Lean Six Sigma and its application within the Criminal Justice Sector

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1 Lean Six Sigma and its application within the Criminal Justice Sector Ian J Seath OR51 Conference, tember Agenda What is Lean Six Sigma? How can it add value? Applications in a CJ environment Example We get brilliant results from average people managing brilliant processes, while our competitors get average results, or worse, from brilliant people managing broken processes. [Toyota Chairman: Fujio Cho] 2 1

2 Lean and Six Sigma Lean Evolved from the Toyota Production System Focus on identifying and delivering customer value Managing horizontal value streams (& systems thinking) Aligning capacity to demand and creating flow Engaging front-line staff in daily improvement Using visual management to track performance Managers go and see Six Sigma TQM on steroids A statistically-based approach to process improvement Requires support from Black Belts for implementation Achieves improvement through project activity, chosen by management; often based on ROI potential An evolution from Zero Defects thinking of the 1990s Aiming for fewer than 3.4 ppm defects 3 Lean and Six Sigma Tools/Techniques Lean The Seven Wastes 5 S Poka Yoke Value Stream Mapping Kaizen Standardised Work Visual Management Flow: Push & Pull Just-in-time Takt time Value Add Ratio Six Sigma SIPOC Voice of the Customer House of Quality (QFD) Process Mapping Design of Experiments Statistical Process Control Taguchi Sampling & Data Collection Statistical Analysis Failure Modes Effect Analysis DPMO/Sigma/CPK 4 2

3 The best of both worlds Six Sigma: Define Measure Analyse Improve Control Where are we now? Understand current performance Reduce waste Implement improvement Improve continuously Lean: Current State VSM VAR Waste/Flow Future State VSM 5 A CJ example Probation 6 3

4 Refer & Identify Victim to VLS Accept VLS Referral Offer Appointment to Victim Accept or Decline Offer Prepare Case for Home Visit Conduct Visit Act on Visit Provide Contact throughout Sentence Prepare Victim for Release of Offender Close Case at LED Hours p.a. Map the process/value stream Map the As Is process with the VLS Team Refer & Identify Victim to VLS Accept VLS Referral Offer Appointment to Victim Accept or Decline Offer Prepare Case for Home Visit Witness Care Unit Victim Conduct Visit Act on Visit Provide Contact throughout Sentence Prepare Victim for Release of Offender Close Case at LED 7 Process Time and Value Analysis Duplicate IT systems Process Step Times (Hours p.a.) 40% Admin + Travel Time 70% Admin 0% Admin Admin VLO VL Mgr All time data provided by the VLS Team Process Step 8 4

5 Apr-05 Dec Jan Feb Mar Apr-06 Dec Jan Feb Mar Apr-07 Dec Jan Feb Mar Apr-08 x Managers think caseload is increasing 70 New Referrals per Month Apr 08 - Apr07 - Mar 08 Apr 06 - Mar 07 Apr 05 - Mar 06 0 Apr Dec Jan Feb Mar 9 An SPC Chart tells us caseload is not increasing 80 Monthly Caseload New CJ Act UCL LCL Process Avg 5

6 Improvements Remove waste Re-define responsibilities (grades/tasks) Standardise the new process (map) Re-align caseload to reduce travel time/cost Introduce a balanced system of performance measurements (with routine corrective action) 11 Applying Lean Six Sigma Any process! High volumes of transactions Lots of hand-offs and delays between steps Data-rich, information-poor It requires: A mix of analytical and creative skills Leadership, facilitation, staff engagement Use the right Lean and/or Six Sigma tools to meet the improvement objectives 12 6

7 Lean Six Sigma: the best of both worlds Focussing on customer requirements Statistical thinking Managing by numbers Reducing variation Eliminating waste Driving out non-value activities Reducing cycle-times Engaging line managers as process owners Involving front-line staff in daily improvement 13 Ian J Seath, Director Improvement Skills Consulting Ltd. M:

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