Session details 2015

Keynote Presentations

Lean Thinking - 25 Years Later

Jim Womack, Founder and Senior Advisor, Lean Enterprise Institute

It has been 25 years since Jim Womack and his team published “The Machine That Changed the World”, the book that coined the word Lean to described the essence of the Toyota production and management system.  And 18 years since Jim founded the Lean Enterprise Institute.  Over those 25 years, Jim has seen and written about the Lean transformation successes and struggles of individuals and organizations as they strove to deliver more value for their customers.  Jim will share what he has seen and learned, share his thoughts on where the Lean movement is today, and what is in store for the future.    

Jamie Bonini, Vice President, Toyota Production System Support Center Corporation

Small Changes, Big Impact: The Toyota Production System

Years of manufacturing experience have taught Toyota that small improvements can make a big difference – and they’ve learned that this approach can help other organizations too.  So, for more than twenty years, Toyota has shared its know-how with other manufacturers, non-profits, governments and community organizations to help them find better ways of doing their day-to-day work. Sharing ideas this way helps each Toyota partner stay competitive and preserve jobs or support more people in need – and that benefits us all.  You will learn Toyota’s approach to help organizations learn and apply the Toyota Production System through several case studies.  Thanks to this hands-on approach, Toyota empowers organizations to develop people who will surface and solve problems and ultimately lead a culture of continuous improvement independently.   

Breakout Session

Lean Would Be Easy If It Weren't for the People

Scott McAllister, Prosci

Have you ever implemented a Lean improvement only to find performance slowly returns to ‘the way it’s always been done’?  Lean value stream transformations and kaizen events target process improvement, but the process involves changing how people get work done.  If we don’t address the people side of change, we won’t realize the full potential of our Lean solutions.  In this interactive session, we’ll explore practical solutions to address the people side of change in your Lean journey. Participants will leave with a framework that can be immediately applied to enhance the sustainability of Lean improvements.

Understanding Lean Transformation

Scott Heydon and John O'Donnell, Lean Enterprise Institute

Successful transformation calls for a situational approach based on addressing a series of questions.  While the lean transformation model that has emerged through years of experience is situational, the questions represent a clear point of view: If an organization fails to address each question, and how each relates to the others, the transformation is headed for trouble.

Participants will:

  • Understand the five dimensions of organization change
  • Gain insights into key elements of a lean organization and the Lean Transformation Model
  • Reflect upon your own organization’s progress and challenges
  • Use key questions to create a framework to guide your organization’s transformation

Zobeieization, The Archenemy of Lean Thinking

Robert Brown, Collective Wisdom

This presentation examines the role of people in the success or lack of success in Lean implementation. Achieving and sustaining results depends on the actions of front-line workers. If one or more are zombies, Lean won’t work. The audience will learn how to identify zombies and eliminate their deadly effect. It is postulated that improving the people side of Lean can improve results by two or three times; that is the intent of this presentation. 

Why TWI?

Donald Dinero, TWI Learning Partnership

People see the TWI programs as only training programs.  In reality, TWI teaches fundamental skills that everyone needs to be truly successful.  In learning these skills, participants gain other skills that are usually difficult to attain.  “Using TWI will not make you Lean, but you can’t become Lean without it.”  Why is TWI considered a foundational aspect of Lean? Why do you need to master the TWI programs in order to be truly successful at Lean.  If you do not know how the TWI Programs can help you become successful with Lean, come to this presentation and ask your questions. 

Growing People While Doing the Work

Hollie Jensen, Results Washington

Coaching is an art that takes practice, so how do we get better at it? One challenging part about coaching is knowing when to teach, ask focused questions, or provide a challenge. How do we know what to listen for, what to observe, and what to ask? In this session we will further explore how to assess the learner and decide what act(s) of coaching to use. This session is designed to share some of the key learnings from the State of Washington’s Lean Fellowship program in the Governor’s Office. In this session, you will hear directly from those coaching and being coached and get the opportunity to ask questions and work through specific situations to further your learning as a coach.

