1. Huddle Boards
High-level Overview
Let’s review a HUDDLE BOARD…

2. Huddle Board Components
Team Name (Locator Code)
Huddle Time: Wednesday 9am
Title – Team name, location code, day and time.
Huddle Board Components

3. Huddle Board Components: Team
Team Name (Locator Code)
Huddle Time: Wednesday 9am
Team - what we do and agenda of huddle meeting ( also list members w pictures if so desired…)
Huddle Board Components: Team

4. Huddle Board Components: Performance Metrics
Team Name (Locator Code)
Huddle Time: Wednesday 9am
Primary metric with some sort of visual performance indicator. Helps with “at a glance” status. Without a standard, there can be no improvement.
Huddle Board Components: Performance Metrics

5. Huddle Board Components: Improvements
Team Name (Locator Code)
Huddle Time: Wednesday 9am
Utilize problem idea cards.
Generate improvements and implement good ideas (large and small) across the kanban board… [To do… Doing… Done…]
THIS IS WHERE PEOPLE CAN (WANT TO) CONTRIBUTE, make a difference. Make it better. Safer, Better Faster… Take improvement anyway you can get it !!!!!
Huddle Board Components: Improvements

6. Huddle Board Components: Kudos
Team Name (Locator Code)
Huddle Time: Wednesday 9am
SAY THANK YOU !!!!!!! Appreciate people. Value contribution.
Huddle Board Components: Kudos

7. Huddle Boards In detail ... A Helpful Guide to More Effective Huddles

8. Helpful Guide
Track ideas by location, some may need to be escalated to higher levels.

9. Helpful Guide
DAY and TIME

10. Helpful Guide
What processes does the department perform?

11. Helpful Guide
Measure what is important to the customer.

12. Helpful Guide
Key performance metric.

13. Link to Strategic Plan.

14. Hierarchy of “What to Work On”
Strategic Planning = Goals + Measures + Objectives + Timing
2018 Plan for ADOR

15. Hierarchy of “What to Work On”
Goals

16. Hierarchy of “What to Work On”
Measures

17. Hierarchy of “What to Work On”
Objectives

18. Hierarchy of “What to Work On”
Timing

19. Project Status
Director Bryant reviewing year-end ‘status’ of operating strategic plan with staff
Meet with Leader staff weekly.

20. Project Status
Drive to completion !
HIT ‘EM !!!!!

21. Project Management These “Huddles” managed by: Exec./ Senior levels
Visual Status Boards
Regular Cadence
Projects are higher lever improvements. Require more time and cross-functional teams.
Director’s office had about 30 of these going in 2018.

22. Example of idea advancement …
Team (5-ToC)
Metric in wrong direction, action required. Problem statement generated.
Example of idea advancement …

23. Team (5-ToC)
Problem.

24. Quantify the Problem
Data, Data, Data !!!

25. Quantify the Problem
Most Important Skill for a Data Driven Organization

26. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time

27. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall?

28. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task?

29. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task?
Collect Data

30. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task
Collect Data
Dissect the Tasks

31. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task
Collect Data
Dissect the Tasks
Create a Simple Check Sheet to Collect Data for a Period of Time

32. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task
Collect Data
Dissect the Tasks
Create a Simple Check Sheet to Collect Data for a Period of Time
Analyze the Data

33. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task
Collect Data
Dissect the Tasks
Create a Simple Check Sheet to Collect Data for a Period of Time
Analyze the Data
Base Your Improvement Efforts On Data not Conjecture 

34. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task
Collect Data
Dissect the Tasks
Create a Simple Check Sheet to Collect Data for a Period of Time
Analyze the Data
Base Your Improvement Efforts On Data not Conjecture 
Don't Want to have Solutions Looking for a Problem 

35. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task
Collect Data
Dissect the Tasks
Create a Simple Check Sheet to Collect Data for a Period of Time
Analyze the Data
Base Your Improvement Efforts On Data not Conjecture 
Don't Want to have Solutions Looking for a Problem 

36. Quantify the Problem
Most Important Skill for a Data Driven Organization
ASSUMPTION: Speeding up Classification Will Reduce Overall Rebate Processing Time More Than anything Else
Question: How Many Hours Does it Take to Process Rebates Overall? AND How Many Hours Does it Take to Do Each Task
Collect Data
Dissect the Tasks
Create a Simple Check Sheet to Collect Data for a Period of Time
Analyze the Data
Base Your Improvement Efforts On Data not Conjecture 
Don't Want to have Solutions Looking for a Problem 
Want to have Problems Looking for a Solution
Use Data to Guide Us to the Best Idea!

37. Problem Statement refined.
Huddle Time: Wednesday 9am
Problem Statement refined.

38. Huddle Time: Wednesday 9am
Idea generated.

39. Huddle Time: Wednesday 9am
Advance idea.

40. Huddle Time: Wednesday 9am
Escalate, if required.

41. This idea card goes on Manager’s board.
Huddle Time: Wednesday 9am
This idea card goes on Manager’s board.

42. Huddle Time: Wednesday 9am
IT required.

43. Escalation Boards
Place on Department MANAGER’s Board.

44. Log the Manager has idea card.
Huddle Time: Wednesday 9am
Log the Manager has idea card.

45. Huddle Time: Wednesday 9am
Manager works on it.

46. Gets done, card advances on Kanban.
Huddle Time: Wednesday 9am
Gets done, card advances on Kanban.

47. Green – progressing to new completion date.
Huddle Time: Wednesday 9am
Green – progressing to new completion date.

48. Log back from Manager, finish remaining actions with the department.
Huddle Time: Wednesday 9am
Log back from Manager, finish remaining actions with the department.

49. Huddle Time: Wednesday 9am
Complete. Update logs.

50. Huddle Time: Wednesday 9am
Track progress.

51. Huddle Time: Wednesday 9am
Give thanks !!!