1. Implementing a Performance Improvement Framework to Thrive (and not just survive) A Presentation by Miami-Dade County
October 15, 2015
Ray A. Scher, Assistant Director, Office of Management and Budget
Carlos Maxwell, Business Analyst Manager
Introduction
Might want to engage audience with quick questions that have them raising hands.
What industries/fields represented here?
How many in government?
By show of hands, how many of you have really strong, robust strategic plans? (pause)
Now, how many of you actually use those plans to drive short-, medium- and long-term planning?

2. Managing for a Diverse Community
~ 2 ½ million residents
Diverse (61% Hispanic, 18% non- Hispanic White, 18% Black and 3% Other)
Approximately 50% Foreign Born
Diversity
First, let me tell you a little abut Miami-Dade County among one of the most diverse, urban areas in our Country.
Demographics profile:
more than two million residents;
Hispanics now comprise more than 60% of the population including not only a largest group, Cuban-Americans, but people throughout South and Central America;
The balance of the population is nearly even split between white and black (which includes a growing Caribbean population, the largest group Creole-speaking from Haiti)
Approximately half of our residents were born in another country.
In Miami-Dade, we’re proud of our diversity – it’s a huge part of our strength and our appeal. But for government, it can also be an real challenge. Planning in South Florida means talking to an incredible array of communities and tailoring our programs and services for them. It includes Fisher Island, one of the five wealthiest ZIP codes in the country, and it includes some of the neediest centers of urban poverty. Its ethnic diversity is famous – we are largely a community of transplants, with about half our residents born in other nations. And geographically we are simply huge: at nearly 2,000 square miles, you could fit New York City within our borders almost seven times over.
So when we embarked upon this strategic plan, we knew it was going to have to be an inclusive process under a very big tent. 2

3. Managing for a Diverse Government
Strong Mayor / 13 District County Commissioners
Two-Tier Form of Government
55.5% residents live in cities (including Miami and Miami Beach)
44.5% live in Unincorporated Area.
Budget: FY 2016 Nearly $7 Billion
Over 26,000 Employees
Many County Services: Many Disparate Customers
Diversity (con’t)
Strategic plan also needs to address the sheer size and complexity of County government
Two-tier with cities
Large commission, with strong mayor
$7.5 billion budget
More than 60 depts
Agencies that are separate from county government in most other large cities:
Transit
Airport
Seaport
Public Housing
I just want to continue to set the stage for you.
Our strategic plan also had to be designed to work for one of the largest and most complex government systems in the country. How intricate is local government in South Florida? Depending on where you live, for example, you could very well have two mayors!
About half our residents live in cities, meaning they fall under the jurisdiction of both Miami-Dade County – with its strong mayor and 13-member elected commission – and their own municipal mayor and city council.
The other million-plus people turn to county government for traditional city services – things like police and fire and trash collection. In fact, we provide those services so well that dozens of our cities hire us to serve their residents, as well.
The scope of county government is enormous. Many of the responsibilities that are handled by independent agencies in other cities are managed by county government in Miami-Dade: we oversee public transportation like buses and trains and a wide range of public housing programs… we manage the airport, which is the gateway to Latin America and the hub of our tourism industry, as well as the seaport, which has cruise-ship and cargo business that drive our local economy… we run jails and museums and parks and a huge network of libraries.
By now you should have a pretty good sense of what we were getting ourselves into when we decided to unify our government behind a single strategic plan. 3

4. Where and how OMB fits into things… our role4

5. Model of Results Oriented Government
Strategic Planning helps us “focus” on key projects to reach our Vision.
Process Management helps us maintain good results as we perform our Mission.
Performance Improvement helps us fix work problems and improve our Performance.
Talking Points
A) These components are in place in organizations that are successful with Lean Six Sigma…all Governor’s Sterling and US National Baldrige Award winners have these components alive and well deployed.
What are examples of these components seen today?

