YELLOW BELT TRAINING (LEAN DAILY) SIMPLER. FASTER. BETTER. LESS - PDF document

YELLOW BELT TRAINING (LEAN DAILY) SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Objectives • Start “thinking Lean” Introduce Lean concepts that can be • used for daily improvements • Basic knowledge on Lean tools for removing waste and improving customer value • Demonstrate the concepts applied for improvement in Government processes SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov WHAT IS LEANOHIO? SIMPLER. FASTER. BETTER. LESS COSTLY. SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov lean.ohio.gov 1

What is LeanOhio? • Office within DAS • Staff of 3 • Facilitated more than 80 process improvement events On average, process time and process steps reduced by more than 50% SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov LeanOhio Mission “Make state government in Ohio simpler, faster, better, and less costly.” SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov CORE PROCESSES SIMPLER. FASTER. BETTER. LESS COSTLY. SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov lean.ohio.gov 2

Kaizen Events Day 2 Day 4 •Introductions •Clean Sheet •Results •Scope Redesigns •Report out •Training •Commitment •Future State •Walk Through •Celebration •Brainstorming •Implementation •Current State •Analysis Day 1 Day 3 Day 5 Intensity Immediacy Importance • Compressed • That week • High profile Time • Resources • Waste • Efficient Available Ridden • Keeps • Leadership • Customer Momentum Support Impact SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Kaizen Events • Improve significantly – Time and steps • Out of Scope – No additional $ – No additional people – Can’t change laws – Can’t throw IT at the problem – No one loses their job SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Consultation Value Steam Process Results Strategic Planning Mapping Improvement Management ALIGN PRIORITIZE TRANSFORM SUSTAIN Assist with development Evaluate current state Scope, coordinate, and Assist with development of mission, vision, values facilitate Kaizen events of: Envision future state SWOT Analysis Apply DMAIC to core • Meaningful Metrics Identify opportunities processes • Scorecards Prioritize critical issues relating to workplace • Dashboards culture Set up Systems to Identify core processes ensure bottom ‐ up Provide training and Determine and prioritize improvements guidance Develop goals and improvement projects objectives Facilitate 5S process to Conduct and guild transform work area Ensure alignment “voice of the customer” layout activities to gather data Facilitate 3P (production Analyze, compile data preparation process) to for use in events design new processes SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 3

Training and Development White Belt •3 hour Lean awareness training Yellow Belt •1 day Lean daily overview Camo Belt •4 days + demonstration of learning •Lean tools for government Green Belt •TBD Black Belt •TBD SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov LeanOhio Network  Over 1000 members  Hands ‐ on learning – 44 State agencies – Side ‐ by ‐ side  Agency Circles knowledge transfer – Single LeanOhio Contact – Co ‐ facilitating • Public Safety events • Health and Human Services – Challenges facing Business and Industry • other agencies • Infrastructure and Environment – Strategic planning • Admin and Financial – Capstone project Boards and Commissions • SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Lean.Ohio.gov – Training Materials – Results – LeanOhio Network – Lean Tools and Guides SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 4

WHAT IS LEAN? SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov What is Lean? • A time ‐ tested method and set of tools to help us improve “how” we produce our products and services. Lean focuses on speed without sacrificing quality for the customer What does Lean look like at home? SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov What is Lean? • Lean helps us understand: – What adds value to our customers – How work gets done – How we can identify root causes of problems – What an “ideal/no waste” process looks like – How we can improve performance – Whether process changes were successful Lean is also a mindset, where we ask each day “How can we make our services better for customers?” SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 5

Simplify Your Work • Eliminate tasks that do not add value • Make things easy and intuitive for customers and staff • Standardize repetitive tasks • Leverage systems / staff talent • Streamline process before automation! SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov LeanOhio White Paper • No IT solutions until you improve the process first • Sequencing the process improvement ahead of technology is critically important to maximizing the gains that automation may offer SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov How Do We Define Value ‐ added? Value ‐ added vs. Non Value ‐ added • Customer is willing • Consumes resources without creating value to pay for it for the customer • Actually transforms (often CYA) a product or service • Low percent of the time work is complete • Done correctly the and accurate first time • Requires extra time, effort, or resources SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 6

Examples Value ‐ added vs. Non Value ‐ added • Receiving a payment, • Double/triple permit, certificate, checking etc. • Multiple signatures • Educational training • Re ‐ entering • Receiving data/info information into a for making decisions system • Receiving medical • Rework services • Counseling on mental • Waiting health issues SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov TIM U WOOD Transportation Information/Inventory Motion Underutilization Unnecessary storage of Unnecessary movement by Underutilizing systems and Unnecessary movement of products & materials products & materials people (e.g., walking) people’s skills & knowledge Waiting Overproduction Over Processing Defects Wasted time waiting for the Production that is more than More work or higher quality Efforts caused by rework, next step in the process needed or before it is than is required by the fixing mistakes, and needed customer incorrect information SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov KEY PRINCIPLES OF LEAN SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 7

Seven Key Principles of Lean 1. Define value in the eyes of the customer 2. Identify the process for a service or product 3. Create continuous flow without interruptions 4. Reduce defects in services or products 5. Let customer pull what they want 6. Pursue perfection (Six Sigma ‐ 3.4 DPMO – 99.99966%) 7. Eliminate or reduce variation SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Voice of the Customer Key Principle #1: Define value in the eyes of the customer SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Why Use VOC? “We find ourselves wondering what our customers are thinking. Are we meeting their needs and expectations? Are they happy with our work?” SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 8

Government VOC • Who is the customer??? – Businesses that provide various products/services to government – Drivers on highways – Motor vehicle owners getting licenses and registration documentation – Students and parents in education – Medicare, social security, other social service recipients – Etc. SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Voice of the Customer • Focus groups • Surveys • Comments and complaints • Ultimately determine what the customer cares about • This helps guide what to focus on SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Focus Groups • A group brought together to discuss a particular topic or issue • Should be conducted before a project begins and after a project ends – Establish a baseline – Look for improvements SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 9

Continuous Flow • Key Principle #3: Create continuous flow without interruptions SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Batching • Bunching items together and processing them • “Enemy of speed” • Batching can sometimes be more efficient for individuals, but slows down the processes as a whole. SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Batching “Let’s process them as they come in” “Let’s wait until we get a bunch” SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 10

FISH (First ‐ In ‐ Still ‐ Here) • Work started on all requests immediately (to be able to say to taxpayer that “yes, we’re working on it”) • Highly variable process lead time, lots of fire fighting • Search and move process – Somebody yells, find request, expedite until somebody else yells, etc.) SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov FIFO (First ‐ In ‐ First ‐ Out) • Work is streamed into the process • It flows through uninterrupted • Few handoffs, delays and approvals • Faster and less waste • Taxpayer gets what they want, when they want it SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov LEAN IN GOVERNMENT SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov 11