L
EGOS
Lean in Government
Starter Kit
A Practical Guide to Implementing Successful Lean
Initiatives at Environmental Agencies
Lean in Government Series: Volume 2
NCEI
NATIONAL CENTER FOR
ENVIRONMENTAL INNOVATION
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Acknowledgments
This Starter Kit was developed through a collaborative process involving representatives from
five States — Delaware, Iowa, Michigan, Minnesota, and Nebraska, the Environmental Council of
the States (www.ecos.org), and the U.S. Environmental Protection Agency (www.epa.gov).
EPA's National Center for Environmental Innovation (NCEI) provided advisory and contractor
support to this state-led effort. Ross & Associates Environmental Consulting, Ltd.
assoc.com) prepared this Starter Kit under subcontract to Industrial Economics, Inc. (EPA
Contract # EP-W-04-023).
The state workgroup coordinating the development of this Starter Kit included the following
agencies:
• Delaware Department of Natural Resources and Environmental Control
(www. dnrec .del aware . gov)
• Iowa Department of Management (www.domiStateja.us)
• Michigan Department of Environmental Quality (wwwjiiicMgan,gQy/deg)
• Minnesota Pollution Control Agency (www.pca.state.mn.us)
• Nebraska Department of Environmental Quality (www.deq.state.ne.us)
Special recognition should be given to the Iowa Department of Management. Many of the
resources in this Starter Kit are based on resources that have been prepared for agency managers
in Iowa (these resources are available at : III ean . i o wa . gov) .
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Table of Contents
Chapter 1. Introduction 1
Chapter 2. Getting Started with Lean 3
What is Lean? 3
Why do Lean? 5
How to Select a Lean Project? 7
How to Find Technical Assistance for Lean Efforts? 8
Chapter 3. Implementing Lean Events 9
Lean Event Planning 9
Lean Event Implementation 20
Lean Event Follow-up 26
Chapter 4: Sustaining and Diffusing Lean Activity 29
Sustaining Lean Improvements 29
Understanding the Lean Journey 30
Getting Started with Lean Diffusion 31
Four Deployment Models for Lean Diffusion 34
Future Directions—Building a Lean Continual Improvement Agency 36
Appendix A. Bibliography of Lean References 39
Appendix B. Resources 41
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Guide to Resources in the
Lean in Government Starter Kit
This Starter Kit contains three types of resources:
"^ Practical guidance and background information on how to use Lean
methods to improve agency processes (Chapters 1-4)
o Look for "Resources" textboxes throughout the document for
links to supporting tools in the Appendices
=* Bibliography of Lean References (Appendix A)
=* Resources, tools, and templates to support agency Lean
implementation efforts (Appendix B), covering the following topics:
o Getting started with Lean
o Event planning
o Lean event implementation
o Lean event follow-up
o Sustaining and diffusing Lean activity
This website version of the Lean in Government Starter Kit contains
downloadable versions of all the resources in Appendix B. You may access
the Starter Kit webpage through EPA's Lean and Environment website
and ECOS's website
Lean in Government Starter Kit
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Chapter 1. Introduction
Since 2003, several state environmental agencies have achieved impressive results improving
their administrative and permitting processes using Lean production methods. This Lean in
Government Starter Kit is designed to assist interested agencies in effectively and efficiently
planning and implementing successful Lean improvement events. The Starter Kit builds on ideas
presented in Working Smart for Environmental Protection: Improving State Agency Processes
with Lean and Six Sigma.
The Starter Kit contains practical tools, resources, and tips for:
• How to get started with Lean;
• How to implement and manage the phases of a Lean event; and
• How to sustain and diffuse Lean activity within an organization.
The Starter Kit answers questions to help agency managers determine whether Lean is right for
their agency, and presents ideas for agencies interested to expand their Lean initiatives. Each
section includes a set of resources for download that can be tailored to meet the specific needs of
an agency.
Conducting a Lean improvement event is an eye-opening experience—for agencies just getting
started as well as agencies with significant experience implementing Lean. The rapid, dramatic,
and transformative improvements that several public environmental agencies have achieved in
recent years using Lean has piqued the interest of many agency managers—even in a large
governmental agency. At the same time, this excitement raises important questions:
What does Lean mean for our agency?
