Continuous Improvement in Government: Applying LEAN Pri Lean.pdfآ  Implementing & Sustaining...

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Transcript of Continuous Improvement in Government: Applying LEAN Pri Lean.pdfآ  Implementing & Sustaining...

  • 1 Q6σLean

    PIC, LLC  Implementing & Sustaining Government LEAN Initiatives

    Continuous Improvement in Government:

    Applying LEAN Principles

  • 2Implementing & Sustaining Government LEAN Initiatives 2

    2 Q6σLean

    PIC, LLC 

    Discussion OutlineDiscussion Outline

    • Firms Overview • LEAN Overview • Approach to Serving Clients • Next Steps Discussion

  • 3Implementing & Sustaining Government LEAN Initiatives 3

    3 Q6σLean

    PIC, LLC 

    About QPIC & Daniel Penn About QPIC & Daniel Penn hh 55 Combined Years Consulting Experience55 Combined Years Consulting Experience hh Government ExperienceGovernment Experience hh Diverse MultiDiverse Multi--National Fortune 1000 and National Fortune 1000 and

    Government Client BaseGovernment Client Base hh Wide range of LEAN Six Sigma and Process Wide range of LEAN Six Sigma and Process

    Improvement Services.Improvement Services. hh Outstanding Rating by our Clients Outstanding Rating by our Clients hh USUS--SBA certified SDB, GNEMSDC certified MBE, SBA certified SDB, GNEMSDC certified MBE,

    and DAS certified CT Businessesand DAS certified CT Businesses hh Focused Approach for Addressing Focused Approach for Addressing

    ClientClient’’s Needss Needs

  • 4Implementing & Sustaining Government LEAN Initiatives 4

    4 Q6σLean

    PIC, LLC 

    Holistic LeanHolistic Lean

    LEAN ToolsMWM – Measure What Matters

    Kaizens

  • 5Implementing & Sustaining Government LEAN Initiatives 5

    5 Q6σLean

    PIC, LLC 

    LEAN is based on:LEAN is based on:

    The GoalThe Goal To deliver continuously improving valueTo deliver continuously improving value--added added services (quality and speed of service) to customers services (quality and speed of service) to customers (taxpayers) at lower costs.(taxpayers) at lower costs.

    Process ImprovementProcess Improvement To be able to identify key processes, how they are To be able to identify key processes, how they are performing and apply LEAN tools to make performing and apply LEAN tools to make improvements in reducing costs/wastes and improvements in reducing costs/wastes and enhancing revenues.enhancing revenues.

    People are the BusinessPeople are the Business There needs to be a high respect for people. A There needs to be a high respect for people. A constant search for how to improve things and reduce constant search for how to improve things and reduce errors vs. who’s responsible for the error. errors vs. who’s responsible for the error.

  • 6Implementing & Sustaining Government LEAN Initiatives 6

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    PIC, LLC 

    LEAN CONCEPTSLEAN CONCEPTS

    Build on client skills to get faster results Build on client skills to get faster results –– more output from the same peoplemore output from the same people Focus on continuously improving processes Focus on continuously improving processes –– both Internal & Externalboth Internal & External Increase speed by eliminating waste and Increase speed by eliminating waste and reducing errors reducing errors –– 50%+ improvements are 50%+ improvements are commoncommon Is constraint freeIs constraint free We are targeting the frequency (more) of We are targeting the frequency (more) of doing things, not the persondoing things, not the person

  • 7Implementing & Sustaining Government LEAN Initiatives 7

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    PIC, LLC 

    The Classic WastesThe Classic Wastes Handling/Unnecessary MotionHandling/Unnecessary Motion

    Inferior MethodsInferior Methods

    InspectingInspecting

    Transporting/MovingTransporting/Moving

    CountingCounting

    Delaying/WaitingDelaying/Waiting

    StoringStoring

    All Rework LoopsAll Rework Loops

    Multiple SignaturesMultiple Signatures

    Waste of Underutilized PeopleWaste of Underutilized People

  • 8Implementing & Sustaining Government LEAN Initiatives 8

    8 Q6σLean

    PIC, LLC 

    Why is Money Saved?Why is Money Saved? Target best $$ opportunitiesTarget best $$ opportunities

    Less transaction times = more Less transaction times = more transactionstransactions

    Reduced cycle times = faster throughput, Reduced cycle times = faster throughput, info, decision making, etc.info, decision making, etc.

    Less errors = less rework and checking, Less errors = less rework and checking, accurate informationaccurate information

    Easier processes = greater employee Easier processes = greater employee satisfactionsatisfaction

  • 9Implementing & Sustaining Government LEAN Initiatives 9

    9 Q6σLean

    PIC, LLC 

    “Just the facts, M’am. Just the facts.”“Just the facts, M’am. Just the facts.”

