Continuous Improvement: Difference between revisions
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[[file:CI word cloud.png|left|200 px|word cloud of vision document]] | [[file:CI word cloud.png|left|200 px|word cloud of vision document]] | ||
||'''The Continuous Improvement effort is developing a prototype process for improving how state and federal agency systems that fund, regulate, or organize | ||'''The Continuous Improvement effort is developing a prototype process for improving how state and federal agency systems that fund, regulate, or organize 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 standard practices, and encouraged by leadership. We work with 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 guided by [[Lead Entities]], [[Local Integrating Organizations]] and [[Ecosystem Recovery Coordinators|Ecosystem Recovery]] coordinators.''' | ||
Continuous improvement emerged from inter-agency coordination work initiated during [[Coordinated Investment]] meetings. A "funding system first" strategy has led to close coordination with the [[Align - Washington Ecosystem Grant Coordination Workgroup]], and the [[Floodplains by Design]] efforts to integrate natural resource management and [[Flood Hazard Management]] in [[Floodplains]]. | Continuous improvement emerged from inter-agency coordination work initiated during [[Coordinated Investment]] meetings. A "funding system first" strategy has led to close coordination with the [[Align - Washington Ecosystem Grant Coordination Workgroup]], and the [[Floodplains by Design]] efforts to integrate natural resource management and [[Flood Hazard Management]] in [[Floodplains]]. | ||
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==The Improvement Network== | ==The Improvement Network== | ||
[[file:coordinated investment workflow.png|right|200px]]Our hypothesis is that to implement a efficient continuous improvement | [[file:coordinated investment workflow.png|right|200px]]Our hypothesis is that to implement a efficient continuous improvement effort 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. | ||
#'''Agency Leadership''' must agree that spending agency effort on improvement in this way is important. | #'''Agency Leadership''' must agree that spending agency effort on improvement in this way is important. | ||
#'''Funders''' must provide increments of funding to create the capacity for improvement, where countermeasures exceed the capabilities of any one actor, but where the community agrees about the importance of improvement. | #'''Funders''' must provide increments of funding to create the capacity for improvement, where countermeasures exceed the capabilities of any one actor, but where the community agrees about the importance of improvement. | ||
#'''The Ecosystem Coordination Board | #'''A Community Forum''' like The Ecosystem Coordination Board or Salmon Recovery Council must sustain our communities attention to complete this work in a way that is efficient, and addresses the need for work on critical areas of ecosystem recovery. | ||
==Ongoing Improvement Projects== | ==Ongoing Improvement Projects== | ||
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*[[Large Project Budget Standards]] - to reduce the cost of managing a shifting project budget over multiple grant applications and contracts. | *[[Large Project Budget Standards]] - to reduce the cost of managing a shifting project budget over multiple grant applications and contracts. | ||
*[[Standard Conservation Project Description]] - a early problem definition looking at redundant project description for funding over a project life cycle. | *[[Standard Conservation Project Description]] - a early problem definition looking at redundant project description for funding over a project life cycle. | ||
*[[file:MC2 2018 lead entity lean study.pdf]] | *[[file:MC2 2018 lead entity lean study.pdf]] - the report of an ongoing lean process supported by [[RCO]] focused on reducing waste in salmon recovery implementation. | ||
==Supporting Materials== | ==Supporting Materials== | ||
The following materials | The following materials summarize the resources and ideas used to develop the project to date: | ||
*Video [https://www.youtube.com/watch?v=_4Yheawa6bY pre-workshop briefing] to put project description standard work in context. | |||
*Video [https://youtu.be/5RKsywC46Mo proposal to "Coordination Community"] following ECB agreement to ask coordination community to assist in development of continuous improvement system. | |||
*[[file:Continuous improvement meeting 3 notes.pdf]] - notes from third ECB sub-committee meeting. | |||
*[[file:problem backlog detail.pdf]] - a list of improvement opportunities with some description text for each problem. | |||
*[[file:problem backlog.pdf]] - a copy of a draft google sheet with potential improvement projects identified over the course of this project. | |||
*[[file:ECB process flowchart.pdf]] - a draft process flow for completing a new A3, discussed at the 7/31 sub-committee. | |||
*[[File:A3 culvert regulation.docx]] - a draft document describing an evolving proposal for how to improve culvert permitting processes based on [[Snohomish Culvert Replacement Regulatory Coordination]] | |||
*[[File:King County 2018 lean a3 training.pptx]] - the powerpoint used in the A3 training below. | |||
*[https://www.youtube.com/watch?v=7fyyRaZbg04 YouTube Video of A3 Training Presentation (1hr)] - provided by Fred Jarrett, King County | |||
*[[file:King County 2018 A3 training.pdf]] - Training in lean management for ECB sub-committee | |||
*Presentation to [[Ecosystem Coordination Board]] - [[file:Cereghino 2018 continuous improvement concept for ECB.pdf]] | |||
*[[file:Cereghino 2017 continuous improvement NTA.pdf]] describes a conceptual strategy for integrating ongoing work by EPA, TNC, NOAA, RCO, and Ecology on conservation system improvements, to build on each others unique capacity, and develop closer communication with local integrated teams. | |||
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Revision as of 03:45, 24 December 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 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 standard practices, and encouraged by leadership. We work with 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 guided by Lead Entities, Local Integrating Organizations and Ecosystem Recovery coordinators.
Continuous improvement emerged from inter-agency coordination work initiated during Coordinated Investment meetings. A "funding system first" strategy has led to close coordination with the Align - Washington Ecosystem Grant Coordination Workgroup, and the Floodplains by Design efforts to integrate natural resource management and Flood Hazard Management in Floodplains.
The Improvement NetworkOur hypothesis is that to implement a efficient continuous improvement effort requires simultaneous collaboration among five parties:
Ongoing Improvement Projects
Supporting MaterialsThe following materials summarize the resources and ideas used to develop the project to date:
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