lean – a methodology and a philosophy - cancer du rein colleen sparks - lean update to fmc... ·...
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Leadership in BC Public Service
Being the Best Citizens @ The Centre
Diversity
Corporate Learning Strategy
MyPerformance
Carbon Neutral Government
What is Lean? • Proven process improvement methodology AND
• A mindset or philosophy
Uses many of the CI tools you’ve seen before
• What differentiates it? 1. Looks at how we use resources and puts value on those
steps that benefit our customers 2. Looks to employees to provide solutions
• Will help: Deliver services that meet customer needs 1st Save employee time and resources required Build capacity as we focus on higher value work
What we think a process is
What it really is
What it should be
Why do we need to look at our processes?
Why Lean now? • Our workforce is naturally shrinking as our
demographics change
• Demand for high quality programs and services is not going to decrease
• Greater capacity challenges in the future
• Employees want a meaningful opportunity to redesign the process
What do we hope to achieve? • A continuous improvement culture across the public
service
• Employees are constantly asking themselves whether what they do brings true value to the “customer”
• There is capacity across the public service to support Lean process improvements
• Supervisors understand their role and support staff to find solutions
• Save time, reduce costs and improve quality
• Benefits to customers, employees and the bottom line
Lean Program Management Office Purpose:
• to support a Lean culture across the BC Public Service
We do this by:
• Supporting the implementation of Lean projects
• Engaging and communicating with leaders and staff
• Providing information, training and skills development
• Celebrating successes
How to Build a Lean Culture...
A Lean Program Office to guide
Lean Leads to lead
External Consultants to advise
Training to build capacity
Resources to inform
Lean projects to showcase
DEFINE MEASURE ANALYSE IMPROVE CONTROL Problem Problem Root Cause Process Process
CHANGE MANAGEMENT
A Proven and Flexible Approach
• Wing to wing – from customer’s perspective
• Data drives decisions
• Employee’s provide solutions
• Supervisors support
• Executive Gates – to confirm scope and resources
Defining the Problem Objectives
• Define the problem and confirm scope and non-negotiables • Set goals and objectives • Identify potential benefits • Develop a project team • Determine schedule • Define the stakeholders • Develop change management plan
Tools
Project Charter SIPOC Stakeholder Analysis (a.k.a. Force Field Analysis) Change Management Plan
Measure Objectives
• Review process map • Determine data collection • Determine KPIs critical to customer satisfaction • Validate problem scope
Tools • Data Collection Plan to gather the Voice of: Customers Employees Stakeholders The Process (Gemba walk) Also look at existing data
Analyse Objectives
• Identify waste (areas of opportunity) in the process • Map to be process
Tools • Root cause analysis: Brain storming Brain writing Affinity diagram Cause and effect diagram 5 why’s
Innovate – Improve – Implement Objectives
• Identify areas of opportunity in the process • Map to be process • Implement quick wins • Resource longer term change • Change management
Tools • Problem solving techniques: Nominal Group Technique Transition and Implementation Plans Action Plan Change Management Plan
Control – Celebrate Objectives
• Complete implementation of improvements • Confirm benefits, monitor and audit • Measure performance against process baseline to identify further
opportunities for improvement • Celebrate and recognize!
Tools • Control Plan • Change Management Plan updates • Post Mortem/Lessons Learned • Close-out
SLIDE 18 OF 18
For more information: •LPO: [email protected]
•@Work: https://gww.gov.bc.ca/ (Key Initiatives – bottom left)