W H AT I S L E A N & P R O C E S S I N N O VAT I O N ?

W H AT I S L E A N & P R O C E S S I N N O VAT I O N

Making  value  flow  at  the  pull  of  the  customer.

S Y S T E M S M I N D S E T

“94% of the problems are due to the system; 6% are due to the worker.”

-W. Edwards Deming

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W H Y L E A N ?

Lean seeks to eliminate waste, and people function better in a waste-free environment. Waste in the workplace causes fatigue, frustration, and burnout.

W H Y L E A N ?Lean methods encourage people to become more actively involved with how work is planned and accomplished. That involvement yields many positive results including a higher degree of job satisfaction.

T H E T H R E E M Y T H S + 1

“We don’t make widgets.”

“We don’t have customers.”

“We’re not here to make a profit.”

“We don’t have competition.” [NYS]

R E A L I T Y

Widgets - reports, permits, events, tax credits, refunds, food stamps, licenses

Customer - applicant, parolee, permitee, candidate, driver, citizen

Profit (Outcomes) - new jobs created, increase in affordable housing, reduced crime, reallocation of budget

Competition - anyone to whom your customer compares you [NYS]

VA L U E S T R E A M

All of the steps in a process, customer value-added, business-value added and non-value added, required transform raw material into a product/service through to the customer.

C U S T O M E R VA L U E A D D E D ( C VA )

An activity that transforms or shapes the Work in Process (material OR information) for the first time.

B U S I N E S S VA L U E A D D E D ( B VA )Activities that reduce company risk or are required by law or regulation (also sometimes called “necessary, but non-value added”)

N O N VA L U E A D D E D ( N VA )

Those activities that do not transform or shape the product or service and do not add to the customer value.

VA L U E S T R E A M M A P

Total  cycle  time

10+  days

Processing  time

120  min

Receive Clerical  Rvw

Revenue   Data  Entry

Assign   Tech  Review  

Issue  

5m 10m 15m 10m10m 60m 10m1d 1d 2d 3d 2d 1d

Incomplete  (+  20  days)

40%

Revise  (+  2  months)

80%

T H E 8 W A S T E S

Value Added Non-Value Added

Transportation Inventory Motion Waiting Over-production Over-processing Defects Skills

T Y P I C A L LY 9 5 % O F A L L L E A D T I M E I S N O N - VA L U E A D D E D

L E A N T O O L SL E T ’ S F I X I T

Batch Reduction Quality at the Source5S System

Standardized Work TeamsVisualLayout

Mistake ProofingPOUSWork Flow Design

Kanban Pull

Respect for People - Continuous Improvement

I N T R O D U C T I O N T O K A I Z E N A N D P R O J E C T P R E PA R AT I O N

G E T T I N G Y O U R E A D Y T O S U C C E E D

K A I Z E N D E F I N I T I O NKaizen is the organized use of common sense to improve cost,

quality, delivery, and responsiveness to customer needs

Kaizen assembles cross-functional teams aimed at improving a process or problem identified within a specific area

Successful Kaizen require an up front planning investment so that the “Tactical Plan” can be implemented during the 3-days

T Y P I C A L N Y S K A I Z E N A P P R O A C H

Expected NYS Kaizen Timeline

Event Follow-up (15-20 days)

Kaizen! Event (3-5 days)

Pre-Event Prep (20 - 30 days)

1. Pre-Event Prep: Identify and plan narrow scope events

2. Kaizen Event: Implement do-now quick hit solutions during the Kaizen event & ID “Leap” ideas.

3. Follow-up Action Items: Kaizen activity typically ends 20 days following Kaizen

T H E T E A M

Roles: • Champion • Sponsor • Deployment Manager • Empire Belt(s) • Team Members

Those closest to the work.

Those with authority to make decisions and change.

The more diverse, the better.

THE MOST CRITICAL THING

P R O J E C T C H A R T E R

Establish direction for project

States nature of the problem

Goal of improvement efforts

Documents expectations, boundaries, and business case

Identifies necessary resources

Creates and maintains focus

Get Ready, Get Set

VA L U E S T R E A M M A P P I N G

• 30,000 foot view of the process

• Not a flowchart

• Use to characterize current state very quickly, sometimes done in a 1-day workshop!

V O I C E O F T H E C U S T O M E R

Critical to obtain customer feedback on our processes – sometimes we don’t see the problems

• Start by choosing the last 20 units that have completed the process – Don’t cherry pick!

• Ask open-ended questions about their experience

• Summarize customer feedback on a flip chart and post

• Use NYS Lean VOC Guide

R O L E S - K A I Z E N L E A D E R

Kaizen Leader (typically a Private Partner or an experienced/certified Empire Belt)

• Lead the team through the event • Coach and counsel EBs on activities • Ensure the proper application of tools • Validate the findings • Facilitate discussions

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R O L E S - E M P I R E B E LT ( S )

Empire Belt (not yet certified) • Lead preparation for event • Coach and counsel team on activities • Help teams apply tools • Facilitate discussions • Lead post-Kaizen activities

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R O L E S - T E A M M E M B E R S

Team Members • Help prepare for the

event • Offer insights into

process and ideas for improvements

• Understand how their activities integrate into the entire delivery

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T Y P I C A L 3 - D AY K A I Z E N A G E N D A

June 11-14, 2014TIME WEDNESDAY THURSDAY FRIDAY

PURPOSE: Analyze Current State PURPOSE: Create Future State PURPOSE: Implementation Plan & Presentation

9:00 AM

REVIEW AND ANALYZE CVA, BVA, NVA PROBLEMS REVIEW; IDEA/SOLUTION GENERATION AND PRIORITIZATION

REVIEW FUTURE STATE; JIDOKA: COMMUNICATION BOARDS/HUDDLES; IMPLEMENTATION PLAN; 30/60/90; DRAFT COMMUNICATION BOARD

9:30 AM

10:00 AM

10:30 AM

11:00 AM

11:30 AM

12:00 PM LUNCH LUNCH LUNCH

12:30 PM

ROOT CAUSE ANALYSIS; IMPEDIMENTS TO FLOW ID; BEGING SOLUTION GENERATION

BUILT OUT SOLUTION SET; CREATE FUTURE STATE; ID PRELIMINARY METRICS

PREPARATION FOR REPORT OUT: MATH MODELS AND SUMMARY SHEET; REPORT OUT TO EXECUTIVES; CLOSE-OUT & NEXT STEPS; POST-KAIZEN IMPLEMENTATION

1:00 PM

1:30 PM

2:00 PM

2:30 PM

3:00 PM

3:30 PM Conclusion

4:00 PM Conclusion

4:30 PM Conclusion

5:00 PM

DOL ASBESTOS CERTIFICATE KAIZENLocation

Alfred E. Smith Bldg; Room 115

A F T E R T H E K A I Z E NF O L L O W - U P R E V I E W

F O L L O W - U P R E V I E W A F T E R K A I Z E N

Purpose:

• To formally inspect the process

• Uses metrics and dashboards to perform the inspection

F O L L O W - U P R E V I E W A F T E R K A I Z E N

Responsibility:

• This is identified in Kaizen and the people have committed to it being done

QUESTIONS?

W H AT D I D Y O U L E A R N ?

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