6. History of Performance Excellence in Miami-Dade County Government
2005
First County Strategic Plan
2003
Governing for Results Legislation
2008
Perf Meas & Bus. Plans
Sterling
Challenge
Charter Member of FBC
1998
Scorecards &
Bus. Reviews
More Advanced Problem Solving Techniques
2004
Updated Strategic Plan
2006
2012
If we were to look at a history of performance excellence in the county,this is what the road looks like… explain key points
Talking Points
ask, “How well are you prepared for this change?”...This Yellow Belt is the first step in preparing employees for this change.
Waste Mgmt Truck Fleet improvements….had Garbage Truck Automation, Recycling Automation and Hybrid Garbage trucks
SWANA=Solid Waste Association of North America award received in 2011 by Waste management
APWA=American Public Works Association Accreditation a future goal 6

7. Recent Budget Picture…7

8. Catalyst for Change… INSPIRATION TO FOCUS ON PERFORMANCE IMPROVEMENT
Recent economic downturn put considerable stress on resources and operations:
Employee concessions
Downsizing of workforce
Maintain services (to extent possible) :
INSPIRATION TO FOCUS ON PERFORMANCE IMPROVEMENT
LEAN SIX SIGMA
Discuss key points on slide; much change, pressure to save money….leading way for innovation including consolidation of departments (elimination of duplication of like functions and increased opportunity to combine back office functions)
3 minutes 8

9. Lean Six Sigma Lean Six Sigma Overview (2 approaches in one)
Lean primarily focuses on Increasing Outputs, for example, increasing process Speed while eliminating unnecessary Inventory and Waste.
Lean
Six Sigma
Increased Quality with lowered Defects, Variation and Cost
Increased Speed with No Wasted Effort
Talking Points:
Lean….Toyota used the term “Lean” when they settled on about techniques that helped them speed up processes and reduced inventory. The term Lean has been used by others for the use of these techniques.
Lean….Techniques include Value Stream Map, Bottleneck protection techniques, Takt time, Kanbans, Work-in-Process (WIP)” to name a few.
Lean…techniques are used when a process has significant “Wait Time” or “Excess Inventory” associated with it….it uses “try and track” PDCA concepts to achieve faster process cycle time with less inventory
Lean….will be learned in GB Team Leader and Black Belt.
TENNIS BALL EXERCISE: Pick five volunteers. Have them stand in a circle. Give one ball and have them pass it from one to another (no-one touches twice). Give them three tennis balls and have them pass it in SAME ORDER as one-ball and time how many seconds. Tell them to figure out how to do it faster. Usually two rounds. Explain how one team did in in less than two seconds.
Review 7 Wastes+1 handout
Six Sigma….can do all that Lean does and more….eliminate defects and improve quality….Lean works with Outputs while Six Sigma is more concerned with Outcomes of the output. (for example…Lean could improve process and allow workers to produce Vendor payments more quickly….but not necessarily with less errors. Six Sigma could focus on both.
Lean Example for discussion: Doctor’s Office
(a) Front desk check in; (b) Nurse takes vitals (c) Doctor sees you (d) Pay/Insurance
Six Sigma primarily focuses on Improving Outcomes, for example, eliminating Defects (DMAIC) and reducing unwanted Variation (Process Management)

10. Where/How it Began: Strong Partnership OMB - PWWM10

11. Launch of Lean Six Sigma Effort
Leverage Skills
OMB
PWWM
Develop Data Analysis and Problem Solving Techniques
ActiveStrategy Inc. / Advisory Board
Executive Consultant: Master Black Belt
Pilot … then expand throughout County Government 11

12. Phase 1 LSS Deployment: - Summer/Fall 2012
Prioritized PWWM Projects
Created 3 Teams of 6-7 Employees each (Green Belt Team) to Address top 3 Priority Projects
Required Approximately 4 months (4 Class Days)
Certified All Team Members as Green Belts upon Project Completion
Phase 1…Highly Successful!!!
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 12

13. Current Training Curriculum Lean Six Sigma Belt Levels (and Requirements)
Black Belt
GB Team Leader
Green Belt
Green Belt (4 Days Training + Project) 
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member.
Yellow Belt
Yellow Belt (1 Day Training)  13

14. Highlights of Yellow Belt Class
Black Belt
GB Team Leader
Green Belt
Introduction of Lean Six Sigma concepts
“DMAIC” problem-solving
Histogram, Pareto diagrams, root causes and brainstorming
Develop basic performance improvement skills and understanding
Provided by internal staff from Office of Management and Budget and Human Resources Department
Yellow Belt
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 14

15. Highlights of Green Belt Class
Black Belt
GB Team Leader
Green Belt
Led by external consultant
Three teams work on real issues identified by County
Cost-benefit analysis used to justify training cost
Apply tools (e.g. DMAIC) to real case
Introduces Lean concepts
Yellow Belt
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 15

