Continuous Improvement: Difference between revisions
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*'''<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>[https://docs.google.com/document/d/1K84y781VSOCpTDVwEPBE9zGnX0ZMSE8eUx0nd-yFDDE/edit?usp=sharing Our "A3"]</big>''' describing the problem we are solving, as an example of how we would organize problem solving | *'''<big>[https://docs.google.com/document/d/1K84y781VSOCpTDVwEPBE9zGnX0ZMSE8eUx0nd-yFDDE/edit?usp=sharing Our "A3"]</big>''' describing the problem we are solving, as an example of how we would organize problem solving | ||
*'''<big>[[file: | *'''<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 | 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 | #'''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 | #'''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 | #'''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/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. | #'''The Ecosystem Coordination Board/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. | ||
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*[[Culvert Replacement Regulatory Coordination]] - to reduce the cost and time necessary for a local actor to get permission to modify a culvert for ecosystem improvement. | *[[Culvert Replacement Regulatory Coordination]] - to reduce the cost and time necessary for a local actor to get permission to modify a culvert for ecosystem improvement. | ||
*[[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. | |||
*[[file:MC2 2018 lead entity lean study.pdf]] describes an ongoing lean process supported by [[RCO]] focused on reducing waste in salmon recovery implementation. | *[[file:MC2 2018 lead entity lean study.pdf]] describes an ongoing lean process supported by [[RCO]] focused on reducing waste in salmon recovery implementation. | ||
Revision as of 22:04, 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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