Eliminate Fear: Creating a Workplace of Participation, Trust and Results at Enterprise Services

Chris Liu and Renée Smith Nyberg, Department of Enterprise Services

It is a challenge to move past merely teaching employees Lean concepts to embedding Lean thinking as a normal part of work. But when this happens teams experience  substantial benefits. Enterprise Services employees from the Small Agency Finance Team and the Contracts, Procurement and Risk Management Team share their stories of solving organizational and process performance issues. They moved from resistance and blame to a culture of ownership, ideas and action. By actively applying Lean thinking and practices, they enjoy higher team engagement and tangible results.

Clinic Room

We’re trying a couple of new things this year. For one thing, we’ve added “clinic rooms” on each day. Here’s the idea: There is so much talent and expertise at these conferences that it seemed a shame not to set aside more question-and-answer time. Got questions, or want to hear more details about something? Swing by a clinic room.

Using Performance Management to Set the Foundation for Lean

Jeff Watson, Seattle City Light

Performance management involves clearly establishing the roles and responsibilities for individuals in a process and setting accurate metrics to monitor performance. Performance management also highlights opportunities and what improvement activities need to be undertaken.  Seattle City Light is using performance management to set a solid foundation before engaging in Lean.  This presentation will focus on how performance management has transformed parts of the utility and is being used as a guide for the utility’s Lean journey.

Government That Works, How Public Servants are Driving a Results Revolution in the States

John Bernard, Mass Ingenuity

In conducting research for his recently published second book, Government That Works, John Bernard has spoken to dozens of governors and state leaders about lean and results-driven government. With forewords from Gov. Snyder (Michigan) and Gov. O’Malley (Maryland) and endorsements from other governors, one governor called the book the “good to great” recipe for government. John will share his research and the experiences of some of the cutting edge states, including Washington, Oregon, and Utah. Participants will learn about the best practices and tools for creating government that works.

Lean in Philanthropy—An Innovative Application of Lean in a Non-Traditional Setting

Maria Carney and Jessica Sherry, Bill and Melinda Gates Foundation

This presentation is the story of the foundation’s journey leveraging a lean approach to both standardizing and improving its core internal process to achieve improvements in stewardship and impact. Using stories from the work her team has facilitated, she will highlight the many similarities (and a few differences) between the philanthropic world and other types of organizations in which conference participants apply their lean expertise. The discussion will include:

  • Problems to be solved
  • Approach and application of lean
  • What worked (sometimes surprisingly) well
  • What was and still is challenging
  • Embedding the capability and mindset

This initiative was recently awarded the Lean Best Practice Award by the Institute of Industrial Engineers for its innovative application of Lean.

Building an Effective Management System—Insights and Learning From the UK Government

Alec Steel and Kevin Summersgill, UK National Audit Office

We’ll share our insights from systematically assessing management systems in over 100 organizations across UK government. Our focus will be on presenting our learning from analyzing what’s helping organizations build more effective management systems that achieve sustained improvement and business benefits. We’ll share our approach to diagnosing the management system’s problems and how our work is helping organizations to identify where to start and move from one-off, event focused improvement to building the capability for sustainable results.

Mindsets Matter: The Neuroscience of Leading Change

Terri Egan and Suzanne Lahl, SyncUp Leadership Group

“We are wired to avoid change, so initiating change in a workplace is often met with resistance, stress and concern. Brain research suggests we rely on our usual patterns of behavior and our usual way of accomplishing tasks. In this session, Mindsets Matter examines the neuroscience behind the tendency to “go with what you know” and presents methods for optimizing ways to introduce change in a fast-paced, complex environment. By understanding what makes us and those around us fall into habit, and how to best manage that instinct, you can adapt to changes with more agility, insight and wisdom.”

Lean Your Hierarchy!

Michael DeAngelo, WaTech

Self-organizing systems allow organizations to adapt more quickly to change and create a more empowered workforce. Instead of leaning the business processes, companies have been leaning the fundamental way in which they organize and operate.  Although companies worldwide have been making this transition, governments have not. Until now. Washington Technology Solutions (WaTech) is the first government in the world to begin this transition and has been operating a self-organizing systems since February of 2015. This presentation will be a primer on self-organization, what Washington State has been doing to Lean our operating system, and our results thus far.

