Creating a Lean CultureLeading the Business of Government

Presented by Darrell Damron

toWSAC Executive Leadership

June 20, 2017

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Today1. My Lean Tributaries2. Lean Government Framework

o Categorizing the business of government3. Cynefin Framework

o Making sense of the business challenges

• Today’s Objectives– Inspire you to adapt what you hear to your leadership– Encourage you to know you’re already doing some great things

– Or a combination of both!

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My Lean Journey Tributaries• USMC 1981‐87• Geary Rummler – performance consulting • Quality steering committee DOC 1997• WSQA/Baldrige Examiner in DOC & DOR• GOV Office ‐ GMAP/Accountability & Performance 2010• 240 Lean expert partners 2011‐13, 5 common themes• Shingo Model• John Shook, LEI Lean Transformation Model• Results Washington – Results Model• DES government to government consulting – Lean 

Government Framework

3We’re all learning from those who have gone before us on the journey.

Lean as Operations StrategyChoose Lean as 

strategy

Develop shared principles & values.

Choose (or create) method or tool.

Adapted from “This is Lean: Resolving the Efficiency Paradox” by Niklas Modig & Par Ahlstrom

Face performance  challenge.

Lean

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Lean Government Framework

Mindset

Purpose Capability

ProcessManagement System

YouYour

Business Needs

and

5Adapted from John Shook’s Lean Transformation Model and my experience creating Washington State Government’s Lean Expert Partnership Program

CategorizationFramework• Framework precedes data

• Categorize observations and data into the framework’s components

• Lead the business of government

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Management System

Questions To Answer

MindsetWhat are the values, beliefs and assumptions that support this way of working and being?

Process

Purpose CapabilityWhat problem are we trying to solve for our customers and stakeholders?

What work do we need to do to deliver value to our customers and stakeholders?

What capabilities do our public servants need to do the work and achieve our purpose?

What management systems will support all our efforts?

YouYour

Business Needs

and

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Management System

Let’s get clear about the leadership behaviors and systems required to help everyone see when we are on track or off and quickly make adjustments.

Things To Get Clear About

MindsetLet’s get clear about the values and assumptions that support this way of working and being.

Process

Let’s get clear about the work that needs to be done to accomplish our purpose, make process performance visible, solve problems and improve the work.

Purpose CapabilityLet’s get clear about the leader’s role in building capabilities in our team members to do the work in our processes and improve the results we are striving toward.

Let’s get clear about why our organization exists, what customers want and need and the role each team member has in delivering value to customers and stakeholders.

YouYour

Business Needs

and

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WorldClass

WayBehind

Situational

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Characteristic of the Lean Government Framework

Scalable

Organization

Process

Team

Job 10

Characteristic of the Lean Government Framework

Sense MakingFramework• Data precedes framework

• Categorize observations and data into the framework’s components

• Determine how best to proceed to respond to challenges

Cynefin Framework

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The Cynefin FrameworkBy Dave Snowden

Complicated

Simple

Complex

Chaotic

Unknown unknowns

Unknowable unknowns

Known unknowns

Known knowns

sense‐analyze‐respond

sense‐categorize‐respond

Good Practice

Best Practice

Emergent Practice

Novel Practice

probe‐sense‐respond

act‐sense‐respond

Disorder

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Making Sense of ChallengesRe

latio

nship 

Betw

een

Cause & Effe

ct

Type

 of 

Actio

n Nee

ded

Known Knowns2+2=4

SimpleKnown 

UnknownsA‐‐‐‐C>E

ComplicatedUnknown unknowns

ComplexUnknowableUnknowns

C = E

Chaotic

SenseCategorize

Respond

SenseAnalyzeRespond

ProbeSense

Respond

ActSense

Respond

BestPractice

GoodPractice

EmergentPractice

NovelPractice

Analyze or get expertise; several legitimate ways of doing things

Run experiments to find new ways of doing things

Move quickly to stabilize the situation

SOPs, current best way to work

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Contact InfoDarrell DamronLean Transformation Services Assistant Director360.581.7922  |  LinkedIn: Darrell DamronDarrell.Damron@des.wa.gov

Washington State Department of Enterprise ServicesLean Transformation Services

www.bit.ly/DESLTS

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