PowerPoint Presentation

MAKING THEGOVERNMENT LEANWITHVICKI MAYO

L E A N F U N D E M E N T A L SA B O U TM E

L E A N F U N D E M E N T A L S

2016

L E A N F U N D E M E N T A L SWhat is Lean?

LEAN isA systematic approach to identifying and eliminating non-value added activities through continuous improvement, flowing the product at the pull of the customer in pursuit of perfectionA methodology of eliminating waste. The MEP Lean Network

L E A N F U N D E M E N T A L SA systematic approach to identifying and eliminating non-value added activities through continuous improvement, flowing the product at the pull of the customer in pursuit of perfection

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What is Waste?Anything other than the minimum amount of equipment, materials, parts, space, and workers time which are absolutely essential to add value to the product.Waste is.Shoichiro Toyoda President, Toyota

L E A N F U N D E M E N T A L SEmphasize the word minimumLean has been referred to as a common sense organization of effort and people wonder why they havent always done things that way

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TIMOOD

TransportIn-BoxesMotionWaitingOver-ProductionOver-ProcessingDefectsW

Types of Waste

L E A N F U N D E M E N T A L SDefining Value

The CustomerThe CustomerThe CustomerSince only the customer defines value, it is critical to figure out the real customer. Ask: Who Cares??Who Decides What Has Value?

L E A N F U N D E M E N T A L SInstructor: In your As-Is Permit process, how will you figure out what is non-value add?

Write down how you are going to do that when you and your team Plan for Round 2

Example: A building inspection from ADEQ that has pictures and detailed descriptions about what the building is for. Customer doesnt need that they know what their building looks like, and what it is for they just need to know why it isnt in compliance and what to do to comply. It is a waste for the inspector to take pics and write detailed descriptions.

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Value-Add vs. Non Value-Add

Non-Value Added But Necessary

Consume resources, dont directly contribute to the product or serviceAre CURRENTLY required (this includes legislation, audit, and risk / safety requirements)

Non-Value Added ActivitiesConsume resources, but dont directly contribute to the product or serviceCould be eliminated without deterioration in product/service functionality

Value Added ActivitiesAre what the customer wantsTransform materials/information into products or servicesAre done right the first time

85%10-15%3-5%

L E A N F U N D E M E N T A L SInstructor:A process is made up of many activities. Each activity falls into one of three buckets. We understand the three by starting from the customers perspective: What is valuable to the customer.

Activities or process steps are ONLY in the Valuable bucket if: The customer wants them, they transform or change the product, and are done right the first time. Everything else is Non-Value add which can be further split into two categories:Non-Value add but Necessary (in the short term)Non Value Add

Ask what percent of a process is typically:Value add. 3- 5%Business value-add 10-15%Non-value add 85%

Your challenge will be to find Non Value Add process steps and activities in the Dot Permit process so that you can take the Non-value add OUT of the process. (Ask the class to think about, and write down ideas about what could be VA, NVA, NV but Necessary in the dot game Pause quietly while they do this. Dont create discussion at this point about the dot game. )

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Case Study: Unemployment Insurance

L E A N F U N D E M E N T A L S

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Case Study: DCFEs Agile ApproachContinuous Improvement

StandardStandard

Consolidation through StandardizationTimeQuality Improvement

L E A N F U N D E M E N T A L SThe following slides describe two Lean implementations in the Division of Child and Family Engagement (formerly known as the Division of Child Care Administration and the Arizona Early Intervention Program.)

The first story describes how the AZCCATS (systems) team adopted a traditional Agile/Kanban approach to software development.

The second story describes how the DCFE State Plan implementation team organized its efforts following the same Agile approach: Agile isnt just for software engineers anymore!

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Lean is Agile; Agile is LeanAgile is a framework that implements Lean concepts. Lean Term or ProcessAgile Term or ProcessBottleneck/RoadblockImpedimentContinuous ImprovementSprint CycleDaily Stand-upDaily ScrumKaizenRetrospective GoalsKanban BoardKanban BoardKick-OffSprint Planning MeetingNemawashiBacklog GroomingWeekly HuddleSprint Review & Sprint Planning Meetings

L E A N F U N D E M E N T A L SContinuous Improvement (Plan, Do, Check, Act- PDCA Cycle)Sprint Cycle: Sprint Planning, Sprint Execution, Sprint Review, Sprint Retrospective

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1To create a simple visual image of how value is created and how value flows in our processes2To make waste in the process visibleIncludes all 8 types of waste3To quantify and make visible the components of process and lead time4To create a future state that represents dramatic/ transformational improvements to the value stream over an 8-month period5To generate a prioritized, scheduled list of specific, actionable Kaizens that will facilitate the transformation to the future stateCase Study: DDD Support CoordinationObjectives of Value Stream Mapping

L E A N F U N D E M E N T A L S1: To create a simple visual image of how value is created and how value flows in our processes2: To make waste in the process visible. Includes all 8 types of waste. 3: To quantify and make visible the components of process and lead time4: To create a future state that represents dramatic/ transformational improvements to the value stream over an 8-month period5: To generate a prioritized, scheduled list of specific, actionable Kaizens that will facilitate the transformation to the future state

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Current State Value Stream Map

Current State305 Days Cycle Time20 hours Touch Time.4% Rolled Thru-Put Yield (RTY)23 Process Steps225 Documents

L E A N F U N D E M E N T A L SCurrent State305 Days Cycle Time20 hours Touch Time.4% Rolled Thru-Put Yield (RTY)23 Process Steps225 Documents

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225 DocumentsTBD

56%Rolled Thru-Put Yield (RTY)1000%

6 hoursTouch Time70%

141 Days Cycle Time54%

10 Process Steps57%

Future StateImprovementFuture State Value Stream Map

L E A N F U N D E M E N T A L SFuture State/Improvement-141 Days Cycle Time/54%6 hours touch time/70%56% Rolled Thru-Put Yield/1000%10 Process Steps/57%225 Documents/TBD

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We spend 28% of our time on email

approximately 13 hours/week

For every interruption, we need a minimum of 15 seconds to refocusMost workers take 25 minutes to get back on task Even brief interruptions of 2.8 seconds, workers show 50% more errors

Studies ShowLean for Email

L E A N F U N D E M E N T A L SStudies Show: We spend 28% of our time on email approximately 13 hours a week. For every interruption, we need a minimum of 15 seconds to refocusEven brief interruptions of 2.8 seconds, workers show 50% more errorsMost workers take 25 minutes to get back on task

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To devote each day to email1High Priority2To-Dos3BoomerangsTip: Do not spend more than -1 hour a day sorting and categorizing email

Block Your Time

L E A N F U N D E M E N T A L SSchedule Day First

01Tame your E-mail Habits

02Multitask Wisely

03Target to be Early

04Just Say No

05Top 5 Time Management Tips

L E A N F U N D E M E N T A L SSchedule Day FirstSet priorities & block time. Keep clock visible for accountability. Schedule down & transition timeTame your Email HabitsBy using the hints In this presentationMultitask WiseleyRemember what interruptions do to efficiency and accuracyTarget to be EarlyIf not, youre lateJust say noDont over-book yourself or you wont be able to give anything your best

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Questions?VICKI MAYOCHIEF TRANSFORMATION OFFICERDEPARTMENT OF ECONOMIC SECURITY

L E A N F U N D E M E N T A L S

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