amc lean in minnesota presentation

8/17/2019 AMC LEAN in Minnesota Presentation

1/70

Presenters:Laurie Klupacs, Deputy Director & Toni Smith, Education Director

Association of Minnesota Counties


2/70

This workshop will cover:

How and Why AMC started a LEAN educationeffort in Minnesota.

Portions of AMC’s training program we use in

Minnesota so you understand basiccomponents of LEAN.

Examples of how counties are approaching

LEAN in Minnesota.Examples of how Kaizen events have savedMinnesota counties time and money.

"LEAN in Minnesota" presented by the Association of Minnesota Counties


3/70

This workshop will introduce you to LEAN’s

basic concepts to see if it’s a good fit for

your county, but will not teach you how to

conduct an actual LEAN event.

1. Welcome – Who is Audience?

2. What is LEAN?

3. Why LEAN now in county government?

4. How is LEAN used in MinnesotaCounties?

5. Question and Answer



4/70

Declining budget dollars and a shrinking workforcemean that many counties are being asked

to do more with less.


How do counties continue to

provide quality services to

citizens as demand grows and

resources become more scarce?

Baby-Boomers are retiring and

that means institutional

memory is walking out thedoor. How much of their work is

standardized and ready for new staff

to step right in and keep things

moving efficiently?

How often do you believe your

county staff have done serious

examination as to why county

processes are designed the way

they are? In many counties the

response is, “we don’t have time to do

that kind of analysis.”

We say: “You don’t have time to

NOT do that analysis and LEAN

can help.”

Why Should You Care About LEAN?


5/70

Using “person-on-the-

street” interviews, weintroduce countyemployees to a cast of

characters that notonly share how weshould deal with

change, but encouragethem to put theirthoughts into action.


What’s

Your

Perspective

on

Change?


6/70

LEAN is a time-tested set of tools, and an organizational desire toimprove its operations by engaging employees to reduce waste anddefects within processes to increase productivity, reliability, staff

morale, and customer service.

LEAN characterizes activities as value-addedor non value-added from the customer’s view.

What are the value-creating elements of your process?Define the Value Stream.

LEAN EmphasizesEfficiencyReducing Cost and Time

Action


What is LEAN?


7/70

An Acronym

The Newest “Fix All The County Problems” Program

A Quick Fix

An Org Chart ShuffleChanging Lines On The Org Chart Does Not Improve Process!

Easy It’s Simple, But Easy Does Not Exist!

About Laying Off Staff Staff may need to do different work .


LEAN is NOT…


8/70

Most closely associatedwith Toyota; sometimesreferred to as the ToyotaProduction System (TPS).

Now being applied inoffice and manufacturingenvironments; private andpublic sectors.


Where Did LEAN Come From?


9/70

“If I were given one hour to

save the world, I wouldspend 59 minutesdefining theproblem andone minute

solving it.”

- Albert Einstein



10/70

Why Focus On Examining

Processes In Your County?

Nearly every tangible output; service orproduct, is created as the result of a

process or series of processes (asystem).

It’s been shown that over 85% of theopportunity to improve those outputs,while reducing time and cost lie withinthe process itself .



11/70

Process forms the base of

the majority of your county services.

County

Department

Program withinthat department

Processes that make thatprogram work



12/70

“A bad process will beat

a good personevery time.”

-W. Edwards Deming



13/70

“The work of governmentis noble.

Government employees

are amazing.

The systems of governmentare a mess.”

-Ken Miller, “Extreme Government Makeover”



14/70

Straighten the Pipes

Ken Miller’s Ideas

Are the pipes crooked in your county?

How did they get that way?

What can you do tostraighten them?



15/70

Customers Judge Services By:

SPEED – How quickly do I receive it onceI request it?

ACCURACY – The information is correct,

and relevant to my request.

UNDERSTANDABLE – The information iseasy to read and understand.

CONVENIENT – I can get it when I wantit, not when you are willing to give it tome.



