Continuous Improvement: Difference between revisions
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*'''<big>[[Continuous Improvement/Prototype 2019|Prototype 2019]]</big>''' - our effort to stand up a prototype improvement system | *'''<big>[[Continuous Improvement/Prototype 2019|Prototype 2019]]</big>''' - our effort to stand up a prototype improvement system | ||
*'''<big>[[Continuous Improvement/Claims|List of Claims]]</big>''' - a complete list of all complaints received to date by Continuous Improvement | *'''<big>[[Continuous Improvement/Claims|List of Claims]]</big>''' - a complete list of all complaints received to date by Continuous Improvement | ||
*'''<big>[[file:Cereghino 2019 continuous improvement proposal to ECB.pdf]]</big>''' describing our evolving vision for Continuous Improvement in an 11x17 format. This version, with a NOAA introduction and to [[ECB]] | *'''<big>[[file:Cereghino 2019 continuous improvement proposal to ECB.pdf]]</big>''' describing our evolving vision for Continuous Improvement in an 11x17 format. This version, with a NOAA introduction and to [[ECB]] | ||
{{end}} | {{end}} | ||
==The Improvement Network== | ==The Improvement Network== | ||
Our hypothesis is that to implement a efficient continuous improvement in Puget Sound requires simultaneous collaboration among five parties: | [[file:coordinated investment workflow.jpg|right|200px]]Our hypothesis is that to implement a efficient continuous improvement in Puget Sound requires simultaneous collaboration among five parties: | ||
#'''The Coordination Community''' must work with local practitioners to look for opportunities to improve the recovery operating environment, and in good faith work with agency programs to identify improvements. | #'''The Coordination Community''' must work with local practitioners to look for opportunities to improve the recovery operating environment, and in good faith work with agency programs to identify improvements. | ||
#'''Agency Programs''' must allocate effort to have good faith conversations with local actors to evaluate strategies for improvement. | #'''Agency Programs''' must allocate effort to have good faith conversations with local actors to evaluate strategies for improvement. |
Revision as of 22:08, 12 November 2019
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The Continuous Improvement effort is developing a prototype process for improving how state and federal agency systems that fund, regulate, or organize for ecosystem recovery might improve services to local actors working on ecosystem recovery. It is inspired by Gemba Kaizen theory, initially developed within the Toyota Production System, where improvement opportunities are identified by the people who do the work on the "factory floor" and rapid improvement efforts are enabled through shared practices and encouraged by leadership. We work using the resources we have, because self improvement in an intrinsic part of good government. The current iteration has received support from the Puget Sound Partnership's Ecosystem Coordination Board and is being directed by Lead Entities, Local Integrating Organizations and Ecosystem Recovery coordinators.
The Improvement NetworkOur hypothesis is that to implement a efficient continuous improvement in Puget Sound requires simultaneous collaboration among five parties:
Ongoing Improvement Projects
Supporting MaterialsLimited resources for project management continue to limit improvement projects linked to local integrated team requests. EPA and TNC have recently stepped up to support an Acquisition Barrier Analysis. This has inspired a proposal for a Near Term Action:
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