I just want to thank you guys for being here. So welcome to How to create a hybrid improvement team. This is literally team design on steroids. assemble a team complete a project in 120 days. Okay, so here is some quick instructions for this course. I want to let you guys know upfront that this course is very aggressive, so be ready to get some work done.

Be ready to do some homework, be ready to support your team in moving this project along. This course is designed to help give you the tools to move your teams and projects forward in a timely manner with results and with outcomes. There's really no point in having a project team if you don't have any results and you don't have any outcomes you're just meeting just to meet, you will learn how to design the hybrid improvement team. Decide on a goal for the project, test your ideas, develop a communication plan, plan implementation steps, and start to think about how do you sustain what you gain. This course should be your handbook for the next 120 days. So my suggestion for you and your team is you take this in the phases, you guys work on the first 30 days, and then you come back to the training for the next 60 days, you come back to the training for the 90 days and so on and so forth.

So make sure that you use this course in phases. Again, handbook for the next 120 days. All right team here your course objectives, we're going to learn how to design a SMART goal. We are also going to learn how to use a testing tool called the PDSA cycle. That's the plan, do so Study act cycle. And we're going to also learn about roles and responsibilities of your team members.

We want to make sure that you get the biggest bang for your buck in the next 120 days. Okay, so I think I've kept you waiting long enough. What is a hybrid improvement team? Have you been scratching your head trying to figure out what that is? I came up with hybrid improvement Team A few years ago, after being in the healthcare industry for a very long time watching teams meet in me in me, and it will be these huge teams of 2025 people, people would get together in a room for two hours, and really not having any results. And I would think, why can't we just have a smaller group of people to get these things done?

And so hence, a hybrid improvement team. So a hybrid improvement team is a small mix of the right stakeholders to make decisions and have influence with designing and implementing a new project, a new program or a new workflow, the team should be no more than seven team members. If you're here, I'm going to assume as a team leader, you want your team to be outcome driven. So the question is, why do we want our teams to be outcome driven? We want them to be outcome driven for a few reasons, but mainly for efficiency, to save time, and to save money. So traditionally, when companies or departments or work units embark on projects, they usually get a whole big team to decide what's going to happen next, you know, a couple of people 20 to 25.

People will sit in a room for two to three hours and they will have discussion around, what should we do next? But it just seems like this discussion stays there. It really is just what do we do next? What do we do next? But really not pushing those next ideas forward. And really it is a wasteful time.

So we don't want your team to waste any time we want you to get on the ball, get the project going and push for those outcomes. So by creating the hybrid improvement team, this will allow the team to strategically make decisions timely with the best interests of who the changes will affect. A traditional team can work on a project for a year with no results, a hybrid improvement team will help you get results in your 120 days. All right, is the team ready to get going? All right, we are at lesson one, the first 30 days who is on your team? Okay, team assembly who should be on your team.

So I just want to be very candid with my students and just say hey, look, when you're looking for team members, don't grab people who do not want to be on the team just because they hold a particular position in the company. It's horrible to have people on a team that felt like they are hostage, and they don't give your team the good energy and the good vibes that they need in order to do this sort of aggressive project. So this is what I want you to think about when you are assembling your team. I want you to think about who are the decision makers, who are the influencers, the frontline staff, your hands on managers, your natural leaders, stakeholders who handle money, that will definitely be good to have on your team. The team member should also be really helpful with change management. Okay, so I want you to think about that making sure that it gets somebody in there who is either familiar with change management, or can get you some resources around change management.

But again, your team assembly should be the no more than seven So your next step, once you have set up the team, the next 20 days will be spending time with team building activities. So I want you guys to take some time whether it's on campus off campus, I will actually give you some resources here in this lesson around team building. You can call in a professional like myself to come in and do some team building for you. But I want you to spend 20 days nurturing the team, making sure that the team is cared for and that the team is supported in their efforts. During the 30 days, the first 30 days, the team will decide on Team roles and responsibilities which we will learn about Next, you will learn about teamwork and agreements, team meeting schedule team charter, but we want to plan out the 120 days right now.

Okay, so now that you guys have had the base Now let's talk about team roles and responsibilities of those 17 members. So you see listed here, we have two team captains, who are those team captains one should be a manager and one should be a frontline staff, the lead the team, you want to make sure that these two folks are accountable for moving the team along in this 120 days. So you want to make sure that they're strong natural facilitators natural leaders. The next team member that you will need is you will need a recorder This is a team member that will keep notes keep records keep minutes at each team meeting. They will also assist the team captains with keeping up with action items because that is so important when the team is working together. If you guys decide to do something and you have action items, you need someone to keep track.