Making Space for Innovation With Liberating Structures

Charley Haley and Sage Vann, Back Loop Consulting

A roll-up your sleeves immersion workshop that engages everyone in immediately practicing 2-4 Liberating Structures. LS ( are simple methods that make it possible to include more people in shaping the future together – from in-the-moment Kaizen events to enterprise strategy and design efforts. In the course of 60 minutes, we will get to know the community of practice, give-and-receive help on Lean challenges, and experiment with new ways of generating novelty by inviting creative destruction.

Measurable Improvement With Employee Engagement: How the City of SeaTac Significantly Improved Employee Engagement Scores in Two Years

Tracey O'Rourke, Integris Performance Advisors and Gwen Voelpel, City of SeaTac

In 2012, The city of SeaTac embarked on an initiative they called, "Align and Improve." The city of SeaTac started with an employee survey to measure Alignment, Capabilities and Engagement.  Scores were dismal, and the City had a lot of work to do to improve the results.  The timeline includes: Administering a city-wide employee engagement survey; Creating and communicating the city's Vision, Mission, Values and Goals, known as the Roadmap; Creating department level Vision, Mission and Goals that roll-up to the city-wide Vision, Mission and Goals; Creating a city-wide Dashboard and department level Dashboards that roll-up to the city-wide dashboard; Conducting process improvement efforts in four main process areas; and implementing Leader Standard Work.

In the last two years, the leadership team has worked very hard to improve Alignment, Capabilities and Engagement with in the City.

The survey was conducted again in June 2015 with statistically significant improvements in all categories.  This is the story of what the city of SeaTac did to have such incredible results.

This presentation directly relates to the theme of the conference, because culture change can be difficult to measure.  It can also be difficult to affect...with a focused effort, SeaTac did both!

Excellence Organizations Have Excellence People

Christoper Lindstrom, Ceptara Corp.

Excellence Organizations have Excellence People - Lean and Six Sigma methods have numerous tools that help organizations and teams find more efficient and effective ways to operate.  However, Lean and Six Sigma do not have specific tools that help individuals achieve the same.  Learn an approach that will help your people engage, envision, and execute more effectively.  Participants will learn that they are whole people, i.e. we serve several communities such as professional, personal and family; and we only can give 100% of our time and energy.  We make choices everyday about how we behave and where we 'spend' our time - participants will be reminded that they control those choices.  Everyday decision making must be connected to a goal to assure that we prioritize daily chaos to remain focused.  Participants will be shown an operational approach to assuring project based focus while managing email (and other distractions).

Frontiers of Lean Transformation Panel: Insights and Outlooks

Diane Miller, Virgina Mason Medical Center Scott McAllister, Prosci Dean Schroeder, University of Virginia,  Jim Womack, Lean Enterprise Institute and Jitinder Kohli, Deloitte


Making it Real, State Leaders' Panel

Rick Garza, Washington State Liquor and Cannabis Board Marci Frost, Department of Retirement Services Pat Kohler, Department of Licensing, and Joel Sacks, Department of Labor and Industries


The Results Leader—Leading the Unknown Journey

Kelly Johnston and Tom Moore, Mass Ingenuity and Susan Lucas, Health Care Authority

Leading the journey to become a results-driven “government works” organization requires strength, resilience and endurance. Leaders must develop a tolerance for ambiguity, and access tools and resources that will build and sustain confidence in the midst of chaos.  In this session, you will learn more about the types of ambiguity, receive helpful tools and samples that are scalable and can be used by leaders at various levels.

A senior executive from the Washington State Health Care Authority will present their recent insights on challenges and successes while navigating large-scale changes.  Through an interactive segment we will ask the audience to share their collective experience of getting results while leading in the midst of chaos.  At the end of the session, attendees may opt-in to receive an email with the presented materials and collected audience input.

