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© Alpen Path Solutions Inc. 2015
Presented at the APEX symposium May 27, 2015
Jennifer Little Transport Canada France Bergeron Alpen Path Solutions Inc.
A Lean journey
Lean is an organizational transformation focused on creating value for clients
minimizing waste in processes, and providing opportunities for employees to develop
their problem solving skills to find creative and innovative solutions to better serve citizens.
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What is Lean for Government?
© Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com
Align Purpose Process People
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Purpose: Senior Management. Provide the “why”? Process: Middle management. Focus on the “how”? People: Everyone to improve everyday.
Respect des personnes
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“L’humain est un être extraordinaire et il n’y a aucune limite
à l’intelligence humaine. Notre responsabilité est de motiver
les gens à utiliser leur intelligence afin de générer
de nouvelles idées.” Taiichi Ohno
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Continuous improvement
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“Not every change is an improvement, but every improvement
is a change”
Lean Mapping: a tool to see the process
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The current state map is not the goal. The goal is to improve the process.
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Un exemple d’amélioration Lean Processus de l’AIPRP
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Un exemple d’amélioration Lean Processus de l’AIPRP
Champion Gère le processus Engage l’équipe de gestion Dirige la mise en oeuvre Fait rapport au parrain Communique les résultats
Facilitateur Appui le champion Facilite l’activité Lean Connait très bien Lean et les outils Est coach, arbitre, enseignant Est extérieur au processus
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Transport Canada Access to Information and Privacy (ATIP) Our Lean experience By Jennifer Little, Director
Our Challenge Reducing the number of steps – and therefore time - between
the receipt of a request and its release
Our Objectives •Process files quickly, accurately, consistently
•Create time for analysts to analyse; reduce time spent on administrative tasks
•Reduce bottlenecks
•Improve response time
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Our Case •A “simple” request: no consultations, no extensions – mapping the most basic type of request
•Understand how long it takes, what steps are in place and WHY
Our Scope Focus on our internal process and
the factors that are within our control
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Our Team
Representative of our various activities: -Managers (Director and Chief): 2
-Analysts: 3
-Systems expert: 1
-Admin specialist: 1
BUT: room for everyone to participate - At the launch
- During lunch and breaks
- At the wrap-up session
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• Map: each and every step in the process
• Analyze: for each step ask: • Does it add value from the point of view of the client;
• What disturbs work flow: when does the file slow down, stop, wait,
go backwards?
• Identify areas of improvement: 86 suggestions to consider…
• Approach through lenses of practicality; priority; context;
scope: … whittled down to 27 priorities
• Create future state map: target 12 to 18 months.
• Develop action plan: move from current to future state
Our Process
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De nombreux partenaires, exigences
législatives, processus internes…
C’est compliqué!
Our Future State •12 – 18 month horizon
•Improve both process (touch) time and lead time (total time) by 30%
•Equates to shaving 23 days off the processing time for each file / request
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Our Roadmap
Practical, systematic approach to implementation
•Prioritize initiatives and set time horizons –3-6 months: high priority, relatively “quick hits”
–6-12 months: high priority, tougher to implement
–12-18 months: lower priority – or more time to implement
–Review regularly: reassess
•Weekly meetings to take stock and adjust as necessary
•Linked to review and update of Procedures Manual; team training
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What we learned
•Importance of preparing in advance: -Establishing the problem -Meeting as a team -Setting expectations, parameters
•Be realistic in terms of how long it takes to implement new procedures!
•Lean lessons that have stayed with us: -Culture of continuous improvement -Freedom to challenge procedures, raise concerns with process -Drill down on the WHY? -Tackle problems at the source
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How to sustain Lean
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The UK experience: Prof. Zoe Radnor Organizational readiness
Changing the way services are designed to engage public organizations not only with the tools of Lean but with the system and the principles of Lean: • Linking Lean to strategy; • Having leadership understand what Lean is; • Having a process view; • Getting citizens involved (Co-production); • Communicating what you are doing; • Understanding demand.
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Pourquoi Lean échoue dans une organisation ?
Outils plutôt que stratégie Chaos
Éteindre les feux Blâme
Désalignement
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Why do organizations succeed at Lean?
Engage everyone Thinking culture Problem solving
Focus Discipline
Clarity Long-term
Why Lean now?
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Millennials… the Lean generation
PURPOSE PROCESS PEOPLE
They want to be
engaged, part of
decisions
They produce
prototypes, want
feedback and coaching
They want
collaborative
work culture
They want a job
with a purpose
They want to be
challenged and they
challenge the status quo
They are team
oriented
© Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com
The end
France Bergeron Alpen Path Solutions
1 Rideau Street, suite 700 Ottawa ON
K1N 8S7 http://alpenpathsolutions.com [email protected]
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