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A Management System Additional Examples (Tips and Tricks). STRATEGY (Supplemental Materials). From Strategic to Tactical. From Strategic to Tactical. “High-level” Reporting example. “High-level” Reporting example. Visible Management / Control. Office Space Consolidation. Standard Visuals.
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Standard Visuals Core Processes • Rebate Processing: Review and process rebate claims for Arizona licensed tobacco distributors • Licensing: Review and process license applications and renewals for Arizona Licensed tobacco distributors • Compliance &return review: Ensure the compliance of Arizona licensed tobacco distributors with all tobacco related Arizona statutes • Customer Service: Provide customer service for all Arizona licensed tobacco distributors
Standardized Process Maps • Precepts: • Limited shapes • Simplified layout / nomenclature • Number each step
Swim Lane • Additional features: • Sub processes • “How” buttons
Guidance for the COACH Rev. 3/23/18 LEADER STANDARD WORK AMS 1:1 Coaching Standards & Guidelines PURPOSE • Embed 1:1 coaching as an AMS standard and leadership capability • Facilitate alignment on expectations and enable quick course corrections • Increase problem solving capability and employee development • Achieve stronger results & behaviors • Build stronger relationships of trust • Leaders are accountable to conduct regularly scheduled 1:1s • Cadence: Varies by role (TBD by agency head) • Time Allotment: Varies by role and need • Approach: Standardized, structured discussions • Document & Follow-up: Consistent, transparent Recommended 1:1 Practices 1 2 3 Prepare Facilitate After Actions • Schedule regular 1:1s. • Observe & reflect on performance from Huddle Board metrics, customer feedback, standard work and process adherence, etc. • Create the meeting agenda from the Discussion Points listed on the 1:1 Coaching Notes Sheet. • Identify opportunities to recognize good work and prepare to address any performance concerns. • Review Coaching Through the PDCA Cycle (below) in advance to use when the opportunity arises. • Facilitate open, honest dialogue, specific to employee needs. • Provide feedback – celebrate often and adjust performance as needed. • Build the employee’s problem solving skills by coaching through the PDCA cycle. • Capture discussion points, including counter-measures, key decisions, actions and tasks to be completed. • Reflect on the employee’s performance and take action if course correction is needed: • If the employee continues their current performance & behavior, will they achieve goals and be successful long term? • Does the employee demonstrate the State’s Core Values and Beliefs in their daily actions: • Values: Do the right thing? Commit to excellence? Care for one another? • Beliefs: Seek to understand and provide solutions for customer needs? Identify & solve problems? Improve processes and measure results? PLAN Set Targets, Expectations and Standards ACT DO Coaching Through the PDCA Cycle Measure Results Against Targets Take Action to Close Gaps Coaching Through the PDCA Cycle CHECK Identify Gaps Between Targets and Results
Rev. 3/23/18 Guidance for the COACHING RECIPIENT EXPECTATIONS AMS 1:1 Coaching Standards & Guidelines PURPOSE • Actively participate in 1:1s with your Coach • Build your problems solving skills (using the Coaching Through the PDCA Cycle as needed) • Prepare for your meeting and document your commitments, actions and tasks • Report any roadblocks you many need help with to move forward • Embed 1:1 coaching as an AMS standard • Facilitate alignment on expectations and enable quick course corrections • Increase problem solving capability and your own development • Achieve stronger results & behaviors • Build stronger relationships of trust Recommended 1:1 Practices 1 2 3 Prepare Participate After Actions PLAN • Contribute to open, honest dialogue, specific to your needs. • Be open to suggestions and adjust performance as needed. • Discuss problems or roadblocks you may need help with. • Use Coaching Through the PDCA Cycle (below) to build your problem solving skills. • Take written notes on discussion points, including countermeasures, key decisions, commitments, actions and tasks to be completed. • Reflect on your performance and make course corrections, if needed: • If you continue your current performance & behavior, will you achieve your goals and be successful long term? • Do you demonstrate the State’s Core Values and Beliefs in your daily actions? • Values: Do the right thing? Commit to excellence? Care for one another? • Beliefs: Seek to understand and provide solutions for customer needs? Identify & solve problems? Improve processes and measure results? • Participate in regularly scheduled 1:1s. • Maintain current, accurate Huddle Board metrics, customer feedback, standard work, etc. that represents your work. • Prepare an agenda for your meeting using the Discussion Points listed on the Notes Sheet. • Include problems or roadblocks to discuss with your Coach. • Review Coaching Through the PDCA Cycle (below) to help you problem solve, as needed. Set Targets, Expectations and Standards ACT DO Coaching Through the PDCA Cycle Measure Results Against Targets Take Action to Close Gaps Coaching Through the PDCA Cycle The GROW Coaching Model The GROW Coaching Model CHECK Identify Gaps Between Targets and Results
Problem Solving Tool Title: ____________________ Owner/Date: _________________ DO Background What is the business reason for choosing the issue? Proposed Countermeasures What are some possible countermeasures? Current State What is the problem or issue? PLAN Implementation Plan What is the timeline for changes and responsibilities? CHECK ACT Goal and Targets What improvement will be achieved? Follow-Up What are the lessons learned? How will you capture and share learning? Analysis What are the causes of problems?
