AMC LEAN in Minnesota Presentation

Presenters:
Laurie Klupacs, Deputy Director & Toni Smith, Education Director

Association of Minnesota Counties
This workshop will cover:
How and Why AMC started a LEAN education

effort in Minnesota.
Portions of AMCs training program we use in
Minnesota so you understand basic
components of LEAN.
Examples of how counties are approaching
LEAN in Minnesota.
Examples of how Kaizen events have saved
Minnesota counties time and money.
"LEAN in Minnesota" presented by the Association of Minnesota Counties
This workshop will introduce you to LEANs

basic concepts to see if its a good fit for
your county, but will not teach you how to
conduct an actual LEAN event.
1.
2.
3.
4.
Welcome Who is Audience?

What is LEAN?
Why LEAN now in county government?
How is LEAN used in Minnesota
Counties?
5. Question and Answer
Why Should You Care About LEAN?

Declining budget dollars and a shrinking workforce
mean that many counties are being asked
to do more with less.
How do counties continue to
provide quality services to
citizens as demand grows and
resources become more scarce?
Baby-Boomers are retiring and
that means institutional
memory is walking out the
door. How much of their work is
standardized and ready for new staff
to step right in and keep things
moving efficiently?
How often do you believe your

county staff have done serious
examination as to why county
processes are designed the way
they are? In many counties the
response is, we dont have time to do
that kind of analysis.
We say: You dont have time to

NOT do that analysis and LEAN
can help.
Whats
Your
Perspective
on
Change?
Using person-on-thestreet interviews, we

introduce county
employees to a cast of
characters that not
only share how we
should deal with
change, but encourage
them to put their
thoughts into action.
What is LEAN?
LEAN is a time-tested set of tools, and an organizational desire to
improve its operations by engaging employees to reduce waste and
defects within processes to increase productivity, reliability, staff
morale, and customer service.
LEAN characterizes activities as value-added
or non value-added from the customers view.
What are the value-creating elements of your process?
Define the Value Stream.
LEAN Emphasizes
Efficiency
Reducing Cost and Time
Action
An Acronym
LEAN is NOT
The Newest Fix All The County Problems Program

A Quick Fix
An Org Chart Shuffle

Changing Lines On The Org Chart Does Not Improve Process!
Easy
Its Simple, But Easy Does Not Exist!
About Laying Off Staff
Staff may need to do different work.
Where Did LEAN Come From?

Most closely associated
with Toyota; sometimes
referred to as the Toyota
Production System (TPS).
Now being applied in
office and manufacturing
environments; private and
public sectors.
If I were given one hour to

save the world, I would
spend 59 minutes
defining the
problem and
one minute
solving it.
-Albert Einstein
Why Focus On Examining

Processes In Your County?
Nearly every tangible output; service or
product, is created as the result of a
process or series of processes (a
system).
Its been shown that over 85% of the

opportunity to improve those outputs,
while reducing time and cost lie within
the process itself.
Process forms the base of

the majority of your county services.
County
Department
Program within
that department
Processes that make that
program work
A bad process will beat

a good person
every time.
-W. Edwards Deming
The work of government

is noble.
Government employees
are amazing.
The systems of government

are a mess.
-Ken Miller, Extreme Government Makeover
Straighten the Pipes!

Ken Millers Ideas
Are the pipes crooked in your county?
How did they get that way?

What can you do to
straighten them?
Customers Judge Services By:

SPEED How quickly do I receive it once
I request it?
ACCURACY The information is correct,
and relevant to my request.
UNDERSTANDABLE The information is
easy to read and understand.
CONVENIENT I can get it when I want
it, not when you are willing to give it to
me.
We Work To Identify
WAST E In Our Systems..
Waste is:
Any action, task, process or product
that adds time and cost, without
adding value as perceived by the
customer.
Non-Value Added = Waste
Typical Symptoms of Waste:

Excessive Cycle, Lead or Flow Time
Excessive costs
Poor quality
Excessive inventories
Dependency on work-around methods
Reactive fire-fighting
Daily management by exception
Value-Added Activities
Transform materials and information
into products or services per the needs
of the customer.
Operations that consume resources
(labor and materials), but dont create
value for the customer.
8 Wastes We Focus On
1.
2.
3.
4.
5.
6.
7.
8.
Overproduction
Transportation
Motion
Defects
Waiting
Inventory
Extra processing
Underutilized creativity
WASTES
DEFINITION
Generating more
information and
products than needed
WORK AREA APPLICATIONS
Creating reports no one reads

Batch production
Unnecessary meetings
Transportation
Movement of products
and
information that does
not add value
Retrieving or storing files

