10 Commandments for Lean in Government (and beyond) 1 · 10 Commandments for Lean in Government...
Transcript of 10 Commandments for Lean in Government (and beyond) 1 · 10 Commandments for Lean in Government...
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2017 Wisconsin Lean Government Conference
10 Commandments for Lean in Government (and beyond)
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QPIC Lean Government
States Cities/Counties
Canada
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Lean Government Connections/Affiliations
GFOA (Government Finance Officers Association) – QPIC is the GFOA’s national service provider
ICMA – International City/County Management Association – QPIC does Lean Government webinars
National Governors Association – Lean Government subject matter experts
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Lean Government Connections/Affiliations
Lean Leadership Institute – Jeff Liker Lean Enterprise Institute – John O’Donnell Alan Robinson & Dean Schroeder – “Ideas are
Free” and the “Idea Driven Organization PricewaterhouseCoopers – JV Relationship with
QPIC for Lean Government: QPIC, LLC, is the premier resource center for Lean Government and a globally based consulting organization that focuses on Lean, Six Sigma, Change Management (ACE), Business Metrics (MWM – Measure What Matters), Supply Chain Management, and Executive Coaching as one of the leading Lean training organizations.
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When I was last in Madison… what are these?
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#1 Understand Customer Needs Who are they and what do they need?
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Factor Definition Timeliness Satisfaction with the amount of time
it took to get the service. Knowledge Staff were knowledgeable. Extra Mile Staff went the extra mile to help me
get what I wanted. Fairness I was treated fairly. Outcome In the end, I got what I needed.
Citizens First 4 report, 2005. Phase 5 Consulting Group Inc., for the ICCS and Institute of Public Administration of Canada, page 23.
Citizens Want % response
Reduced waiting in lines, on the phone, in the mail, etc.
74%
Reduced Red Tape 68% Create a “one-stop” service 68% Simplify forms and documents 65% Extend office hours 63% Make it easier to get information about the service
62%
Use plain language 60%
Make the service available electronically 60% Give more decision making power to the staff 53%
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#2 Set Challenge Goals with High Leverage
Challenge
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#3 Kaizen Events and Daily Kaizen Continuous Improvement
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#4 Learn to See More Process Detail Than You Ever Knew Existed
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#4 Learn to See Exercise
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#4 Learn to See – Making Toast
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Toast Video Results
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#5 5(6)S Everywhere
Step 6 Safety
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Batch Processing (the norm) - Push
One-Piece Flow - Pull
Ideal – One Stop Shopping
#6 Institute One Stop Shopping
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Was the “real problem” clearly understood before the “solution” was created?
Interpretations “morph” over time.
Be careful adding controls and “interpreting policy”.
#7 Verify Statutes, Laws and Ordinances
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“Steal shamelessly, but legally”
#8 Utilize Benchmarking
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#9 Institute Dynamic Data Collection Data Root Causes Countermeasures
How are we doing? Do your people collect and see
Dynamic Daily Data?
What are the benefits of doing this?
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How to solve problems
#10 Develop Great Lean Leaders
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How to remove wastes:
#10 Develop Great Lean Leaders
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#10 Develop Great Lean Leaders
Mike Rother
“The ability to take a new behavior and make it an
ingrained habit can only be done through deliberate practice and coaching”
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Lean Implementation Summary… Using Lean tools alone will create gains Shifting the culture (behaviors=>habits[Katas])
will lead to much greater gains Integrating daily Kaizen/ideas will lead to further
gains moving to a Lean CULTURE What does your Lean journey look like?
Program or
Business Strategy?
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Thank You! Harry Kenworthy Email: [email protected]
Phone: 860-295-9134 (O) 860-918-0649 (C)
Website: www.leangovcenter.com