eipa: lean exercise nov2012

Applying Lean in the judicial sector

- Group Exercise

By Inger Toft Thiersen, Managing Partner

Viden Assistance (DK)

November 2012Skopje

November 2012 1

Group Exercise

Programme:

• Introduction to group discussion

• Dividing into groups

• Discussion

• Conclusion

November 2012 2EIPA

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

November 2012 3

Who are clients

Define value

Establish value-chain

Create pull

Example of casework• 10 minutes to receive and register contact• 20 minutes to look for colleagues who can handle the matter• 10 minutes to wait because IT system is working slowly• 10 minutes to look for relevant information or previous acts because archive systems

not appropriate build• 20 minutes to caseworkers case• 10 minutes to manager assesses decision• 15 minutes to adjust the formulation by the head of office• 5 minutes for approval of the head of office• 10 minutes to copy and journalize the case, including 5 minutes to find new paper for

the copier • 5 minutes to print letter and package in envelopeA total of 150 minutes of working time – how much gives value to the client?

November 2012 4

Applying lean to Macedonia• Please divide into groups

– judges,

– prosecutors

– Justice department etc.

November 2012 5

Group Exercise

Programme:

• Introduction to group discussion

• Dividing into groups

• Discussion

• Conclusion

November 2012 6EIPA

Lean in your organisationQuestions:

• Do you already have lean initiatives in your

organization? (Please give examples)

• Where is the weak spot in your casework?

• Based on what you have heard – can you find

improvements in your organization?November 2012 7

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

November 2012 8

Example of casework• 10 minutes to receive and register contact• 20 minutes to look for colleagues who can handle the matter• 10 minutes to wait because IT system is working slowly• 10 minutes to look for relevant information or previous acts because archive

systems not appropriate build• 20 minutes to caseworkers case• 10 minutes to manager assesses decision• 15 minutes to adjust the formulation by the head of office• 5 minutes for approval of the head of office• 10 minutes to copy and journalize the case, including 5 minutes to find new paper

for the copier• 5 minutes to print letter and package in envelopeA total of 150 minutes of working time – about 40-45 min of value?

November 2012 9

Green time – value addedYellow time – necessary but not value addedRed time – unnecessary and waste of time

November 2012 10

Value Stream Mapping (VSM)

•Find colleague

•Wait (IT system)

•Look for information

Register

•Value!

Casework

•Adjust formulation

•2nd approval

Managers decision

•Copy

•Find paper

Journalize•Consider sending pr. e-mail

Print/package

10 min 20 min 10 min 5 min 5 min

Vaste

November 2012 11

Shortest possible lead time is important :• Focus on the flow in all operations

• The focus is on eliminating waste

• Clients will experience better service

• The employee who “works faster" = less stress

• You will see fewer interference in administrative processes

• Standards is to ensure short lead times and quality for all clients

So in many cases it will focus on lead times also result in that you can actually work slower and more thorough -just because you eliminate waste in processes.

Value Stream Mapping (VSM)

Results from exercise

November 2012 12

Optimize process

Define value

Describe processes

Contact:

Inger Toft Thiersen, Managing Partner

Viden Assistance

Tel: +45 2442 6977

Mail: inger@videnassistance.dk

Web: www.videnassistance.dk

Profile on LinkedIn

November 2012 13