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New Course is offered on “Breakthrough Project Portfolio Performance: Applying the Best of Critical Chain, Agile, and Lean” in Washington, DC
New Course is offered on “Breakthrough Project Portfolio Performance: Applying the Best of Critical Chain, Agile, and Lean” in Washington, DC 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense
Submitted By: Robyn Burghard

In collaboration with BAU International University and Fortezza Consulting, NOVACES is offering a new one day course on an innovative mix of nine proven techniques from multiple leading methods—including Critical Chain, Agile, and Lean—integrated harmoniously to boost performance dramatically. This approach provides leaders in project-centric organizations with a framework for unifying project teams and stakeholders at all levels, for enhancing the flow of productive work, and for aggregating risk for much higher portfolio reliability.

In spite of decades of attempts to improve the performance of project portfolios, survey after survey reports persistently poor results in all project-centric industries across the globe. While some task-level methods such as Agile have helped in some cases, the portfolio-level throughput of reliable project completions remains stubbornly low.

This full-day class session presents an innovative mix of nine proven techniques from multiple leading methods—including Critical Chain, Agile, and Lean—integrated harmoniously to boost performance dramatically. This approach provides leaders in project-centric organizations with a much higher-powered framework for unifying project teams and stakeholders at all levels, for enhancing the flow of productive work, and for aggregating risk for much higher portfolio reliability.

Who Should Attend?

This course is for executives who are on a mission to jack up the performance of their project portfolios, and who are no longer satisfied that established “best practices” are sufficient to achieve their organizations’ business and mission objectives.

The course cuts through the confusion and zealotry of leading improvement approaches, and distills them down to a practical set of specific techniques you can apply for maximum benefit to your project portfolio.

If you seek a carefully designed set of proven, harmoniously integrated techniques engineered to deliver significantly higher performance thresholds–all presented in an applied, focused manner with executive audiences in mind–then this course is for you.

Instructors

Mike Hannan is CEO and Principal Consultant of Fortezza Consulting. He brings nearly 25 years’ experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex initiatives such as the International Space Station and High-Performance Computing & Communications (HPCC) programs. He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike is an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. He is also the lead author of the recent book, The CIO’s Guide to Breakthrough Project Portfolio Performance (2014). Mr. Hannan has been a Theory of Constraints Jonah since 2011, a PMP-certified PM since 2005, and has Masters degrees in Information Technology and International Affairs.

Bahadir Inozu, Ph.D. is a Co-Founder and Principal of NOVACES, LLC. He is a world-renowned expert in integrating best-of-breed methodologies for superior performance. He is a Lean Six Sigma Master Black Belt and a Theory of Constraints Jonah. He has more than 20 years of performance-improvement experience in government and the healthcare, maritime, and maintenance, repair, and overhaul (MRO) industries and he has worked with over 40 organizations. He led more than 20 major applied research projects and wrote more than 70 journal articles and conference papers. Previously, he held the positions of Professor and Chairman of the School of Naval Architecture and Marine Engineering, and Professor in the Engineering Management Department at the University of New Orleans. He is a co-author of “Performance Improvement for Healthcare: Leading Change with Lean, Six Sigma and Constraints Management” (McGraw-Hill 2011).

When: Friday, August 28, 2015, 8:30 A.M. to 4:30 P.M.

Where: BAU International, 1510 H Street NW, Washington DC, 20005

Cost: $499

Government Employees and PMI Members get $100 discount. Government Employees who also have PMI membership get $200 Discount. If you bring your boss, it is free.

8 PDUs for PMI (Category B); lunch is included;

For Registration, please visit: http://www.fortezzaconsulting.com/registration/
For more information please contact:
Baha Inozu,
NOVACES, LLC
8 Robbins Street | Suite 101
Toms River, NJ 08753
Office 732.383.6010 x101
binozu@novaces.com

Catching the HRO Wave: Marching Towards “Zero Harm to Patients”
Catching the HRO Wave: Marching Towards “Zero Harm to Patients” 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense
Submitted By: Dr. Bahadir Inozu

After seeing the benefits of becoming a High Reliability Organization (HRO) in other industries, Military Healthcare System (MHS) is transforming into an HRO, as mandated following a  Secretary of Defense ordered review of safety, access, and quality in 2014.  This review stated that, “The foundation for improving performance in the MHS rests on combining the concepts of an integrated health care system with those of high reliability organizations. The principles of a high reliability organization are operationalized through leadership engagement, a culture of quality and safety, robust process improvement,” according to the review.

