eipa: lean exercise nov2012
TRANSCRIPT
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: [email protected]
Web: www.videnassistance.dk
Profile on LinkedIn
November 2012 13