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A partner in CTWorks Connecticut Department of Labor Connecticut Department of Labors Lean Government Services Stephen Dombrowski

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Presentation on theme: "A partner in CTWorks Connecticut Department of Labor Connecticut Department of Labors Lean Government Services Stephen Dombrowski"— Presentation transcript:

1 A partner in CTWorks Connecticut Department of Labor Connecticut Department of Labors Lean Government Services Stephen Dombrowski (860)

2 If you dont manage your business processes, they will manage you. © 2005 Department of Labor Adapted from TBM Consulting Group, Inc. Lean Government Services

3 Why Lean? Government is under increasing pressure to: © 2005 Department of Labor Reduce waste Reduce costs Expand services with less Improve processing time Increase productivity Improve quality of services Meet customer expectations Lean Government Services

4 What Is Lean? A customer-driven waste reduction technique that: The relentless pursuit of waste. © 2005 Department of Labor Examines a current process Improves efficiency by decreasing process time Produces a product or service to the beat of customer demand Initiates organizational change Lean Government Services

5 Common Misconceptions Lean is only for manufacturing businesses Increasing productivity creates higher stress Eliminating waste results in job loss Lean is a Flavor of the Month Internal efficiency focus = less customer attention Lean is expensive © 2005 Department of Labor Adapted from Lean Behaviors, LLC. Lean Government Services

6 © 2005 Department of Labor Obtain support of Commissioner/upper management Emulate Lean behavior Empower all staff Encourage innovation Think like a for-profit organization How Do You Lead the Transformation to Lean in a Government Environment? The Key is Management Behaviors Lean Government Services

7 Lean PeopleProcess Technology Lean Government is an Integration of: © 2005 Department of Labor

8 Listen Develop people Not blame Encourage innovation Must Learn to: Employee Centered Change Respect for People --- Teamwork Lean Government Services

9 How Lean Works Obtain management commitment Identify a process to be Leaned Establish a Lean team of people who do the work Use Brainstorming and Process Mapping Implement customer-driven waste reduction techniques Evaluate the results and make improvements Continue to find additional Lean projects © 2005 Department of Labor Lean Government Services

10 5 Lean Principles © 2005 Department of Labor Adapted from Lean Thinking by James P. Womack and Daniel T. Jones Value Determine customers values Value stream Determine the steps taken to deliver the service/product Flow Reduce waste and shorten cycle time Pull Ensure that only those services/products that the customer immediately wants flow through the value stream Perfection Ensure that waste does not creep back Lean Government Services

11 © 2005 Department of Labor Document errors Document transport Completing work not needed Process steps, reviews & approvals Waiting for the next step Searching for information Backlogs What are Examples of Waste? Lean Government Services Developed by Products & Process Innovation, Inc. – following the Taiichi Ohno Model

12 Customers © 2005 Department of Labor Customer is the most important part of our process and drives how we do business Any step of a process that does not add Customer Value is considered waste Waste adds costs but does not add value to the customer Lean Government Services

13 How do we translate customer values into the process? §Constantly ask is this what the customer wants? §If a step (or process) does not add value to the customer, ask is this step (or process) actually needed? More on the Customer… © 2005 Department of Labor

14 What is Process Mapping? A visual representation of the flow of work in a series of steps showing the path of a process and the relationship between the steps. © 2005 Department of Labor Provides a structured approach for thinking through a process. Lean Government Services

15 Versions of a Process © 2005 Department of Labor Adapted from Product & Process Innovations, Inc. Lean Government Services

16 Analyzing the Process Map for: Major delays Large blocks of time Complex flow paths Steps that can be eliminated or re-engineered by asking is this what the customer wants? © 2005 Department of Labor Highlights areas where customer value and waste occur in a process. Lean Government Services

17 Brainstorming Everyone participates Suggestions made during the process are not evaluated Ideas can be piggybacked on other ideas Focus on the idea not the individual © 2005 Department of Labor Leveraging the strength of many minds. Lean Government Services

18 © 2005 Department of Labor Root Cause Analysis A problem is scrutinized, from a general to a specific perspective, to determine its origin. A person is RARELY the origin of the problem but can be one of the symptoms. Lean Government Services

19 Must Always Ask: Does this eliminate waste? Does this create value for our end-use customers? Whats the root cause of the problem? (5 Whys) Is this the least-waste way to do the work? Fundamental Questions Study the process and simplify. © 2005 Department of Labor Adapted from The CLBM, LLC

20 Process Improvement Examples Manual Forms Reports File locations Postage & paper Review/signatures © 2005 Department of Labor Automation Standard templates Forms with calculations Forms on the Intranet Microsoft Access, Excel Electronic documents & signatures Lean Government Services

21 What is the Parking Lot? Used during the Process Mapping effort to park issues that: Cannot be resolved with the information available (insufficient data, other resource(s) needed) Team members want to remember to discuss later and not lose focus of the current topic © 2005 Department of Labor Lean Government Services

22 What is the Issue Item Sheet? Record problems, proposed solutions Review issues, items and check status Important to the journey toward perfection © 2005 Department of Labor Lean Government Services

23 Why the Department of Labor? §Successful internal/external Lean efforts §Experienced trainers and proven curriculum §Support from U.S. Department of Labor §Knowledge of government processes §Immediate on-site consultation © 2005 Department of Labor

24 What Weve Done © 2005 Department of Labor Apprenticeship Benefit Payment Control Board of Education Services for the Blind (BESB) Business Management Business Services Call Center Claims Examination Customized Job Training Delinquent Accounts Department of Economic and Community Development (DECD) Department of Environmental Protection (DEP) Eastern CT Workforce Investment Board Information Technology Merit Rating Payroll Quality Program Review Shared Work Trade Adjustment Assistance Veterans Services Welfare-to-Work Wage & Workplace Standard Lean Government Services Currently working with the Department of Public Health (DPH) and the Connecticut Housing Finance Authority (CHFA)

25 Performance Gains and Improvements 590 process steps reengineered or automated 14,868 worker hours reengineered or automated $1,270,626 in worker hours saved © 2005 Department of Labor Lean Government Services

26 What to Expect §Repeatable and predictable processes §Increased productivity §Fewer errors §Exceed customer expectations §Improved employee satisfaction §Empowered staff © 2005 Department of Labor

27 What our Customers are Saying Thank you for introducing me to one of the most positive experiences for me here at the Labor Department. Now I cant seem to stop wanting to Lean everything. Eliminating waste in government has truly been an enlightening experience. The process gave me a real understanding of the needs of our customers and the way they do business. Our commitment to streamlining Business Managements procurement process was a rewarding and challenging experience that helped us in finding solutions that would benefit our needs. © 2005 Department of Labor Lean Government Services


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