on your expectations and test for active listening
• Remind your people to stay focused on the top priority and not the side issues
• Make a point of asking for bad news and thanking the individual who delivers it

I will close with one final phrase from the presentation:

"Remember, the stronger you are as a leader, the greater the threat of Big Brass Fever becomes."

Search Amazon.com for it's your ship 

About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at Billy@Leanleaders.org

Airmen...Our Number One Mission

I've seen it over and over again. An airman makes a mistake and then the reprimands begin, "He should know better," says one sergeant. "Put a letter of counseling in his file." says another sergeant. "Let's not recommend him for promotion." says even another sergeant, etc., etc. To me, these are all examples of when root cause analysis should be done. It seems as process improvement professionals, it is easy to get hyperfocused on processes, but in reality, I believe people should be our main focus. If an airman makes a mistake, whose fault is it really? What is the root cause of the airman's mistake? Can we do a five why analysis and determine the root cause? A fishbone diagram perhaps? Perhaps the root cause is a lack of good leadership from their initial onboarding. We often say and hear that our people are our greatest assets. If that is true, and I believe it is, then they should have an entire team of professionals ensuring their individual success. Not unlike an F-15 fighter crew. I can assure you, if something goes wrong with an airplane, the crew works diligently to attack the problem, and get it back ready for flight as soon as possible...they don't blame the plane !Same should be true for our young Airmen. When something goes wrong, supervisors need to ensure they are doing everything possible to help them be successful. Never start off blaming the airman. For example, it should never take two to three months for a new airman to show up on my pay roster after being reassigned from student flight. I should never have an airman come to me and tell me he has not been paid for the last three drills. I should never have an airman tell me that his hotel reservation did not get reserved properly, therefore he has to pay the full rate himself. I think you get the idea. If these recurring issues were happening to our birds we would have serious issues. Fortunately, we treat our planes with high regard, as they are one of our greatest assets; second only to our Airmen! The moral to the story is simple. If we treat our Airmen like our greatest asset, even better than we treat our planes, then we are assured we will maintain air superiority...have you made developing Airmen your number one mission?


About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at Billy@Leanleaders.org

Leaders and Managers

Leaders have a vision, along with the charisma (art of influence and persuasion), and trust (down to someone's core belief system) of people to buy into that vision. The manager then takes the processes involved in making that vision a reality and ensures that they are performed in an efficient, and effective manner, while constantly doing his best to keep the workforce engaged.

Search Amazon.com for leadership and the one minute manager

About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Starting Your Lean Six Sigma Program? - Try Email

Not long ago, I was emailed and asked a few questions by an agency Captain about Lean Six Sigma. Here is a brief article that highlights a few of his questions.

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Hello Billy,

This is a very interesting concept you have implemented at your department. I had just placed the question to may group when I found you on Linkedin. How similar is this mythology to problem-oriented policing? What was the learning curve for the officers when you first established this program? How does a agency get started in a program of this nature? Any information would be greatly appreciated.

Best Regards,
Captain

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Hi Captain,
It is truly a pleasure when we hear of other agencies looking to start down the LEAN road. I will do my best to answer your questions, but I believe it is fair to say that every agency, or company, is unique. That being said, police tend to be police minded wherever they go. My experience is that everything revolves back around to the belief system of the troops. If they trust the administration, they will believe in LEAN. If they believe it is in their best interest, they will believe in LEAN, etc., etc. It is also fair to say that it may come with a fair amount of resistance due to the poor execution of Total Quality Management (TQM), that was pushed in the nineties.

1) How similar is this mythology to problem-oriented policing?
Although Lean Six Sigma uses a problem solving model (DMAIC - define, measure, analyze, improve, control), similar to that used in problem oriented policing or community policing (SARA - scan, analyze, response, assess), the approach is somewhat different. Overall, our agency is tasked with building relationships with the community to determine root causes of crimes and the fear of, through the use of community partnerships and policing strategies. Lean Six SIgma is more of an internal process review geared towards making the way we do business better. I.e., process for filing cases, process for reducing overtime costs, saving fuel, transportation of prisoners, etc. It is geared arounf the 8 types of waste used for LEAN thinking, and the quality statndards contained within six sigma. So, they are similar in many ways, but different as well.

