Leading Lean Government. Presented by: Thomas Gates County Administrator Roanoke County, Virginia

Transcription

1 Leading Lean Government Presented by: Thomas Gates County Administrator Roanoke County, Virginia

2 Organizational Assessment Limited Experience with Performance and Process Review Continuous Improvement Concept Not Institutionalized No Supporting Structures / Mechanisms for Employees to Initiate Process Change Severely Constrained Resources for Training and Development Limited Revenue Growth Creating Pressure for Employees and Service 2

3 Time for Change Began Internal Discussion (Staff Retreat) on the Need to Be Cognizant of Our Condition Open Up Dialogue Across Departments in Organizations Budget Process to Facilitate Dialogue (Functional Teams) Employee Committees (EAC, Compensation) Survey Data Strategic Plan Create Internal Energy to Give Employees Greater Control of Work Ready for the Lean Effort 3

4 Beginning the Lean Process Offered an Opportunity to Management and Employees to Collaborate to Consider and Discuss Lean Worked with Colleagues in City of Roanoke to Understand their Experience Trained Senior Managers to Achieve Understanding and Buy-in Voiced Support from the Organizational Leadership for the Effort Let Employees Volunteer to Lead Developed Project Plans 4

5 PROJECTS

6 New Hire Processing/Training at Green Ridge Goal Reduce timeline for the Green Ridge pre-employment hiring process, particularly seasonal part-time workers. Status of Project Meeting with hiring managers (discovered there aren t consistent hiring processes for the department). Developing a checklist that s comprehensive and consistent for all hiring managers. Assess impacts of new forms and procedures. Expectations Improve the pre-employment hiring process to reduce time, implement new procedures, and create consistency across the department for our upcoming Summer hiring process. 6

7 TIME SHEETS Goal Examine the process for recording work time to reduce the amount of time spent on data entry by payroll, reduce the amount of time employees spend completing time sheets, and improve accuracy. Status of Project Process analysis revealed significant number of recordation errors. Testing electronic time sheet template for potential reduction in time and effort. Field testing mock time sheet under different scenarios involving holidays. Expectations Determine if productivity gains can be achieved and deploy revised process throughout County. 7

8 LAND USE APPLICATION PROCESS Goal Evaluate the requirements and timing of the land use application process to establish a more efficient and customer-focused process that results in a quality product presented to the Planning Commission and Board of Supervisors for action. Status of Project Considering implementation of pre-application meeting for complete application submission Creating checklists for applicants and staff for consistency and completeness Creating standard handouts and communication tools for public education. Automating the application to provide an online process for citizens Expectations Improved customer service and satisfaction, productivity improvements 8

9 DSS SCREENING PROCESS FOR NEW SERVICES / BENEFITS Goal Review the length of time customers spend for DSS intake. Streamline the client check-in process and reduce wait time. Status of Project In the improvement stage of Lean. Completed the Define, Measure, and Analyze stages. Working with Social Services Department Leadership and Administration Team to test recommendations in the lobby. Seeking to reduce redundancy of going to Kiosk, customer service counter, and then onto lobby computer for online application Project is approximating 85-90% complete Expectations Streamlined process, reduced client time for intake 9

10 HR BENEFITS ORIENTATION Goal Simplify and shorten the benefits orientation process and improve benefit knowledge for new employees Status of Project Created a consistent Offer Letter Access to benefit information available on the Internet prior to start date Employees can talk with spouse / parents prior to Benefits Training Standardized hiring dates (every other week) Onboarding Checklist for Supervisors Expectations Greater efficiency of process, less delay in reporting to Departments 10

11 Results Twenty-two Employees Engaged as Lean Practitioners (Five Project Groups) Approximately 75 Employees Involved in Lean Meetings and Conversations Efficiency, Productivity, Streamlined Processes Improved Services and Service Delivery for Citizens 11

12 Results Sense of Participation in Meaningful Efforts of County Opportunities for Informal Leaders to Lead Reduced Frustration with Time Consuming, Illogical Processes Expanding Employee Engagement (We re Viral) Identifying Stars in the Organization Cultural Shift 12

13 Challenges Along the Way Don t Have Time to Do This Can t Afford the Commitment of Staff Resources Not Enough Discussion Upfront About Requirements Skepticism Regarding Value or Ability to Implement 13

14 Conclusions Lean Has Benefits Beyond Efficiency Shifts Thinking Helps Reshape Work Cultures Not Inclined to Continuous Improvement Strengthens Your Employees 14

15 THANK YOU 15