Lean Government, Healthy Lakes

Pamela Toshner, Northern District Lake BIologist

Lean Six Sigma – What is it?• Lean Six Sigma is a comprehensive

and flexible system for achieving, sustaining and maximizing organizational success.

• The Lean Six Sigma approach is driven by:– Closely understanding customer needs– Disciplined use of facts, data &

statistical analysis– Diligent attention to managing,

improving & reinventing organizational processes

• To insure an organizational transformation, Lean Six Sigma also focuses on the culture of an organization.

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Lean Six Sigma

Delight Customers

Improve Processes

Data and Facts

Quality

Speed

Variation &

Defects

Process Flow

Team- work

Source: What Is Lean Six Sigma, George, Rowlands & Kastle

Lean = Eliminating Wastes & Building Capacity

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OverproductionWaitingTransportationNon-Value Added ProcessingExcess InventoryDefectsExcess MotionUnderutilized staff

Typically 95% of Lead Time is Non-Value Added

DMAIC Methodology

• DEFINE – opportunities in selected process • MEASURE – current performance of process output• ANALYZE – root causes of problems• IMPROVE – the process. Reduce or eliminate

variation and non- value added activities• CONTROL – process inputs so that problems don’t

reoccur

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Tools Vs. DMAICTool Define Measure Analyze Improve Control

Voice of the Customer X

Operational Definition X

Cause and Effect Diagrams X

Measurements and Data X

Check Sheets/Tally Sheets X

Pareto Charts X X X

Histograms X X X

Run Charts X X X

Control Charts X X X X

5s Events X X

Standardized Work X X

SIPOC X X

Flowchart X X

VAFA / VSM X X

Kiazen X X

Control Plan X X

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Value-added and Non-Value-added

Value-Added: the process steps in which information and/or material is transformed to help achieve a customer requirement directly

Essential Non-Value-Added: Process steps that are required even though they do not directly add value to the customer

Non-Value-Added: Process steps that add no value for the customer

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Example DNR ProjectsR& R Closure ProcessClean Boats Clean Waters Clean GrantsWild Game Serving Permit ImprovementLeMay Forestry Center StockroomEndangered Resources Review Consistency Phase 2 of Master Planning Legal Opinion FileNutrient Management Plan ProcessIncreasing Accessibility to MFL Open Lands InfoOperator Certification High Capacity Well Application ProcessingWPDES Specific Permit ReissuanceGEF II Mail RoomForestry Division Program Review Data CollectionAir Management Construction PermitsCustomer Feedback ProcessGreen Tier - Tier 1 AcceptanceLaw Enforcement Annual Credential ReviewOC Communication Tool UpgradeAir Management Stationary Source Referrals

Closure Approval Process - Phase IIHazardous Waste Compliance InspectionsDisabled Hunter Permit Application ProcessLocal and Long Distance Phone Service Fulfillment Process for the RegionsDevelopment Projects System ImprovementsDog Training & Trialing License ProcessHeritage Data Mapping ProjectImplementing Hunting in State ParksGrant Opportunities Focused on the Great LakesImproved Fish Quota Request ProcessPermitting Lake-wide Fish Habitat ProjectsAdministrative Rule ProcessNew Hire Paysetting ProcessStaff OnboardingAeronautics Management ReviewStormwater NOI Process

CLEAN BOATS CLEAN WATERS CLEAN GRANTS

This or That?

Which process steps are most time consuming?

Clean Boats Clean Waters Clean GrantsGoal Past Target Current* Success?

Reduce DNR staff workload.(Reduce volunteer workload.)

18 hrs/project(40 hrs/project)

12 hrs/project(20hrs/project)

15 min/project30 min/project

Yes

Reduce Lead (delivery) time. 3 months 14 business

days10 business days Yes

Improve customer satisfaction. Dissatisfied 100%

satisfaction 100% Yes

Simplify the process. 15+ steps 7 steps 7 steps YesEnsure staff and customer safety Be safe. Be safe. Yes

* Preliminary results.

CBCWCG Lessons Learned

• This is an opportunity.• “We are own barriers.” • The devil – and the work – is in the details.• Projects should be large enough to produce

desired results, but narrowly scoped in order to bring project to closure in a timely manner.

• Include external partners on team.• Articulate team expectations.

Have fun!

Shoreland Health InitiativesAFTERBEFORE

GoalsSimplify the lake protection shoreline restoration grant administrative process.

Create and launch a new Shoreland Health Initiatives product, including funding and technical assistance options, that increases waterfront property owner participation in habitat restoration and practices that reduce runoff and erosion (e.g. rain gardens, infiltration pits).

Shoreland Health Initiatives

RestoreDivert

Infiltrate

Illustrations and photos from KJE Design and Harmony Environmental

The Voice of the Customer

• Lean Six Sigma projects focus not only on Departmental process improvements but also emphasize customer satisfaction and customer loyalty.

• By improving process performance, customer satisfaction can be impacted in a positive manner.

• Customers can be internal as well as external.

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