16/70

We Work To Identify

WASTE In Our Systems…

Waste is: Any action, task, process or productthat adds time and cost, without

adding value as perceived by thecustomer.



17/70

Non-Value Added = Waste



18/70

Typical Symptoms of Waste:

Excessive Cycle, Lead or Flow Time

Excessive costs

Poor qualityExcessive inventories

Dependency on work-around methods

Reactive fire-fighting

Daily management by exception



19/70

Value-Added Activities

Transform materials and informationinto products or services per the needs

of the customer.Operations that consume resources(labor and materials), but don’t createvalue for the customer.



20/70

8 Wastes We Focus On…

1. Overproduction

2. Transportation

3. Motion

4. Defects5. Waiting

6. Inventory

7. Extra processing8. Underutilized creativity



21/70

WASTES DEFINITION WORK AREA APPLICATIONS Overproduction Generating more

information and

products than needed

• Creating reports no one reads

• Batch production

• Unnecessary meetings

Transportation Movement of products

and

information that does

not add value

• Retrieving or storing files

• Carrying documents to and from

shared equipment

Motion Movement of people

that

does not add value

• Searching for files

• Clearing away files on the desk

• Gathering information

• Looking for tools, parts, and

equipment to perform a job

Waiting Idle time created when

material, information,

people or equipment is

not ready

• Waiting for the system to come back

up

• Waiting for inspection

• Waiting for paint or seal to dry

• Copy machine

• A handed-off file to come back"LEAN in Minnesota" presented by the Association of Minnesota Counties


22/70

WASTES DEFINITION WORK AREA APPLICATIONS

Processing Efforts that create novaluefrom the end-usersviewpoint

• Creating reports

• Use of inappropriate software

Inventory More information and/ormaterial on hand thanthe

end-user needs rightnow

• Files waiting to be worked on

• Open projects

• Just-in-Case inventory anticipated

• E-mails waiting to be read• Unused records in the database

Defects Work that containserrors,

rework, mistakes orlackssomething necessary

• Missing information

• Lost records



23/70

Follow the Bouncing Paperwork…



24/70

Kaizen Toast Video

1. Watch for examples ofthe seven wastes in the

following video.

2. Make a note of whatyou would do differently

if you were making thetoast.



25/70

What

is

?

Methodology forcreating a clean,safe, orderly, highperformance workenvironment



26/70

The 5 “

Ss

”

Sort

Set In OrderShine

Standardize

Sustain



27/70


Before…


28/70

After…



29/70

“When in doubt, move it out.”

SORT

1S



30/70

Sort: Electronic files

Email

Files on:• Hard drive

• Personal drive

• Shared Drive

Archiving

1S



31/70

Shared Drive

1. Develop a file structure to includeprojects, meeting minutes, commonlyshared files, etc.

2. Develop a consistent file namingscheme for folders.

3. Assign responsibility to clean out on amonthly basis.

1S



32/70

SET IN ORDER

“A place for everything,and everything in its place.”

2S



33/70

Set in Order

–

Why?

Immediately recognize items out of place,and an excessive or insufficient amount ofitems.

Eliminate time wasted locating items.

Improve customer service.

2S



34/70


A communication device that tells, at aglance, how work should be done.

1. Where items belong2. How many items

3. Standard procedure

4. Work in progress

There is only one place to put each item.

Visual Management2S


35/70



36/70

SHINE

“The bestcleaning is to

not needcleaning.”

3S



37/70

Boost employeemorale.

Improve health and

safety of employees.

Develop sense ofownership in the office.

Identify and eliminateroot causes ofcleanliness issues.

3S


Shine


38/70

STANDARDIZE“See and recognize

what needs to bedone.”

4S



39/70

Standardize – What is it?

Makes “Sort,” “Set in order” and “Shine”habitual.

Commitment from team members.

Incorporate 5S into regular workroutine.

4S



40/70

SUSTAIN

Effective, ongoing application of 5S in order

to improve organizational performance.

Maintaining a commitment to 5S.

Sustaining improvements is the most difficultpart.