16. Highlights of Green Belt Team Leader and Black Belt Classes
GB Team Leader
Green Belt
Also led by external consultant
GB Team Leader (4 Days Training + Lead Project)
Black Belt (9 Days Training + Lead Project + Test)
Material expanded to cover advanced performance improvement tools and methods
Team Leader training requires team development and active project management
Black Belt training reserved for staff whose job centers on performance improvement
Yellow Belt
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 16

17. Lean Six Sigma Success Stories
Reduce waste transfer costs
Issue property tax refunds more timely
Improve fleet maintenance
Reduce the amount of time needed to vote
Accelerate deployment of police vehicles
Many Projects at
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member. 17

18. Recap of the Current Lean Six Sigma Belt Levels
6 Certified 
12 Certified 
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member.
117 Certified 
Over 650 Certified  18

19. Lean Six Sigma (LSS) Training Timeline
Miami-Dade County initiated Lean Six Sigma training in July 2012.
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member.
d) The action plan is tentative and there may be more classes in time.
e) Announce proposed projects scheduled for future improvement work.
f) Many organizations have deployed LSS programs and include, GE, Motorola, Miami-Based FPL
g) Wave 1: Waste Transfer Team; Residential Collections; Vendor Payments
h) Wave II: Bulky Trash; Roads and Bridges; Procurement
i) Wave III: Capital Projects; Transit Buses; Call Center
j) Wave IV: ISD Risk Management, Police Vehicle Deployment, PWWM Service Requests
k) Wave V: Animal Bites, Aviation Receivables, Zoning process
l) Wave VI: WASD construction and inspections; MDCR inmate-on-inmate violence; MDCR incidents requiring use of force
COUNTER AS OF SEPTEMBER 30, 2015
655
117

20. Expanding the Curriculum
Maintain learning momentum for Yellow and Green Belts
Use discrete two hour or ½-day modules
A-la-carte approach
Identify possible leaders for the organization
Training to be delivered by internal Black Belts
Keeps their skills fresh 20

21. Planned Curriculum Module Topics covered Voice Of Customer1
Voice Of Customer
Quality elements, SIPOC, customer requirements matrix 2
Outcome Indicators
Indicator identification, types of line graphs, target setting 3
Surveys
Design of satisfaction surveys & sampling 4
Data Set-up
Spreadsheet design and data collection forms 5
Flowcharts
Hands-on flowcharts construction, qualitative analysis 6
Root Cause
Simple root cause, sources of all root causes 7
Creative Thinking
Various creative thinking techniques 8
Process Management
Workplace process control systems 9
Lean Tools #1
5S's; 7+1 wastes; value stream maps; Kaizen events 10
Project Set-up
Project charter, prioritization matrix; situation appraisal 11
Decision Analysis
7-Step Decision Analysis; Fleet example 12
Risk Reduction
Failure Mode and Effects Analysis 13
Lean Tools #2
Dashboard indicators and more tools 14
Process Control
Control charts and process stability

22. Future Lean Six Sigma Belt Levels
Black Belt
Brown Belt
Blue Belt
Green Belt
Orange Belt
Yellow Belt
(Formerly GBTL)
NEW LEVEL: Blue Belt Training 
Talking Points:
If asked, Class size: Yellow Belt= 25-35; Green Belt =20; Green Belt Team Leader=12; Black Belt =6
b) If Asked, Duration; Yellow Belt=1 day; Green Belt=4 months; Green Belt Team Leader= 4 months; Black Belt=6 months
c) Green Belt Team Leaders can lead Green Belt Teams with some assistance of a Black Belt; Green Belt is a seasoned Team Member.
NEW LEVEL: Orange Belt Training  22

23. Our Updated Roadmap…
2005
First County Strategic Plan
2003
Governing for Results Legislation
2008
Perf Meas & Bus. Plans
Sterling
Challenge
Charter Member of FBC
1998
Scorecards &
Bus. Reviews
2004
Updated Strategic Plan
Green
Belt
Orange &
2006
Blue Belt Training
2012
If we were to look at a history of performance excellence in the county,this is what the road looks like… explain key points
Talking Points
ask, “How well are you prepared for this change?”...This Yellow Belt is the first step in preparing employees for this change.
Waste Mgmt Truck Fleet improvements….had Garbage Truck Automation, Recycling Automation and Hybrid Garbage trucks
SWANA=Solid Waste Association of North America award received in 2011 by Waste management
APWA=American Public Works Association Accreditation a future goal
2015
Yellow
Belt
Black
Belt
2013
2014 23

24. Miami-Dade County Lean Six Sigma Website:
Questions and Answers
15 minute Allowance 24