Lean a methodology and a philosophy February 26, 2013

Transcription

1 Lean a methodology and a philosophy February 26, 2013

2 Leadership in BC Public Service Being the Best The Centre MyPerformance Diversity Carbon Neutral Government Corporate Learning Strategy

3 What is Lean? Proven process improvement methodology AND A mindset or philosophy Uses many of the CI tools you ve seen before What differentiates it? 1. Looks at how we use resources and puts value on those steps that benefit our customers 2. Looks to employees to provide solutions Will help: Deliver services that meet customer needs 1 st Save employee time and resources required Build capacity as we focus on higher value work

4 Why do we need to look at our processes? What we think a process is What it really is What it should be

5 Why Lean now? Our workforce is naturally shrinking as our demographics change Demand for high quality programs and services is not going to decrease Greater capacity challenges in the future Employees want a meaningful opportunity to redesign the process

6 What do we hope to achieve? A continuous improvement culture across the public service Employees are constantly asking themselves whether what they do brings true value to the customer There is capacity across the public service to support Lean process improvements Supervisors understand their role and support staff to find solutions Save time, reduce costs and improve quality Benefits to customers, employees and the bottom line

7 Lean Program Management Office Purpose: to support a Lean culture across the BC Public Service We do this by: Supporting the implementation of Lean projects Engaging and communicating with leaders and staff Providing information, training and skills development Celebrating successes

8 How to Build a Lean Culture... A Lean Program Office to guide Lean Leads to lead External Consultants to advise Training to build capacity Resources to inform Lean projects to showcase

9 A Proven and Flexible Approach DEFINE MEASURE ANALYSE IMPROVE CONTROL Problem Problem Root Cause Process Process CHANGE MANAGEMENT Wing to wing from customer s perspective Data drives decisions Employee s provide solutions Supervisors support Executive Gates to confirm scope and resources

10 Defining the Problem Objectives Define the problem and confirm scope and non-negotiables Set goals and objectives Identify potential benefits Develop a project team Determine schedule Define the stakeholders Develop change management plan Tools Project Charter SIPOC Stakeholder Analysis (a.k.a. Force Field Analysis) Change Management Plan

11 SIPOC

12 Measure Objectives Review process map Determine data collection Determine KPIs critical to customer satisfaction Validate problem scope Tools Data Collection Plan to gather the Voice of: Customers Employees Stakeholders The Process (Gemba walk) Also look at existing data

13 Analyse Objectives Identify waste (areas of opportunity) in the process Map to be process Tools Root cause analysis: Brain storming Brain writing Affinity diagram Cause and effect diagram 5 why s

14 Innovate Improve Implement Objectives Identify areas of opportunity in the process Map to be process Implement quick wins Resource longer term change Change management Tools Problem solving techniques: Nominal Group Technique Transition and Implementation Plans Action Plan Change Management Plan

15 Control Celebrate Objectives Complete implementation of improvements Confirm benefits, monitor and audit Measure performance against process baseline to identify further opportunities for improvement Celebrate and recognize! Tools Control Plan Change Management Plan updates Post Mortem/Lessons Learned Close-out

16 Lean Status Available on SharePoint

17 For more information: (Key Initiatives bottom left) SLIDE 18 OF 18