LEAN FOR UALITY MANAGEMENT - NHGFOA
Transcript of LEAN FOR UALITY MANAGEMENT - NHGFOA
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LEAN FOR QUALITYMANAGEMENT
NH Government Finance Officers AssociationKate McGovern, MPA, Ph.D.May 2, 2019
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Lean is:
• A set of techniques to identify and eliminate waste • An operating principle to simplify and standardize • A perspective - a way of thinking
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Lean as a Management Trifecta
Improve quality for customers Boost employee morale Enhance capacity for mission
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Warm-up Exercise (This list is for your use, not to be turned in)
“At work, I would love to spend more time on ___ if only I could spend less time on ___.
Of all the processes in my organization, the most troublesome/aggravating are:
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You do WHAT????
WHY do you do that?
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Program
Intro to Lean Process mapping Lean managers Tool box Checklist
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Alignment of Authority and Responsibility
http://www.allaboutlean.com/andon/
Toyota’s Andon Cord
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Lean Program
• Lean is not an acronym • Low tech• User friendly• Enhances teamwork • Encourages innovation
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…Unfortunately, there is no line item in the budget called “fat.”
Source: Government Finance Officers Association’s White Paper. Less Time, Lower Cost, and Greater Quality: Making Government Work Better with Lean Process Improvement.
Get the fat out of government
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Waste is Interwoven in the Process
Value Added
Value Added
Value Added
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PROCESS MAPPING
A CORE LEAN TOOL
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The Waste of Excess Processing
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The Waste of Waiting
Typically, 90% of process time is waiting.Handoffs increase wait time.
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DRA Meals & Rentals License Renewal
Results: 100% Compliant Operators’ licenses renewed before the expirationdate of June 30, 2013. Decreased license application reviewing from 7 times to 1 time and eliminated photo copying time altogether.
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MANAGERS’ RESPONSIBILITIESIN A LEAN ORGANIZATION
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Managers Charter Kaizen Events
Convening a team of people who do the work Authorizing them to redesign the process
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Set Measurable Goals for the Kaizen Example:
Decrease the time to issue a permit to a qualified applicant from ____ to ____.
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Kaizen team lead by a Lean facilitator
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Value for your customers
• Applicants for building permits• Callers for emergency assistance• Parents enrolling children in school• Residents registering cars, paying taxes
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Lean Risk Management
• Designing Lean business processes with control considerations does not mean ‘putting up with fat.’”
• Seek “the right balance of efficiency, effectiveness, and minimal enterprise risk.”
Robyn L. Raschke, Michael T. Lee, and Arti Mann, “Lean Processes without Compromising Controls,” Government Finance Review, 2013, 29(3): 44–50.
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Lean Project Team on Travel for the Insurance Department Yellow Belt class September 28-October 4, 2016
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LEAN TOOL BOX
A Quick Glimpse
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Mistake-Proofing
"Are you sure you want to DELETE?"
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5S
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Analyze the Data4/22/2019 28
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Visual management
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Develop Standard Work
• Do all the department heads have a different process for signing off on purchase orders?
• Does every town try to figure out what software to use to conduct common business practices?
• Are developers faced with as many as 200 different procedures to obtain building permits in New Hampshire?
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MOVING FORWARD WITH ALEAN INITIATIVE
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Lean is not about cutting staff
DOS Commissioner Barthelmes addressing the 2013 Lean Summit
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Consider the Morale and Mission Impact of Under-utilized Human Capacity
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Lean First
Automation applied to an efficient process will magnify the efficiency... Automation applied to an inefficient operation will magnify the inefficiency.
- Bill Gates
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Your Project Wish List
What’s most important or most troublesome to you, your staff, your customers?
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A Model for Continuous Improvement
Leaders Set goalsProvide resources
Lean Training For all employees, for facilitators
Managers Prepare charters, appoint teams and schedule Kaizen events
.ProjectsImplement Communicate
Culture of continuous improvementApply tools & concepts for daily use
Lean practitioners
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Lean is an organizational performance management system
characterized by a collaborative approach between employees and managers
to identify and minimize or eliminate activities that do not create value for the customers of a business process, or stakeholders.
--- Shayne Kavanagh & David Krings inGovernment Finance Review, December 2011, p. 19
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Checklist Confirm management commitment Train staff Conduct projects Assure follow-through Document gains Celebrate success Develop broad expertise in a range of tools Promote change agents Link projects to organizational strategy Network Build a cultural of continuous improvement
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Resources
NH Bureau of EducationLean training at the Yellow, Green and Black Belt levels. The Yellow Belt credential is now part of the Certified Public Supervisor program. https://das.nh.gov/hr/trdev.html
NH Lean NetworkA Community of Practice with open quarterly meetings and
annual summits. Resources links including a blog athttp://Lean.nh.gov
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Sources• A Public Sector Journey to Lean: Fighting Muda in Times of Muri
(Kate McGovern, 2018)• Lean materials and programs produced by:
• Government Finance Officers Association, Lean Enterprise Institute, University of New Hampshire, Community Health Action Network, U.S. Air Force, U.S. Environmental Protection Agency
• States of Connecticut, New Hampshire, Minnesota, Rhode Island and Vermont.
• Books and articles by W. E. Deming, Shayne Kavanagh, David Krings, Anthony Manos, Ken Miller, Mike Rother, John Shook, Natalie J. Sayer, Chad Vincent, Bruce Williams, and Jim Womack.