Sustaining Lean and Creating a Culture of Continuous Improvement

Haneef Chagani, PricewaterhouseCoopers LLP and Shelley Whitehead, Government of Saskatchewan

Many organizations find it challenging to sustain Lean improvements in the long-term.  Improvements gained through Lean events in the workplace often wane over time.  Lack of deliberate efforts to change the mindset and behavior of managers and supervisors is often the reason why change does not stick.   The presentation will focus on key levers for cultural transformation.  A case example of how a public sector organization in Canada rapidly delivers results through optimizing what managers in the organization do, how they do it, and the tools they use will be presented.

State Agency Case Studies: Come and Hear Success Stories and What They Learned Along the Way

Sherry Dennis, Department of Social and Health Services-Everett, Cyndee Baugh, Department of Licensing Jim Pendowski, Department of Ecology and Pamela Singleton, Office of Financial Management and

A moderated discussion on key lessons learned in Lean journeys from state agencies.

Department of Ecology Presenter: Jim Pendowski

Department of Ecology's Toxics Cleanup Program (TCP) oversees the cleanup of contaminated sites.  TCP provides grants to local governments to clean up sites and return them to productive reues.  Grants are often under-spent because of the lengthy cleanup process.  Now grant recipients must provide more accurate spending plans and work schedules.  In 2013, TCP mapped out its cleanup process and set expectations for cutting time during each phase.  We include milestones in new legal agreements that accelerate cleanup work.  TCP also focuses on our Workplace of Choice initiative to help the program culture adapt.  We involve all staff in strategic planning to direct our work.

Department of Licensing Presenter: Cyndee Baugh

DOL is excited to share their Lean journey. They are using Lean  to make it a great place to work. They are focused on Leadership commitment, training and assessing their own progress. They

continuously improve how they’re integrating Lean into their culture. Increased employee engagement is resulting in better service to their customers.

Department of Social and Health Services (Everett) Presenter: Sherry Dennis

The presentation reflects the LEAN journey process used by the DSHS Everett Community Services Office. The “DAILY HUDDLE-UP” demonstrates how to assist individuals to overcome communication barriers, encourages staff engagement, and increases staff morale.

Office of Financial Management Presenter: Pamela Singleton

Office of Financial Management’s (OFM) State Human Resources

Staff were faced with increasing the frequency and workload around administration of the statewide employee engagement survey last year. They used Lean Value Stream Mapping and Problem-Solving over the past year to improve the process without adding human resources.

The approach they used is standard work at OFM and involves idea generation, selection and incremental testing by the workshop team who track the mini-experimentation on a visual board.

Lessons Learned from a 2-year Continuous Improvement Journey - 10 key lessons            

Norm Alberg, King County and Evans Kerrigan, Integris Performance Advisors

King County’s Records and Licensing Services (RALS) Division has been focused on establishing a continuous improvement culture for over 2 years. 

RALS has had many successes and learned some powerful lessons – which will be shared from Senior Leadership and front line employee perspectives.

The presentation will have a particular focus on Employee Engagement and Leadership Development.

Clinic Room

We’re trying a couple of new things this year. For one thing, we’ve added “clinic rooms” on each day. Here’s the idea: There is so much talent and expertise at these conferences that it seemed a shame not to set aside more question-and-answer time. Got questions, or want to hear more details about something? Swing by a clinic room.

Open Space

The second new thing we’re trying: Open Space discussions. These are small groups that gather to discuss a particular topic of interest. We’ll share more about this process each morning and throughout the days, but the idea is simply to create space for folks to discuss what they’re learning, how to use it, or anything else that seems relevant. As you move around the conference center, you’ll see small groups of people talking, typically with the topic posted on a wall nearby. Feel free to join the conversation—or start your own.

Sharing Our Journey and Key Lessons—Panel

John Bernard, Mass Ingenuity, David Guliana, Washington Business Alliance, Fred Jarrett, King County, Alec Steel and Keven Summersgill, UK National Audit Office

Teams Work! How to Have More Fun and Cultivate Better Results on Your Lean Journey

Brett Cooper and Evans Kerrigan, Integris Performance Advisors

Want to have more productive relationships with your co-workers? Want to be a more effective contributor to your agency’s Lean Journey? Want to have more fun at work? Effective teamwork is a large part of the answer!

