toc in government: challenges and opportunities. greg gardner
TRANSCRIPT
TOC IN GOVERNMENT: CHALLENGES AND OPPORTUNITIES
Utah Department of Workforce ServicesPresented By: Greg Gardner, DWS Deputy Director
OVERVIEW
• Who we are• Public sector demand• Challenges• Theory to action• Results
THE STATE OF UTAH
GOVERNOR GARY HERBERT’S VISION FOR UTAHUtah will lead the nation as the best performing economy
DWS MISSION STATEMENTWe strengthen Utah’s economy by supporting the economic stability and quality of our workforce
DWS COMMITMENT TO UTAH TAXPAYERSTo provide quality, accountable, and streamlined services that connect a world-class workforce with meaningful employment
WORKFORCE SERVICES ORGANIZATIONAL MODEL
DISTRIBUTION OF TOTAL CUSTOMERS SERVEDTotal Distinct Customers = 752,465 (includes children)
THE PERFECT STORM
• “The Great Recession”
• State budget reductions
• New computer system
THEORY OF CONSTRAINTS
• Founded by Eli Goldratt and Bob Fox• Made popular by “The Goal” in 1984• Initially focused on manufacturing systems
(drum-buffer-rope) and often still seen as a production methodology
• Process for improving complex systems
TOC MANAGING SYSTEMS
THE FIVE STEP TOC PROCESS
1) Identify the constraint2) Decide how to squeeze the most out of
the constraint3) Subordinate other areas to the
constraint4) Elevate the constraint5) Go back to step #1
INTEGRATED, TOC, LEAN AND SIX SIGMA
LEAN• Kaizen• Value Stream
Mapping• Tools
SIX SIGMA• Analysis• Tools• DMAIC
TOC APPS• Throughput
Rounds• Critical Chain• Logical Thinking
Process
MAKING IT HAPPEN
ROADMAP Throughput Operating Strategy
FOCUS TOC
THEORY TO ACTION:THE PUBLIC SECTOR
Decrease Operating Expenses
Increase Quality
Increase Throughput
Deliver continuously improving services at
lower costs
KEY LEVERS:INTERFERENCE DIAGRAM
KEY LEVERS:THE “FULL KIT”
KEY LEVERS
• The key areas for improvement that will have the biggest impact on performance:• Employee success
• Pay for Performance• Co-production and automation
• myCase• Customer education• Workflow management and production control
PAY FOR PERFORMANCE
• Pay for Performance is an employee incentive program designed to provide bonus money to top performers
• In order to participate, employees must meet minimum performance standards ,as well as additional accuracy standards and workload volume
• Employees participating in the Pay for Performance program are required to sign up and there is an annual limit on how much employees can earn
• Employees are paid bonuses monthly based on the previous month’s work
MY CASE• myCase is DWS’ online customer portal• Customers can find benefit information on myCase, as well
as complete their reviews, report changes, and read notices• myCase automatically enters information into DWS’
eligibility system, thus eliminating the need for staff intervention and entry
• Since myCase was launched, there have been more than 5.1 million visits to the site• More than 111,000 changes have been reported online• More than 66,000 customers have completed reviews online• Almost 1 million notices have been read through myCase• More than 44,000 applications have been completed through
myCase
RESULTS
• Cost per determination DECREASED• From $57.66 down to $36.91 (Target = $31.86)
• Quality INCREASED• From 90% up to 94.7% accuracy rate (Target = 95%)
• Call wait times DECREASED• From 22 minutes down to 7 minutes
(Target = All calls answered under 15 minutes)• Days to determination DECREASED
• From 16 down to 14 days (Target = 12 days)• Determinations per FTE INCREASED
• From 5.0 up to 6.7 (Target = 8.5)
RESULTS
SUCCESS FRAMEWORK
Set measurable goals and targets
Use thinking tools and principles
Create your system
Create your organization
Engage staff at all levels
Synchronize policy and projects
Stay focused
SET MEASURABLE GOALS AND TARGETS
Throughput Thinking
Set Measurable Goals and Targets
UnitMeasures
Translation Targets
Dashboards, Savings Ledgers
DASHBOARDMeasure Baseline Target
Most Recent Results
Month Quarter
UI Benefits Jan 2010 - Sept 2011 Jul-12 2012-2
Cost per determination $14.64 ≤ $14.50 $14.78
Quality of benefit timeliness 94% ≥ 95% 96.9% (2012-1)
Timeliness of first payments 94% ≥ 95% 95.6%
