DAILY CONTINUOUS IMPROVEMENT

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

Why Should Continuous Improvement Be Important to Me?

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.

30,000 ft High-Level Look

Core_ppt_03.15

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

When To Use Kaizen BEFORE

AFTER

IDR - Garnishments

BEFORE

AFTER

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

When to Use Design?

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?

Leadership and Team Empowerment

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

What Questions May I Answer For You?

Contact Information Marcia Tope Lean Enterprise Administrator Iowa Department of Management 515-725-6153 Marcia.Tope@iowa.gov

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