1.  Truths About Change  Work Smarter, Not Harder  Lean Processing  Wants and Needs  How do we begin?

2.  Transformational change is tough in any organization.  The more complex the organization, the harder it is to change.  It is more difficult to change an organization that is perceived, or perceives itself to be successful than one that is struggling.  If you don’t already have a “burning platform” or need to change, you better find one!  Failure to act on issues that already exist will eventually catch up to you and will be more difficult to correct at a later time.  Change takes time! Some Basic Truths About Change

3.  There is always a need to change, especially when you are on top.  Many organizations feel that they are already efficient and don’t need to change. This is called complacency. Some Basic Truths About Change Examples of companies that didn’t think they needed to change. - IBM – Once one of the worlds largest computer manufacturers have since been forced to sell off the PC portion of their company. - Pan Am – The largest international air carrier in the US from 1927 until its collapse in 1991. - General Motors – Filed for chapter 11 bankruptcy protection in 2009

4.  We know that our Division is vast and complex.  We know that our stakeholders expect us as a Division to provide the best education possible for our students in an effective and efficient manner.  We know that we have resource constraints that impact us every day. (funding, staff, etc.)  We know that other Divisions are, or are wanting to move in a lean direction but few are actually applying it. This will make us leaders in this area.  We know that we already possess a great team. So What Do We Already Know?

5. “Work smarter, not harder!” Few people actually know how to “work smarter, not harder” or what this saying even means.

6. “Work smarter, not harder!” What does it mean? If you break it down to the core, “working smarter, not harder” is all about being efficient. Specifically, how can you spend your work day so that you are producing the highest quality results while investing the least amount of time or resources. How can I apply it to my job? Constantly question how you are spending your time. Ask yourself and others if there is a more efficient way to complete tasks that will produce the same or better results and use less time and resources. Here are a few basic questions to help you start the process of challenging your efficiency:

7. Am I using all my resources? Oftentimes, there is a failure to use available resources to their fullest. This can include tools, technology and people. How can I avoid potential rework? At the beginning of each task, assess the potential points of rework. There is a tendency to avoid this type of questioning, but early assessment can avoid potential downstream rework or repetition by yourself or others. What are my priorities? Always know your priorities. Knowing your priorities allows you to make better decisions on how you allocate your time. Always question how you spend your time and prioritize tasks accordingly. Where do I fit in? Understanding the BIG PICTURE and how your work affects others, both upstream and down is critical. This understanding will help avoid duplicate efforts or rework and will enable others to work smarter as well.

8.  Foundations for Lean Processing originate in the manufacturing world.  Lean is a strategy that focuses on the elimination of waste so that each step in a process creates value.  Lean is not a one-time fix, but a proven way of implementing standards and principles that encourage continual process improvement.  Lean enhances efficiencies and reduces waste.  Lean is not about cutting jobs What is Lean Processing?

9. Waste is anything that consumes time or resources but does not add value. What is Waste?

10. 1. Eliminate Waste 2. Reduce Time Investment 3. Reduce Costs 4. Improve Quality What are the goals of Lean Process?

11.  Understanding and distinguishing the difference between “wants” and “needs” is critical.  Often, priorities can be lost and the “needs” of an organization are overshadowed by the “wants”.  “Wants” have a tendency to be non-value added. If a “want” is found to add value it should be moved to a “need” status.  In order to discover if an item is a “want” or a “need” you must first discover the Root of the task.  You must be very critical in determining if an item is a “want” or a “need”. “Because this is what we have always done it” - Does not make the item a “Need”. Wants and Needs

12. “I Want” Request If not linked to a “Need” this will be non-value added. “I Want To” Desire Typically a request for something new. May also be non-value added “I Need” Requirement Must be linked to a root “Need”. “I Need To” Direction Must be linked to a root “Need”. “Wants” and “Needs” Statements

13.  -Task Wants and Needs Finding the “Root”  -Task  -Root What is the “Need”? Is the Root a “Want” or “Need”? If the Root is determined to be a “Want” it is likely to be a non-value added item.

14. Process Review Approach Systematic Methodical AS A TEAM

15. The first step is to develop a common understanding Develop the BIG PICTUREBIG PICTURE Foster a team atmosphere and promote inclusion. Ensure everyone involved in the Big picture understands how they fit in. Everyone is a key piece of the puzzle. Move forward systematically. The best way to eat an Elephant is one bite at a time. How Do We Begin?

16. Empower Champions for Change Assign improvement teams Seek appropriate training Determine the “Needs” Identify the current state of a process Design a desired future state of a process Develop a plan for change (BRRAC Project) Implement improvements(BRRAC Project) Monitor the changes and implement further improvements as necessary. How Do We Begin?

17. NOW! When Do We Begin?