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An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014
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An Introduction to Lean and Legal Process Improvement, University of Ottawa, January 2014

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Why are lawyers starting to think about Lean? Because process improvement helps attorneys cut costs, increase productivity, and become more competitive. This slideshow presents the context for Lean …

Why are lawyers starting to think about Lean? Because process improvement helps attorneys cut costs, increase productivity, and become more competitive. This slideshow presents the context for Lean and how lawyers can use it to increase value to clients, and decrease the waste in their practice.

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  • 1. © Gimbal Canada Inc., 2013 Lean and Legal Process Improvement An Introduction to Lean for Lawyers Ottawa U Faculty of Law, 2014
  • 2. © Gimbal Canada Inc., 2013 Agenda ■ The context for process improvement ■ Introduction to Lean ■ The eight wastes ■ DMAIC ■ Process mapping ■ Standard work ■ What can a law student do? ■ 5S ■ Think about value ■ Look for waste 2
  • 3. © Gimbal Canada Inc., 2013 3 A Little Icebreaker...
  • 4. © Gimbal Canada Inc., 2013 ■ Applying proven business tools and strategies to ■ lower your overhead - whether you’re in-house or in private practice ■ improve turnaround times ■ increase client satisfaction (internal or external) ■ price more accurately ■ free up limited resources for other valuable work What Do We Mean by Going Lean? 4
  • 5. © Gimbal Canada Inc., 2013 What Do We Mean by Going Lean? 5 The result? A productive, competitive, profitable practice
  • 6. © Gimbal Canada Inc., 2013 Trends in Law Today Globalization Commoditization Excess capacity DIY law 6
  • 7. © Gimbal Canada Inc., 2013 The Result: More competition Lower fees 7
  • 8. © Gimbal Canada Inc., 2013 What is Lean Six Sigma? 8
  • 9. © Gimbal Canada Inc., 2013 ■ An answer ■ to current trends ■ A tool box ■ of practical metrics and tools to make your practice more productive, competitive and profitable ■ A framework ■ for continuous improvement Lean Is A Solution 9 A Way to Deliver More For Less
  • 10. © Gimbal Canada Inc., 2013 ■Add value The Essence of Lean 10 ■Eliminate waste
  • 11. © Gimbal Canada Inc., 2013 ■ Three key value criteria ■ does your work move the matter forward? ■ is it what the client wants and is willing to pay for? ■ is your work done right the first time? Add Value 11
  • 12. © Gimbal Canada Inc., 2013 ■ Anything that doesn’t add value is waste ■ And it’s really annoying! Eliminate Waste 12
  • 13. © Gimbal Canada Inc., 2013 13Lean’s Classic Wastes Eight Wastes Defects Inventory Transport Non- utilized talent Waiting Over- production Extra processing Motion
  • 14. © Gimbal Canada Inc., 2013 14D O W N T I M E ■ Defects / mistakes ■ missing a filing date ■ incomplete forms ■ bad drafting ■ data-entry errors Image by marin / FreeDigitalPhotos.net
  • 15. © Gimbal Canada Inc., 2013 15D O W N T I M E ■ Over-production ■ starting work before clearing conflicts ■ preparing an invoice in advance ■ printing too many hard copies ■ cc’ing too many people
  • 16. © Gimbal Canada Inc., 2013 16D O W N T I M E ■ Waiting / delays ■ people late for meetings ■ documents waiting to be worked on ■ warm-up times for printers ■ interruptions ■ late responses from clients/counsel Image by ambro / FreeDigitalPhotos.net
  • 17. © Gimbal Canada Inc., 2013 17D O W N T I M E ■ Non-utilized talent ■ under-using talented paralegals ■ partners doing work that should be done by associates ■ external counsel doing work that is best done by the client Image from RickMercer.com
  • 18. © Gimbal Canada Inc., 2013 18D O W N T I M E ■ Transportation (of things) ■ sending documents via courier rather than email ■ multiple deliveries to one client ■ cheques rather than direct deposit ■ too many handoffs or approvalsImage by emptyglass / FreeDigitalPhotos.net
  • 19. © Gimbal Canada Inc., 2013 19D O W N T I M E ■ Inventory / work-in-progress ■ unanswered emails & voicemails ■ files sitting on your desk awaiting work ■ overflowing stationary cupboards ■ conflicts awaiting clearance Image by nuttakit / FreeDigitalPhotos.net
  • 20. © Gimbal Canada Inc., 2013 20D O W N T I M E ■ Motion (of people) ■ unnecessary travel for meetings ■ too many keystrokes to find documents ■ poor office layout stuart miles / freedigitalphotos.net
  • 21. © Gimbal Canada Inc., 2013 21D O W N T I M E ■ Extra processing ■ too much research ■ triple-checking ■ over-staffing a file ■ too many turns of a documentImage by teerapun / FreeDigitalPhotos.net
  • 22. © Gimbal Canada Inc., 2013 Why Worry About Waste? ■ Because waste ■ makes you less effective and efficient ■ reduces your firm’s competitiveness ■ annoys your clients ■ interferes with your workflow 22 Because reducing waste will have an immediate impact on your bottom line!
  • 23. © Gimbal Canada Inc., 2013© Gimbal Canada Inc., 2013 Where’s the Waste in Law School? 23
