lean for government - home - canadian public sector ... · 2015-04-16 · 2015 for government lean...
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© Alpen Path Solutions Inc. 2015
Presented to the CPSEN, NCR Chapter April 16, 2015 By France Bergeron Alpen Path Solutions Inc.
Lean for Government
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CPSEN Mini-Workshop
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Today I will talk about Lean
• Definitions
• Values
• Principles
• Tools
And you will work
when you see
these flowers
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1990s in Manufacturing
“Lean refers a collection of principles and
methods that focus on the identification and
elimination of non-value added activities (waste)
in any process”. J. Womack and D, Jones, The machine that changed the world
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What is Lean?
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2015 for Government
Lean is an organizational transformation focused on:
creating value for clients
minimizing waste in processes, and
providing opportunities for employees to develop
their problem solving skills to find creative and
innovative solutions
to better serve citizens.
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What is Lean?
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What Lean is not
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• NOT about laying off staff
• NOT a new management fad
• NOT about quick hits and low hanging fruits
• NOT another accountability framework
• NOT about copying others, but learning to think and act!
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Purpose Process People
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For a Lean Transformation, it is important to align:
Purpose: Why?
Process: How?
People: Engage everyone to improve.
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Purpose
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Understand the purpose, start with WHY?
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Purpose
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1. Introduce yourself: name and organization
2. What is the purpose of your organization? What value do
you bring to Canadians? Why do you go to work?
3. How do you deliver on this purpose? Name one process that
you are responsible for or you are participating in?
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Lean is about thinking differently
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Traditional approach Lean approach
Problems Hide them Golden opportunity to improve
Employees Cost Asset
Management Command-and-Control Empowerment, engagement
Quality
Focus on people:
reward compliance,
punish deviation
Focus on processes
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Lean is:
•a management philosophy
•context dependent
•specific to each organization
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Lean Based on two pillars Continuous improvement
Respect for people
Five Principles • Specify value from a client’s perspective
• Map the value stream to see how value is
delivered to the client
• Create flow by removing waste
• Establish pull by creating a process that responds
to client’s demand
• Aim for perfection
Methods and Tools
Policy Deployment (Hoshin Kanri )
PDSA (Plan-Do-Study-Adjust)
5S (workplace organization-Sort, Set in order,
Shine, Standardize, Sustain )
A3 (One page problem solving report on A3 paper)
Daily improvements (Kaizen)
Mapping (Value Stream and Process)
Go see where work happens (Gemba walks )
Just in Time
Visual Workplace (white boards)
Root cause analysis (5 whys & Fishbone diagram)
Standardized work
Visual work instructions
Proven process over new technology
Work cells (cross-training)
Error Proofing (templates, quality at the source)
Copy and improve on best practices (yokoten)
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Pillar 1 - Respect for People
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“Humans are extraordinary beings, and there is no limit to human
intelligence. Our responsibility is to inspire people to use their
intelligence to generate new ideas.” Taiichi Ohno
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Pillar 2 – Continuous improvement
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“Not every change is an improvement,
but every improvement is a change”
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Outputs Widget or tangible thing
Outcome Effect of the widget
In government, who is the client?
End users: uses the widget for a desired outcome.
Broker: transfers the widget to someone else to use.
Client Receives & uses widget
Client Benefits from widget
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Principle 1
Specify Value from the client’s perspective
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At your table, take a few minutes:
In the processes you earlier identified, discuss:
• What is the widget?
• Who is the client for that widget?
Principle 1
Specify Value from the client’s perspective
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Principle 2
Map the value stream
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What is a
“Value Stream”?
• All activities (processes)
• Across the entire organization
• Involved in creating value for the
client
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2. Map the value stream
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Why map a process?
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To see
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Principle 2
Map the value stream
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The current state map is not the goal. The goal is to improve the process.
