Applying Lean Principles to Streamline Local Government Services
1. Local Governments Thinking Lean: An Overview of Applying Lean Principles to Government Services Ben Thatcher
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3. “ The relentless pursuit of the elimination of waste from every process with the ultimate goal of providing world-class quality, delivery and service to our customers at the lowest possible cost.” What is Lean? “ It’s about the process – not the employee” Think about the “thing” going through the process – not “who” does it.
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5. Jidoka Just - in - Time Toyota Production System Heijunka 1978 1996 1943 - 1978 History of Lean A principle driven, tool based philosophy that focuses on eliminating waste so that all activities/steps add value from the customers perspective. Lean Thinking: People People People Deming & Ford
8. What Satisfies the Customer? Non-Value Added Process: Those process steps that take time, resources, or space, but do not add value to the product or service. Value Added Process: A process step that transforms or shapes a product or service which is eventually sold to a customer. Value Enabling Process: A process step which must be performed in order to make it possible to perform value adding activities.
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11. Kaizen Ki-zen a continual improvement mindset. Everything that we do today can be improved. Kaizen has no end. Kai = Change Zen = For the Better A Healthy Dissatisfaction with the Status Quo Definition of Kaizen
Ohno refined the Toyota Production System throughout the 40’s, 50’s, 60’s and 70’s, but his work went largely unnoticed until the world oil crisis of 1973. Until that time, demand was so high that companies could control costs and sell what they built using the mass production method. Although many production methods can control costs effectively in periods of high demand, only the Toyota Production System proved to be flexible enough to adapt to periods of low demand. In 1978, Ohno decided to write a book about Toyota’s successes, called Toyota Production System . At the same time, people who had worked with Ohno established the Shingijutsu Company (Shingijutsu means “new technology” or “a better way”) to help other companies apply the principles, tools, and process that had been so successful at Toyota. GEMS is currently working with Shingijutsu consultants to learn the Toyota process improvement methodology. Shingijustu consulted with companies around the world, and by the 1990s had worked with companies in the United States. In 1996 Jim Womack wrote a book called Lean Thinking that describes the success these companies had achieved working with Danaher, Porsche, and other companies. Womack is a professor at MIT, so he also formulated a process that other companies could use to adopt Toyota system. As a result, many companies began referring to the Toyota principles by the term “Lean”.
Defects – poor Q: part, information, poor service Overproduction: Inventory – not as prevalent in the office Transportation : movement of parts or information (parts that travel miles in a shop or paperwork that travels miles for approvals) Over processing: Features in a product or service that the customer doesn’t value & does not want to pay for Inventory : easy to see on the shop – more challenging in the office but it exists: inbox; e-mail; things waiting in queue Motion : unnecessary movement of employees to get work done – looking for tools or info. that should be readily available Waiting: for material, information , approvals In Administrative processes Waiting is often considered the biggest waste
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