A Lean journey. Presented at the APEX symposium May 27, Jennifer Little Transport Canada. France Bergeron Alpen Path Solutions Inc.

Transcription

1 A Lean journey Presented at the APEX symposium May 27, 2015 Jennifer Little Transport Canada France Bergeron Alpen Path Solutions Inc. Alpen Path Solutions Inc. 2015

2 What is Lean for Government? 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. Alpen Path Solutions Inc

3 Align Purpose Process People Purpose: Senior Management. Provide the why? Process: Middle management. Focus on the how? People: Everyone to improve everyday. Alpen Path Solutions Inc

4 Respect des personnes 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

5 Continuous improvement Not every change is an improvement, but every improvement is a change Alpen Path Solutions Inc

6 Lean Mapping: a tool to see the process The current state map is not the goal. The goal is to improve the process. Alpen Path Solutions Inc

7 Un exemple d amélioration Lean Processus de l AIPRP Alpen Path Solutions Inc

8 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 Alpen Path Solutions Inc

9 Transport Canada Access to Information and Privacy (ATIP) Our Lean experience By Jennifer Little, Director 9

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 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 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 Our Process 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 13

14 De nombreux partenaires, exigences législatives, processus internes C est compliqué! 14

15 12 18 month horizon Our Future State 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 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 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 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 How to sustain Lean 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. Alpen Path Solutions Inc

19 Pourquoi Lean échoue dans une organisation? Outils plutôt que stratégie Chaos Éteindre les feux Blâme Désalignement Alpen Path Solutions Inc

20 Why do organizations succeed at Lean? Engage everyone Thinking culture Problem solving Focus Discipline Clarity Long-term Alpen Path Solutions Inc

21 Why Lean now? Millennials the Lean generation PURPOSE PROCESS PEOPLE They want to be engaged, part of decisions They want a job with a purpose They produce prototypes, want feedback and coaching They want to be challenged and they challenge the status quo They want collaborative work culture They are team oriented Alpen Path Solutions Inc

22 The end France Bergeron Alpen Path Solutions 1 Rideau Street, suite 700 Ottawa ON K1N 8S7 info@alpenpathsolutions.com Alpen Path Solutions Inc