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Flow is often disrupted by: Unused Human Talent
Waiting
Overproduction
Transportation
Processing, approvals
Motion
Defects, errors
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Principle 3
Create flow
Inventory
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UWITDMOP*
is a tool to identify types of waste in a process
U Unused Human Talent
W Waiting
I Inventory
T Transportation
D Defects
M Motion
O Overproduction
P Processing
Interruption to flow
*Pronounce « you with the mop »
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Principle 3
Create flow
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Identify the type of waste for each activity. One activity may include more than one
type of waste.
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Principle 3
Create flow
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Where to focus efforts? Present Capacity = Work + Waste
(Taiichi Ohno, father of the Toyota Production System)
75% non-value added
10% Value added
15% Business non-value
added
Value Stream © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com
1rst priority 2nd priority 3rd priority
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Principle 3
Create flow
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• Producing only what the
clients wants when the client
wants it and at the quantity
required.
• Do only what is required to
be 100% compliant.
• Nothing is produced
upstream until the
downstream is ready for it.
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Principle 4
Establish pull
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Principle 5
Aim for perfection
Never, ever think outside the box!
Traditional organization
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Never be satisfied with status quo!
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Lean organization
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Principle 5
Aim for perfection
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Principle 5
Aim for perfection
Why do organizations fail at Lean? Lack of focus Lack of clarity
Lack of discipline Fear of making mistakes
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“You will never come up with something original if you are not
prepared to be wrong”
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Principle 5
Aim for perfection
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PLAN: Observe the problem and plan a countermeasure
DO: Execute the plan, experiment ACT or ADJUST 1) Standardize if target met 2) Start over again if not
CHECK or STUDY: study the compare results with goals and targets
Plan–Do–Check–Act or Plan-Do-Study-Adjust
The Deming cycle for continuous improvement
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Principle 5
Aim for perfection
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Why Lean now?
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We need the
right kind of
shoes to walk
on the kind of
path that lies
ahead.
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Why Lean now?
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Because Lean,
if done properly:
Engages everyone
Challenges the status quo
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Why Lean now?
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Who is…
Boomers: between 51 and 62?
Gen X: between 36 and 50?
Gen Y (Millennial): between 15 and 35?
Gen Z: less than 15 years old???
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Why Lean now?
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Boomers:
• When young, expected direction
• Now in senior leadership, they direct
• Command and Control management
Gen X:
• The “nobody is listening to us” generation
• Structured, punctual and linear
• Cranky, cynical
• Manage the Millennials (Gen Y)
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Why Lean now?
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Millennials… the Lean generation
PURPOSE PROCESS PEOPLE
They want to be
engaged, part of
decisions
They produce
prototypes, want
feedback and coaching
They want
collaborative
work culture
They want a job
with a purpose
They want to be
challenged and they
challenge the status
quo
They are team
oriented
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Your Final Quiz
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True or False?
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Your Final Quiz: True or False?
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Lean is a tool
FALSE Lean is a way of thinking, a mindset,
a management philosophy
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Your Final Quiz: True or False?
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Lean is an organizational culture focused on daily improvements.
TRUE Lean events are only for selected, more complex projects. Kaizen is about everyone engaged to improve everyday.
Beware of Kaizen Krazy and unfocused rapid improvement events. It will only bring chaos.
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Your Final Quiz: True or False?
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Lean is only about improving processes.
FALSE Lean is an overarching management approach that
includes process improvement.
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Your Final Quiz: True or False?
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Only experts can “do” Lean, you need a Green or Black belt to “do” Lean
FALSE Lean involves and engages everyone to solve problems in
their own work. Six Sigma on the other hand, uses experts with progressive levels of mastering statistical and
mathematical tools engaged on a project basis to solve problems.
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Your Final Quiz: True or False?
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Lean focuses on speed, quality and elimination of waste.
TRUE It is a misunderstanding to say that Lean only focuses on speed and Six Sigma focuses on quality. Lean is a holistic
improvement approach heavily focused on quality. Speed and waste reduction make quality problems visible.
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The end
France Bergeron Alpen Path Solutions
1 Rideau Street, suite 700 Ottawa ON
K1N 8S7 http://alpenpathsolutions.com [email protected]
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