10 commandments for lean in government (and beyond)

Presenter: Harry KenworthyQIPC, LLC

[email protected]

10 Commandments for Lean in Government (and Beyond)

Host: Mark GrabanKaiNexus

[email protected]@MarkGraban

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Agenda & Logistics

l Presentation (40-45 minutes)l Your Questions (10-15 minutes)

¨ Use the GoToWebinarMeeting Panel to submit a question atany time

l Recording link and slides will be sent via email

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Harry W. Kenworthy, Principal & Manager, QPIC LLC

http://www.leangovcenter.com/

Worked with Dr. DemingJapanese JV BOD

LSS Master Black BeltGovernment FocusedGFOA Lean Provider

NGA SME

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Harry Kenworthy - Your Webinar Leader

He has spoken at over 90 conferences on Leadership, Quality, Productivity, Lean, and Six Sigma, and has been published in numerous magazines. Harry also had extended relationships with Dr. Joseph Juran and Dorian Shainin. For 9 years, he was on the Board of Directors of a Japanese Joint Venture based in Nagoya, Japan. The JV was a key supplier to Toyota and Harry studied Lean from the Toyota perspective. From 1989-1991 he was a Malcolm Baldrige National Quality Examiner.

Harry was one of the first practitioners to apply Lean Six Sigma (LSS) in the Government sector in the mid-90s. His work is focused on partnering with leadership to change the culture of organizations with LSS. QPIC’s clients have included numerous Local, State and Federal Government agencies that have been improved by removing wastes and reducing costs while also reducing overall process cycle times and improving customer service. Achieving 40-70%+ improvements are normal, along with 25+ ROIs.

He founded QPIC, LLC in 1984 and has devoted full time to the consultancy since 2004. He has a BS in Materials Engineering from Rennselear Polytechnic Institute and an MBA in Finance from Syracuse University. QPIC’s main client base consists of government at the State Agency, Local (cities /counties with 100,000+ population) and K-12 school systems (20,000+ students). QPIC is also the Lean government service provider for the Government Finance Officers Association (GFOA). Harry served as a Lean government subject matter expert (SME) for the National Governor’s Association (NGA).

Harry can be contacted at [email protected] or 860-295-9134.

Harry is a Lean Six Sigma (LSS) Master Black Belt and also Principal & Manager of the Quality and Productivity Improvement Center (QPIC, LLC and www.leangovcenter.com ). He was a group VP and VP, Manufacturing for Rogers Corporation and, in concert with GE, developed and deployed Lean Six Sigma throughout Rogers in the US, Europe, Japan and China until 2004. He worked with Dr. W. Edwards Deming in 1983-85 on a series of 2 day seminars throughout the US.

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Lean Government 10 CommandmentsCan they work in your organization?

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Key areas we’ll cover:

1. Brief Lean overview2. Lean Government 10 Commandments3. What Leaders need to do4. How to get started?

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Lean is…v everyone’s relentless

drive

v to remove waste and improve quality

v to increase customer service

v and “fix what bugs you”

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vs.

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What Lean does?

REDUCESCost &Waste

INCREASESSService

Capacity

CHANGESThe

CULTURE

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“The most important thing for Toyota is people. Toyota is all about teaching and training people

and building a culture of continuous improvement. We don’t care about the next

hybrid, the next engineering marvel, not even the next sales strategy.

Our number one concern is how to build our people and how to build a culture of continuous

improvement.”

From a Toyota VP

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#1 - Understand Customer NeedsCustomer

What does my customer need

from our process?

How is our process

performance from the customer

perspective?

How does my customer

measure my process?

How would my customer like

for our process to perform?

What can we do better?

How does my customer view my process?

How easy are your websites to navigate?Is information easy to read and understand?

Easy forms and checklists?Written at the 7th grade level?

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Thinking People System (TPS)

Challenge

ContinuousImprovement

True North#2 - Set Challenge Goals with

High Leverage

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Challenge Kaizen


True North#3 - Kaizen – Continuous ImprovementKaizen events and daily Kaizen (Dynamic Idea Generation)

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Challenge Kaizen Learn to See


True North#4 - Learn to SeeMore process detail than you ever knew existed

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#5 One Stop Shopping is the GoalBatch Processing (the norm)

One-Piece Flow

Ideal –One Stop Shopping

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#6 Statutes, Laws and Ordinances

Was the “real problem” clearly understood before the “solution” was created?

Interpretations “morph” over time.

Be careful adding controls and “interpreting policy”.

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“Steal shamelessly, but legally”GFOA, ICMA, NGA, etc.

Baldrige WinnersGreat Schools

#7 - Benchmarking

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#8 – Dynamic Daily Data Collection Eliminate Errors and Rework.

Do your people collect and see dynamic daily data?

What are the benefits of doing this?

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Safety Concentration Diagrams B = bruiseC = cutM = muscle strainS = sprain

Days = GREENNights = RED

You can:- Code by Dept.- Code by Geography- Etc.

MMMMMMMMMMCCCC CC

MMM

MM

MMMM

BBBBBB

SS

MMMM

What do you see?

This should be posted for all to

see.

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Boca Raton AP Error Tracking by cause and dept: Identify where training is needed. Visible feedback on

“How are we doing.”

DepartmentsC

ause

s

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#9 – 5S Everywhere

6th S = SAFETY

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5S - Why do it?

¨ Standardize improvements for maintenance and in the workplace, esp. Public Works

¨ Improve delivery consistency¨ Improve quality¨ Improve safety!¨ Improve productivity¨ Feel better about your workplace

– Eliminate wastes that result from uncontrolled processes

– Gain control on equipment, material, and inventory

– Apply control techniques to eliminate erosion of improvements

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How do you Learn?

You can’t teach/coach someone who doesn’t want to learn.

Kata = a new behavior that is converted into a new permanent habit through deliberate practice.

Mike Rother

You can’t “train” people toembrace a new habit.

#10 – Develop Great Leaders

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LEAN is aboutproviding VALUE

to the CUSTOMERand SPEED

Transportation

WaitingDefects & Rework &

Delays

Over ProcessingMotion

Over Producing

Inventory

Wasted TimeValue Added Time

Types of Waste

Under/Not utilized People – The Greatest Waste of All!

Think: TIMWOOD or DOWNTIME

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PDCAProblem Solving Process

for Continuous Improvement

Plan

DoCheck

Act

Clarify the problemBreak down the problemSet Improvement TargetsRoot Cause AnalysisDevelop Countermeasures

Put the Countermeasures

in place(Trystorm)

Monitor both the Results and the Process

Standardize Successful

Processes – Lock in and Hold the

Gains

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QPIC’s Proven Path

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Challenge Kaizen Learn to See Respect Teamwork


RespectFor people

True North

Tools =15-20%

Culture =80-85%

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QPIC, LLC www.leangovcenter.com

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Lean Summary

Developing an Organizational Culture of Continuous

Improvement through the relentless elimination of

WASTEQuote from 5 year old Katie:

“Lean is getting rid of stuff that bugs you!”

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Webinars On Demand

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Next Webinar – September 20

http://www.kainexus.com/webinars

Erin EdwardsFour Seasons Produce

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Thank you!Contact Info: Q&A

l Web:¨ www.kainexus.com¨ www.leangovcenter.com

l Past Webinars:¨ www.kainexus.com/webinars

l Social media:¨ www.twitter.com/kainexus¨ www.linkedin.com/company/kainexus¨ www.facebook.com/kainexus

Harry [email protected]

860-295-9134

Mark GrabanKaiNexus

[email protected]@MarkGraban

10 commandments for lean in government (and beyond)

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