Fundamentally, we “make” capacity in your staff. The best evidence for our ability to build capacity is in the testimonials from clients.
The objects we leave behind are things like performance dashboards, visual management boards, and process maps. Here are some examples.
The purpose of a dashboard is to provide a status update on the performance of an organization at a relatively high level.
This dashboard was developed as a pilot project for the City of Kent. Organized around the City Council’s strategic plan goals, we identified currently available, relevant data, examined historical trends and business needs to set benchmarks, and presented 57 indicators in an 11×17 format.
The City of Kent is currently reviewing this project to determine how they want to go forward. Some of the indicators developed in the pilot may be moved to management boards for specific departments or programs. Is refining and maintaining this tool useful for the City Council? How could this pilot version serve the budgeting process?
Visual Management Boards
The purpose of a visual management board is to provide real-time data to inform the daily management of process and identify opportunities for improvement.
We developed this visual management board to help a team monitor the implementation and performance of a fundamentally revised process.
It includes a structured record of the current backlog, key performance indicators in the current value and graphed over time, a high-level results map to help keep performance aligned to purpose, a structure to track the implementation of process improvement changes, and a mechanism to gather ideas for continuing process improvement.
Here is an example of a visual management board designed to track a medium-volume process. The columns match the major steps in the process; each square represents one case. Key performance measures, process improvement initiatives, and reminders of this group’s alignment to purpose are on the wall to the right.
Process maps are developed as part of the improvement process to make sure all team members have a shared understanding of the current condition and to start to identify opportunities for reducing waste.
In a team-facilitated project, I collected the current state process map and cycle time data developed by teammates and presented it in this format. I then facilitated the process of building a future-state map to guide the process improvements and presented it in the same format.
For this client, mapping the activities of four participants in the process suggested ‘swim lanes’ would be a useful format. Yellow and purple mark the two most desired paths. All other paths represent exceptions, rework, or necessary additional processing needed in only some cases.