HROs are able to reduce errors through culture changes and technology while working in an inherently high-stress, high-tempo environment. In collaboration with George Mason University, NOVACES sponsored a one-day workshop on “Developing a Culture of Safety in Health Care: The Benefits of Becoming a High Reliability Organization” on June 24, 2015 in Fairfax, Virginia to raise awareness about the benefits of HRO to encourage other Healthcare Systems to become HRO’s.

The workshop started with a focus on “Why Change?” and it provided a basis for understanding how adopting HRO operational practices can help create a culture of safety, reduce the number of errors, and meet safety, quality, and efficiency goals.

Why should hospitals become High Reliability Organizations?

It is estimated that as many as as many as 400,000 preventable deaths occur every year in the United States in civilian hospitals, according to an article published in the Journal of Patient Safety in 2013. Indeed, almost everyone knows at least one person who was harmed due to preventable mistakes at hospitals. Hence, there appears to be a consensus to increase the patient safety levels to new heights.

The Goal of becoming an HRO is “zero preventable harm in high risk operations.” Other high risk industries have achieved this goal to a certain extent such as the Aerospace, Civil Aviation, Nuclear Power Industries as well as Nuclear Submarines and Aircraft Carriers. Transformation to HROs is long overdue for the healthcare industry.

“If done properly, the quality of care will markedly improve throughout the transformation process. HRO is not just another initiative, it’s a commitment to your patients that’s too important not to make,” said Spence Byrum, CEO of HRS Consulting, Inc. He saw its amazing impact in aviation, as a former United States Coast Guard pilot.  There is a pending rule that will further reduce reimbursement for hospitals not proficient in an “all hazards” approach to disaster preparedness. “Reimbursements will go down if hospitals do not take an all hazards approach,” Byrum warned.

“You have a plan. Then life will let you know whether your plan is any good!” said W. Earl Carnes, who served as a Senior Advisor of DOE for High Reliability & Liaison with the Institute of Nuclear Power Operations (INPO).  He added “It is hard to see what HRO’s do. Most organizations focus on tools, but attempts to adopt practices without understanding concepts, models and principles routinely meet with failure. What is missing is how they think, how they work together, what they view as important. Perhaps the best way to learn is to listen to their stories, to hear about both what they do and how they think.”

“People who understand this approach best are those who have been vulnerable… People who have been at risk of dying” said Dr. Daved van Stralen, who pioneered the application of HRO principles in healthcare. He added, “There is a cross over, a threshold that changes the way they think. It is hard to translate that to other people.”

“Your life is a lot safer because of HROs” said Mark A. Crafton, Executive Director of State and External Relations at The Joint Commission. He gave examples from other his risk industries including aviation, banking and theme parks. Universal Studios in Orlando is a good benchmark, where the goal is to ensure safety of staff and visitors. Entire park and each stunt are under constant video surveillance and safety personnel intervene immediately when a safety risk is detected.

Some of the leading hospitals already started their journey to HRO transformation include Atlantic Health, Barnes-Jewish, Baylor, Cedars-Sinai, Cleveland Clinic, Exempla, Fairview, Floyd Medical Center, Froedtert, Intermountain, Johns Hopkins, Kaiser-Permanente, Mayo Clinic, Memorial Hermann, New York-Presbyterian, North Shore-LIJ, Northwestern, OSF, Partners HealthCare, Sharp Healthcare, Stanford Hospital, Texas Health Resources, Trinity Health, VA Healthcare System-CT, Virtua, Wake Forest Baptist, Wentworth-Douglass and MedStar Health. And the list is growing fast with the addition of the Military Health System.

The workshop participants also discussed “What blocks us from reaching the HRO goal? What are the constraints and how to break them? Which information will we need?” In the next article we will discuss these and “What to Change” to become an HRO.

