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Association of Minnesota Counties
LEAN Sustainability And Results
MACA TECHNICAL DAY – July 30, 2014 Ryan Krosch, David Minke and Toni Smith
Started researching the summer of 2012 based upon AMC board request and recognized potential in assisting counties centrally.
Counties seeing more and more baby boomers leaving county government and institutional memory walking out the door. Do we really have standardization of enough processes?
Larger counties starting to explore options but the board felt there was a need to provide additional training for large and small counties and serve as a central clearinghouse.
Partnership with MN Department of Adm. Continuous Improvement
Snapshot of AMC Involvement in LEAN Education
130 county staff trained through 4 three-day facilitator workshops and a practical kaizen update. These were done in partnership with Department of Administration Continuous Improvement office.
2000+ additional staff trained in LEAN 101 workshops in 26 counties taught by AMC staff Hubbard, Blue Earth, Roseau, Jackson, Waseca, Benton, Douglas, Houston, Chippewa, Redwood, Nicollet, Brown and Sibley also involved. Freeborn, Yellow Medicine, Itasca, U. of MN and Dakota County, Otter Tail, Pine,Scott, Martin, Douglas, Nobles, Clay, Wright, Morrison, Dakota
Three additional workshops on Swim Lane Mapping
MACSSA, MACATFO and MACA conference presentations
NACo presentation giving AMC Lean work visibility in other states.
Facilitator trainings and co-facilitator services to counties.
Numerous other county staff attending the Department of Administration Trainings.
LEAN Trainings Since August 2012
How are Minnesota counties making LEAN continuous improvement a reality?
Who is the champion….who is stepping out of the crowd to initiate the effort locally?
County Commissioner, Administrator, Department Head,
Technology Director, Planners, Front Line Worker? Who is making it a reality?
How are counties making LEAN a reality in counties?
• Train staff, facilitators, and conducting Kaizens.
• Share successes and name results
• Create a LEAN team
• If you do all of this, what are the results? Ranges from Olmsted County, Carver County, Crow Wing County, to smaller counties that you will hear more about in todays session.
• Contracts Approval • Redaction for Data Requests • Library – Invoices for Items • Library – Purchase on Demand • Library – ILL Process • IT – Change Management • Library – Email Repository • Medical Assistance • Out of Home Placement • Child Care Assistance • Insurance Reimbursement • HCBC / Intake • HCBC / Common Case File • HCBC / Waiver Authorization • Adult Bail Evaluation • New Hire Payroll Setup
• Employee Status Changes • Emergency Claims • Vendor Claims Process • Minor Subdivision April 1-4, 2013 • Public Health – PCA Assessment • Sewer/Septic System • PH-Doc Client Charting • Water Permitting • Hazardous Waste • Permits for Public Works • Public Works Engineer/Surveyor File
Organization • Right of Way • Sheriff Arrest Warrants • Bailiff Prisoner Transport
Carver County Kaizen Examples
LEAN is Really REDESIGN in ACTION
What is your reaction to implementing LEAN in your office?
Hopefully not like Dilbert!
Hopefully NOT a waste of time but rather an opportunity to dig at a few roots!
When solving problems, dig at the roots instead of just hacking at the leaves. ~Anthony J. D'Angelo, The College Blue Book
One of the reasons Lean is so often successful is that it’s not management telling the staff how to improve – it’s the other way
around. BUT WE DO NEED CHAMPIONS!
CASE STUDY 1 Nicollet County PIT Crew:
“Developing a Lean Culture”
Ryan Krosch
Developing a Lean Culture
Initial observations….. o Lots of opportunities for process
improvement; little/no previous effort made with this
o Some staff (not all) came to me asking
for process changes
Developing a Lean Culture
Educated Staff and the Board…
o Strongly encouraged D.H.s and Board to attend Lean 101 in Blue Earth County
o Discussed Lean at Board Workshops – concept/benefits
o Held our own Lean 101 – mandatory attendance for DHs and supervisors; any other staff could attend also
Developing a Lean Culture
Built some momentum then created a Core Group… o Identified my Lean Champions – those
staff and Board Members who immediately bought into the Lean concept
o Assigned a Lean Coordinator o Created a Lean Committee
Process Improvement Training Crew – aka Nicollet County PIT Crew
(5 staff and 2 Board Members)
Developing a Lean Culture
Trained Staff… o 5 staff on PIT Crew became trained Lean
facilitators o 6 months later hand picked 6 more staff
to become Lean facilitators
Developing a Lean Culture
What we’re doing… o Require every department to do at least
1 Lean event each year o Discuss Lean at every DH meeting and
Board Workshop o Create a Lean annual report for the
Board o Lean in our employee bi-monthly
newsletters
Developing a Lean Culture
What we’re doing… o Adding $ to the 2015 budget for Lean
activities o Give job applicants extra points on rating
sheet if they acknowledge Lean on their resumes
o Ask Lean related job interview questions o Coming soon – “Lean in the Lavatory”
Developing a Lean Culture
Some projects to date…
LEAN Events
Department Event Type Scheduled Complete Administration Timesheet Process Kaizen October 1/1/2015 Social Services Scanning Process Kaizen February In Process Administration Mail Courier Process A3 March In Process Probation Probation Agreements Kaizen May In Process Technologies ITV/Webinar Process A3 May
Environmental Services Electronic File Storage 5S Ongoing 12/31/2014 Recorder E-recording A3 TBD
Human Resources Hiring/Orientation/Termination Process Kaizen/A3 September Facilities Shredding Process A3 TBD Emergency Management Policy/Procedure Sharing A3 TBD Public Health Mail Process A3 TBD Sheriff Scheduling Process?? Public Works Electronic File Storage?? Attorney File Storage/Clean Up 5S Ongoing In Process
Developing a Lean Culture
Keys to Success… o Find you Lean Champions o Board Support o Make it part of your culture!!!!
CASE STUDY 2 PINE COUNTY
David Minke Pine County Administrator
County Management Processes in Action Several Minnesota counties are in the process of taking a closer look at: 1. Who are our customers? 2. How can we measure if our customers are better off? 3. How can we measure if we are delivering services well? 4. How are we doing on the most important of these measures? 5. Who are the partners that have a role to play in doing better? 6. What works to do better, including no-cost and low cost ideas? 7. What do we propose to do?
LEAN is one option for you to use in your efforts to CONTINUOUSLY IMPROVE local government. CI methods are focused on saving time and money, reducing waste
and improving the quality of services.
Question/Answer