1. Delivering a Lean Project
City of Mississauga
Delivering a Lean Project
November 12, 2018

2. DELIVERING A LEAN PROJECT Public Sector Project Management Forum

3. What is Lean?

4. A methodology that maximizes customer value and minimizes waste….

5. Lean defined a bit more
Lean is the ability to identify work that adds value to the customer and work that does not;
Lean is a culture of continuous improvement led by and in place for everyone in an organization
Lean focuses on improving the process, not blaming people
Lean respects the needs of the customer, and for those who do the work, they are the experts
Lean is a culture that cuts through organizational structures, silos, and promotes teamwork and ownership for a process
Lean has taken lessons from decades in the study of management. It’s more than just scientific management.

6. Lean is not Simply automating a bad process Confidential
Top down cost cutting or service reductions
Anything that doesn’t involve customers or those who do the work
Top down

7. 5 principles of lean Specify Value Map the Value Stream
Create Flow
Establish Pull
Seek Perfection

8. 5 principles of lean
Value is always defined by the customers need for a specific product or service
What is the customer specifically willing to pay for?
What are important requirements, expectations that must be met?
If an activity does not add value to a business service, then it is waste
Specify Value
Map the Value Stream
Create Flow
Establish Pull
Seek Perfection

9. Value added
Value added time is only a small percentage of the overall process
Tree Planting Timeline:
Wait time between request and inspection
Tree removal list created, wait time
Staff verify work, new stumping work order created, wait time
Utility locates performed, work order for new tree, wait time
Verify that tree was planted, close work order
Request for a replacement tree is made
Inspection is performed
Crews remove tree
Crews remove stump
Crews plant new tree
Value added activities
Non-Value Added Activities
Traditional cost savings is focused on making value added activities efficient
Lean thinking focuses on eliminating non-value added times, from the customers point of view

10. 5 principles of lean
Mapping the processes, steps and information necessary to deliver value to the customer
We look to understand every aspect of the value stream
Look to find time delays, activities that create value, activities that don’t create value but are required, and activities that create no value
Be relentless in trying to eliminate anything that does not contribute value
Specify Value
Map the Value Stream
Create Flow
Establish Pull
Seek Perfection

11. value stream mapping

12. 5 principles of lean
Information, services or products should flow without interruption
Every step moves at the rate of customer need, Takt Time
Eliminate obstacles to flow through the 8 Wastes
Eliminate overburden, over-utilizing resources more than 100%
Eliminate unevenness, look to create standard work throughout the process
Specify Value
Map the Value Stream
Create Flow
Establish Pull
Seek Perfection

13. 5 principles of lean
Initial requests should be from the customer, which triggers the process
Use pull instead of push, where large inventories are created, leads to excess inventory, incorrect information and quality issues
“Just-in-case” vs. “Just-in-time”
Specify Value
Map the Value Stream
Create Flow
Establish Pull
Seek Perfection

14. 5 principles of lean
Continue until every process is 100% value added activities
Lean is a culture, a way of work, not just a set of tools
Improvement comes from empowered people making small changes every day
Specify Value
Map the Value Stream
Create Flow
Establish Pull
Seek Perfection

15. 8 wastes Defects Overproduction Waiting Non-Utilized Talent
Efforts caused by rework, scrap and incorrect information
Overproduction
Production that is more than needed or before it is needed
Waiting
Wasted time waiting for the next step in a process
Non-Utilized Talent
Underutilizing people’s talents, skills & knowledge
Transportation
Unnecessary movements of products & materials
Inventory
Excess products and materials being processed
Motion
Unnecessary movement by people
Extra-Processing
More work or higher quality than is required by the customer

16. Delivering a Lean project

17. Selecting the right projects
Not every project benefits from Lean. The best projects:
Have quality data to measure the process
Have a high potential for return on investment
Have the ability to make changes within your control
Are repetitive and have significant transaction volume
Have strong champions to support the project
Have a direct link to corporate goals

18. 5 phases of a lean project
Define
Measure
Analyze
Improve
Control
Define the problem and goals
Measure the process and see current performance
Identify the root cause of the problem
Improve the process and verify results
Control and maintain future performance

19. The parks waste project

20. Define
Measure
Analyze
Improve
Control
Project Charter
Problem statement defines the problem faced
Goal statement defines the goal of the project
Define the voice of the customer
Communicate with key stakeholders (staff affected by the review)
Develop the high level process map

21. parks waste defined
28,000 hours per year to remove waste from 500 parks
Inconsistent service delivery
High source of public complaints
Pain point for staff
Customer wants a clean park, accessible receptacles, no waste in sight

22. Define
Measure
Analyze
Improve
Control
Collect the data: Floor plans, reports, forms, raw data, etc.…
Walk the process
Identify key measures to quantify the process
Build a detailed value stream map

23. parks waste measured Decentralized operating model
Inconsistent staffing model within each geographic boundary
Different service levels for each area of the City
Routes were not optimal
105 complaints per year
Work order system is time consuming
Baseline aggregate service levels of around 1.68 times per week

24. Define
Measure
Analyze
Improve
Control
Examine the value of each step in the process
Identify key issues
Identify the root causes of problems
Verify the root causes, metrics and assumptions

25. parks waste analyzed What Caused the Biggest Issues? Household dumping
Location and cost of disposing of waste
Cross-contamination of recycling in garbage bins and vice versa
Different types of cans
Can placement
Double the routes for recycling and garbage
2 employees in the truck at the same time
The resources for recycling was half that of waste

26. Define
Measure
Analyze
Improve
Control
Brainstorm solutions and prioritize
Identify what the future state process would look like
Identify the actions required to achieve the future state
Assess the impact and effort for action items, assign activities to working team
Present the plan to key stakeholders/steering committee and confirm commitment
Implement action items

27. parks waste improved Short Term:
Centralize Waste Management as a dedicated team;
Partner with the Region of Peel for free disposal
Pair the trucks together, only one person per truck then needed
Design a new can to prevent contamination
Optimal routing software
Long Term:
Design and deploy a new receptacle
Re-design work order system
Look into automated collection

28. Define
Measure
Analyze
Improve
Control
Track performance, monitor and adjust as required
Verify results vs. assumptions
Implement sustainability controls
Validate the benefits of the project
Close the project

29. parks waste controlled
Analytical reports developed to monitor service requests, service levels for each park
Centralized team ensures consistency at a City-wide level
Standard Operating procedures developed for work order entry

30. $138,000 15% 25% 46% 13% results in cost savings
Increase in service levels
25%
46%
13%
Less service requests
Reduction in work order entry time
Reduction in drive time

31. lean projects aren’t enough
Lean isn’t just a method, toolkit or technique you can apply
It’s a philosophy that organizations have to live by
To lead an improvement project isn’t telling people what to, it’s challenging your team to innovate to speed the process
Managing a Lean project looks to observe, encourage, challenge and learn
Gather the facts, experiment
It’s a moving target, striving for constant perfection

32. Questions?