Teamwork is at the heart of the Lean Journey. So what do cohesive teams do that other, less effective teams don’t? During this engaging session, Brett Cooper and Evans Kerrigan from Integris Performance Advisors will explain “The Five Behaviors of a Cohesive Team,” a simple yet powerful framework for building better teams. They will bring the model to life by sharing success stories from real teams, including several from Washington government. You’ll leave with many actionable ideas you can apply immediately to improve the results of every team you’re on.

Learning Organizations, Lean and Leadership. Lean Processes = Better Patient Care?

Elizabeth Alley and Rowena Browman, Virginia Mason Medical Center

The Virginia Mason Production System (VMPS) is a product of Virginia Mason’s (VM) application of the Toyoda Production System to a medical center.   Since the early 2000’s, VMPS has been the foundation of VM’s strategic plan.    An important part of VMPS success we have been creating and sustaining transformational leadership teams.  The four components of transformational leadership, idealized influence, inspiration motivation, individualized consideration and intellectual stimulation have provided a solid foundation for VMPS leader’s standard work.   We will present lean leadership challenges and successes in our healthcare setting.    

"Toyota Tough: How Toyota and Other Great Organizations Ensure Lean Sustainment"

Samuel Obara, Hosha.ORG

We’ve all probably heard that Lean is really just common sense.  If it is common sense why do so many Lean efforts fail after implementation?  All organizations experience failures and setbacks along the Lean journey, even Toyota.  Why do some organizations continue to bounce back from “failure” and keep trying to improve while others let Lean fade away?  What are the key signs that Lean organizations can see and counteract to keep them on track and sustain the gains they are making?  This pictorial presentation will show examples of how great organizations, like Toyota, continue to learn, improve and evolve to maintain a healthy “Lean” culture.

Idea Driven Organizations

Dean Schroeder, Valparaiso Univeristy

Too many organizations are overlooking, or even suppressing, their single most powerful source of growth and innovation. And it’s right under their noses. The frontline employees who interact directly with your customers, make your products, and provide your services, have unparalleled insights into where problems exist and what improvements and new offerings would have the most impact..

Mature Your Metrics: Stop Tracking Administrivia and Start Using Data to Drive Results

Cheryl Hammond, Northwest Cadence

Whether you're the measurer or the measuree, in this session, you'll learn not just which metrics work, but why and how. Understand the difference between true metrics and proxy metrics, and good proxies and evil ones. Discover a framework for evaluating any metric, a Hall of Shame covering some of the worst most popular benchmarks, and one true guide to point you to the very best metrics of all. See some great examples of visualization that make metrics sing, and leave with several concrete measures you can begin tracking as soon as you get back to your desk.

Visualizing Your Lean and Agile Workflows

Arun Kumar, Kerika

Let’s face it: documenting your Lean processes and best practices in a fat three-ring binder isn’t going to win many friends or influence a lot of people. And you don’t want your best work to get filed away, unread or ignored! But that happens all too often with traditional ways of capturing your workflows, and it’s hard to achieve continuous improvement when people are continuously tuning out.

A far more effective way of getting people to actually adopt your improved Lean processes is to use Visual Workflows.

Visual Workflows are an effective mechanism for teams to continuously review and improve every aspect of the organization’s workflows, whether it’s the way an audit gets done, or the way a help desk deals with a broken computer. Visual Workflows can be accessed from any browser, anywhere, and can include both process steps and standard document templates. There is no publication process to worry about and no need to lug around 3-ring binders: instead, everyone in your organization can easily and reliably access the most up-to-date workflows and best practices, tailored for your organization by your own Lean experts.  This is how you can deliver Lean Results every day, across every part of your organization!

This breakout session will feature examples of Visual Workflows and help you think about how you can capture your own team’s best practices and share them across the organization.

Engaging Our Patients and Families in Continuous Performance Improvement

Jenny Davidson and Kelly Fisher, Seattle Children's Hospital

Overview of family-centered care in Psychiatry: A description of our journey to include the family voice in Continuous Performance Improvement (CPI).  We will address barriers and skepticism about the inclusion of patients and families in CPI work. Demonstrate Liberating Structures, which is a practice we’ve adopted to engage patients, families, and staff in improvement work.  Presentation will be interactive and engage participants in creating their own plans for how to include their customers in CPI. 