Your next team member will be your timekeeper. This is the team member who keeps time during the team meeting process. So this person works with the team captains as well to make sure that Your meeting is staying on agenda, and that you guys are using your time wisely and no one is going on tendons and talking about things that doesn't have to do with the project. Your next team member will be your communicator, this team member will assist the team captains with communicating broadly regarding the project and its status and where you're going. You need one person to be the vocal to make sure that that person can get information out to anyone. The communicator also works with the team captains.

The next person that you will need on your team is a creative visual. So that's the team member that will be in charge of all the visual arts. So if you have poster boards, and you have boards in the lunchroom, and you have them in the hallway, and you need to make sure that things are communicated about this project and this team, use the creative person, the person that likes to dazzle things. The next person you need on the team is the idea getter. That's the team member who will solicit ideas Everybody outside of the seven members so this person will be out there talking to the managers, talking to staff to make sure that you guys are really including all ideas, and thinking about everything that's going on out on those floors before the team makes decision. The common denominator with all of these roles is that you're working together each role, the recorder, the timekeeper, the communicator, the creative, visual and the idea getter.

All work closely with the two team captains. Now we're at teamwork in agreements, it's so important for teams to have working agreements before they get started. This is a list and it's just an example. But when you guys get together you can decide to add to this particular list or take away from this particular list. It depends on the culture of your area. So examples of teamwork and agreements.

All team members will participate all team members will respect each other and respect each other's ideas and opinions. On electronics on vibrate, I get it. Everybody has phones, but you want to be respectful to your team and make sure that your electronics are on vibrate. One person speaks at a time and that you speak candidly, because if everyone is talking over each other, you will never get anything done. The team meetings will start and end on time, which is usually a big one. Lots of times team meetings never start on time.

That means they will never end on time. So make that an agreement. The team will also agree on a communication plan after each meeting. So in order for your team to make sure that you guys have solidified the fact that you guys are this strong unit, you want to create a communication plan after each meeting. This plan will consist of what all team members all seven of you guys will discuss about what's going on with that team or with the project if someone asked you so maybe sure that you guys agreed on a communication plan after each meeting. Also, the team will work off an agreed team charter.

And that's something we will talk about coming up. But a team charter, just make sure that the team is working on things in scope, and that whatever you're working on that you have influence to change and that you actually have authority to change and that you guys are not trying to revamp any policies or procedures. So the team charter will be very important for the team to use. Okay, I know this is a lot of information and now we are at the project charter. So a team project charter is a document that is developed in a group setting so with your team that clarifies the team direction while establishing boundaries. It is developed early on during the forming of the team.

The charter should be developed in a group session together to encourage understanding and to encourage buy in the team charter actions has two purposes. First, it serves as a source for the team members to illustrate the focus and direction of the team. Second, it educates others for examples or leaders or other people in other groups, where the team is headed investing and the required time to develop the team charter. It just reduces confusion about the group's objectives. No one can get confused on what you're supposed to be working on. It's documented on paper, and the charter also provides information needed to reduce the risk of rework.

Why do something over again when there's been another team that's either already worked on it, or that is currently working on it, so this reduces rework. Okay, team, here's a quick team activity where I won't make you run anywhere. But I want you guys to approach this next team activity with a lot of enthusiasm and an open mind. Okay, guys, here's a quick tool for your team to use. It's almost like a team building activity, you guys get together. And I want you guys to use this tool, and it's called the waste elimination tool.

I'm going to give you an example of making coffee, and how some of those activities can be wasteful. So I want you just to keep the coffee idea in mind, but put it towards your area in your industry in your department. So here are a couple of wasteful activities. So motion walking around the kitchen. So if you're someone who doesn't have a plan, and you're just kind of walking around the kitchen in the morning, trying to figure out those can actually be wasteful steps when you could have had a plan of what you're supposed to do. And you can get it done and you can save time over processing.

So if you are the person that likes to grind and grind and grind your coffee, grind and grind them half to death. Over processing something could also be a wasteful activity. I'm sure that coffee only needs to beat the hit the grinder maybe once or twice, and then you're good to go. So waiting can also be a wasteful activity. If you're someone who likes to stand there and watch the coffee brew, it's lovely sometimes, and I love the smell myself. But you can be doing several other things while the coffee is brewing.