Our work in Utah was featured on the Governor’s blog!
Our work in Utah was featured on the Governor’s blog! 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Submitted By: Brian MacClaren

Recently our work with the State of Utah was highlighted on Governor Herbert’s blog. To read his post, check out this link:

http://blog.governor.utah.gov/2014/08/why-it-matters-the-effort-to-reduce-recidivism/

Improvements from State of Utah’s SUCCESS Program Adds Jobs for Inmates and Doubles Revenue at Utah Correctional Industries
Improvements from State of Utah’s SUCCESS Program Adds Jobs for Inmates and Doubles Revenue at Utah Correctional Industries 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Oct 23, 2014

Improvements from State of Utah’s SUCCESS Program Adds Jobs for Inmates and Doubles Revenue at Utah Correctional Industries

Utah’s SUCCESS Program led by the Governor’s Office of Management and Budget (GOMB) has reported positive results on an initiative that supports of Governor Herbert’s mission to reduce recidivism (the relapse of criminal behavior) in the State. NOVACES, a management consulting firm that provides performance improvement solutions to the government, is teamed with Goldratt Research Labs to deliver operational excellence training and facilitation support to Utah Correctional Industries (UCI) as part of the initiative.

Studies show that 66% of inmates return to prison within three years of release, whereas inmates with UCI work experience return only 55% of the time. NOVACES is teaching new skills to the inmates and streamlining manufacturing processes in an effort to increase revenue and expand opportunities for inmates at UCI’s Furniture shop.

With the help of NOVACES and GOMB staff, UCI applied operational excellence methods to increase production capability in the furniture manufacturing process. As a result, the furniture shop was able to better manage production and could deliver more orders on time to its customers. The production capacity and revenue was more than doubled, and most importantly this has generated new job opportunities for inmates.

UCI expects to add between 21 and 26 new jobs for inmates as a result of the new manufacturing processes. Currently there are over 7,000 inmates in the Utah prison system at an average cost of $28,000 an inmate per year. Although 3,417 inmates are eligible to work, currently just 740, or 21%, are employed by UCI. Their goal is to be able to provide a job for every eligible inmate.

This initiative’s success will enable UCI staff to further expand process improvements to its 16 industries including construction, furniture, print shop, signs, and embroidery. Alan James, Director of UCI, thanked NOVACES for the excellent work on the initiative and expressed support of  replicating the outstanding success of the furniture shop in other UCI businesses.

Improvements from State of Utah’s SUCCESS Program Adds Jobs for Inmates and Doubles Revenue at Utah Correctional Industries
Improvements from State of Utah’s SUCCESS Program Adds Jobs for Inmates and Doubles Revenue at Utah Correctional Industries 2560 996 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Submitted By: Robyn Burghard

Utah’s SUCCESS Program led by the Governor’s Office of Management and Budget (GOMB) has reported positive results on an initiative that supports of Governor Herbert’s mission to reduce recidivism (the relapse of criminal behavior) in the State. NOVACES, a management consulting firm that provides performance improvement solutions to the government, is teamed with Goldratt Research Labs to deliver operational excellence training and facilitation support to Utah Correctional Industries (UCI) as part of the initiative.

Studies show that 66% of inmates return to prison within three years of release, whereas inmates with UCI work experience return only 55% of the time. NOVACES is teaching new skills to the inmates and streamlining manufacturing processes in an effort to increase revenue and expand opportunities for inmates at UCI’s Furniture shop.

With the help of NOVACES and GOMB staff, UCI applied operational excellence methods to increase production capability in the furniture manufacturing process. As a result, the furniture shop was able to better manage production and could deliver more orders on time to its customers. The production capacity and revenue was more than doubled, and most importantly this has generated new job opportunities for inmates.

UCI expects to add between 21 and 26 new jobs for inmates as a result of the new manufacturing processes. Currently there are over 7,000 inmates in the Utah prison system at an average cost of $28,000 an inmate per year. Although 3,417 inmates are eligible to work, currently just 740, or 21%, are employed by UCI. Their goal is to be able to provide a job for every eligible inmate.

This initiative’s success will enable UCI staff to further expand process improvements to its 16 industries including construction, furniture, print shop, signs, and embroidery. Alan James, Director of UCI, thanked NOVACES for the excellent work on the initiative and expressed support of  replicating the outstanding success of the furniture shop in other UCI businesses.