Let's Improve Our Communication

Brett Cooper, Integris Performance Advisors

At last year’s conference, Brett Cooper and Darrell Damron introduced us to Everything DiSC, which helps people understand their own natural tendencies as well as the behavioral preferences of others. Over 1,100 attendees completed a FREE personal assessment. Since then, people have been asking for more guidance on how to make the most of this powerful tool. 

This year Brett is back to take us further on the journey toward more effective government by helping us improve how we communicate with each other.

If you completed the assessment in 2014, this session will provide you with valuable new ideas. If you missed the opportunity last year be sure to attend this session, as once again Brett will be making the Everything DiSC Workplace assessment available for FREE to all attendees.

Clinic Room

We’re trying a couple of new things this year. For one thing, we’ve added “clinic rooms” on each day. Here’s the idea: There is so much talent and expertise at these conferences that it seemed a shame not to set aside more question-and-answer time. Got questions, or want to hear more details about something? Swing by a clinic room.


Open Space


The second new thing we’re trying: Open Space discussions. These are small groups that gather to discuss a particular topic of interest. We’ll share more about this process each morning and throughout the days, but the idea is simply to create space for folks to discuss what they’re learning, how to use it, or anything else that seems relevant. As you move around the conference center, you’ll see small groups of people talking, typically with the topic posted on a wall nearby. Feel free to join the conversation—or start your own.


Personal Transformation


Sam Bracken, FranklinCovey

This session will be about personal  “transformation change” and how we can move past our struggles and toward our hopes and dreams regardless of our current situation.  

Personal Kanban Beyond the Desk—How to Run a Real Project

Jim Benson, Modus Cooperandi

Lean Project Management respects the people doing the work and focuses relentlessly on increasing quality work. This means we need to create the right work at the right time in a way that makes people happy or, at the very least, alleviates some of their pain. This is best served by keeping projects small, well defined, and with demonstrable benefits (outcomes).

In many government agencies, this seems to be a tall order. Work is by its very nature big-batch (you can’t build a little bridge or educate half a child). Work is often mandated (inefficient operating parameters and unreasonable expectations come with the project funding). Work is personally dangerous (legal tightropes like HIPAA, oversight for agencies dealing with children, or exposure to situations in parks, wildlife, or on the roadways of WSDOT.

Jim Benson, who has led talks about Personal Kanban to manage personal work, will expand on his talks from the last two years and cover how we can better plan projects, achieve better results, and create a safer, Jim Benson began his career as an urban planner, working in or with government agencies in over 40 states, Canada, and Europe. He has since owned a software company that worked directly with government agencies to help better manage sticky problems. (Ask him...boy does he have STORIES!) Working in project management for large government and software projects led him to develop Personal Kanban which started a personal journey in finding the easiest, least-painful ways to give us all the flexibility necessary to do difficult and important work. He and his co-author Tonianne DeMaria Barry won a Shingo Award for their book Personal Kanban. They have had the good fortune to work with companies and government agencies of all sizes on six continents.more enjoyable working environment using some simple tools.

Cultivation a Lean Culture that Delivers Positive Results

Nathan Navarro, University of Washington/Boeing

More organizations fail from a lack of creating the right culture than from using the wrong Lean improvement tools. Many Lean practitioners focus on Lean tools (VSM, 5s, Kanban and JIT) and overlook the importance of the people side of Lean. Mr. Navarro’s presentation

will be focused on the people side of Lean to include the following topics tailored for the Lean conference: workplace culture, process improvement vs. workforce productivity improvement and employee engagement. In order to make positive impacts through Lean we must cultivate employees to embrace and follow through on Lean strategies and tactics within our working environment.

Getting Back to Basics: Observations and the Scientific Method

Kelly Fisher, Seattle Children's Hospital and Stephanie Daclison, The Everett Clinic

When we problem-solve, we often think of a “solution” first. We implement quickly, without preparing for change, with little baseline data, no observation, and no plan for how we will measure results. Why is the scientific method not used more often? (is it the tools? the mindset? the way we manage?)

