Continuous Improvement/The Prototype: Difference between revisions
Pcereghino (talk | contribs) mNo edit summary |
Pcereghino (talk | contribs) mNo edit summary |
||
Line 1: | Line 1: | ||
{{effort}} | {{effort}} | ||
{| | {| | ||
[[File:CI word cloud.png| | [[File:CI word cloud.png|200px|left]] | ||
|| | || | ||
In November 2018 the [[Ecosystem Coordination Board]] agreed that developing | In November 2018 the [[Ecosystem Coordination Board]] agreed that developing "kaizen" mechanisms in Puget Sound recovery could be useful for improving how we do ecosystem management. We have been given the opportunity to develop an inter-agency kaizen system in Puget Sound, and the ECB agreed that the "coordination community" would be the appropriate workforce for designing this kind of effort. If empowered with adequate capacity, we would be well positioned to implement. | ||
We formed a temporary volunteer workgroup from within the " | We have formed a temporary volunteer workgroup from within the "coordination community", staffed by [[NOAA Restoration Center]]. This workgroup has agreed to a plan by which we'll rapidly stand up a rudimentary but functioning continuous improvement process. We envision a four step system: | ||
#Local Teams, working in " | #Local Teams, working in "gemba" make "claims" about "waste" in the "ecosystem recovery system", through a google form, which is organized into a "backlog" of complaints by our coordinator community representatives, | ||
# | #From this backlog, a facilitator agrees to support development of an "improvement effort" using an "A3 process" with opportunities for peer support. | ||
#An A3 | #An A3 is endorsed by "affected institutions" and the ECB. By united advocacy, and among various funding mechanisms, a facilitator is supported to implement the improvement project. | ||
#The coordinator community and its facilitators, under the auspices of the ECB and its Leadership Council, track and evaluate our improvement efforts. | #The coordinator community and its facilitators, under the auspices of the ECB and its Leadership Council, track and evaluate our improvement efforts. | ||
Our assumption is that continuous improvement of the Ecosystem Recovery System is not really optional--we just do it | Our assumption is that continuous improvement of the Ecosystem Recovery System is not really optional--we just don't do it well. Kaizen can and should be done by organizing our existing resources and efforts. We will test Step 1 and 2 of the above proposed system in the Summer and Fall of 2019. We will bring our proposal back to the ECB and affected institutions in winter, as we prepare for the 2020 project development season. | ||
{{credit}} | {{credit}} | ||
*<big>'''[https://forms.gle/NM9gBJm95whDdbro6 Submit your Observation of Waste]'''</big> - link to google form to guide how we improve our ecosystem recovery system. | *<big>'''[https://forms.gle/NM9gBJm95whDdbro6 Submit your Observation of Waste]'''</big> - link to google form to guide how we improve our ecosystem recovery system. | ||
Line 18: | Line 18: | ||
{{end}} | {{end}} | ||
==The Vocabulary== | ==The Vocabulary== | ||
To understand what we are talking about, it is important to know how we are using words to represent specific concepts. | To understand what we are talking about, it is important to know how we are using words to represent specific concepts. Some of these words refer to specific parts of our social-political system. Others are borrowed from manufacturing theory. | ||
*'''A3 Process''' - A3 refers to a tabloid size sheet of paper, and the A3 process is where a facilitator works with the claimants and affected | *'''A3 Process''' - A3 refers to a tabloid size sheet of paper, and the A3 process is where a facilitator works with the claimants and affected institutions, asking a series of questions, to define the whole problem and solution within a single tabloid sheet of paper, following a traditional format. Here is the [https://docs.google.com/document/d/1K84y781VSOCpTDVwEPBE9zGnX0ZMSE8eUx0nd-yFDDE/edit?usp=sharing A3 for "Continuous Improvement"] (requires permissions) | ||
*'''Affected Institutions''' - Those institutions that would need to adjust behavior to realize the proposed improvement. | *'''Affected Institutions''' - Those institutions that would need to adjust behavior to realize the proposed improvement. | ||
*'''Barrier''' is a general term for anything that keeps us from doing | *'''Backlog''' - a list of realized objectives, in this case, process improvements. Keeping our shared backlog lively and well organized makes us more nimble and efficient at coordination, achieving multiple benefits, and leveraging opportunities. | ||
*'''Claim''' - | *'''Barrier''' is a general term for anything that keeps us from doing ecosystem work, from unintended consequences to deeply-seated social conflicts. We avoid this generalization, and are focused on improving unintentional institutional barriers resulting from waste. | ||
*'''Claim''' - A logical and informed observation of waste. | |||
*'''Complaint''' - The early form of a claim, which may not consider all the factors affecting the claim. | *'''Complaint''' - The early form of a claim, which may not consider all the factors affecting the claim. | ||