Our work in Utah was featured on the Governor’s blog!
Our work in Utah was featured on the Governor’s blog! 2560 996 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Submitted By: Brian MacClaren

Recently our work with the State of Utah was highlighted on Governor Herbert’s blog. To read his post, check out this link:

http://blog.governor.utah.gov/2014/08/why-it-matters-the-effort-to-reduce-recidivism/

The 4 reasons why project managers must appreciate methods and tools
The 4 reasons why project managers must appreciate methods and tools 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Submitted By: Robyn Burghard

Project management has two essential elements to it, the theory and methods on one hand and the tools and techniques on the other. The further you move up the scale from random tasks to organized projects, the more important it is that you are versed in theory and methods. I come across many people struggling with tools – being less than satisfied with the payback after much investment of time because they failed to appreciate the importance of understanding the methods before considering the tools. Of course, by the time you have decided you need a better approach you are probably thinking that you don’t have a lot of time to spend studying theory. Let’s run through the 4 challenges a project manager faces that cause a real appreciation for both methods AND tools:

Challenge #1: How do you get your arms around the big stuff?

Lay out a step-by-step process for what it will take to complete the project. Identify who will need to perform each step and how much time they will need to perform that step. The key here is the need to recognize that some tasks cannot start until other tasks are completed. This implies that delays in predecessor tasks will move successor tasks into the future. If you have this basic logistical plan in a project management software (it isn’t a project management software if it can’t do this) then, as one task is delayed, all the affected tasks will automatically be adjusted to reflect the delays. This automation saves a lot of useless effort having to explain why something on the list has not been addressed. It also gives you a clear prediction on when the project will be completed. Note that this prediction will change as you make good progress or experience delays. One mistake new project managers and executives make is to hide from, downplay or deny the effects of delays on their expected completion date until the deadline is right around the corner.

The situation often transpires like this: I don’t have time to develop a comprehensive plan because the time wasted doing so could have been used to make actual progress on the project. However, without a plan I don’t know where to focus my time and attention, so there is a good chance that I am not working on the right things at the right time even though I am working hard. If I am not working on the right things all the time, then I am at risk of experiencing avoidable delays. If I don’t have a sound plan and a method for keeping it current, then I have no idea if and how these delays are affecting the project. Eventually, the truth will be revealed. Since I was working really hard the whole time, the fact that the project is late must be due to some reason outside of my control. Without a formal plan against which to compare the actual execution, no one can prove that the delays resulted from something I didn’t do well – and I live to repeat the pattern on my next project. The theory, methods and tools provide the basics for breaking out of this trap.

A tool like BeingManagement project portfolio management software (BM3) are part of the solution, and it’s especially helpful that a lot of the theory of critical chain project management is built right in. For example, look at the way that BeingManagement has implemented the project network tool. The drag and drop functionality is amazing in BM3, but the way that sound project planning theory is coded into the network diagram tool is even better.

Stay tuned for challenge #2 in an upcoming post!!

The key to sustaining change is FOCUS
The key to sustaining change is FOCUS 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Submitted By: Bob Sproull

I want to talk about the current state of Lean, Six Sigma and Lean Six Sigma initiatives as it relates to sustainment. The Lean Enterprise Institute (LEI) conducts annual surveys on the subject of how well Lean implementations are going. Considering the last three surveys (2004, 2005, and 2006), the results do not paint a rosy picture. In fact, LEI reported in 2004 that 36 percent of companies attempting to implement Lean were backsliding to their old ways of working. In 2005, the percentage of companies reporting backsliding had risen to almost 48 percent, while in 2006, the percentage was at 47 percent. With nearly 50 percent of companies reporting backsliding, we are not looking at a very healthy trend, especially when you consider the amount of money invested in the initiative. Add to this what Jason Premo of the Institute of Industrial Engineers reports: “A recent survey provided some shocking results, stating that over 40% of Lean Manufacturing initiatives have hit a plateau and are even backsliding, while only 5 percent of manufacturers have truly achieved the results expected.” And finally in 2010 research by McKinsey & Co. showed that 70% of all changes in organizations fail!

Okay, so if Lean and Six Sigma aren’t working well enough, then what do I recommend should replace them? The fact is, we shouldn’t replace them at all!! They are vital to the success of all improvement initiatives. What is missing is the necessary focus needed to maximize your return on your improvement investment.

By focusing the Lean and Six Sigma principles, tools, and techniques on the operation that is limiting throughput, your profits will accelerate. And here, in its most basic form, is how it works. Based upon my experience and results, the key to successful improvement initiatives is focusing your improvement efforts on the right area, the system constraint.