Carrying documents to and from
shared equipment
Motion
Movement of people
that
does not add value
Searching for files

Clearing away files on the desk
Gathering information
Looking for tools, parts, and
equipment to perform a job
Waiting
Idle time created when

material, information,
people or equipment is
not ready
Waiting for the system to come back

up
Waiting for inspection
Waiting for paint or seal to dry
Copy machine
A handed-off file to come back
Overproduction
WASTES
Processing
DEFINITION
Efforts that create no
value
from the end-users
viewpoint
WORK AREA APPLICATIONS
Creating reports
Use of inappropriate software
Inventory
More information and/or

material on hand than
the
end-user needs right
now
Files waiting to be worked on

Open projects
Just-in-Case inventory anticipated
E-mails waiting to be read
Unused records in the database
Defects
Work that contains

errors,
rework, mistakes or
lacks
something necessary
Missing information
Lost records
Follow the Bouncing Paperwork
Kaizen Toast Video

1. Watch for examples of
the seven wastes in the
following video.
2. Make a note of what
you would do differently
if you were making the
toast.
What
is
5S?
Methodology for
creating a clean,
safe, orderly, high
performance work
environment
The 5 Ss
Sort
Set In Order
Shine
Standardize
Sustain
Before
After
1S
SORT
When in doubt, move it out.
1S
Sort: Electronic files
Email
Files on:
Hard drive
Personal drive
Shared Drive
Archiving
1S
Shared Drive
1. Develop a file structure to include

projects, meeting minutes, commonly
shared files, etc.
2. Develop a consistent file naming
scheme for folders.
3. Assign responsibility to clean out on a

monthly basis.
2S SET IN ORDER
A place for everything,
and everything in its place.
2S
Set in Order Why?
Immediately recognize items out of place,

and an excessive or insufficient amount of
items.
Eliminate time wasted locating items.
Improve customer service.
2S
Visual Management
A communication device that tells, at a

glance, how work should be done.
1.
2.
3.
4.
Where items belong

How many items
Standard procedure
Work in progress
There is only one place to put each item.

3S
SHINE
The best
cleaning is to
not need
cleaning.
3S
Shine
Boost employee
morale.
Improve health and
safety of employees.
Develop sense of
ownership in the office.
Identify and eliminate
root causes of
cleanliness issues.
4S STANDARDIZE
See and recognize
what needs to be
done.
4S
Standardize What is it?
Makes Sort, Set in order and Shine

habitual.
Commitment from team members.
Incorporate 5S into regular work
routine.
5S
SUSTAIN
Effective, ongoing application of 5S in order

to improve organizational performance.
Maintaining a commitment to 5S.
Sustaining improvements is the most difficult

part.
5S
Sustain Process Steps
Keep it fun!
Friendly competition
Teamwork
Before and after
photographs
Positive reinforcement
Individual recognition or
rewards
Are You Ready To Be A LEAN Leader?

Become a skeptic who is
unwilling to accept either the
status quo or the newly defined
process that materializes from a
Kaizen event. Once in place, it
becomes another target for
improvement.
An optimist who sees
opportunity everywhere.
A critical thinker who relies on
substantiating data and
information, and never assumes
anything.
An analyst who is able to dissect

a process down to its core
elements.
A modest leader who is never
overly impressed with success
and is not deterred by failure--things can always be done
better, and usually are, by
someone else.
A team player who doesnt rely
on himself or herself.
A servant who is willing to share

knowledge for the most
important reason.selfless
Gwinnett Countys Department of Financial Services Embraces
LEAN by Richard Reagan, Government Finance Review,
servitude.
December 2011
Where there is
no standard,
there can be
no Kaizen.
-Taiichi Ohno
Vice-President, Toyota Motor Company
STANDARDIZAT ION
To standardize a method is to choose out of
the many methods the best one, and use it.
Todays standardization, instead of being a
barricade against improvement, is the
necessary foundation on which tomorrows
improvement will be based.
Not Everything is a Kaizen Event
Fishbone Diagram
5. Metrics - How are we measuring this (gauge r&r, capability)?

