1. Re-inventing Public Administration Through Lean

2. Context Why Lean? How it was done Results Leadership Sustaining Lean Overview

3. Context – Public Service Renewal

4. A consistent approach across the public service to: Improve service Minimize waste Achieve efficiencies Strengthen accountability Measure results Enhance transparency Key is engagement: employees at all levels Customers, clients, patients, students Why Lean?

5. Phased approach since 2006: Regional Health Authorities (RHAs) –Five Hills pilot project 2006 –All RHAs 2009 All ministries 2010 Select school divisions & post-secondary Institutions 2011 Continued Education and Advanced Education expansion 2012+ How it was done

6. Waiting periods reduced Processing times down Turnaround times faster Net savings FTEs reinvested Results

7. Speech therapy for students reduced from 8 weeks to 4weeks Occupational therapy for students reduced from 18 to 7 weeks International students applications processed in 15 days rather than 90 days 97% reduction in horizontal well application process Time to staff reduced from 100 to 44 days Net savings of at least $24M in ministries Results

8. In 2012-13 there were 146 Lean events in the health system which achieved: –56% reduction in inventory –43% reduction in space –55% reduction in staff walking –87% reduction in processing time –73% reduction in defects By the end of 2015-16 there will have been 1,000 Lean improvement events Results

9. Lean design 15.6% reduction of hospital space and savings of about $30-$45M operational efficiencies, over 20 years, of $85M- $160M plus 40% reduction in patient travel $4.4M saved in staff scheduling project $25M in savings from Blood Products & Plasma inventory project Results

10. Premier Wall on Lean

11. Key is leadership and unfailing commitment Robust governance Training Skilled Lean Leaders Measurement Lean management Hoshin Kanri Leadership and commitment

12. Sustaining Lean From Patient First to Student First Expand use of Hoshin Kanri Province-wide Lean Management Quarterly reporting & annual review Continuous Improvement Embed Lean in the Culture of the Public Service

13. Why Lean is Important

14. Questions? We are focused on our clients and our customers. We engage employees to find ways to work better and smarter. We make continuous improvements and minimize waste. We produce efficient, just-in-time processes.