Problem Solving Tool Title: ____________________ Owner/Date: _________________ Background What is the business reason for choosing the issue? Proposed Countermeasures What are some possible countermeasures? Current State What is the problem or issue? Implementation Plan What is the timeline for changes and responsibilities? Goal and Targets What improvement will be achieved? Follow-Up What are the lessons learned? How will you capture and share learning? Analysis What are the causes of problems?
Questions: Background/Current State • Why did you decide to tackle the problem? • Does this problem relate to an agency goal and/or agency performance measure? • What is the business case for making tackling this issue a priority e.g., cost, time, quality/accuracy? • What are your customers saying or what are your metrics that make it clear this needs to be tackled? • What is the problem (not the solution or root cause) and how is it measured? • What kind of facts and data have you gathered - not just opinions – to clearly understand current state? • What is the time period that you gathered data for this problem? How will you continue to gather it to illustrate the result of your countermeasures? • Who have you talked with to socialize and agree on the problem? • Who are your process partners upstream and downstream? • Are there earlier process pulse points that can be pulled to confirm the problem is occurring in your work area?
Questions: Goals and Targets • What is the core waste associated with this process improvement? • Does your overarching goal focus on removing cycle time? Cost? Defects? • How/when did you pull a baseline for your target? • Did you pull a sample or do a longer data review to pull a baseline and develop a target? • Will you be able to approximate the same sample if you need to check on the impact of the countermeasure later? • Can you show the gap between current state and target condition? • Are you setting incremental targets to identify “small wins” on the way to the desired future state? • Will you track data often enough to reset if you find the countermeasures aren’t having the desired effect?
Questions: Analysis • What did you learn in the analyze phase? • Who have you involved with brainstorming root causes? Have you identified the root cause? • What information did you uncover to confirm your root cause hypothesis? • What hypotheses did you test? Which did not prove out and why? • Are any other causes important enough to remain on the list of next projects to move toward the desired future state?
Questions: Countermeasures • Does the problem solving tool include input from key people involved with the work? • What other reasonable alternative countermeasures did you develop? • What did everyone doing the work think about the viable alternatives? • Are some countermeasures worthy of revisiting in the next phase of continuous improvement?
Questions: Follow-up • Who have you communicated with to share your problem solving learning? • How would you describe your teams increased capability of problem solving thinking? • Have you noticed a difference with your team in bringing problems and ideas forward? • What kind of changes have you seen with staff jumping to solution?
Results • Under ‘Accelerate Processing’: In fiscal year 2018, ADOR employees processed more than 6.4 million tax documents and collected $17.9 billion for key Arizona programs and services. • In comparison to FY 17, 6 million documents were processed and $15.6 billion collected.
Results • From the ‘Optimize Taxpayer Services’ Goal, the average number of monthly calls was 50,000, up from the 34,600 in FY 17. • At the same time, average customer wait times came in at 3.7minutes a drop from 16 minutes the year before.
Results • The Maximize Taxpayer Education and Compliance Goal saw 123outreach events being held, an increase from 79 in FY17. • These events are providing taxpayers important up-front education.
Results • Two other important highlights from FY 18 saw $11.3 million recovered from individual income tax fraud prevention and a record $64.3 million in unclaimed property being returnedto customers entitled to the assets.