UI claim duration (all claimants) 15.3 weeks ≤ 13 weeks 13.6 weeks
UI claim exhaustion rate 51.6% ≤ 35% 41.7%
Re-employment rate (all claimants) 59.8% ≥ 65% 62.3% (2011-3)
UI Tax Jan 2010 - Sept 2011 2012-2
Cost per $100 deposit $3.36 ≤ $2.00/$100 deposit $1.17
Timeliness of employer payments 88.1% ≥ 95% 93.3%
DASHBOARDMeasure Baseline Target
Most Recent Results
Month Quarter
ESD Original 2011 Jul-12 2012-2
Cost per determination $57.66 $39.26 ≤ $31.86(FTE Reduction - 119)
≤ $31.86(FTE Reduction -
119)
$36.91
Performance Review Team Accuracy
90% 94.4%(Oct ’11 - Jun ‘12)
≥ 95% ≥ 95% 95.3%
Days to determination ≤ 12 days ≤ 12 days 14 days
Determinations per FTE/day 5.0 6.5 ≥ 8.5 determinations≥ 8.5
determinations 6.7
Average Wait Time ≤ 15 minutes ≤ 15 minutes 8 min 19 sec
Touch Time In progress In progress In progress In progress
DASHBOARDMeasure Baseline Target
Most Recent Results
Month Quarter
WDD Jul 2011 - Mar 2012 Jul-12 2012-1
Cost per placement (all) $189.69 In progress
Cost per intensive placement $1,055.15 In progress
Cost per mediated placement $175.08 In progress
Cost per self-service placement $8.34 In progress
Performance Review Team Compliance 86% (Sep 2010 –
Jun 2012)≥ 90%
Total placements per quarter 47,057 (Jan 2010 - Mar 2012) ≥ 50,000 62,910
Placements per FTE 81 In progress
Training related placements In progress In progress
Self-service placements 24,256/51.5% of all placements In progress
Market share of employers 14.7% (Jul 2010 - Sep 2011) ≥ 16.2% 14.9%
Total case-managed employment closures 58.2% (Jun 2011 - May 2012) ≥ 70% 69.4%
Training completion rate 39.9% (Jul 2011 - May 2012) ≥ 50% 34.1%
Total TA closures for employment 41,406 (Jan 2011 - Dec 2011) 50,000 per year In progress
USE THINKING TOOLS
Root Cause Analysis
Use Thinking Tools
TOC Five Steps
ReduceMulti-tasking
Full Kit
MULTI-TASKING
Multi-tasking is stopping work on a task before it is completed in order to work on another task
MULTI-TASKING
• Multi-tasking significantly lengthens lead times, reduces overall throughput, and masks the presence of available capacity
• Starting tasks earlier doesn’t lead to earlier finishes, but instead leads to later finishes
• Individuals cannot prevent the efficiency losses of bad multi-tasking
• Reducing the number of open jobs (WIP) reduces the pressure to multi-task and significantly accelerates completions
TOC TOOLS: CONFLICT CLOUD
CREATE YOUR SYSTEM
Develop Throughput Operating Strategies
Create Your System
StrategyContainment
KeyLevers
CapacityFlow
CREATE YOUR ORGANIZATION
Administrative Framework
Create Your Organization
ReduceLayers
Increase SpansOf Control
Administrative/Operational Ratios
ENGAGE YOUR ORGANIZATION
PublishTOS
Engage Your Organization
TOCTraining
ThroughputRounds
Pay forPerformance
WHAT ARE THROUGHPUT ROUNDS?• Regular, short, stand-up meetings to link the frontlines
to the improvement process (daily, weekly, TBD)• Led by a supervisor with a team• The TOS is the focus of the meetings• We want everyone to compare how things are actually
going to the TOS and identify where there are gaps and generate ideas and strategies for closing those gaps
• We want to keep everyone thinking in a throughput mindset and keep them mindful of the TOS and metrics
• It is also a communication link for systematic changes being made and for filtering good ideas upward to be spread to other teams
SYNCHRONIZE POLICY AND PROJECTS
Align policy and IT around strategy
Synchronize PolicyAnd Projects
Eliminate misaligned projects/policy
Gatekeepers/Portfolio
Critical Chain/Agile Development
ROAD MAPS AND LEVER TRACKING
WHAT ARE TIGER TEAMS?
• Weekly meetings focused on driving swift and substantial improvement to work the lever of an operation
• Teams consist of:• Manager of the area• Supervisors of the area• Select staff members responsible for parts of the process• Other players identified as important in delivering
improvement• Facilitated by an internal or external expert• Weekly meetings are held for 2-3 hours
• The initial meeting includes some TOC training and thus is longer
STAY FOCUSED
Executive Meeting Management
Stay Focused
Lever Control
Recognition
Stakeholders
LEVER CONTROL
THANK YOU!