2) What was the learning curve for the officers when you first established this program?
The learning curve is relatively small. We have a 4 hour orientation that all employees reveive upon being hired. We have also made it a part of our leaderhsip development academy. The issue is not so much the learning curve of the material, but the sustainment of the mindset that goes back to the belief system that is in place...the culture. Will your officers believe this to be a fad? is it something they are being forced to do? Will leadership champion the movement? All are questions that will arise once you start down the path. We (JSO) are nowhere near where we want to be with LEAN. Basically, if we had a continuous improvement culture, we would not need a continuous improvement unit. This will most likely take several years.

3) How does a agency get started in a program of this nature?
I highly recommend searching for a consortioum similar the the Jacksonville Lean Consortium. If one is not available in your area, try searching for the local MEP (manufacturers entension partnership). Also, many times other portion of loval government have already started a similar program. For instance, our local Air National Guard base, and local electric and water utility have well designed programs in place with experts in the field of LEAN Six Sigma, just a field trip or phone call away. The EPA has also created an excellent guide for governement agecies. Here is their link.

http://www.epa.gov/lean/starterkit/index.htm

In the end, all of this comes down to having a committed leader that is willing to champion the culture change. Without buy - in from the top, a successful program is highly unlikely.

Hope that is helpful,

Billy


About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Know the Goal...Are you being productive, or are you just busy?

"In the absence of clearly-defined goals, we become strangely loyal to performing daily trivia until ultimately we become enslaved by it." Quote by Robert Heinlein, US science fiction author (1907 - 1988)

Many times I will read a quote and reflect on how much it lends towards a LEAN, process improvement philosophy of leadership and everyday good business. This quote by Robert Heinlein is one of those with which I can definitely identify.

I challenge you to ask yourself, "how many meetings do I go to where I leave still wondering why we had the meeting?" This happens more often than you may think. I will receive several meetings requests a month from several different people, on an array of topics. Something I have noticed is that few meeting requests ever have any notes included about the topic, goals of the meeting, expected outcome or benefits, etc. Or, more importantly to me, why was I invited and what is the expectation from my input?

After reading the quote it is apparent that this is a large phenomena that reaches well beyond my agency. It is most likely in all forms of business around the globe. And yes, it goes well beyond the unclear meeting requests. Lack of clearly defined goals seem to be a constant driver for "busy work." The important piece to this is teaching managers and leadership the difference between being busy and being productive. Trust me, they are not always synonymous.


About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Search Amazon.com for Robert Heinlein

A Tale of Two "Lean" Cities

In August 2009, I had the distinct honor of facilitating a Rapid Improvement Event with the Alaska Air National Guard, 176 WG. Being a guardsman for the past 20 years, I have come to look forward to these short, but very beneficial trips to new places. The Air Force started its Continuous Process Improvement initiative a fews ago, marketed under the acronym "AFSO21" (Air Force Smart Operations for the 21st Century). This trip provided an opportunity for me to use my facilitation skills for the betterment of my country. But, this trip was ever more special to me.

Deputy Chief Steve Smith, Anchorage Alaska Police Department, had previously reached out to my full time employer, the Jacksonville Sheriff's Office, to inquire about implementing "Lean." Recognizing the once in a lifetime opportunity to introduce another law enforcement agency to "Lean" while serving my country at the same time, I quickly invited Deputy Chief Smith to observe our event at the Alaska Air National Guard. I am happy to say that he accepted the invitation.

Since that time great things have happened. Deputy Chief Smith reached out to the Alaska Manufacturing Extension Partnership, Inc (AMEP), and has started a local Lean Consortium, very similar to the Jacksonville Lean Consortium, which the Jacksonville Sheriff's Office is a member.

To read the story in the Jacksonville Lean Consortium's newletter, click here.

Roll Call of Fallen Officers...FOP 5-30 Donates New Memorial Wall

In May 2009, the Jacksonville Sheriff's Office, Continuous Improvement Unit conducted a 7S event focused on the Police Memorial Building (PMB) entrances. During the event, Team Leader, Sgt. Johnny Mike, asked the Fraternal Order of Police (FOP) to update the Wall of Honor at the Bay Street entrance. The 7S event created an excellent opportunity to bring attention to our fallen brothers. All costs for the new wall were paid for by the FOP, Lodge 5-30.

