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Lean Leadership Workshop
Key Objectives Learn the basics of Lean and how it can be applied to government Enhance your knowledge by significantly improving simulated processes Understand how to be an effective lean leader
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My Background Dickson Consulting Services, LLC
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Chief Operations Officer
My Contact Info John Dickson Spokane County Chief Operations Officer (509)
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Workshop Outline Part 1 – Lean Government Basics
Part 2 – Lean Simulation, Round 1 Part 3 – Lean Simulation, Round 2 Part 4 – Problem Solving Storyboards Part 5 – Lean Leadership
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NY City Food Bank Improvement Success Story
What were the initial challenges? How did they address these challenges? What were the meals per hour results?
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What is Lean Government?
A mindset and discipline to increase our capacity to do more good consisting of the following steps: Be clear about your organization’s purpose and bottom line What good are you trying to create? What must you do well? Know what your customers want and value How well are you meeting customer needs? How do you know? Build great ‘products’ for your customers Include customers in ‘product’ design, monitoring and improvement Constantly increase your capacity to build great ‘products’ Make processes faster, better then cheaper – in that order Frequently monitor your process performance
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Improvement Success Stories!
Individuals Think about a time when you were part of a successful government improvement effort Why was it successful? Triads Share your improvement success stories Document inputs on why they were successful Group Share reasons for success
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Key Focus Areas for Lean Government Success
1. Process 2. People 3. Performance
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1. Process
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The System of Government
Huge ideas! Politics Policy Process (the ‘pipes’) People Big impact... Performance (Service to Customers) Focus Here! Source: Ken Miller, Where Change Really Happens in Government
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Lean Government Primary Focus Areas…
Huge ideas! Politics Policy Process (the ‘pipes’) People Big impact... Straighten county process ‘pipes’ to enhance customer service quality! Performance (Service to Customers) Source: Ken Miller, Where Change Really Happens in Government
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Our Process Improvement Challenge...
Government Manufacturing
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Traditional vs. Lean Process Improvement
Traditional process improvement focuses primarily on speeding up value-added (‘Work’) activities These are the visible activities Lean process improvement focuses on reducing or eliminating the non-value-added (‘Wait’) activities! These are the invisible activities Systematically eliminate ‘wait’ times, NOT ‘work’ times! Work Wait Process Start End (‘Elapsed’ Time)
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Purchasing’s Visible ‘Pipes’ and ‘Widgets’
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Purchasing’s Visible Public Works RFP Process
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Environmental Services Visible Plat Review Process
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Defining Process Value
Non-Value-Added (95%) Value-Added (5%) Value-Added activities Tasks that customers recognize as valuable Tasks that are done right the first time Tasks that transform the product or service Non-Value-Added activities Activities that don’t add value (see above) Non-Value-Added but Necessary activities Necessary activities that don’t add value
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‘Pipe Clogging’ Activities (Eight Deadly Wastes)
Definition Work Area Applications Defects/Corrections Work that contains errors, rework, mistakes or lacks something necessary - Missing information Non-standard/poorly defined processes Poor staff training Overproduction Generating more products and information than necessary - Creating reports that no one reads Unnecessary meetings Batch processing Waiting Idle time created when material, information, people and/or equipment are not ready - Forms requiring multiple signatures Waiting for information Paperwork that moves between departments Not Utilizing Employee Talent Failing to embrace the mental, creative and physical capabilities of staff to improve processes - Making staff run very inefficient processes Not letting staff improve their processes Proving staff poor training/work instructions Transportation Movement of products and information that does not add value - Retrieving or storing files Moving documents between locations Physically attending multiple meetings Inventory More information and/or material on hand than the end-user needs right now - Open files/projects not being worked Just-in-case (anticipated) inventory Unused records in a database Motion Movement of people that does not add value - Searching for files and information Unnecessary bending and/or reaching Poor office layout Excess Processing Process steps that create no value from an end-user's perspective - Creating internal reports Unnecessary signature approvals Management reviews
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Practice Lean Simulation
Form groups of 7-9 people Appoint 1 timekeeper, 1 material handler, 1 customer, 3 operators, 1-3 process observers Select 6 random objects Designate Objects #1, #2, #3, #4, #5, and #6 Assign 2 objects per operator Operator 1: Objects #1 and #2 Operator 2: Objects #3 and #4 Operator 3: Objects #5 and #6 Give all 6 objects to material handler
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Practice Lean Simulation
Material Handler One object at a time Operator 1 One object at a time Table Object #1 Object #2 Object #3 Object #4 Object #5 Object #6 Operator 2 Material Handler One object at a time Each object spun twice Operator 3 Customer Timekeeper
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Practice Lean Simulation – Round 1 Debrief
Document your team’s total elapsed time? What process steps took a lot of time? What ‘pipe clogging’ activities did you observe? Defects/Corrections:________________________________ Overproduction:___________________________________ Waiting:________________________________________ Not Utilizing Employee Talent:_________________________ Transportation (Moving):_____________________________ Inventory:________________________________________ Motion:_________________________________________ Excessive Processing:________________________________
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Practice Lean Simulation – Round 2 Preparation
How can we reduce the total elapsed time by at least 80% in Round 2? Focus on reducing ‘wait’ times, NOT ‘work’ times! Material Handler, Operators and Customer must NOT work harder or faster! How will your team reorganize for Round 2? Operators still place 2 objects on table Each object will be spun twice on table by Operators After 6 objects on table are spun twice, Customer will receive and approve objects at separate location Run Round 2 Document total time Determine % time reduction from Round 1
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Group Discussion What are your takeaways from this simulation?
How can what your learned be applied to your organization next week?
