Course Information

The course will enable auditors to develop efficiency and effectiveness recommendations using continuous improvement tools, concepts and techniques.  Use of these simple, but powerful analytical tools during an audit will empower auditors to better and more rapidly understand the organization’s current challenges as they pull qualitative data.  These tools enable better auditor analysis with less relative time and effort.  Attendees will be able to write recommendations that are actionable and will have high potential for success when implemented. 

This hybrid analytical technique was specifically developed by experienced auditors and continuous improvement professionals practicing in a government environment. As a result, this approach is specifically tailored for government applications and has produced significant results in a variety of programs and service delivery models across the country.

This half-day, hands-on course will equip auditors with proven Lean, 6 Sigma, and Theory of Constraints tools. Auditors have long-used value stream flowcharting to analyze program processes.  This course teaches how to conduct value stream mapping (VSM) and also teaches how to use 8 additional gap analysis tools.  Auditor-students will learn to identify opportunities for system improvement and will learn to develop recommendations to greatly improve efficiency and effectiveness. 

Graduates will be able to:

·         Construct What Good Looks Like (WGLL) logic maps and detailed VSMs

·         Use gap analysis tools (5 Whys, fishbone diagramming, interference diagramming, vicious cycle analysis, Pareto charts)

·         Use future-state construction tools (e.g. Strategic Path, Capacity Model)

·         Data analysis techniques for use in audit resolution

1.       Introduction to Government Quality Improvement (GQI)

a.       Methodology

                                                   i.      7 Phases of GQI:  1) Charter It 2) Vision It 3) Map It 4) Gap It 5) Build It 6) Launch It 7) Track It

b.       Success in Government

c.       Depicting the “art of the possible” with the 9 Dot game.   

2.       Developing a Strategic Compass high-level system map

a.       Conducting a SIPOC analysis (Suppliers, Inputs, Processes, Outputs, Customers)

b.       Forming the Strategic Compass high-level system map

c.       Five Focusing Steps of TOC

3.       Performing data analysis

a.       System level metrics

                                                   i.      Intake

                                                 ii.      Throughput

                                               iii.      Work-in-process

                                               iv.      Lead time

b.       Touch Time vs. Elapsed Time

c.       Pareto analysis

4.       Identifying process constraints

a.       Constraint definition (depict importance of constraints management with the Bead Game). 

b.       Resource constraints

                                                   i.      Using work-in-process to identify resource constraints

                                                 ii.      Using the additional FTE test to identify resource constraints

c.       Policy Constraints

                                                   i.      How to identify policy constraints using a TOC Vicious Cycle analysis

                                                 ii.      5 Whys

5.       Tools to identify constraint solutions

a.       Interference diagram

b.       The principles of process flow (depict superiority of flow over batch with the 3X5 Card Flow Vs. Batch game).  

                                                   i.      Triage

                                                 ii.      Full-Kit

                                               iii.      Work-in-process

                                               iv.      Standard Work

                                                 v.      System Coordination

c.       Evaporating Conflict Cloud

d.       Fishbone diagram to identify root causes

e.       Reasons for Late/Reasons for Defect

f.        Current reality tree

g.       Progressive Resolution to find the sources of disagreement

6.       Continuous improvement tools

a.       Feedback loops and the value of measuring at the constraint

b.       Strategic Path to lay out necessary goals and objectives

c.       Journey Boards (aka Work-in-process boards)

d.       Dashboards (aka Balanced Scorecards)

TAC Rule 523.142(g) requires the CPE Sponsor to monitor individual attendance and assign the correct number of CPE credits. Participants will be asked to document their time of arrival and departure in compliance with this Rule. Additionally, attendance will be monitored throughout the day and CPE certificates will reflect actual attendance of each participant.

If you are making travel plans to come to Austin, we recommend making "refundable" air and hotel reservations or waiting until 14 days before the class to actually book your reservations. Courses are occasionally canceled or rescheduled due to low enrollment. We determine whether a course has enough participants 16 days prior to the course date. If we cancel or reschedule, we will email the participant and his or her billing contact no later than 14 days before the original class date.

The course coordinator will contact you with parking information. Handicapped parking is free at the meters around the downtown area.

Vending machines with Coca-Cola products and various snack items are available. There is also a refrigerator and microwave in our coffee bar area. Feel free to bring in your own drinks and food if you prefer.

You might want to bring a light sweater or jacket, as room temperatures vary.

To see answers to our Frequently Asked Questions, visit http://www.sao.texas.gov/training/faq.html.