6. Mother Nature - What environmental impacts are there (weather, air quality, heat)?
On each branch of the fishbone diagram, you begin to write all the specific potential causes that could influence your effect. For example, in the Machine
branch, you might have several causes related to the equipment, such as machine breakdown, start-up, differences between machines. Depending on the
process, you may have a lot of information on one branch and very little on another. It's ok. The purpose of the fishbone diagram is to guide your team,
using a structured approach, not to make a pretty picture.
Cause 1? People
Cause 2? Process
cause
cause
Management?
cause
cause
Category
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
HEAD of the FISH
cause
cause
cause
cause
EFFECT
cause
cause
cause
cause
OR
PROBLEM
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
cause
Procedures
Mandates?
Facilities?
Category
"LEAN in Minnesota" presented by

the Association of Minnesota
Counties
What is Kaizen?
A facilitated, rapid
improvement event.
Employee-driven
improvements.
Standardize
the new
operation
Define the
operation to
be improved
Innovate to
meet the
requirements
Kaizen
Gauge
measurements
against the
requirements
Measure the
standardized
operation
Follows Demings
cycle of Plan, Do,
Check, Act (PDCA)
Standardize
the
operation
To take it apart,
and put it back
together in a better
way.
When Should You Use Kaizen?

A LEAN Kaizen event aims to systematically
improve a process. Pick a process or portion of
a process that meets all the following criteria.
Kaizen Criteria:
Suffers from chronic customer (internal or external

customers) complaints or issues.
Involves medium to high volume of workload.
Is highly visible to staff or customers.
Has obvious potential for dramatic improvement.
Has data already available or that can be obtained.
Determine When To Use Kaizen

The ideal process should have the potential of
reaching all the following goals after the Kaizen.
Kaizen Goals:
Reduce staff workload and/or reduce product/service
lead time.
Improve customer (internal or external customers)

satisfaction.
Simplify the process.
Ensure staff and customer safety.

Kaizen Event
3-5 day improvement event:
Select Sponsor
Set Goals
Determine Team
Gather data/metrics
Maps a current
process
Identifies waste
Brainstorms
improvements
Maps future process
Assigns tasks
We Use Swim Lane Mapping

To Break Down The Process
Three Elements:
1. Time
2. People (job functions)
3. Tasks/Process
Swim Lane Mapping
Helps us see all components of the process documenting

every TASK, DECISION,WAIT,STORAGE, and HANDOFF.
We do that by documenting the CURRENT STATE and the
FUTURE STATE with
Swim Lane Icons

Task
DECISION
(Y or N)
Time to
Complete
(in minutes)
Swim Lane Icons

Wait / Delay
Storage / File
Wait Time
(in days
or weeks)
Swim Lane Icons
Handoff
Electronic,
phone, or fax
Physical
(e.g. passing a
paper item
back and
forth)
Minnesota County Kaizen Event

Example of a Kaizen Scope
FOCUS: Improving Septic System
Permitting Process
From the point of the first contact by the
applicant; whether phone, email, website, in
person, etc.
To the point the completed permit, after all
inspections, is filed in Land Services Office.
Observations of Current State

What they knew about the current septic process.
Key Points Supported Through Data/Metrics:

Long process with many tasks.
Zone inspectors are performing repetitive
required tasks.
Very labor intensive.
A lot of hand offs in the recording process.

Blue Earth County, MN, Kaizen Event
Mille Lacs County, MN, Kaizen Event
Current & Future Process

Swim Lane Metrics
76.2 % reduction in total process time!

Recommendations
Issue:
The initial application process
was lengthy, confusing, and
often incomplete
Solution(s):
Utilize technology (miracle
program) to streamline the
application process
Issue:
Contractors were waiting for
the permit and the Certificate of
Compliance for up to one
month
Solution(s):
Condensed the process to
provide services within 10
business days
Issue:
Multiple onsite visits for
inspectors
Solution(s):
Consolidate inspections from 5
to potentially 3 with training
and education of contractors
and general public
Issue:
Recording document was very
time consuming, costly, and of
little benefit
Solution(s):
Eliminate the recording
requirement
USING LEAN IN YOUR COUNT Y

What are your ideas for Kaizen
or 5S Events?
LEAN methods and tools apply to any process where
an employee:
Chases information in order to complete a task.
Must jump through multiple decision loops.
Is constantly interrupted when trying to complete a task.

Is engaged in expediting (of reports, purchases, materials, etc.).
Does work in batches.
Finds work lost in the "white space" between organizational silos.
Doesn't know what they don't know.
*From LEAN Six Sigma for Service by Michael L. George
USING LEAN IN YOUR COUNT Y

What could be the benefits in your
county?
Using LEAN tools an organization can expect to:
Eliminate or dramatically reduce backlogs.
Reduce lead times by more than 50%.
Decrease the complexity of processes.
Improve the quality of applications and the consistency of

reviews or inspections.
Allocate more staff time to "mission critical" work.
Improve staff morale and process transparency.
Building A
Successful
LEAN
Transformation
Strategy
Leadership
Sustainment
Kaizen
Training
Planning
7 Wastes
5S
Standard Work
Increasing Organizational Value
LEAN
Transformation
LEAN Statewide in Minnesota

