1. Modernizing A Traditional Public Works Service - A Lean Approach
Highlights & Achievements
Tod Jenkins
Acting Manger, Engineering Technical Services
November 2017

2. The Background Engineering Technical Services – What Is Our Business?
Construction Inspection & Development CA
Topographic Surveying
CAD & GIS
Material Testing and Lab Services

3. Operations Support-Performance Measures
Pilot Project-2012/2013
Operations Support-Business Performance Review
Customer Analysis, CDM, January 2013
Operations Support-Vision 2020
ETS Operational Plan, September 2013
Strategic Projects and Business Intelligence
ETS Opportunities for Improvement Project, April 2014
Explain about ETS services

4. The Approach
A Lean Sigma Approach versus A Traditional Public Works Engineering Approach Does Not Naturally Mix
Focus the approach to align with the Operations Support Mission Statement

5. Review of the Core Services Strategic Elements
Voice of the Client
Voice of the Business
Critical Success Factors
Strengths, Weaknesses, Opportunities, Threats
CSFs Vs. SWOT
Goals
Objectives
Action Plan
Voice of Other Stakeholders
1) Gather input from the different stakeholders (VOB, VOC and other stakeholders) through surveys
2) Identify Critical Success Factors as anchors to define strategic direction
3) Facilitate meetings to review Goals and Objectives based on the information gathered
4) Craft action plan to implement the changes

6. Key Improvements

7. Operations Support Mission Statement
To provide high quality cost effective complex secondary services so as to allow the operational divisions to focus on their primary services. (“Service First Philosophy” leading to client satisfaction. )
ETS re-focused efforts on the approach to align our services with the Operations Support Mission Statement

8. Critical Success Factors
Orientation to ETS customer’s needs and Region of Peel residents needs (short term and long term)
Workforce Knowledge
Response time (timely communication during work, availability to respond to inquiries, service accessibility and product delivery)
Scalability, flexibility and versatility to deal with seasonal variation
Accurate, consistent, organized, available, and provide customers' documentation
Key factors that enable the Mission Fulfillment and act like anchors to the strategy formulation.
The critical success factors support why we exist…, why we show up to work every day

9. 31 strengths, 15 weaknesses, 15 opportunities, 18 threats
Weaknesses: “Lack of strategies set for succession planning/transferring knowledge by key employees.”, “Lack of quality IT support (I.T type support)”
Threats: “Keeping up to date with changes in engineering design practices (Item D)”
Before
5 strengths, 4 weaknesses, 3 opportunities, 3 threats
After
SWOT
What are the key SWOT that highly affect you (top 3)?
Opportunities and Threats are external to the group so envision a window that is showing things that you have to grab (O) or prepare for (T), while Strengths and Weaknesses are inherently part of the group.
“Lack of “ affirmatives should be taken carefully. What is the weakness that is hidden behind the statement?
Every SWOT chosen should be taken into consideration if it is affecting the Critical Success Factors and/or impacting the objective achievement.
Guidelines: Profit from Opportunities, Be prepared to Threats, Leverage Strengths, Work on Weaknesses

10. CSFs Vs SWOT

11. ETS section is to ensure that capital projects are completed on-time, in accordance with the highest standards and provide best value to the residents of Peel
Before
To achieve high quality, cost-effective, timely, flexible services to consistently exceed client expectations
After
Goal
Goal
Broad statement about a long-term desired outcome; provides direction and guidance
States the desired results and/or intentions
Can be prioritized to reflect relative importance
Used as a basis for establishing objectives
It is stated as an objective, isn’t it more like a goal based on the definitions?
Can ETS really achieve this goal or it should be another area’s responsibility to do so?
Can we say that this goal is achievable through objectives?

12. After Before Objectives
Minimize the impacts of construction activities on businesses, residents and the environment through a balanced approach
Manage the various financial control functions of construction activities and services to minimize project costs
Maximize life expectancy of assets through proper design and installation
Before
Raise Internal Customer satisfaction to 80% in 3 years
Formalize SLAs with customers in 2 years
Update Performance Measures
After
Objectives
Measurable outcome that will be achieved in a specific timeframe to help accomplish a desired goal
Specific: what is to be achieved, not how or why
If the objective addresses more than one achievement, those achievements should be divided into sub-objectives
Short-range (versus a long term goal) including time frame for completion
A statement of a result - not an activity
By the end of…this will happen/be different
SMART Objectives – Specific, Measurable, Attainable, Relevant, Time Bound
You can have your operational measures speaking to your current performance, but how can you capture where you want to be and attach a measure to prove it?
How can you translate your goal into specific terms (SMART) and at the same time point to a desired future state?
Are there any portions of the goal that is not covered by an objective?
What are the top 3-5 things you should concentrate your effort on?

13. The Results
This presentation used to be 90 minutes with 56 slides. Using Lean methodology it has been reduced to 15 slides and around 10 minutes, 7 if there are no questions at the end

14. Business increased by 23%
Client satisfaction increased to 92% (2017 Client Survey Result figures)
Business increased by 23%
Reduced projects cost by hiring less external consultants (optimizing outsourcing)
Better expectation alignment with internal customers
Risk mitigation (including the reputational risk)
69 Total staff in September 2013, increased to 85 staff in September 2017
Business increase of 23% is derived from staff increases due to client service requests
Reputational Risk is deemed critical as Peel staff are the front line contacts with residents and businesses’

15. Questions