Process Reengineering Process Reengineering Moving to a Pull

Process Re-engineering Process Reengineering: Moving to a Pull Based System

Process Re-engineering Processing Reengineering Goals • Assist Broomfield Health and Human Service (BHHS) Self-Sufficiency Division move to a task-based business process pull system. • Efficiency by eliminating excessive handling • Balancing of workload • Increase of processing times and raising customer service and client satisfaction.

Process Re-engineering Processing Reengineering Goals • Use LEAN methodology – Value Stream Mapping – Solution Prioritization and risk assessment – Standardization • Identify relevant data metrics • Training on using data metrics – How to collect – How to manage and make decisions using data

Process Re-engineering Processing Reengineering How to Get There • Project Plan • Project Team – Key roles • Consultant • Timeline

Process Re-engineering Processing Reengineering The Plan • Workshop 1 – View of the current state, the pains and looking back • Workshop 2 – • Building the future state by working on solutions and designing our new business model and processes Workshop 3 – Executing the plan by taking all the key elements necessary for go-live such as the communications, schedule, and design etc. and to refine and finalize them (to a 85 -95% complete).

Self-Sufficiency R. U. N. (Re-engineer, Utilize, Navigate) Workshop Day 1 - Learning ● Product = determination of eligibility ● Introduction to Lean concepts: ○ The 7 Wastes of Lean (TIMWOOD) ○ Value-Add, Business-Non-Value-Add, and Non. Value-Add ○ Operational Definitions ● Validation of current state process flow maps and identification of waste ● Affinity Diagram exercise - frustrations with the current processes

SS RUN Workshop Day 2 ● Affinity Diagram exercise - grouping frustrations into “buckets” ● Root Cause Analysis of the current frustrations ● Brainstorming of solutions to address the frustrations in the top three buckets ● Group presentation of the proposed solutions ● Brainstorm questions, comments, concerns about a task-based system (two groups) ● Brain-writing responses to other groups’ questions, comments, and concerns

SS RUN Day 2 Affinity Diagram Exercise An Affinity Diagram is an analytical tool used to organize many ideas into subgroups with common themes or common relationships. Step 1: The team individually identified the frustrations with current processes. Step 2: As a team worked to group the common themes together also known as the buckets of pain. Step 3: Identify the root cause. The team had to dig deeper than just identifying the symptoms and ask why there was frustrations, why there was a pain point, and work to the root cause for each bucket.

SS RUN Day 2 Affinity Diagram Exercise An Affinity Diagram is an analytical tool used to organize many ideas into subgroups with common themes or common relationships. Step 4: The team had dots to vote on the buckets and discussed which what they felt should be tackled first. Although all the items will be worked through they cannot all be done at the same time.

SS RUN Day 2 Brainstorming Storming, Brain-Writing, and Solution Thinking Focus on the Root Causes instead of the pain points

SS RUN Day 2 Brainstorming Questions The team broke into 2 groups and came up with questions, concerns, items for discussion on moving to a task-based system. The teams then reviewed their items and swapped cards and either brainstormed solutions or came up with additional questions to an item to move toward possible solutions. The team will be using the cards for future state and planning and these can viewed here - Brain Writing Exercise.

SS RUN Day 3 What If: Team / Task-Based / Specialists

SS RUN Day 3 Quick Hits ● Quick Hits: ○ Low or No Effort ○ Low or No Cost ○ Completely Reversible

Work Session 2 The future looks extremely bright indeed, with lots of possibilities ahead -- big possibilities. Like the song says, We've Just Begun. -- Bruce Lee Curiosity, Creativity, and Compromise are the name of the game this session ● Review of LEAN Concepts from Work Session 1 ● Review High Level Process Map of Current Process ● Create Future State Business Model ○ Points of Entry ○ Skill Model ○ Tracks and Roles defined ● Business Decisions

Work Session # 2 Creating the Future State Mapping out a Process

Work Session # 2 Business Model draft

Work Session # 2 How do we do this?

Work Session # 2

Work Session # 3 ● Executing the plan. ● Far less ideation and way more doing. ● Time spent running through all the various scenarios we can think of to test the process, roles and responsibilities looking for gaps and issues. ● Identify all the core topics we will need SOPs/desk aids for. Knowing is not enough, we must apply. Willing is not enough, we must do. -- Bruce Lee

Work Session # 3

Process Re-engineering Processing Reengineering Progress & Successes • A Business Model • Process Map • Finalizing Tasks – Roles & Responsibilities – Worker Rotation Schedule – Interview Schedule – External & Internal Communication – Central Email & e. Fax – Call Center – HLPG Training Plan for staff and supervisors

Process Re-engineering Processing Reengineering Progress & Successes Project Site

Process Re-engineering Processing Reengineering Progress & Successes • Investment in staff skill sets. – LEAN methodologies – Running mini-projects – Collaboration • Excitement and Readiness to move to a task-based team. Go Live of Manual Process June 19 th

Process Re-engineering Processing Reengineering Lessons Learned • Strong Leadership & Stakeholder support • Process Owner • Transparency – Ideas / Changes / Decisions / Dates • Change is Hard! – Worker Forums for Q&A with other counties was beneficial for us and the technicians – The staff that do the work need to be a part of the solution. • Benchmarking – Talk / Email / Site Visits / Share processes, but make it your own and what works for your team

Process Re-engineering Questions ? Process Reengineering: Moving to a Pull Based System

HSConnects Future State Project

HSConnects Goals & Objectives HSConnects • Efficient processing • Automated workflow • Paperless process – Upfront Scanning of documents – Indexed documents • Interface with CBMS – Interoperability

HSConnects Progress to Date: • Secured a project consultant with first-hand working knowledge of an Eligibility pull/task-based systems and HSC • Go Live Date of June 19 th of BPR • Executed IGA with Arapahoe County • Scheduled Go Live 4 th Qtr

HSConnects Progress to Date: ● Project Team ○ Project Sponsor(s) ○ Project Manager(s) ○ IT Support ○ HHS staff & time i. Process Owner ii. SME’s iii. Grant reporting iv. Time Tracking

HSConnects Successes ● Benchmarked organizations who have gone through the process to establish best practices and avoid pitfalls during the HSC planning and implementation phases. ● Allowing sufficient time for: ○ Adjustments to project schedule ○ Adjustments to the manual pull/taskbased system processes prior to HSC implementation. ○ HSC configuration and experimentation in the sandbox environment.

HSConnects Successes ● Planned tasks to help ensure success ○ Generalist model i. Additional staff training / professional development ii. Continue to have SMEs ○ Scheduled future internal reviews of business processes and use of HSC i. Adjust procedures as warranted ii. maintain standardization

HSConnects Lessons Learned • Adequately prepare staff for the overall time commitment to re-engineer processes and implement HSC (initially underestimated) • Budget to cover unanticipated costs (e. g. MS Azure) - additional navigation of internal policies and procedures • Project Schedule may need to be adjusted to accommodate for BPR activities and to fit into Arapahoe County staff availability for HSC implementation

HSConnects Lessons Learned • Complete IGA processes ASAP to secure implementation dates with Arapahoe County, receive estimated costs, and access to HSC implementation aids. • Significant process changes may result in personnel changes and reassignment of responsibilities. • Process Owner must be an effective liaison to ensure project team and division remain on the same page.

HSConnects Questions? HSConnects Go Live 4 th Qtr