5S



41/70

Sustain – Process Steps

Keep it fun!

Friendly competition

Teamwork

Before and afterphotographs

Positive reinforcement

Individual recognition orrewards

5S



42/70

Are You Ready To Be A LEAN Leader?

Become a skeptic who isunwilling to accept either thestatus quo or the newly definedprocess that materializes from aKaizen event. Once in place, itbecomes another target forimprovement.

An optimist who seesopportunity everywhere.

A critical thinker who relies onsubstantiating data and

information, and never assumesanything.

An analyst who is able to dissecta process down to its coreelements.

A modest leader who is neveroverly impressed with successand is not deterred by failure---

things can always be donebetter, and usually are, bysomeone else.

A team player who doesn’t relyon himself or herself.

A servant who is willing to shareknowledge for the mostimportant reason….selflessservitude.


“Gwinnett County’s Department of Financial Services EmbracesLEAN” by Richard Reagan, Government Finance Review,

December 2011


43/70

“Where there isno standard,

there can beno Kaizen.”

-Taiichi Ohno

Vice-President, Toyota Motor Company



44/70

STANDARDIZATION

“To standardize a method is to choose out ofthe many methods the best one, and use it.”

“Today’s standardization, instead of being abarricade against improvement, is thenecessary foundation on which tomorrow’s

improvement will be based.”



45/70

Not Everything is a Kaizen Event



46/70

HEAD of the FISH

EFFECT

OR

PROBLEM

Cause 1? People

Procedures

Cause 2? Process Management? Category

Mandates? Facilities? Category

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

cause

Fishbone Diagram

"LEAN in Minnesota" presented by

the Association of MinnesotaCounties


47/70

What is Kaizen?

A facilitated, rapid

improvement event.

Employee-driven

improvements.



48/70

“To take it apart,and put it backtogether in a betterway.”

Follows Deming’scycle of Plan, Do,Check, Act (PDCA)

Define the

operation to

be improved

Standardize

the

operation

Measure the

standardized

operation

Gauge

measurements

against the

requirements

Innovate to

meet the

requirements

Standardize

the new

operation

Kaizen

1

2

3 4

5

6



49/70

When Should You Use Kaizen?

A LEAN Kaizen event aims to systematicallyimprove a process. Pick a process or portion ofa process that meets all the following criteria.

Kaizen Criteria: Suffers from chronic customer (internal or external

“customers”) complaints or issues.

Involves medium to high volume of workload.

Is highly visible to staff or customers.

Has obvious potential for dramatic improvement.

Has data already available or that can be obtained.



50/70

Determine When To Use Kaizen

The ideal process should have the potential ofreaching all the following goals after the Kaizen.

Kaizen Goals: Reduce staff workload and/or reduce product/service

lead time.

Improve customer (internal or external “customers”)

satisfaction. Simplify the process.

Ensure staff and customer safety.



51/70

Kaizen Event

Select Sponsor

Set Goals

Determine Team

Gather data/metrics Maps a current

process

Identifies waste

Brainstormsimprovements

Maps future process

Assigns tasks

3-5 day improvement event:



52/70

We Use “Swim Lane Mapping”

To Break Down The Process

Three Elements:

1. Time2. People (job functions)3. Tasks/Process



53/70

Helps us see all components of the process documenting

every TASK, DECISION,WAIT,STORAGE, and HANDOFF.We do that by documenting the CURRENT STATE and the

FUTURE STATE with…


Swim Lane Mapping


54/70

Swim Lane Icons

DECISION(Y or N) Task

Time toComplete

(in minutes)



55/70


56/70

Handoff

Electronic,

phone, or fax

Physical(e.g. passing a

paper itemback and

forth)


Swim Lane Icons


57/70

Minnesota County Kaizen Event

Example of a Kaizen ScopeFOCUS: Improving Septic System

Permitting Process From the point of the first contact by theapplicant; whether phone, email, website, inperson, etc.

To the point the completed permit, after allinspections, is filed in Land Services Office.



