Lean – a methodology and a philosophy February 26, 2013

Leadership in BC Public Service

Being the Best Citizens @ The Centre

Diversity

Corporate Learning Strategy

MyPerformance

Carbon Neutral Government

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 1st Save employee time and resources required Build capacity as we focus on higher value work

What we think a process is

What it really is

What it should be

Why do we need to look at our processes?

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

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

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

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

DEFINE MEASURE ANALYSE IMPROVE CONTROL Problem Problem Root Cause Process Process

CHANGE MANAGEMENT

A Proven and Flexible Approach

• Wing to wing – from customer’s perspective

• Data drives decisions

• Employee’s provide solutions

• Supervisors support

• Executive Gates – to confirm scope and resources

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

SIPOC

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

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

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

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

Lean Status – Available on SharePoint

SLIDE 18 OF 18

For more information: •LPO: BCPSA.LeanProgramOffice@gov.bc.ca

•@Work: https://gww.gov.bc.ca/ (Key Initiatives – bottom left)