1. Continuous Improvement & Innovation at RTD
Presentation to the Board
Ruth Seleske, Ph.D.
Senior Manager, Continuous Improvement & Innovation Division
October 3, 2017

2. Overview/Agenda Introduction and Background Highlights
Continuous Improvement & Innovation
Why Improvement is Critical Now
History of Continuous Improvement at RTD
Vision for Continuous Improvement & Innovation Division
Process Improvement: E3 Program
Process Improvement: Process Data Analysis
Focus for Remainder of 2017

3. Introduction and Background Highlights
In Director-level roles of Process Excellence, Data Analytics or Customer Research, I zealously apply research, science and analysis skills to guide strategic decisions and solve practical problems for organizations.
Background Highlights – Academic
I received a Ph.D. and an MA in Industrial-Organizational Psychology with a minor in Statistics and Measurement.
Background Highlights – Career
In addition to corporate employment, I have regularly conducted research, taught University classes and consulted with small-large businesses, unions and individuals. I spent over 12 years at DTE Energy in progressive roles in customer research, process improvement, and customer service. Many of the challenges faced by RTD are very similar to those at the Detroit- based electric and gas utility.

4. Continuous Improvement & Innovation
Formal approaches to improvement (e.g., Quality Circles, Total Quality Management, Process Reengineering, Lean Six Sigma) have helped many organizations dramatically increase their ability to meet goals.
Continuous improvement is a set of methods for identifying opportunities for streamlining work and reducing waste
Innovation is an organization's process for introducing new ideas, workflows, methodologies, services or products.

5. Why Focused Improvement is Critical Now
RTD is facing many challenges both external and internal to the agency.
Environment
Population Growth
Low Unemployment-Competition for Employees
Customer Expectation Changes (e.g., Real Time Information)
Technology Changes (Automatic People Counters, Global Positioning System, etc.)
Industry
Technology Changes (Ride share, Autonomous vehicles, etc.)
Emphasis on Equity
Inside RTD
Limited Revenue Growth
Competing Needs of Capital Growth and Operations
Data Assets not Optimized
Decreasing Ridership
Aging Workforce

6. History of Continuous Improvement at RTD
RTD has already started a formal approach to improvement.
RTD conducted 30 “Listening Sessions” at 15 facilities & received nearly 1400 employee surveys in 2015.
Several employees attended Peak Academy with the City and County of Denver
Began E3 Program (Engage, Exchange, Empower), with primary goal of employee engagement, to provide employees with foundational skills and a framework to apply expertise and ideas and solve problems.
Imported existing training from Peak Academy, adapted for needs of RTD.
Implemented Pilots in Customer Care and Bus Maintenance. Led to meaningful increases in engagement, many local improvements.
Emphasized front line training and coaching to support engagement.
Established a base program for shared mindset and language around finding solutions.
Stood up new Division. *
*Through June, 2017

7. Vision for Continuous Improvement & Innovation Division
The Continuous Improvement & Innovation Division will partner with employees throughout the agency to enable change.
We Deliver:
So They Can Improve:
Regarding:
To:
Mode Share
Customer Satisfaction
Employee Engagement
Asset Availability
Efficiency
Process Capability
Strategic Management
Training
Facilitation
Coaching
Tracking
Process Improvement
-E3 Program
-Process Data Analysis
Senior Leaders
Supervisors & Managers
Team Members 7

8. Process Improvement: E3 Program
We are continuing the E3 Program, adjusting it to fit schedules for all employees, making it scalable for delivery and focusing the team to help address agency priorities.
Continued and Expanded Elements
Training
Coaching
Tracking System
Focusing more on Critical Issues

9. Process Improvement: Process Data Analysis
We are expanding support to include measurement and data analysis techniques to identify “breakthrough” improvements which reset performance baselines.
Impact of Continuous and Breakthrough Improvements
New Elements
Measurement Development
Scorecard Analysis
Statistical Root Cause Analysis
Forecasts and Simulations
Results
Time
Continuous
Breakthrough
Multiple Breakthroughs

10. Focus for Remainder of 2017
For the remainder of 2017, our Division will balance helping the organization address critical challenges and putting in place foundations for future improvements.
Help identify ideas for solutions for Bus and Rail Operator Staffing
Recruiting
Scheduling
Benefits
Etc.
Identify and facilitate mapping of RTD Core Processes in preparation for Enterprise Resources Planning (ERP) system assessment

11. Thank you! Ruth Seleske Ruth.Seleske@RTD-Denver.com 303-299-2787