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Today’s Focus
Iowa’s Lean journey
Identify how Lean can be part of your
daily business
Identify 7 types of waste
Overview of culture change
What is Lean?
Collection of principles and tools that improve the speed of any process by eliminating waste
Focuses on increasing value for the customer
by creating efficiencies
A mindset where we ask each day: “How can we make our services better for customers?”
Iowa’s Lean Journey
2003 Private Sector Partnership 2004-2009
Lean Across the Executive Branch
2010 Iowa Lean Consortium
2010 – 2012 Internal Capacity
Iowa’s Lean Journey – Going Forward
2003 Private Sector Partnership 2004-2009
Lean Across the Executive Branch
2010 Iowa Lean Consortium
2010 – 2012 Internal Capacity
2014 – 2016 Continued Capacity Building
Lean Principles
1. Define voice of the customer
2. Identify the value stream and eliminate waste
3. Involve and empower employees
4. Make value flow at the pull of the customer
5. Continuously improve in pursuit of perfection
7 Categories Wastes
D efects O verproduction W aiting N on-value added processing T ransportation I nventory M otion E mployee underutilized
7 Wastes - Defects
The effort involved in inspecting for and fixing defects (errors and mistakes)
Examples: • Data errors • Incomplete information • Rework • Delivering information to
the wrong location
7 Wastes - Overproduction
Producing more products or services than the customer needs or can use right away.
Examples: • Report needed once, but
keep producing • Doing work that is not
required • More staff attending
meetings than needed
7 Wastes - Waiting
Idle time created when material, information, people, or equipment is not ready.
Example • Approval queues • Waiting for decisions • Waiting for information • Batching work
7 Wastes – Non-value added processing
Process steps that do not add value to the product or service, including doing work beyond a customer’s specifications
Example • Signatures • Forms with unused data fields • Re-entering or checking data
7 Wastes - Transportation
Moving products, equipment, materials, information or people from one place to another.
Example • Routing documents • Paperwork hand-offs • Carrying or retrieving files
7 Wastes - Inventory
Unnecessary storage of information and materials or more information and materials than is needed.
Example • Storing same document in
many places • Backlog • Obsolete
databases/files/folders • Supplies you do not need
7 Wastes - Motion
Unnecessary movement of people that does not add value to a product or service, uses energy and may create health and safety issues.
Example • Trips to copier • Walking to find people • Poor ergonomics • Extra computer clicks
7 Wastes –Employee Underutilization
Not adequately leveraging peoples’ skills, creativity and talents.
Example • Staff hired to do “x” but
spend time doing “y” • Not involving staff in
solving problems and ensuring continuous improvement
What is Value Added?
Value Added
What the customer wants
Changes the product or service
Done right the first time
Non Value-Added
Consumes resources but does not add value for the customer
VS
Value Added?
Value Added Time
Non-Value Added Time (e.g. Waiting)
Check-in Escort to Room
Check Vitals
Doctor Consult Check-out
How Make Improvements?
• Try one step you can take to improve the problem
• May be a formal Lean event
• Collect data on how well that process worked for you & others
• Study the results –Did it work? • Identify any changes that could
help improve the new step
• Identify the problem • Observe, collect data,
analyze • Understand the real
causes • Brainstorm ideas and
develop plan • Communicate with
others
• Take action based on what you learn in the Check step
• Implement the improved standardized solution
• Repeat process again
Value Stream Mapping-What is it?
All of the activities required to transform a customer request into a good or service
A strategic tool (not strategic planning) to assist in understanding how processes work together or not.
Shows where value is located and where opportunities for improvement exist to identify and eliminate waste
It helps teams understand their value stream so they can identify and eliminate the waste.
Kaizen - What Is It? Kaizen: Means “change for the better”. Often referred to as “continuous improvement”.
Kaizen Event is: A rapid learn/do approach to continuous improvement. Uses a focused format where resources are dedicated for
a short period of time to solve an issue vs. project team that meets over an extended period of time.
Involves the people who do the work to make changes in their work process / area, as well as people from outside the area.
Why Map the Current State?
What you THINK it is: What it SHOULD be:: What it ACTUALLY is:
Understanding this is the goal of the current state.
Objectives of mapping the current state: • Understand what is actually happening throughout your value stream • Identify the waste in your value stream
Design – What Is It?
Methodology to create a new service, product or process
Applicable to any project that needs a significant amount of new design
Strong emphasis on capturing and understanding the customer and organization needs
IDR – Property Tax Credit
Data Collection
Data Design, Development &
Build
Data Template Delivery
Test
Re-Test
Production
Phase 1 Phase 2 Phase 3 Phase 4
Phase 4.1
Phase 5
Core_ppt_03.15
A process and method for creating and maintaining an organized, clean, high-performance workplace.
A conditioning discipline for kaizen
What Is 5S?
Promotes Quality
Enables Waste Identification
Promotes Employee Satisfaction
Enables Standard Operations
Enables Visual Control
Why Do 5S?
Culture Change
We need to move from viewing Lean/CI as:
Additional work or project specific
work
How we do our work every day
Action You Can Take
Identify waste in your processes and develop a plan to remove the waste
Identify a problem, create a plan, try a new step, check to see how it work, implement (PDCA)
Ask your customers what they want
Learn more about Lean practices and tools
What Haven’t We Tried?
Property Tax Credit; Forms; Garnishments; Protests Elder Abuse/AAA & IDA State Plan Environmental permits / Air Quality / Wastewater / Floodplains
Landfills / Manure management Offender Re-entry / Procurement Mental Health Licensure Board of Medical Examiners Investigatory process Veterans Home Admissions/Medical Appointments/Medication
Administration/Pharmacy Unemployment Insurance monetary determinations Health facility and Fire Safety inspections Child Abuse Appeals/Foster Child placement across state lines Food Assistance Accuracy
Contact Information Marcia Tope Lean Enterprise Administrator Iowa Department of Management 515-725-6153 [email protected]
RESOURCES
• Dept. of Management, Lean Enterprise: https://dom.iowa.gov/ • Iowa Lean Consortium: http://www.iowalean.org/
• We Don’t Make Widgets by Ken Miller • Everything I Know About Lean I Learned in 1st Grade,
by Robert O. Martichenko