Both Six Sigma and Lean are absolutely necessary for business improvement… the only difference being where and when to apply them. Keep in mind that all problems are not created equal, so the type of tool or action required and the order in which they are applied could be different depending upon the scenario.

NOVACES Announces Award with the Economic Development Administration for Disaster Recovery Services
NOVACES Announces Award with the Economic Development Administration for Disaster Recovery Services 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Submitted By: Brian MacClaren

NOVACES announced today that it has been awarded a task order under its Blanket Purchase Agreement (BPA) for Disaster Recovery services to the U.S. Department of Commerce’s Economic Development Administration (EDA).  Under this task order NOVACES, teamed with DADCO, will work with local, regional, state, and federal officials to develop economic recovery strategies, identifying recovery challenges and outlining technical assistance options and recovery actions that can be taken by officials of Faulkner County, Arkansas as a result of the deadly tornadoes they suffered earlier this year.

This work follows on similar work performed under this BPA in New Jersey in the aftermath of Super Storm Sandy and in Oklahoma in the wake of the May 2013 tornadoes. The firm’s role in these recovery efforts builds on experience gained as a result of their role in the Deepwater Horizon oil spill disaster response. Agile Emergency Management, a technique NOVACES pioneered during the Deepwater Horizon spill response, is  a revolutionary approach to incident management that improves disaster response logistics, delivers far better cost-control, and provides dashboard situational awareness for Incident Command leaders.

Learn More About DADCO Consulting…
DADCO consulting has developed a worldwide reputation for developing effective strategies for disaster recovery and reinvestment. Beginning with the Gulf Reinvestment Forum after Hurricanes Katrina and Rita, to the development of a reinvestment strategy for the Mexicali Valley in Baja California, helping the seafood sector in southeast Louisiana after the BP oil spill, and providing ideas for recovery of the devastated northeast coast of Japan. DADCO is developing a reputation as the leading disaster recovery firm in the field of economic development. More information can be found at http://www.dadconsult.com.

NOVACES Announces Award with the Economic Development Administration for Disaster Recovery Services
NOVACES Announces Award with the Economic Development Administration for Disaster Recovery Services 150 150 Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense

Jun 30, 2014

NOVACES Announces Award with the Economic Development Administration for Disaster Recovery Services

NOVACES, a management consulting firm that provides disaster response and recovery services, announced today that it has been awarded a task order under its Blanket Purchase Agreement (BPA) for Disaster Recovery services to the U.S. Department of Commerce’s Economic Development Administration (EDA). Under this task order NOVACES, teamed with DADCO, will work with local, regional, state, and federal officials to develop economic recovery strategies, identifying recovery challenges and outlining technical assistance options and recovery actions that can be taken by officials of Faulkner County, Arkansas as a result of the deadly tornadoes they suffered earlier this year.



This work follows on similar work performed under this BPA in New Jersey in the aftermath of Super Storm Sandy and in Oklahoma in the wake of the May 2013 tornadoes. The firm’s role in these recovery efforts builds on experience gained as a result of their role in the Deepwater Horizon oil spill disaster response. Agile Emergency Management, a technique NOVACES pioneered during the Deepwater Horizon spill response, is a revolutionary approach to incident management that improves disaster response logistics, delivers far better cost-control, and provides dashboard situational awareness for Incident Command leaders.



About NOVACES

NOVACES, a management consulting firm headquartered in New Orleans, LA, provides performance management, continuous process improvement (CPI), and project management services to both public and private sector organizations. The firm developed a disaster and emergency response framework, called Agile Emergency Management, to accelerate the recovery process and provide a big picture perspective to executive stakeholders. More information can be found at http://www.novaces.com or by calling 1-855-NOVACES.



About DADCO Consulting

DADCO consulting has developed a worldwide reputation for developing effective strategies for disaster recovery and reinvestment. Beginning with the Gulf Reinvestment Forum after Hurricanes Katrina and Rita, to the development of a reinvestment strategy for the Mexicali Valley in Baja California, helping the seafood sector in southeast Louisiana after the BP oil spill, and providing ideas for recovery of the devastated northeast coast of Japan. DADCO is developing a reputation as the leading disaster recovery firm in the field of economic development. More information can be found at http://www.dadconsult.com.

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Novaces | Lean Six Sigma Training | Process Improvement | Healthcare | Government | Defense