EIPA: Lean for Judges nov2012 intro

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Improving the Quality of Justice- Introduction to Lean

By Inger Toft Thiersen, Managing PartnerViden Assistance (DK)

November 2012Skopje

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Maximizing Client Value while minimizing Waste

Programme:• Introduction to lean vs. quality• Exemplifying lean – 7 wastes• Video• Lean tools

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1. Improving legal rulings with higher quality, and in the same time secure a more efficient use of legal time and at low cost.

2. In introducing LEAN it is essential to analyze the current state and identify critical areas.

3. Then set up a future state and learn to use the many tools to improved efficiency and improvements.

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Viden Assistance• Founded – 2009• Mission – to optimize and maintain the knowledge sharing

and communications in your business, and thereby develop your business workflows.

• Clients – SME Law firms, legal departments, courts, accountants, banks, insurance companies.

• Background – Lawyer 1986, working in Law offices, Ministry of Taxation, Wolters Kluwer DK, Ernst & Young & examiner in LEAN management at Copenhagen Business College.November 2012

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LEAN – 5 principles• Define what creates value for clients• Establish the value-chain which creates the value• Create flow in the value-chain• Create pull (from clients)• Ensure constant improvements

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Who are clients

Define value

Establish value-chain

Create pull

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LEAN – how to get started• Maximizing client value through reduction of work wastes • Lean Management can be applied immediately and does not

require any specialized training.• Lean Management the work force as a whole

is responsible for the improvement.

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1. Add Value

2. Shift Focus

3. Delay Commitments

4. Discourage Departmental Evaluation

5. Adapt to New Change

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Client focusWho is the client for judges and prosecutors?• Lawyers in the court• Colleagues / boss• Police for prosecutors• Clients appearing for the court• Government / administration of budgets

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LEAN – summary• Goal is the creation of value for the client • If no value – then wasteful, and a target for elimination. • Working from the perspective of the client who

consumes a service, "value" is defined as any action or process that a client would be willing to pay for.

• Lean is entered on preserving value with less work.

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Lean

• “We get brilliant results from average people managing brilliant processes, while our competitors get average results, or worse, from brilliant people managing broken processes.”

[Toyota Chairman: Fujio Cho]

Where are we now

Understand current

performanceReduce waste Implement

improvementImprove

continuously

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7 types of wastes in administration1. Transport2. Waiting time3. Movements4. Storage5. Defects6. Over processing7. Overproduction

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7 types of wastes in legal work1. Transport - Moving tasks between employees

– transporting documents, letters, information between departments

2. Waiting time - Unnecessary delays – waiting for a case, for approval– waiting for a colleague at meetings – slow / old IT-systems

3. Movements– inappropriate placement of staff, equipment and materials– Inefficient management of files;– lack of knowledge management system, i.e., tracking down people

with answers;– outdated technology or computer systems.November 2012

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7 types of wastes in legal work4. Storage

– unnecessary files and copies. – mess in physical storage

5. Defects– errors that require corrective actions – cases send back because information is missing– errors in case pleadings or papers;– failure to meet case deadlines—client or court imposed;– failure to keep client adequately apprised of case development.

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7 types of wastes in legal work6. Over processing – processes are not needed

– over compensating– control of the work of others – send e-mails to too many people, or too many for a meeting– inefficient distribution of case information or materials;– involvement in unproductive regular internal meetings about the case;– lack of continuity within litigation team due to shifting workloads or turnover.

7. Overproduction - Production there is no need for – extra prints, copies, extra quantity – partner doing associate level tasks;– too much time being spent on non-critical case task;– unnecessary focus on perfection in performance of case development tasks, e.g.,

pleadings or motions.November 2012

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Exemplifying LEANVideo of how to make coffee for a meeting!• please observe and see• look at processes and • look for improvements

• The video is in Danish with English subtitles.

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7 types of wastes1. Motion2. Waiting time3. Transport4. Storage5. Defect – Corrections 6. Over processing7. Overproduction

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Improving coffee

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1. Go to sink after water (transport)2. Look for filter (unnecessary

movement)3. Find spoon (unnecessary

movement)4. Look for coffee (unnecessary

movement)5. Get coffee (transport)6. Fill coffee (unnecessary movement)7. Replace extra coffee in cupboard

(transport and storage)

8. Waste coffee (defect)9. The spoon is bad equipment

(inadequate process)10. Count wrong (defect)11. Spoon in the sink (unnecessary

movement)12. Wait without doing anything else

(waiting time)13. Look for thermos (unnecessary

movement)14. Pour out excess coffee

(overproduction)

November 2012 15. All coffee is useless (overproduction)

Waste in coffee production

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Tools• 7 wastes• 5 S system and order• Mapping of value stream• Constant improvements

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5 S• Sort • Set in order• Shine• Standardise• Sustain

After 5 S

Before 5 S

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Analysing current state• Analyze current state and identify critical areas.

– Value Stream Mapping (VSM)

• Future state and learn to use the many tools to improved efficiency and improvements.– Value Stream Mapping (VSM)

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Value Stream Mapping (VSM)• Mapping the chains

creating a compre-hensive and structured overview of the chain of activities

• Mutual understanding of processes

• Reduced waste, shorter time

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Improvements• Remove waste• Re-define responsibilities (grades/tasks)• Standardize the new process (map)• Re-align caseload to reduce travel time/cost• Introduce a balanced system of performance

measurements (with routine corrective action)

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LEAN house

Understand clients and

organise tasks Take controlMeasure and

create visibility

Rely on standards

Clear responsibility

Employees

Create flow

Improve-ments

Avoid errors

Client focus

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Results from LEAN administration

• Shorter case delivery and better service• Higher productivity• Better quality• Constant improvements• Better work environment,

– better overview, less frustrations & less stress

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Results from LEAN administration

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Employ ownership is key

to successLower costQuality

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Contact:

Inger Toft Thiersen, Managing PartnerViden Assistance

Tel: +45 2442 6977Mail: [email protected]: www.videnassistance.dk

Inger Toft Thiersen

Profile on LinkedIn

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http://www.linkedin.com/in/ingerthiersen

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www.videnassistance.dk

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EIPA: Lean for Judges nov2012 intro

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Transcript of EIPA: Lean for Judges nov2012 intro