*'''Coordinator Community''' - a staff member involved in one of | *'''Coordinator Community''' - a staff member involved in one of many [[Coordination Bodies]]. We are initially focused on [[Lead Entity Coordinators]], [[Local Integrating Organization Coordinators]], [[Ecosystem Recovery Coordinators]], and [[Marine Resource Committee Coordinators]]. | ||
*'''Ecosystem Recovery System''' - This refers to the sprawling complex of authorities, workgroups, and social infrastructure involved in the management of ecosystem services. This system is the aggregate of the drivers that determine ecosystem state, and therefore the success of all our ventures. All drivers are integrated in [[places]] | *'''Ecosystem Recovery System''' - This refers to the sprawling complex of authorities, workgroups, and social infrastructure involved in the management of ecosystem services. This system is the aggregate of the drivers that determine ecosystem state, and therefore the success of all our ventures. All drivers are integrated in gemba where real [[places]] are either restored or degraded. Therefor, the Ecosystem Recovery System, while somewhat haphazard and difficult to comprehend, is what actually determines whether we are successful in achieving a meaningful change to ecosystem state. | ||
*'''Facilitator''' - An individual, following standard methods, that supports development and implementation of an A3 to reduce waste. They could be operational staff, grant funded, or supported under capital program administration. | *'''Facilitator''' - An individual, following standard methods, that supports development and implementation of an A3, to reduce waste. They could be operational staff, grant funded, or supported under capital program administration. | ||
*'''Gemba''' - A Japanese word for the factory floor, the scene of the crime, or wherever the action is. In the Ecosystem Recovery System, | *'''Gemba''' - A Japanese word for the factory floor, the scene of the crime, or wherever the action is, where information can be gathered. In the Ecosystem Recovery System, gemba are the actual places, in the watershed, where ecosystem services are either protected or restored. | ||
*'''Improvement Effort''' - A change to our social systems, where an adjustment of behavior, | *'''Improvement Effort''' - A change to our social systems, where an adjustment of behavior, cash flow, infrastructure, or communications results in a reduction of waste, so that we have more resources that can be used to generate value. | ||
*'''Kaizen, or Gemba Kaizen''' - Kaizen is a japanese work that translates roughly to "continuous improvement", and represents a practical approach to improving business operations developed in the Toyota Production System, and has since spread globally across manufacturing and many other sectors. It is the predecessor of Lean Management, which is a commercialized version common in the USA. | *'''Kaizen, or Gemba Kaizen''' - Kaizen is a japanese work that translates roughly to "continuous improvement", and represents a practical approach to improving business operations developed in the Toyota Production System, and has since spread globally across manufacturing and many other sectors. It is the predecessor of Lean Management, which is a commercialized version common in the USA. | ||
*'''Waste''' - waste is any | *'''Value''' - the ecosystem services that we are charged to protect and restore for various publics, as represented by legislatures. | ||
*'''Waste''' - waste is any resource expended without directly generating value. Some waste is necessary. The goal of a production system is to create value with the least waste possible--perfect production. | |||
==The Workgroup== | ==The Workgroup== |
Revision as of 22:12, 19 June 2019
- Salish Sea References
- Ecology Shoreline Photography Viewer
- The Encyclopedia of Puget Sound provides a peer reviewed version of the wiki
- PRISM Project Search
- Washington Coastal Atlas
- UW River History Project
- Wiki Rules
- Wiki text does not reflect the policy or opinion of any agency or organization
- Please adhere to our Social Contract and Style Guide
- Complain here, and be nice.
In November 2018 the Ecosystem Coordination Board agreed that developing "kaizen" mechanisms in Puget Sound recovery could be useful for improving how we do ecosystem management. We have been given the opportunity to develop an inter-agency kaizen system in Puget Sound, and the ECB agreed that the "coordination community" would be the appropriate workforce for designing this kind of effort. If empowered with adequate capacity, we would be well positioned to implement. We have formed a temporary volunteer workgroup from within the "coordination community", staffed by NOAA Restoration Center. This workgroup has agreed to a plan by which we'll rapidly stand up a rudimentary but functioning continuous improvement process. We envision a four step system:
Our assumption is that continuous improvement of the Ecosystem Recovery System is not really optional--we just don't do it well. Kaizen can and should be done by organizing our existing resources and efforts. We will test Step 1 and 2 of the above proposed system in the Summer and Fall of 2019. We will bring our proposal back to the ECB and affected institutions in winter, as we prepare for the 2020 project development season.
The VocabularyTo understand what we are talking about, it is important to know how we are using words to represent specific concepts. Some of these words refer to specific parts of our social-political system. Others are borrowed from manufacturing theory.
The Workgroup
|