Manchester Police..."Leans" to Jacksonville Sheriff's Office for best practices

Emma Jeffcock, a researcher with the Greater Manchester Police Department, Manchester, England, is conducting research in the United States related to "Lean" in law enforcement. Emma will be in the U.S. for six months visiting various agencies that are incorporating "Lean" methodology as a part of their business practices. According to Emma, the Jacksonville Sheriff's Office is a role model for other agencies trying to implement "Lean."  Shown in the picture above is Emma Jeffcock, left, and Jacksonville, Florida Sheriff John Rutherford, right. Sheriff Rutherford presented Emma with his signature, "Riding for the Brand" coin. The coin is given to those who give to the community by upholding the Jacksonville Sheriff's Office core values of Worthy of Trust, Respect for Others, Community Focused, and Always Improving. Sheriff Rutherford is the first known head of a law enforcement agency to implement 'Lean"

Go for the "better" solutions, not just the "best" solutions

How do we get to be the “best?” How do we get to be “THE” premier law enforcement agency in the nation? We get there through continuous, gradual improvements you can make after reviewing and updating processes. This can range from things as simple as organizing the trunk of your patrol car, or learning ways to organize your emails, to large department wide initiatives such as Intelligence Led Policing, such as the Police Executive Research Forum (PERF) projects. When making things “better”, it’s natural to try and make the process the absolute “best,” all at one time. But sometimes the “best” solution may rely on long term, strategic solutions or involve resources outside of our immediate control. These solutions can sometimes take months or years to put into action. This is the point where enthusiasm and reality collide. Don’t get discouraged. Don’t keep from trying to make a process “better” just because the “best” solution is not immediately attainable. Remember, a little better is still better. Put the easy fixes in place today, all the while keeping your sights on the long term goals that coincide with being the “best.” Continuous improvement is after all ... continuous.

"Lean Six Sigma" as a Law Enforcement Tool

Like many of the tools available for law enforcement officers today, Lean Six Sigma (LSS) process improvement methodologies are only as good as the officer's skill level, trained in its use. Firearms, TASERs, pepper spray, batons, are all examples of what law enforcement officers, the world over, are required to achieve proficiency with before hitting the streets on their own. Beyond achieving this proficiency, they must aslo maintain certification with these tools of the trade on a recurring basis. Now, insert LSS as the new tool of this fast paced profession and great things can happen. Keep in mind though that this is simply another tool. Being such, some officers may reach the proficiency level, while some will achieve expert.
Think of your agency's special assignment teams such as Special Weapons and Tactics (SWAT), Community Oriented Policing (COPS), Bicycle Unit, Apartment Tasks Force, School Resource Officers (SRO), etc. Each of these teams require a special type of individual to help the team be most successful. Not all officers can meet the rigorous demands of SWAT, nor does every officer want to ride a bicycle all day or work at a school. The point being, each of these specialized teams tend to draw officers that have a "knack" for what the team exemplifies. These groups of officers will then receive specialized training that goes well beyond the average officers level of proficiency for that particular skillset. The same should be true for LSS.
LSS thinking is somewhat of a new mindset for law enforcement, in general. Sure, we may have all used problem solving policing in the past, but this is different. LSS teaches us to look at all processes within our agency, not just the crime trends and patterns. While It is always a great idea to train as many people as possible to look at the processes that they work in and challenge them, keep in mind, some officers will simply have the "knack" for it. This doesn't make them better police officers than the others, or vice versa. What it could mean is that they should be the ones to receive the advanced LSS training. I highly encourage you to give all officers within your agency the basic skillset and understanding of LSS. Then, sit back and watch as those with a passion for improving the core processes begin to emerge. As they emerge, begin building your specialized LSS teams to attack beauracracy and waste within processes. These special advocates for process improvement will not only deliver the greatest return on investment, but they will also set the best example for the changing mindset that is necessary to sustain a LSS culture.