1. Get the Skinny on Lean! With your host: Ryan Forman Manager, Corporate Projects and Initiatives

2. What is the PURPOSE of this session?

3. Provide an overview of Lean in the BC public service.

4. Why Lean? I want the skinny,

5. Our Landscape... …. has changed

6. Growing Demands

7. WorkforceRetirees Size of our Workforce

8. Lean BC will Strengthen our Internal Capacity …to provide improve access to our programs and services

9. Economics and serve our clients more efficiently,

10. amidst increasing demand.

11. Increased work unit capacity Ability to meet growing demands Improved staff engagement Getting to influence the services I receive Faster, more accurate services Service that meet my needs first Better organized work environment A more balanced workload Increased time to focus on true value for customers What are the Benefits of Lean? EMPLOYEE S MANAGERS CUSTOMER S Lean BC

12. Fit in? So how does Lean

13. Lean is congruent with our BC Public Service Values.

14. and uses or builds on much of the work we have already been doing, such as CI and Learning Organization.

15. Say What? It builds on what we have already done?

16. Defining Lean BC Lean BC – Delivering Value to British Columbians Using a three pronged approach, Lean focuses on the processes we rely on to delivery valuable customer services.

17. Lean Philosophy The Lean philosophy is a continuous improvement approach that focuses on improving client service while empowering employees to identify problems and create innovative solutions that remove unnecessary rules, processes and steps that do not add value.

18. Lean Methodology Define Problem Measure Problem Analyse Problem Control Process Improve Process

19. They all work together to build… Lean BC – Delivering Value to British Columbians

20. Ok, but How does it actually work?

21. Every Lean improvement starts with a process

22. Lean BC – Delivering Value to British Columbians What we think a process is What it really is What it should be

23. Once we identify the problem and the process, we start looking at true value add

24. All processes contain value add activities and non- value add activities: What is True Value? Non-Value Add (Waste) activities that add no value from the customer’s or organization’s perspective Action: reduce or eliminate Process Value Add activities required to support true value add or the organizations functioning Action: improve or reduce True Value Add activities required to produce the customers’ expected results Action: keep doing

25. Ask Yourself: is this task value add for the customer? Customer Focus is one of the guiding principles of Lean By focusing on the customer, we can learn what the customer values Lean focuses on eliminating or reducing non- value add and process value add activities

26. What is true value add? An activity that the client will only pay for. An activity required to produce the client’s expected results. I am not sure.

27. Lean uses process measurement to: Determine the time it takes to complete a process (process cycle time) Measure the pace of the process (Takt Time) Determine movement of a product or information (Spaghetti Diagram) Measure Process Cycle Efficiency How do we Measure Value Add

28. Non-Value Add (Waste) 2. O verproduction 3. W aiting 5. T ransportation 8. E xcess processing 6. I nventory 7. M otion /People moves 1. D efect/Rework 4. N on-utilization of peoples skills

29. Lean BC Delivering Value to British Columbians