Unclear roles running out of supplies. So maybe you're somebody who's trying to make coffee and you don't have any coffee filters. Well, who the heck was supposed to get the coffee filters, unclear roles. So that's why you want to take the opportunity to make sure that there are clear roles and people know what they're supposed to be doing. Inventory. Maybe you don't have efficient amount of supplies at a certain location, maybe one location, uptown, always has all the supplies and then the location downtown has new supplies that is definitely wasteful as well.

So we want to make sure that you get your inventory under control. rework, we kind of talked about that with the team charter. You don't want to keep making coffee over again, maybe you didn't have enough coffee grinds, or maybe you had to do a little something else with your coffee filter, and then the coffee didn't come out, right. If your coffee didn't come out, right, you're gonna probably have to make another pot of coffee. And that's rework and that's also a waste of time. So that's a wasteful activity.

And then the last one I want to talk about is searching so looking for creamer in the refrigerator that you know ahead of time that you didn't have Kramer Did you forget to go to the store did your spouse forget to tell you but searching for something can also be wasteful activities. So keeping in mind with these particular activities when you are walking around your areas, think of where you can eliminate waste, and that may be a good area to start your project. Okay, team, this is a stopping point, before you move forward, I want your team to communicate to the rest of the department or to your leadership or to the rest of the staff, wherever you need to communicate, to communicate about everything that's happening in this last 30 days. Okay? So however you communicate, my suggestion is that you do not put it in a memo.

But you have a communication person on your team. You guys be creative. If you have bulletin boards, if you do huddles, if you do staff meetings, if you do committee meetings, however you decide to communicate, please stop take this time and communicate about what has happened with this team in the last 30 days. Right You guys ready for lesson two? We are now at 65 DS, which is the discovery phase. So what I want you guys to think about during lesson two is your eyes open, I want you to do observations around the project that you are trying to implement, or try to get through, make sure you observe what's going on ahead of time.

So think about that during this listen to and discovery phase. So one of the first parts of the discovery phase is looking at your current data. So team leaders are responsible for collecting the data that will determine where the team should start. So are we looking at service scores? Are we looking at staff surveys? Are we looking at some sort of output data?

Are we looking at workplace injuries? What are we looking at before we start making our decisions? So team leaders, I want you to get out there and talk to different managers or you're just Different leaders to find out where you get your data from. Okay, and sit down as a team and review that. And while you're reviewing the data, I want you guys to ask yourself these questions. What is the problem that we are trying to solve?

Do we have data to support what our theories are? Do we need more information before deciding on what our SMART goal is? So take that time and data review to ask the team those questions. Now in the discovery phase, we are going to talk about smart goals. You've heard me mentioned this all the way through this training so far. SMART goals is literally one of my favorite things to design.

I get so excited, designing SMART goals for my everyday life for my house for my work. SMART goals are the best because they really help you keep you on track. So designing your team SMART goal is one of the most important activities you guys can do that thing about a SMART goal is that is not set in stone. The team can change it if necessary. Make sure that you start small and that the goal is not too lofty too big. When designing your SMART goal, ask the team a few questions.

Has our area ever made this goal before? Do we have support from our upper management, our upper leadership to make that goal? Okay? So smart stands for specific, measurable, attainable, realistic and time bound. So get really specific when you're writing that goal. We don't want to just all over the place because remember, your team is staying in scope, you have a specific thing that you're trying to get through so we're not trying to change a whole Corporation.

Right. small example of a SMART goal. The Auto Service Department will improve the customer service scores from 50% to 60% by the end of the second quarter 2019 Okay, team. So let's look at the SMART goal breakdown. And please don't laugh at my little funky arrows. They're hilarious to me as well.

So the auto service department that's specific will improve this customer service score that's specific, from 50% to 60%. It's measurable, it's attainable, it's realistic, that's a 10% jump. By the end of the second quarter 2019. There is your time bound. So that's how specific I want you guys to get when you're writing your SMART goal. I will actually include a SMART goal template in this training for you.

