Getting Things Done
Getting Things Done is the Lean Team’s antidote to the obstacles we each encounter in our daily work life: the overflowing inbox, the never-ending to-do list, the mountain of papers on your desk. Based on David Allen’s book of the same name, Getting Things Done will give you super-practical tools to start applying lean principles to increase your personal productivity. *During COVID-19 response, this training will be offered online.* Lean 101A 4-hour introduction to the Lean methodology and tools you can use to rapidly improve the work you do every day. Every trainee is required to complete one small improvement to their work process to complete this training.
|
Lean Leaders
Lean Leaders is a multi-day Lean Process Improvement training that raises up change agents in City departments through hands-on observation, making rapid innovations, and coaching staff through change. Participants work with their supervisor and leaders in their department to identify a process problem that they will work on throughout the training. Each Trainee will leave the training equipped to lead their own improvement projects and make measurable change to a department business process.
|
Lean for ExecutivesLean for Executives is a training aimed at department executives and leaders understand the basics of Lean methodology, and the expectations of leading in a lean organization. Trainees will hear stories and results of lean projects across the city, and will be asked to reflect on their own leadership styles. Leading in a lean organization is different than traditional management, and the training will outline the necessary asks and responsibilities of being an effective sponsor to a Lean partnership project.
|
Behavioral Insights
The Behavioral Insights Workshop will give you a framework for how to apply behavioral insights to your department’s daily work as well as how to run an A/B test to prove whether changes you make have the intended effect. This is a hands-on workshop: Participants bring an identified customer behavior they are trying to change and at least one communications piece currently in use to elicit that behavior (e.g., a letter, email, or text message). By the end of the three-hour workshop, they have a first draft of a new customer communication.
|