evolving to be lean!. what is lean? lean is a growth strategy lean is a growth strategy

Evolving to be

LEAN!

What is LEAN?

LEAN is a growth strategy

What is LEAN?

LEAN is a growth strategy

A process improvement approach that seeks to

eliminate non-value added activities or waste

What is LEAN?

LEAN is a growth strategy

A process improvement approach that seeks to

eliminate non-value added activities or waste

An opportunity for continuous improvement

What is LEAN?

LEAN is a growth strategy

A process improvement approach that seeks to

eliminate non-value added activities or waste

An opportunity for continuous improvement

Customer-focused

What is LEAN?

LEAN is a growth strategy

A process improvement approach that seeks to eliminate

non-value added activities or waste

An opportunity for continuous improvement

Customer-focused

builds institutional knowledge

LEAN/Kaizen

Is it Kaizen or is it Lean?

“Kaizen” combines two Japanese words

Kaizen events often involve value stream mapping…

…which: develops a visual of the process flow, from

start to finish & helps to identify waste

LEAN strategies

LEAN has the flexibility to be as little or as big as you want it to be…

Focuses on the Seven Wastes + 1

1. Transportation2. Overproduction3. Motion4. Defects5. Waiting Time6. Inventory7. Processing8. Environmental

Identifies & Engages the Customer

Each process analysis is framed through the eyes of

the customer

The opportunity is there to invite the customers to

Lean event to provide valuable input building trust

and satisfaction of being “heard”

Value steam Mapping (VSM)

Let Value Flow to Customer

Value customer

• Remove impediments

• Silos

• Unnecessary meetings, documents, approvals

• Error correction loops

• Poor hand off between tasks, waiting time

• Firefighting

• Improve balancing of priorities

Flows to

Standardize Work

Develop standardized work to reduce waste,

especially the need for review and oversight

Establish routine for work to be performed

Develop baseline for future improvements

Improve quality performance through

repeatability

Avoid overproduction

Avoid “reinventing the wheel”

KPI’s Key Performance Indicators

0

20

40

60

80

100

120

C urrent P roces s F uture P roces s

Waiting

T rans portation

Neces s ary

No V alueAdded

V alue Added

Implementation

Observations

Critical need – Management support

Be ready to accept recommendations be fully engaged- allow change

Involve staff to get buy-in

Acknowledge the work of the Team and Team Leader

What’s happening at CTDOT & the State of Connecticut

• Started LEAN in the beginning of 2012 at CTDOT…First LEAN was our State Traffic Commission– Legislatively removed the Commission – Created an Administrative approval process for the

simple requests– Reduced our response time for others to 60 days

or less

FUTURE STATE PER VSM

18

Type of Process Current # of Processes

Future# of Processes

Value added = Green 15 10

No Value Added = Red 9 0

No Value Added but Necessary = Yellow

30 1

Waiting = Purple 10 1

Transport = Blue 17 2

Total 81 14

% REDUCTION IN THE NUMBER OF TOTAL STEPS =

83%

UCONN Bioscience Center & Jackson Labs

“the “ new LEAN review …resulted in both a thorough and timely review ”

“The responsiveness andProfessionalism of Department Staff throughout has been Simply extraordinary.”

LEAN at CTDOT

• FHWA Project close-outs • DOT Environmental Permitting • Right-of-Way Acquisition • DBE Process• Livery Permitting• Encroachment Permits• Contracts & consultant agreements• Construction Time Overages

LEAN DOT & with our Partners

• DOT/DEEP Permitting• IT Procurement• Consultant Selection• DOT Internal Procurement*• Invoice Processing/Payment*• Allotment Process*• Addenda Process*

LEAN goes Statewide

• Legislation passed to have DOT, DECD, DEEP and DAS identify and document best practices to state organizational, processes and programmatic approaches utilized in the permitting, enforcement and regulation of business entities.

• A Statewide Steering Committee was formed and is actively coordinating statewide LEAN events with the Governor Malloy’s support.

Nexus beyond good business

• LEAN practices coincide nicely with Asset Management & Performance Measures

• LEAN fits in the Every Day Counts model• LEAN grows your organization so more can get

done well & helps to capture institutional knowledge

• It may fit your legislatures wish list too and help leverage support and dollars

Thank you

Cheryl Malerba, Chief of Staff, Director of Management & Technology Services, EEO &CSO

Connecticut Department of TransportationCheryl.malerba@ct.gov

860-594-3607