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Break Time!
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Workshop Outline Part 1 – Lean Government Basics
Part 2 – Lean Simulation, Round 1 Part 3 – Lean Simulation, Round 2 Part 4 – Problem Solving Storyboards Part 5 – Lean Leadership
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Bridge Simulation – Site Prep and Footings
Mitch Reister, Spokane County Engineer
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Bridge Simulation - Substructure
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Bridge Simulation – Super-Structure and Deck Phase 1
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Bridge Simulation – Deck Phase II & Complete Structure
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Bridge Simulation – Team Composition (9-12 Members)
Supplier Freight Contractors Site Prep Footings Substructure Superstructure Deck Superintendent General Manager
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Bridge Simulation – Round 1 Debrief
Document your team’s total elapsed time? What process steps took a lot of time? What ‘pipe clogging’ activities did you observe? Defects/Corrections:________________________________ Overproduction:___________________________________ Waiting:________________________________________ Not Utilizing Employee Talent:_________________________ Transportation (Moving):_____________________________ Inventory:________________________________________ Motion:_________________________________________ Excessive Processing:________________________________
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Problem-Solving Storyboard
Project Title: Sponsor: 1. Background and Problem Statement Why do we do this process? What is the problem (time, quality, cost, safety, etc.)? 3. Target Condition Draw the key steps of the future, improved process: What is the primary goal for this improved process? 2. Current Condition Draw the key steps of the current, unimproved process: On the drawing above, circle the steps that are causing the biggest problems? 4. Implement Plan Actions By Who? By When? 1. 2. 3. 4. 5. 6. 7.
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Bridge Simulation - Round 2 Assignment (Day 2)
Round 2 Goal: Reduce total bridge construction time by 80% Round 2 will occur 1st thing tomorrow morning As a team: Complete your Problem Solving Storyboard to prepare for Round 2
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Day 1 Complete!
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Lean Leadership Workshop – Day 2
Key Objectives Learn the basics of Lean and how it can be applied to government Enhance your knowledge by significantly improving simulated processes Understand how to be an effective lean leader
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Workshop Outline Part 1 – Lean Government Basics
Part 2 – Lean Simulation, Round 1 Part 3 – Lean Simulation, Round 2 Part 4 – Problem Solving Storyboards Part 5 – Lean Leadership
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Bridge Simulation – Round 2
Meet as a team (15 minutes) Review your Problem Solving Storyboard Must reduce elapsed time by 80% from Round 1 Final Round 2 questions? Run Simulation Round 2 Capture total elapsed time Determine % reduction from Round 1
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Group Discussion What are your takeaways from this simulation?
How can what your learned be applied to your organization next week?
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Workshop Outline Part 1 – Lean Government Basics
Part 2 – Lean Simulation, Round 1 Part 3 – Lean Simulation, Round 2 Part 4 – Problem Solving Storyboards Part 5 – Lean Leadership
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Problem Solving Storyboards
Share your team’s Problem Solving Storyboard How did it help your team... Understand what happened during Round 1? Prepare improvements for Round 2? How could storyboards be beneficial at work?
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Workshop Outline Part 1 – Lean Government Basics
Part 2 – Lean Simulation, Round 1 Part 3 – Lean Simulation, Round 2 Part 4 – Problem Solving Storyboards Part 5 – Lean Leadership
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2. People
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Important Aspects of Successful Change
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Our Strategic Framework
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County Improvement Projects
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Traditional vs. Lean Leadership
Traditional Leadership Leader plans Staff meets goals set by leader Leader produces metrics and feeds back when not met Rigid enforcement of rules and regulations Information controller Sole problem solver Technical expert Assignor of work Performance appraiser Lean Leadership Direction setter Ensures team goals support vision Monitors and audits team’s metrics Sets expectations Information conduit Facilitates ‘root cause’ analysis Technical resource Provider of forward workloads Appraises team performance to team goals
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Information (vs. Industrial) Age Thinking
Large, system-level improvements CANNOT be effectively led today using industrial age thinking! Source: Steven Covey, The 8th Habit: From Effectiveness to Greatness, Franklin Covey, 2004
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The 6 P’s of Lean Leadership
Process Documenting and visibly measuring more and more of your departments’ processes Purpose Assuring your staff knows your department’s strategic direction and plan Problem Solving Increasingly utilizing structured problem solving techniques People Assuring your staff ‘see’ and understand your departments’ process ‘pipes’ Allowing your staff to problem solve and frequently ‘stumble’ Performance Focusing more and more on visually monitoring process performance Increasingly recognizing your staff’s great work Partnering Increasingly working with your departments’ customers and stakeholders to remove barriers and increase capacity
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Lean Leadership Commitment
Complete your Lean Leadership commitment sheet Discuss your commitments in groups of 3-4
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3. Performance
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Performance Management Plan
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Key Performance Indicators (KPI) Utilization
Launched in January 2016 Monthly KPI updates Monthly KPI reviews with BoCC
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Parks and Recreation Special Event Permit Success Story
2013 Customer Experience… 2016 Customer Experience… = 13.6 days … = 0.7 days !
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Key Performance Indicator
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Self-Insured Worker’s Compensation Success Story
2014 Cost Savings $242K to date! 2013 vs. 2014 Time Loss (TL) Paid
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Key Performance Indicator
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Online Building Permit System (SmartGov)
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Key Performance Indicator
99% Same Day Inspections!
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Lean Government Resources
Accountability & Performance Auditor’s Office Performance Center Municipal Research and Services Center (MRSC) Office of Financial Management WA Counties Training Institute
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Chief Operations Officer
John Dickson Chief Operations Officer Spokane County (509)
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