  • 24. © Gimbal Canada Inc., 2013 Lean Tools ! DMAIC (the framework) Process optimization Other tools 24 ponsulak / freedigitalphotos.net
  • 25. © Gimbal Canada Inc., 2013 Define Measure Analyze Improve Control 25 DMAIC: A Framework for Improvement
  • 26. © Gimbal Canada Inc., 2013© Gimbal Canada Inc., 2013 Outputs Tools To Get You There Define 1. Project charter 2. Project plan 1. Process Grids 2. Voice of the client tools Measure 1. Data, metrics and list of resources 2. Detailed, annotated current state process map 1. Process mapping 2. Waste walks and spaghetti diagrams (recall DOWNTIME) Analyze 1. List of potential root causes of inefficiency/waste 2. Ideal/future state process map 1. Brainstorming 2. 5 whys 3. Process mapping (again) Improve 1. Prioritized list of improvement opportunities 2. Improved/optimized process 3. Revised process documentation, including the new map 1. Brainstorming (again) 2. PICK chart 3. Improvement events 4. 5S Control 1. A system for monitoring and periodic validation 2. Project close out and final report 3. Implementation plan 1. Project management (ongoing implementation) 2. Training 3. Monitoring 4. Communication and culture
  • 27. © Gimbal Canada Inc., 2013 The right resources in the right place at the right time ! What is Process Optimization? 27
  • 28. © Gimbal Canada Inc., 2013 Process Optimization 28 ■Maximize the value you deliver ■ lower overheads and faster completion ■ more efficient workflow and a focus on value- adding work ■ better resource allocation (human, financial and technological)
  • 29. © Gimbal Canada Inc., 2013 ■ Optimized processes cost you less ■ faster, better delivery of your services ■ smooth flow of work ■ improved allocation of scarce resources ■ You can market your efficiency to your clients Why Do It? 29
  • 30. © Gimbal Canada Inc., 2013 To make process improvement work, you need to see the process in your art But We Don’t Make Widgets... 30
  • 31. © Gimbal Canada Inc., 2013 Client calls Client Intake/ Conflicts Check Negotiate LOI Senior Finalize LOI GC Draft letter of intent Junior LOI Title Review and Due Diligence Jr / Paralegal DD Checklist Draft Title & DD Report Jr / Paralegal DD Report Review LOI Senior Draft Purchase Agreement Purchase Agmt Senior Junior Negotiate Purchase Agreement Senior GC Vendor/Counsel Closing and Registration Junior Vendor/Counsel GC What’s a value stream? 31
  • 32. © Gimbal Canada Inc., 2013 Commercial Lending in a Map 32 © Gimbal Canada Inc., 2013
  • 33. © Gimbal Canada Inc., 2013 33 You’ve Got a Map, Now What? Process improvement Business development Consistency Knowledge capture Training Legacy Project management Pricing
  • 34. © Gimbal Canada Inc., 2013 34 Capturing Your Greatest Asset ! Knowledge capture Training Legacy
  • 35. © Gimbal Canada Inc., 2013 35 Image by adamr / FreeDigitalPhotos.net Win-Win Pricing ! Know your margins Respond to RFPs Offer AFAs with confidence
  • 36. © Gimbal Canada Inc., 2013 Standard Work…uh…Pork A game about the value of standardization 36 stuart miles / freedigitalphotos.net
  • 37. © Gimbal Canada Inc., 2013 But What Can I Do? I need an articling position, not a Lean toolkit… 37
  • 38. © Gimbal Canada Inc., 2013© Gimbal Canada Inc., 2013 Get organized with 5S 38
  • 39. © Gimbal Canada Inc., 2013 39 Does This Look Familiar? Image © Karen Dunn Skinner
  • 40. © Gimbal Canada Inc., 2013 40 Image © Joe DeStefano
  • 41. © Gimbal Canada Inc., 2013© Gimbal Canada Inc., 2013 When Lean Goes Bad… 41
  • 42. © Gimbal Canada Inc., 2013 What Else? 42 Think about the process Look for waste Create personal checklists Standardize your work freedigitalphotos.net
  • 43. © Gimbal Canada Inc., 2013 Examples of Lean in Action ■ Borden Ladner Gervais has mapped 30 processes (from litigation to M&A) and now uses its maps for training, KM and marketing ■ A Virginia firm saved 30 hours and $21,000 by reducing set-up time in one afternoon, in the very first process they looked at ■ The Hunoval Law Firm reduced its timeline on foreclosure filings by a whopping 94% and landed a huge new mandate as a result 43
  • 44. © Gimbal Canada Inc., 2013 ■ See the context for change in the legal profession ■ Understand the benefits of process improvement can bring to lawyers and clients ■ Recognize waste so you can start to eliminate it and deliver better value Takeaways from Today 44
  • 45. © Gimbal Canada Inc., 2013 45 Additional Resources ! Books on Lean Six Sigma See our website for recommendations: www.gimbalcanada.com/bookstore/ ! Twitter - consider following: @jordan_law21 @gnawledge @valoremlamb @slaw_dot_ca @LeanLawStrategy @RiverviewLaw @KarenSkinner @DavidFSkinner ! ! Useful Apps and Productivity Tools Cardmunch SmartTimer Feedly and Mr. Reeder Evernote ! Blogs - consider following: www.law21.ca www.adamsmithesq.com www.thoughtfullaw.com www.blogs.hbr.org www.gimbalcanada.com/blog/ www.attorneyatwork www.penningtonhennessy.com/blog/
  • 46. © Gimbal Canada Inc., 2013 46 It is not the strongest of the species that survives, nor the most intelligent that survives. ! It is the one that is most adaptable to change. ! —Charles Darwin

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