Now that you have decided on your SMART goal, how in the heck are we going to make this goal? That's why the team is together. So brainstorming is your next step. During this time, brainstorming is also a pretty important activity. As a team, make sure that you have some sort of brainstorming session, at least 15 minutes of every team meeting so that you guys can throw out all the ideas out there on the table. And again, that idea, get her team member is also bringing in ideas from other folks inside of the room so that you guys can look at all of these activities to say, what are we going to do to move the goal?

So here are the roles to brainstorming, be creative. All ideas are good ideas. So I don't want anybody shutting down folks ideas, don't include money, because it's easy to say, hey, if we could just pay more staff to do this, that would be great. But that's not realistic right now. So do not include money. Seek ideas from everywhere and everyone, even outside of your industry.

What are some of the best practices, customer service is customer service everywhere, so maybe you might have to look at the hotel industry to see What they do for hospitality and customer service, or maybe you need to look at the car industry and the dealerships to see what they do. So look at best practices and seek ideas from all. And then the last thing I want you guys to do is just think outside the box. Everything does not have to be traditional things have worked differently in the past. So what this team is trying to do is be innovative, think outside of the box. Here's a few more tidbits about brainstorming.

I want you to focus on the following questions during your brainstorming session. What is the problem that we are trying to solve? Remember to continue to bring your team back to that question. What is the customer's experience or the end users experience that we are trying to change or affect? What is the opportunity to make the most impact and what best practices already exist? Now that the team has completed their brainstorming session, what do we do with all of these ideas?

We test all of these ideas to see if they work? Do we just sit around and put them in a parking lot and just kind of continue to look at them? What do we do with these ideas? So what I want you guys to do as a team is to spend time bucketing those ideas. So down here and give you examples of buckets, you may have more buckets. My suggestion is that you have no more than five buckets because all your ideas should fall under certain categories.

So in my example, here, I have the categories of education, communication and workflows. So bucket, your ideas that are all education, under education, the same for communication, the same for workflow. Then I also want you to do some sort of prioritization activity with the idea. So what's the most urgent there are different ways that you guys can go about that? If you can use the sticky Mac bit where everybody gets a certain amount of sticky and they pick their top three, or their top five, I would really probably go with their top three. again and I would go with urgency, what is something that needs to be worked on now?

Eating we're at a stopping point, I want you to think about, again, your communication plan. What are you going to communicate about the last 30 days to the rest of everyone who needs to be communicated with and I want to ask you team leaders, how are you leveraging your creative visual person on your team to help you communicate? Hey, we are at lesson three. How do you guys feel so far? I hope you are feeling like you are accomplishing something. lesson three, you are at that 90 days and we are going to talk about how to test your ideas.

And take it through the plan, do study act cycle. There is lots of material on how to test ideas. I'm giving you just a really simplistic, quick, high level overview to really get through your project quickly. So keep in mind, there's plenty of resources out there about testing your ideas. But this is a high level overview. And I want you to, again, approach lesson three with a lot of enthusiasm.

This should be fun. All right, so let's take those brainstorming ideas that the team has bucketed and let's test them out. Let's take some action. So I want you to take one of those ideas and I want you to start small and you are going to take that idea through the PDSA cycle, which is the plan, do study. So I want you to take that first idea, whatever it is and You want to test it out for a week, you want to see how it works. You don't want to test that particular idea out with a whole bunch of people.

But you want to test that particular idea out on a certain shift. You want to test it out with maybe one or two people to see how it works. So once you have that plan in place on how long you're going to test that particular idea, now you're at the do, who is going to do it? Are you going to have somebody on the team that's going to test out the idea? Are you going to have someone that's outside of the team? test the idea?

Are you going to decide where the tests will take place? Is it going to take place on the floor in your warehouse? Is it going to take place out on the floor in your retail store? It just really depends on where you decide where that test is supposed to start. Your next part of the PDSA cycle is the study. So after you planned out what you're going to do, and you've actually done it.

During that doing it base, make sure that you're collecting information, whether it's feedback on how the process works, whether it's numbers that you're looking at, if you're looking at an output number, but make sure that you are collecting that information, though, so that as a team, you can sit down and study. What did we learn in that week? From this idea that we test? Is it going to work? Is it not going to work? Was it all over the place?

Just a little tidbit. If you find that you are testing an idea, and it goes completely south, it goes completely haywire. My suggestion is that you stop that test. If you know it's not working in the beginning, don't torture yourself, stop that test and go back to the drawing board. Okay, so now that you have studied what you're going to do, as a team, you decide what do we do next? Do we need to test this again, did it work great and we're ready to move forward.

