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Evolving to be LEAN!. What is LEAN? LEAN is a growth strategy LEAN is a growth strategy.

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Presentation on theme: "Evolving to be LEAN!. What is LEAN? LEAN is a growth strategy LEAN is a growth strategy."— Presentation transcript:

1 Evolving to be LEAN!

2 What is LEAN? LEAN is a growth strategy LEAN is a growth strategy

3 What is LEAN? LEAN is a growth strategy LEAN is a growth strategy A process improvement approach that seeks to eliminate non-value added activities or waste A process improvement approach that seeks to eliminate non-value added activities or waste

4 What is LEAN? LEAN is a growth strategy LEAN is a growth strategy A process improvement approach that seeks to eliminate non-value added activities or waste A process improvement approach that seeks to eliminate non-value added activities or waste An opportunity for continuous improvement An opportunity for continuous improvement

5 What is LEAN? LEAN is a growth strategy LEAN is a growth strategy A process improvement approach that seeks to eliminate non-value added activities or waste A process improvement approach that seeks to eliminate non-value added activities or waste An opportunity for continuous improvement An opportunity for continuous improvement Customer-focused Customer-focused

6 What is LEAN? LEAN is a growth strategy LEAN is a growth strategy A process improvement approach that seeks to eliminate non-value added activities or waste A process improvement approach that seeks to eliminate non-value added activities or waste An opportunity for continuous improvement An opportunity for continuous improvement Customer-focused Customer-focused builds institutional knowledge builds institutional knowledge

7 LEAN/Kaizen Is it Kaizen or is it Lean? “Kaizen” combines two Japanese words Kaizen events often involve value stream mapping… …which: develops a visual of the process flow, from start to finish & helps to identify waste

8 LEAN strategies LEAN has the flexibility to be as little or as big as you want it to be…

9 Focuses on the Seven Wastes Transportation 2.Overproduction 3.Motion 4.Defects 5.Waiting Time 6.Inventory 7.Processing 8.Environmental

10 Identifies & Engages the Customer Each process analysis is framed through the eyes of the customer The opportunity is there to invite the customers to Lean event to provide valuable input building trust and satisfaction of being “heard”

11 Value steam Mapping (VSM)

12 Let Value Flow to Customer Value customer Remove impediments Remove impediments Silos Silos Unnecessary meetings, documents, approvals Unnecessary meetings, documents, approvals Error correction loops Error correction loops Poor hand off between tasks, waiting time Poor hand off between tasks, waiting time Firefighting Firefighting Improve balancing of priorities Improve balancing of priorities Flows to

13 Standardize Work Develop standardized work to reduce waste, especially the need for review and oversight Establish routine for work to be performed Develop baseline for future improvements Improve quality performance through repeatability Avoid overproduction Avoid “reinventing the wheel”

14 KPI’s Key Performance Indicators

15 Implementation

16 Observations Critical need – Management support Be ready to accept recommendations be fully engaged- allow change Involve staff to get buy-in Acknowledge the work of the Team and Team Leader

17 What’s happening at CTDOT & the State of Connecticut Started LEAN in the beginning of 2012 at CTDOT… First LEAN was our State Traffic Commission – Legislatively removed the Commission – Created an Administrative approval process for the simple requests – Reduced our response time for others to 60 days or less

18 FUTURE STATE PER VSM 18 Type of Process Current # of Processes Future # of Processes Value added = Green1510 No Value Added = Red90 No Value Added but Necessary = Yellow 301 Waiting = Purple101 Transport = Blue172 Total8114 % REDUCTION IN THE NUMBER OF TOTAL STEPS = 83%

19 UCONN Bioscience Center & Jackson Labs “the “ new LEAN review …resulted in both a thorough and timely review ” “The responsiveness and Professionalism of Department Staff throughout has been Simply extraordinary.”

20 LEAN at CTDOT FHWA Project close-outs DOT Environmental Permitting Right-of-Way Acquisition DBE Process Livery Permitting Encroachment Permits Contracts & consultant agreements Construction Time Overages

21 LEAN DOT & with our Partners DOT/DEEP Permitting IT Procurement Consultant Selection DOT Internal Procurement* Invoice Processing/Payment* Allotment Process* Addenda Process*

22 LEAN goes Statewide Legislation passed to have DOT, DECD, DEEP and DAS identify and document best practices to state organizational, processes and programmatic approaches utilized in the permitting, enforcement and regulation of business entities. A Statewide Steering Committee was formed and is actively coordinating statewide LEAN events with the Governor Malloy’s support.

23 Nexus beyond good business LEAN practices coincide nicely with Asset Management & Performance Measures LEAN fits in the Every Day Counts model LEAN grows your organization so more can get done well & helps to capture institutional knowledge It may fit your legislatures wish list too and help leverage support and dollars

24 Thank you Cheryl Malerba, Chief of Staff, Director of Management & Technology Services, EEO &CSO Connecticut Department of Transportation


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