Lean Six Sigma Lean Six Sigma and and

Public SafetyPublic Safety

City of Fredericton

City of FrederictonCity of Fredericton

As in manymunicipalities across the country, the City of Fredericton has had to deal with shrinking tax

base.

City of FrederictonCity of Fredericton

Coupled with the decreasing tax base came the increase in operating costs.

City of FrederictonCity of Fredericton

Creating a fiscal gap.

EmployeesEmployees

Public Safety Departments make up

approximately 35% of all COF employees.

• Organizational Restructuring– Better alignment of Departments based on functional areas/expertise

– Streamlined from 7 to 6 departments

• Began “Lean Journey”

20122012--20132013

• Began “Lean Journey” – to provide services better/different and save $$ by eliminating waste in processes and reinventing the way we do business

• Workforce Reduction strategy implemented

• Started in 2012 (after reorganization)

• Trained 40 “belts” since 2012.

• Created Information, Improvement & Innovation Department (I,I & I)

History of Lean Six Sigma History of Lean Six Sigma

Innovation Department (I,I & I)

• Proceeded with:

� Wastewalks

� Projects – Black and Green

� Standard work

History of Lean Six Sigma History of Lean Six Sigma

� Just Do It

� Kaizens

� Staffing to Demand

� Daily management

AccomplishmentsAccomplishments

� Culture Shift

� Interdepartmental collaboration

� Over $6.5 million/year savings

� 48 FTE reduction� 48 FTE reduction

� Credibility with Council – during tough times

� Credibility with Staff – implementing their ideas

� Created Canadian Lean Summit in 2016

Idea GenerationIdea Generation

•60 Submitted Ideas:

• 1 Dept. of Public Safety;

• 1 By-law Enforcement;

• 25 Police; and• 25 Police; and

• 33 Fire.

•Multiple Records of Improvements – submitted and completed.

Record of ImprovementsRecord of Improvements

• A simplified method of collecting improvement throughout the corporation.

• FPF Crossing Guards (S/Sgt) –reduced 2 unnecessary positions with a savings of $13,000.

• Court and Training Email (Cst)• Court and Training Email (Cst)

• SMART Form – Police, Fire and Bylaw Enforcement

• Fire SOP/Memorandum/Directives (FFD Strategic Plan)

• Improved Building Security - Police Department (Just Do It)

• Police Database on Individuals with Special Needs (Just Do It)

Waste Walks Waste Walks

• FPF Overtime Meal Allotment Process (Inspector)

• External Media Inquires (Civilian Media Coordinator)

• HAZMAT Team Capability (Fire Training Officer)

• Police Special Team Uniforms (Staff Sergeant)

• An excellent middle management tool to review processes and identify improvements.

• Police Special Team Uniforms (Staff Sergeant)

• Public Safety Media (Research and Planning)

• Court Overtime Reduction (Inspector)

• Criminal Records Checks (Assistant Manager Central Records & Informatics)

• Department of Social Development Requests (Manager Central Records & Informatics)

• Record Retention/Disposal – Purging Process (Manager Central Records & Informatics)

5S Projects5S Projects

• An excellent tool for creating efficiencies while improving the work environment.

Police GaragePolice Garage

Before Before

After After

5S Projects5S Projects

Police GaragePolice Garage

Before

After

Black Belt/Green Belt ProjectsBlack Belt/Green Belt Projects

• Reporting Crime: Client Self Serve

• Life Safety Inspections

• Crime Mapping Project (GIS)

• Fire Overtime

• EMS Project at the Fire Department• EMS Project at the Fire Department

• By-law Fine Collection

• Fire Incident Command Training

• Police Recruitment and OJT

• Accident Reconstruction

Daily Management BoardsDaily Management Boards

A focused team approach to regularly monitor and improve work.

• Helps focus the organization (department, team, individual…)

• Increases engagement

• Drives continuous improvement • Drives continuous improvement

• Police and Fire will utilize electronic bulletin boards similar to those implemented in Engineering

Visual Management

Training OpportunitiesTraining Opportunities

• 1 Police Inspector for 2013/2014; received Black Belt training.

• 1 Fire Investigator seconded full-time to I & I for 2015/2017; received Black Belt training.

• 1 Police Staff Sergeant seconded full-time to I & I for 2014/2015; received Black Belt training.

• 1 Police Constable seconded part-time to I & I for 2014/2015; • 1 Police Constable seconded part-time to I & I for 2014/2015; received Green Belt training.

• 1 Fire Captain seconded part-time to I & I for 2015/2016; receiving Black Belt training.

• 2017 will see a revamp of how the department of Innovation, Improvement and Technology (IIT) functions.

• Ensure there is a continuous ‘bucket’ of dollars set aside for the purchasing and implementation of technology for the improvements.

• Success has lead to difficulty keeping track of all the improvement

Opportunities for ImprovementsOpportunities for Improvements

• Success has lead to difficulty keeping track of all the improvement throughout the City.

• Implementation seems to be a challenge!

• Although process are being reviewed, buy-in from the people is required for a successful implementation.

www.CdnLeanSummit.ca or www.facebook.com/CdnLeanSummit

ContactContact

Michele Cronin, B.Ed, B.A., M.Ed.Research and PlanningDepartment of Public Safety,City of Fredericton

michele.cronin@fredericton.ca506-460-2412