    The Foundation for Improvement is Built on Facts/Data

    Sgt. Joe Friday

    “In God We Trust” everybody else,

    please bring data.

  • 10Implementing & Sustaining Government LEAN Initiatives 10

    10 Q6σLean

    PIC, LLC 

    AAchieving chieving CChange hange EEffectivenessffectiveness To Successfully Implement and Sustain LEANTo Successfully Implement and Sustain LEAN

    LE A

    D ER

    SH IP THE VISION:THE DESIRED OUTCOME OF CHANGE IS CLEAR, LEGITIMATE, WIDELY

    UNDERSTOOD AND SHARED. THE 90-SECOND SPEECH.

    PROOF OF THE NEED: THE REASON TO CHANGE, WHETHER DRIVEN BY THREAT OR OPPORTUNITY, IS INSTILLED WITHIN THE ORGANIZATION AND WIDELY SHARED THROUGH DATA, DEMONSTRATION OR DEMAND. THE NEED FOR CHANGE MUST EXCEED ITS RESISTANCE.

    DEVELOPING COMMITMENT: THERE IS A STRONG COMMITMENT FROM KEY CONSTITUENTS TO INVEST IN THE CHANGE, MAKE IT WORK, AND DEMAND AND RECEIVE MANAGEMENT ATTENTION.

    SUSTAINING CHANGE: ONCE CHANGE IS STARTED, IT ENDURES, FLOURISHES AND LEARNINGS ARE TRANSFERRED THROUGHOUT THE ORGANIZATION . W E MUST BE ABLE TO SUSTAIN THIS LONG TERM.

    MONITORING PROGRESS: PROGRESS IS REAL; BENCHMARKS SET AND REALIZED ; INDICATORS ESTABLISHED TO GUARANTEE ACCOUNTABILITY . PROCESS OWNERS , PERFORMANCE REVIEWS , ETC.

    IN FR

    A ST

    R U

    C TU

    R E

    The Elements of ACE Having a champion who sponsors the change

    CHANGING SYSTEMS AND STRUCTURES: Making sure that the management practices are used to

    complement and reinforce change

    Culture = “the way we

    do things around here”

    Actions, Behaviors, Systems &

    Structures drive Culture

  • 11Implementing & Sustaining Government LEAN Initiatives 11

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    PIC, LLC 

    When something is new or a significant When something is new or a significant change use ACE Tools:change use ACE Tools:

    If something is new or a change, question #1 is: Should there be an elevator speech? - what is the change? - why are we doing it? - what do you expect from me? - what's in it for me (WIIFM)?

    This provides the unified "talking points" for consistency of message.

    Question #2 is: Who are the stakeholders, where do they stand, and where do we need them to be?

    - stakeholder analysis sheet - strategies to address key stakeholders - communications strategy, etc.

  • 12Implementing & Sustaining Government LEAN Initiatives 12

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    PIC, LLC 

    Stakeholder AnalysisStakeholder Analysis Getting BuyGetting Buy--In from the Key Stakeholders in the ProcessIn from the Key Stakeholders in the Process

    ACE ACE –– Achieving Change EffectivenessAchieving Change Effectiveness

    Stakeholder Strongly Against

    -2

    Moderately Against

    -1

    Neutral

    0

    Moderately Supportive

    +1

    Strongly Supportive

    +2 Type of Resistance Plan to Address

    Key: X = Current Support Level O = Level Stakeholder Needs to be

    STAKEHOLDER ANALYSIS

    1

    2

    3

    4

    5

    6

    7

    8

    X O

    XO

    XO

    XO

    X

    X

    X

    X

    O

    O

    O

    O

    Communication throughout process; educate/train

    Involve in solution; educate/train; clarify roles & responsibilities - accountabilities; give credit for the change

    Involve in solution; educate/train; clarify roles & responsibilities - accountabilities; give credit for the change

    Involve in solution; give credit for the change

    Involve in any technology solutions

    Skepticism; preconceived solutions

    Skepticism; change

    Skepticism; change

    Skepticism; change

    Potential resource impact

  • 13Implementing & Sustaining Government LEAN Initiatives 13

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    Cycle Time

    Cycle Time

    SalesSales SigmaSigma

    COPQCOPQ

    Accuracy Defects

    Accuracy Defects

    Cycle Time

    Cycle Time

    SalesSales SigmaSigma

    COPQCOPQ

    Accuracy Defects

    Accuracy Defects

    Cycle Time

    Cycle Time

    SalesSales SigmaSigma

    COPQCOPQ

    Accuracy Defects

    Accuracy Defects

    Cycle Time

    Cycle Time

    SalesSales SigmaSigma

    COPQCOPQ Accuracy Defects

    Accuracy Defects

    “Measure What Matters” (MWM)

    Level 0 Total Business

    Level 1 Core Processes

    Level 2 Sub-processes

    •Focus o