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A Lean Journey

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A Lean journey was presented at the APEX Symposium 2015 in Ottawa, Canada.

Lean management isn’t about the destination; it’s about the journey of continuous improvement. Through active and respectful engagement of everyone in the organization, Lean seeks to eliminate waste and deliver value to citizens every day. Presented in collaboration with Jennifer Little, Transport Canada’s Director of Access to Information and Privacy directorate.

Published in: Government & Nonprofit
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A Lean Journey

  1. 1. © Alpen Path Solutions Inc. 2015 Presented at the APEX symposium May 27, 2015 Jennifer Little Transport Canada France Bergeron Alpen Path Solutions Inc. A Lean journey
  2. 2. Lean is an organizational transformation focused on creating value for clients minimizing waste in processes, and providing opportunities for employees to develop their problem solving skills to find creative and innovative solutions to better serve citizens. 2 What is Lean for Government? © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com
  3. 3. Align Purpose Process People © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com 3 Purpose: Senior Management. Provide the “why”? Process: Middle management. Focus on the “how”? People: Everyone to improve everyday.
  4. 4. Respect des personnes 4 “L’humain est un être extraordinaire et il n’y a aucune limite à l’intelligence humaine. Notre responsabilité est de motiver les gens à utiliser leur intelligence afin de générer de nouvelles idées.” Taiichi Ohno © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com
  5. 5. Continuous improvement © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com 5 “Not every change is an improvement, but every improvement is a change”
  6. 6. Lean Mapping: a tool to see the process © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com The current state map is not the goal. The goal is to improve the process. 6
  7. 7. 7© Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com Un exemple d’amélioration Lean Processus de l’AIPRP
  8. 8. 8© Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com Un exemple d’amélioration Lean Processus de l’AIPRP Champion Gère le processus Engage l’équipe de gestion Dirige la mise en oeuvre Fait rapport au parrain Communique les résultats Facilitateur Appui le champion Facilite l’activité Lean Connait très bien Lean et les outils Est coach, arbitre, enseignant Est extérieur au processus
  9. 9. 9 Transport Canada Access to Information and Privacy (ATIP) Our Lean experience By Jennifer Little, Director
  10. 10. Our Challenge Reducing the number of steps – and therefore time - between the receipt of a request and its release Our Objectives •Process files quickly, accurately, consistently •Create time for analysts to analyse; reduce time spent on administrative tasks •Reduce bottlenecks •Improve response time 10
  11. 11. Our Case •A “simple” request: no consultations, no extensions – mapping the most basic type of request •Understand how long it takes, what steps are in place and WHY Our Scope Focus on our internal process and the factors that are within our control 11
  12. 12. Our Team Representative of our various activities: -Managers (Director and Chief): 2 -Analysts: 3 -Systems expert: 1 -Admin specialist: 1 BUT: room for everyone to participate - At the launch - During lunch and breaks - At the wrap-up session 12
  13. 13. 13 • Map: each and every step in the process • Analyze: for each step ask: • Does it add value from the point of view of the client; • What disturbs work flow: when does the file slow down, stop, wait, go backwards? • Identify areas of improvement: 86 suggestions to consider… • Approach through lenses of practicality; priority; context; scope: … whittled down to 27 priorities • Create future state map: target 12 to 18 months. • Develop action plan: move from current to future state Our Process
  14. 14. 14 De nombreux partenaires, exigences législatives, processus internes… C’est compliqué!
  15. 15. Our Future State •12 – 18 month horizon •Improve both process (touch) time and lead time (total time) by 30% •Equates to shaving 23 days off the processing time for each file / request 15
  16. 16. Our Roadmap Practical, systematic approach to implementation •Prioritize initiatives and set time horizons –3-6 months: high priority, relatively “quick hits” –6-12 months: high priority, tougher to implement –12-18 months: lower priority – or more time to implement –Review regularly: reassess •Weekly meetings to take stock and adjust as necessary •Linked to review and update of Procedures Manual; team training 16
  17. 17. What we learned •Importance of preparing in advance: -Establishing the problem -Meeting as a team -Setting expectations, parameters •Be realistic in terms of how long it takes to implement new procedures! •Lean lessons that have stayed with us: -Culture of continuous improvement -Freedom to challenge procedures, raise concerns with process -Drill down on the WHY? -Tackle problems at the source 17
  18. 18. How to sustain Lean © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com 18 The UK experience: Prof. Zoe Radnor Organizational readiness Changing the way services are designed to engage public organizations not only with the tools of Lean but with the system and the principles of Lean: • Linking Lean to strategy; • Having leadership understand what Lean is; • Having a process view; • Getting citizens involved (Co-production); • Communicating what you are doing; • Understanding demand.
  19. 19. © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com 19 Pourquoi Lean échoue dans une organisation ? Outils plutôt que stratégie Chaos Éteindre les feux Blâme Désalignement
  20. 20. © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com 20 Why do organizations succeed at Lean? Engage everyone Thinking culture Problem solving Focus Discipline Clarity Long-term
  21. 21. Why Lean now? © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com 21 Millennials… the Lean generation PURPOSE PROCESS PEOPLE They want to be engaged, part of decisions They produce prototypes, want feedback and coaching They want collaborative work culture They want a job with a purpose They want to be challenged and they challenge the status quo They are team oriented
  22. 22. © Alpen Path Solutions Inc. 2015 www.alpenpathsolutions.com The end France Bergeron Alpen Path Solutions 1 Rideau Street, suite 700 Ottawa ON K1N 8S7 http://alpenpathsolutions.com info@alpenpathsolutions.com 22

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