Describe strategies for:

  • Engaging people in observations (“light bulb” moments that occur when we observe)
  • Returning CPI to its essence (making the problem-solving methodology accessible to all)
  • Moving from “rearview mirror” problem-solving (capturing what we DID do) to describing what we WILL do or COULD do (experiments and hypotheses)

Key Performance Indicators: Using Key Behaviors to Drive Performance

David Mort, Hawes Financial Group

The Shingo Model teaches to have strong performance we must have strong strategic deployment.  Clear vision around Key Performance Indicators (KPI’s) and Key Behavior Indicators (KBI’s) will give organizations focus to exceed expectations. Unfortunately, it is common for leaders to focus so heavily on performance that they forget the key role behaviors play in achieving success.  In this workshop, participants learn how to use their KPI’s to identify the KBI’S that move the needle towards the desired metric outputs and develop coaching strategies to raise the performance of staff and ultimately hit target outcomes.  

Telling Stories With Your Data

EA Weymuller and Anders Maul, LiveStories

Being lean is not only about being more efficient it's also about being more effective. Government agencies can significantly improve their effectiveness by leveraging data. We all need data insights to guide our decision-making, but getting from spreadsheet to useful information can be a tedious and time consuming process. This session will cover how you can make your data accessible to stakeholders, explore tools to analyze, visualize, and present the data and share best practices around presenting data internally and externally. Optimizing your reporting and data analysis process does not only save you time, it also helps you make more timely and informed decisions.     

Cultivating Leadership to Achieve Results

Mike De Luca and Paul Horton, The Athena Group

The Lean journey can be transformational and exciting for an organization.  It can also be daunting and frustrating too. How do leaders figure out how to transformal the people, the processes and the performance of an organization? Culture is not cookie cutter.  What works for one organization may not work for another, but what can help is to have a framework for developing a customized Lean transformation Roadmap, including applying Management Systems, Leader Standard Work, and the new actions and behaviors necessary for leaders to create an intentional culture.

Coaching to Create an Environment Where Improving the Work Is The Work

Mike Martyn, SISU Consulting Group/Shingo Institute

At the heart of a leader's role in creating a culture of continuous improvement is to coach and develop their people.  Often overlooked however, is the role management systems plan in driving behavior and creating opportunities for leaders to connect and engage their people on a daily basis.  based on SISU's "Coaching Camp" where leaders learn the principles of world-class coaching in a learn-by-doing format, this session shows leaders how to design principle-based management systems that create an environment of team-based problem solving and daily kaizen.  In addition, the session uses case study examples of how to define and implement ideal behaviors of successful coaches, get buy-in and engage people in the change process and implement the foundational elements of the 4-Key Systems.

Shift Your Lead! From Change Fatigue to Nimble Ninja—How to Get Things Done

Jennifer Haury, CHI Franciscan Health

Leaders and teams feel change fatigue because everything is moving—targets, priorities, processes, environments, people, ideas, technology—the list is endless.  Amidst the “shiny objects” there is never a shortage of things to get done.  Come learn a simple 3 step framework you can apply at any level to clear the noise of change fatigue and start to realize results. 

Intentional Culture: The Role of Leaders in Lean Transformation

Tracy O'Rourke, Integris Performance Advisors

The Lean journey can be transformational and exciting for an organization.  It can also be daunting and frustrating too. How do leaders figure out how to transformal the people, the processes and the performance of an organization? Culture is not cookie cutter.  What works for one organization may not work for another, but what can help is to have a framework for developing a customized Lean transformation Roadmap, including applying Management Systems, Leader Standard Work, and the new actions and behaviors necessary for leaders to create an intentional culture.

Stop! don't Send Everyone to Training

Andre Helmstetter and Brian Kerr, Kone Consulting

Sending whole teams of agency staff to lean training isn’t always possible or practical. Koné Consulting consultants will share methods they’ve used to introduce lean philosophy and methodologies to teams in various government agencies using a “learning by doing” approach. The presentation will give practical examples of how to develop continuous improvement habits by having staff dive in and learn while solving problems they experience in the workplace. André and Brian will discuss the coaching, consensus building, and facilitation techniques they’ve used to show people how to design and improve their work to generate flow and better serve customers.