Collaborative with the
State of Minnesota,
Department of
Administration, Office
of Continuous
Improvement.
Sponsored multiple
three-day Train the
Trainer sessions.
Consisting of one day
LEAN 101 training and
two day Kaizen
facilitator training.
New Kaizen
experiential training.
Development of state
website.
Increase pool of
facilitators and
encourage cross
county sharing.
Minnesota County LEAN Efforts

Crow Wing County LEAN Video:
http://crowwing.us/MediaCenter.aspx?VID=Lean-for-County-Government-16
Winona County LEAN Impact PowerPoint:

http://www.co.winona.mn.us/sites/winonacounty.new.rschooltoday.com/file
s/LEAN_Update_to_Board_04-09-13.pdf
Additional Resources
Minnesota State LEAN Website:
www.lean.state.mn.us/index.htm
King County, Washington (Seattle):

www.kingcounty.gov/employees/Lean/Toolkit.aspx
Brown County, Wisconsin:
www.co.brown.wi.us/departments/?department=9828882e1158
General Resources:
www.lean.org
www.leangovcenter.com/govweb.htm
www.abcnewspapers.com/2012/03/19/county-taking-lean-approach-to-government/
LOOK FOR AMCS LEAN WEB SIT E COMING SOON!

www.mncountylean.org
The LEAN Philosophy is Based

on Three Simple Tenets:
1. Be humble enough to see

the need to improve.
2. Be courageous enough to
improve.
3. Be disciplined enough to
never stop improving.
Q & A
Contact Information
Laurie Klupacs
AMC Deputy Director
lklupacs@mncounties.org
651-789-4329
Toni Smith
AMC Education Director
tsmith@mncounties.org
651-789-4335

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AMC LEAN in Minnesota Presentation

Uploaded by

Copyright:

Available Formats

Presenters:

Laurie Klupacs, Deputy Director & Toni Smith, Education Director

This workshop will cover:

How and Why AMC started a LEAN education

This workshop will introduce you to LEANs

Welcome Who is Audience?

Why Should You Care About LEAN?

How often do you believe your

We say: You dont have time to

"LEAN in Minnesota" presented by the Association of Minnesota Counties

Using person-on-thestreet interviews, we

"LEAN in Minnesota" presented by the Association of Minnesota Counties

The Newest Fix All The County Problems Program

An Org Chart Shuffle

"LEAN in Minnesota" presented by the Association of Minnesota Counties

Where Did LEAN Come From?

"LEAN in Minnesota" presented by the Association of Minnesota Counties

If I were given one hour to

Why Focus On Examining

Its been shown that over 85% of the

Process forms the base of

"LEAN in Minnesota" presented by the Association of Minnesota Counties

A bad process will beat

"LEAN in Minnesota" presented by the Association of Minnesota Counties

The work of government

The systems of government

Straighten the Pipes!

Are the pipes crooked in your county?

How did they get that way?

Customers Judge Services By:

Non-Value Added = Waste

"LEAN in Minnesota" presented by the Association of Minnesota Counties

Typical Symptoms of Waste:

"LEAN in Minnesota" presented by the Association of Minnesota Counties

"LEAN in Minnesota" presented by the Association of Minnesota Counties

WORK AREA APPLICATIONS

Creating reports no one reads

Retrieving or storing files

Searching for files

Idle time created when

Waiting for the system to come back

"LEAN in Minnesota" presented by the Association of Minnesota Counties

WORK AREA APPLICATIONS

More information and/or

Files waiting to be worked on

Work that contains

"LEAN in Minnesota" presented by the Association of Minnesota Counties

Follow the Bouncing Paperwork

"LEAN in Minnesota" presented by the Association of Minnesota Counties

Kaizen Toast Video

"LEAN in Minnesota" presented by the Association of Minnesota Counties

"LEAN in Minnesota" presented by the Association of Minnesota Counties

"LEAN in Minnesota" presented by the Association of Minnesota Counties

"LEAN in Minnesota" presented by the Association of Minnesota Counties

"LEAN in Minnesota" presented by the Association of Minnesota Counties

When in doubt, move it out.

"LEAN in Minnesota" presented by the Association of Minnesota Counties

Sort: Electronic files

"LEAN in Minnesota" presented by the Association of Minnesota Counties

1. Develop a file structure to include

3. Assign responsibility to clean out on a

"LEAN in Minnesota" presented by the Association of Minnesota Counties

Set in Order Why?

Immediately recognize items out of place,