Did it not work so well and we need to go on to the next idea. So that's where your action comes in. So based on the data that you collected in this cycle, based on the back actions that happen, what do you do next? And you can do this PDSA cycle as many times as necessary. But because this workshop here is so aggressive, and you're trying to get things done in the 120 days, my suggestion is that you do one idea, no more than three cycles. Okay?

So if that third cycle, you're not ready to move forward with that idea, chances are, it's probably not the best idea. Okay, so look at how many ideas you're going to test how many times you're going to take them through that cycle. And again, you're in a time crunch. So you want to make sure that you are looking at the best ideas to test and just a little bit more on the PDSA cycle, I just want you guys to make sure that whatever data you have collected whatever information you collected, whatever tests you decide to run, or not run, make sure that all of the tests are helping you accomplish the SMART goal in the ideas that you are trying to test, do not connect to the SMART goal, then you probably are wasting your time with that particular test. So make sure that the idea that you're testing is connected to the SMART goal and it's going to help you get there and just a little gym for you make sure to build a communication plan.

After each phase, we want to make sure that everyone knows what's going on. It seems so before we move on to our next lesson, this is our stop phase. We want to communicate about what's been going on in the last 30 days. Make sure that you are communicating with your stakeholders. Make sure that you are communicating with your frontline staff. Make sure that management and leaders are being communicated with.

But again, make sure that you stop before you proceed to the next lesson and the next part of your project, communicate, communicate, communicate. lesson for now 120 days implementation, communication and sustainability, implementation best practices during this phase, it's very important that you have the support of the team, the stakeholders, the leaders and the staff because now you're ready to roll out all the things that the team has put together in the last 120 days. Make sure resources are all committed by leadership. So make sure you're having that conversation. That's the reason for the communication plan. During the entire project is so that your leadership will be committed to the new workflow and make sure that it happens timely.

So here are a few tips before you start with implementation. Make sure that you survey the staff regarding the current workflow and the new workflow idea. You may need to work with an outside consultant to design a survey and look at data. But you may want to think about presenting that idea to your leadership, ask for feedback in an open forum and IT staff meeting with leaders and stakeholders and ask them you know, what do they think about what the team has put together in the last 120 days, break the implementation up into small phases, don't just you know come up with the memo on Monday and say, Hey, here's a new workflow. It should be implemented by Friday and get it done. No, we want to break it down into small areas where with maybe 10 to 12 people and then do it in phases, and Make sure that the team members are responsible with helping with implementation.

And again, communication is always the key, develop staff champions around the new process. So if you find that you have staff that, you know, they love the new process, and it's really working out, you want to make sure that those folks are the champions and that they are helping you with rolling out the entire project. This is building the team on the outside of the hybrid team because you're going to need support outside of that team. And then last but not least, please celebrate the accomplishment of the team. You know, I don't know what that looks like for different industries and different managers and different leadership. But to be able to accomplish a project in 120 days is something worth big applause.

So make sure that you are celebrating the accomplishments that this team has done in the last 120 days. Okay, here's a quick change management communication template. This should help you as more like a checkoff for your implementation phase. So you want to make sure that you guys keep track of when you're announcing the change, what actions have to take place, what strategy is behind that particular phase of the implementation, and who's responsible for it. Again, I would hope that your hybrid team is very hands on with making sure that the project is implemented the way you guys designed it and that you guys envisioned it as a team. Alright guys, so sustainability is a whole nother course in its entirety.

But I wanted to give you just a little look on what sustainability should look like. So the things that the team has implemented, you want to make sure that they're sustainable. There's nothing worse Going through this whole project and not sustaining the gains. So your sustainability plan should be processed, driven, not people driven. So the process that you guys put in place during this project should really be able to stay in its place with or without new people coming in. New people in the department in the process should be able to stay the same.

And so it's always great to work with the professional to make sure that you have a great sustainability plan. And for more deep planning. Congratulations, Team Leader, you have completed this course. I want to thank you for embarking on this journey and taking on this tool to take back to your team to learn this great lesson for 120 days. I told you that this would be team design on steroids. So I just want to thank you for taking this course.

I'm going to have plenty more courses to come around to Building and team management and team project design. If you have any questions, concerns feedback, here is all of my contact information. There is my email, my Instagram, Twitter, Facebook and website. Please feel free to reach out. Thank you and I appreciate your time.