Applied Lean Problem-Solving: A State and Local Partnership to Restore Shellfish in Samish Bay


Karen DuBose, Skagit County Department of Public Works and Steward Henderson, Results Washington

How can lean tools be applied to help us tackle some of the hardest problems government faces?  Cleaning up pollution that has closed shellfish beds in Samish Bay requires a partnership among dozens of different government and tribal agencies at all levels, plus the active cooperation of hundreds of landowners and thousands of citizens.  This case study examines how a lean problem-solving approach led to an intense on-the-ground effort that has created a new way of doing business, with ripple effects across the state.  Key aspects and lean tools highlighted will include:

  • A3 problem-solving
  • Data analysis
  • Expanded collaboration
  • Rapid prototyping and “real-time” change
  • Overcoming bureaucratic obstacles                                                     
  • Turning “defects” into a way forward.

Building Lean Capacity From Within Our Organization

Linda Kleingartner, Julie Thumser-Kerleeand Adolfo de LeónDepartment of Social and Health Services

From 2012 to current, DSHS has trained over 150 Lean Practitioners from existing resources through the DSHS Lean Practitioner Certification Developmental Job Assignment (DJA) program. This presentation will cover: an overview of the program including the purpose (to expand the depth of Practitioners within DSHS who can facilitate continuous improvement projects, teach Lean principles and apply Lean thinking in daily work in accordance with Executive Order13-04); the results from the program; how the program was created; the mindset and culture that supports the program; and steps organizations can take to build capacity with a similar program or approach.    The program supports the development of DSHS employees as problem solvers through mobilizing localized practitioners who can promote localized training, mobilization and use of Lean concepts, tools, and participation in continuous improvement and problem solving.  The presentation will cover how the program began, lessons learned, how to start a similar program and the mindset and culture required to create, align, and maintain this program in an organization of 17,500 team members in 7 different administrations.

60 Ideas for Cultivating Results in 60 Minutes

Sheri Sawyer, State Auditor's Office

This fast-paced panel discussion invites six local government leaders to share ideas and topics that generate buzz. You’ll walk away with 60 awesome ideas in 60 minutes! ResultsWA <or SAO> staff in attendance will live tweet the 60 ideas for a highly interactive session that government officials can reference and learn from in Tacoma, and beyond

Developing People Through Continuous Improvement

Becky Nowlin-Baird and Brett Jackson, Premera Blue Cross

It's been said that Toyota builds people, not cars. How can you make sure your continuous improvement efforts build people's skills and thought processes and not just benefit the bottom line.  Hear how Premera's journey transitioned from focusing on the very tangible objectives to a focus on building people to see problems and solve them with improvements.

Lean Innovation in Government

Gifford Pinchot, Pinchot University

Lean Innovation in Government
1. How Innovation Actually Happens: the surprising pattern of successful innovation
2. The Role of the Intrapreneur in Lean Innovation: How the entrepreneurial spirit inside an agency can accelerate lean innovations
3. How Forest Service Intrapreneurs Boost Efficiency 80%: Case Histories
4. Lean innovation in Government: How to create a system that supports lowering costs and providing better service.

Liberating Structures: Simple Rules that Make it Easy to Incllude and Unleash Everyone in Shaping the Future

Fariba Fuller, King County and Lis McNicholl, Boeing

When you feel included and engaged, do you do a better job?  Do you think teams in which people work well together produce much better results? Have you noticed the best ideas often come from unexpected sources?  Do you want to work at the top of your intelligence and give the same opportunity to others?

If YES, join us for a hands-on learning session to experience the power of Liberating Structures to put the innovative power, often reserved for experts, in the hands of everyone.  Key take-away includes: understanding of principles behind Liberating Structures and simple methods to try out.

"Short Talk" with State Agencies: Hear Their Success Stories and What They Learned Along the Way

Phil Castle, Health Care Authority, Carly Kujath, Department of Corrections, Ellen Matheny, Washington Student Achievement Council, and Steve Sinclair, Department of Corrections