A Lean Journey

© Alpen Path Solutions Inc. 2015

Presented at the APEX symposium May 27, 2015

Jennifer Little Transport Canada France Bergeron Alpen Path Solutions Inc.

A Lean journey

Lean is an organizational transformation focused on creating value for clients

minimizing waste in processes, and providing opportunities for employees to develop

their problem solving skills to find creative and innovative solutions to better serve citizens.

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What is Lean for Government?

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Align Purpose Process People

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Purpose: Senior Management. Provide the “why”? Process: Middle management. Focus on the “how”? People: Everyone to improve everyday.

Respect des personnes

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“L’humain est un être extraordinaire et il n’y a aucune limite

à l’intelligence humaine. Notre responsabilité est de motiver

les gens à utiliser leur intelligence afin de générer

de nouvelles idées.” Taiichi Ohno


Continuous improvement


“Not every change is an improvement, but every improvement

is a change”

Lean Mapping: a tool to see the process


The current state map is not the goal. The goal is to improve the process.

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Un exemple d’amélioration Lean Processus de l’AIPRP

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Un exemple d’amélioration Lean Processus de l’AIPRP

Champion Gère le processus Engage l’équipe de gestion Dirige la mise en oeuvre Fait rapport au parrain Communique les résultats

Facilitateur Appui le champion Facilite l’activité Lean Connait très bien Lean et les outils Est coach, arbitre, enseignant Est extérieur au processus

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Transport Canada Access to Information and Privacy (ATIP) Our Lean experience By Jennifer Little, Director

Our Challenge Reducing the number of steps – and therefore time - between

the receipt of a request and its release

Our Objectives •Process files quickly, accurately, consistently

•Create time for analysts to analyse; reduce time spent on administrative tasks

•Reduce bottlenecks

•Improve response time

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Our Case •A “simple” request: no consultations, no extensions – mapping the most basic type of request

•Understand how long it takes, what steps are in place and WHY

Our Scope Focus on our internal process and

the factors that are within our control

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Our Team

Representative of our various activities: -Managers (Director and Chief): 2

-Analysts: 3

-Systems expert: 1

-Admin specialist: 1

BUT: room for everyone to participate - At the launch

- During lunch and breaks

- At the wrap-up session

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• Map: each and every step in the process

• Analyze: for each step ask: • Does it add value from the point of view of the client;

• What disturbs work flow: when does the file slow down, stop, wait,

go backwards?

• Identify areas of improvement: 86 suggestions to consider…

• Approach through lenses of practicality; priority; context;

scope: … whittled down to 27 priorities

• Create future state map: target 12 to 18 months.

• Develop action plan: move from current to future state

Our Process

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De nombreux partenaires, exigences

législatives, processus internes…

C’est compliqué!

Our Future State •12 – 18 month horizon

•Improve both process (touch) time and lead time (total time) by 30%

•Equates to shaving 23 days off the processing time for each file / request

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Our Roadmap

Practical, systematic approach to implementation

•Prioritize initiatives and set time horizons –3-6 months: high priority, relatively “quick hits”

–6-12 months: high priority, tougher to implement

–12-18 months: lower priority – or more time to implement

–Review regularly: reassess

•Weekly meetings to take stock and adjust as necessary

•Linked to review and update of Procedures Manual; team training

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What we learned

•Importance of preparing in advance: -Establishing the problem -Meeting as a team -Setting expectations, parameters

•Be realistic in terms of how long it takes to implement new procedures!

•Lean lessons that have stayed with us: -Culture of continuous improvement -Freedom to challenge procedures, raise concerns with process -Drill down on the WHY? -Tackle problems at the source

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How to sustain Lean


The UK experience: Prof. Zoe Radnor Organizational readiness

Changing the way services are designed to engage public organizations not only with the tools of Lean but with the system and the principles of Lean: • Linking Lean to strategy; • Having leadership understand what Lean is; • Having a process view; • Getting citizens involved (Co-production); • Communicating what you are doing; • Understanding demand.

Radnor Lean sustain 4 min.mp4


Pourquoi Lean échoue dans une organisation ?

Outils plutôt que stratégie Chaos

Éteindre les feux Blâme

Désalignement


Why do organizations succeed at Lean?

Engage everyone Thinking culture Problem solving

Focus Discipline

Clarity Long-term

Why Lean now?


Millennials… the Lean generation

PURPOSE PROCESS PEOPLE

They want to be

engaged, part of

decisions

They produce

prototypes, want

feedback and coaching

They want

collaborative

work culture

They want a job

with a purpose

They want to be

challenged and they

challenge the status quo

They are team

oriented


The end

France Bergeron Alpen Path Solutions

1 Rideau Street, suite 700 Ottawa ON

K1N 8S7 http://alpenpathsolutions.com [email protected]

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A Lean Journey

Government & Nonprofit

Transcript of A Lean Journey