58/70

Observations of Current State

What they knew about the current septic process.

Key Points Supported Through Data/Metrics:

Long process with many tasks.

Zone inspectors are performing repetitiverequired tasks.

Very labor intensive.

A lot of hand offs in the recording process.



59/70


Blue Earth County, MN, Kaizen Event


60/70


Mille Lacs County, MN, Kaizen Event


61/70

Current & Future Process

Swim Lane Metrics

76.2 % reduction in total process time!



62/70


63/70

What are your ideas for Kaizenor 5S Events?

LEAN methods and tools apply to any process where

an employee:Chases information in order to complete a task.

Must jump through multiple decision loops.

Is constantly interrupted when trying to complete a task.

Is engaged in expediting (of reports, purchases, materials, etc.).

Does work in batches.

Finds work lost in the "white space" between organizational silos.

Doesn't know what they don't know.

*From LEAN Six Sigma for Service by Michael L. George

USING LEAN IN YOUR COUNTY



64/70

What could be the benefits in yourcounty?

Using LEAN tools an organization can expect to:

Eliminate or dramatically reduce backlogs.Reduce lead times by more than 50%.

Decrease the complexity of processes.

Improve the quality of applications and the consistency of

reviews or inspections.Allocate more staff time to "mission critical" work.

Improve staff morale and process transparency.

USING LEAN IN YOUR COUNTY



65/70

7 Wastes 5S

Strategy

Leadership

Sustainment

Kaizen

Training

Planning

LEANTransformation

Standard Work I n c r e a s i n g O r g a n i z

a t i o n a l V a l u e


Building A

Successful

LEANTransformation


66/70

LEAN Statewide in Minnesota

Collaborative with theState of Minnesota,Department ofAdministration, Officeof ContinuousImprovement.

Sponsored multiplethree-day “Train theTrainer” sessions.

Consisting of one dayLEAN 101 training andtwo day Kaizenfacilitator training.

New Kaizenexperiential training.

Development of statewebsite.

Increase pool offacilitators andencourage crosscounty sharing.



67/70

Minnesota County LEAN Efforts

Crow Wing County LEAN Video:http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16

Winona County LEAN Impact PowerPoint:http://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/file

s/LEAN_Update_to_Board_04-09-13.pdf


http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/files/LEAN_Update_to_Board_04-09-13.pdfhttp://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16


68/70

Additional Resources

Minnesota State LEAN Website:

www.lean.state.mn.us/index.htm

King County, Washington (Seattle):

www.kingcounty.gov/employees/Lean/Toolkit.aspx

Brown County, Wisconsin:www.co.brown.wi.us/departments/?department=9828882e1158

General Resources:

www.lean.org

www.leangovcenter.com/govweb.htm

www.abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/

LOOK FOR AMC’S LEAN WEB SITE COMING SOON!

www.mncountylean.org


http://www.lean.state.mn.us/index.htmhttp://www.kingcounty.gov/employees/Lean/Toolkit.aspxhttp://www.co.brown.wi.us/departments/?department=9828882e1158http://www.lean.org/http://leangovcenter.com/govweb.htmhttp://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://www.mncountylean.org/http://www.mncountylean.org/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/http://leangovcenter.com/govweb.htmhttp://www.lean.org/http://www.co.brown.wi.us/departments/?department=9828882e1158http://www.co.brown.wi.us/departments/?department=9828882e1158http://www.co.brown.wi.us/departments/?department=9828882e1158http://www.kingcounty.gov/employees/Lean/Toolkit.aspxhttp://www.lean.state.mn.us/index.htm


69/70

The LEAN Philosophy is Based

on Three Simple Tenets:1. Be humble enough to seethe need to improve.

2. Be courageous enough toimprove.

3. Be disciplined enough tonever stop improving.



70/70

Contact Information

Laurie Klupacs AMC Deputy [email protected]

651-789-4329

Toni Smith AMC Education Director [email protected]

651-789-4335

Q & A
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

amc lean in minnesota presentation

Documents