How can we get started with Lean?
How can we sustain and diffuse the successes of our initial Lean activity?
Oriented around three topics—getting started with Lean, implementing and managing Lean event
phases, and sustaining and diffusing Lean activity within an agency—this Starter Kit provides
practical answers to questions that are likely on the minds of agency managers. The Starter Kit
focuses on ways to ensure that initial time and resource investments in Lean are highly
successful. As some agencies are painfully aware, one or two poorly planned and executed Lean
events can sour the organization on Lean and undo past progress. Conversely, a few well-
executed Lean events can transform how agency personnel think about what is possible to
achieve in terms of excellence in government.
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Chapter 2 introduces Lean methods, explains how Lean is different from other initiatives, and
helps agency decision makers consider whether Lean is right for their agencies. Key topics
include:
• What is Lean?: Lean is a process improvement approach and set of methods that seek to
eliminate non-valued added activities or waste. Kaizen events are a key to Lean's
effectiveness making rapid, breakthrough improvements while creating an employee-
empowered continual improvement culture. In Japanese, kaizen means "to change for the
good of all."
• Why Do Lean?: Lean can dramatically improve the performance and effectiveness of
agency processes in a relatively rapid time frame.
• How to Select a Lean Project: Focus Lean improvement efforts on processes with the
most "pain" or the greatest perceived problems.
• How to Find Technical Assistance for Lean Efforts: There are a variety of technical
assistance providers that exist to assist agencies through Lean implementation.
Lean event implementation consists of three phases: event planning, event implementation, and
event follow-up. Chapter 3 provides guidance, resources, and tips for conducting a Lean event
from start to finish, including:
• Event Planning: This phase ensures that a Lean event is well scoped and planned. From
team selection to logistics to communication, preparation is essential for a productive
Lean event.
• Event Implementation: Each Lean event is a journey that requires skilled facilitation and
guidance as well as hard work from a committed team.
• Event Follow-up: Once the event has ended, effective follow-up is essential to complete
remaining action items and to prevent backsliding on progress.
Once your agency has completed a Lean event, it is important to think strategically about how to
sustain the improvements and, if desired, diffuse Lean throughout your agency. Chapter 4
discusses four models for deploying Lean in an organization, along with specific steps to
sustaining and diffusing Lean activity. The chapter also discusses key strategies for getting more
value out of Lean and for building a strong continual improvement culture across an agency.
The possibilities are exciting, whether you plan to use Lean for targeted problem-solving or to
transform the culture of your agency. Whatever your path, this Starter Kit will help you get the
most out of your Lean events and activities.
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Chapter 2. Getting Started with Lean
As your agency considers getting started with Lean or begins its Lean journey, you will likely
encounter questions from managers and staff. This chapter discusses some of these common
questions and topics, including:
^ What is Lean?
•=> Why do Lean?
!=> How to select a Lean project?
!=> How to find technical assistance for Lean efforts?
Lean refers to a collection of principles and methods that focus on the identification and
elimination of non-value added activity (waste) involved in producing a product or delivering a
service to customers.1 While Lean process improvement approaches were developed originally
for use in the private sector to target manufacturing processes, there has been steady progress
towards adapting these approaches for use on
service and administrative processes. Public | SEVEN "DEADLY" PROCESS WASTES
sector interest in Lean is increasing rapidly, fueled j
by strong improvement results. Common Lean |L Productlonof defects
methods include value stream mapping, kaizen i -> r* j +• u j fi A
,„..„.. FF &' i 2. Overproduction ahead of demand
events, and Six Sigma. NTT . _**•*•!
j 3. Unnecessary transport of materials
Valne Stream Mapping (VSM). Value stream I 4' Waitmg for the next process step
mapping refers to the activity of developing a I 5 • Injentories (excess matenal and
u- u i i • i 4. *• f ; J^ l information)
high-level visual representation, from start to i
c- • i r-.i a • i j • j r • i 6. Unnecessary movement by employees
finish, of the process flow involved in delivering a j . J F J
desired outcome, service, or product (a "value ll:^®^^0^5^
stream") to customers. In the context of
environmental agencies, a value stream could be the process of enabling redevelopment of
brownfield sites or attracting and hiring new agency staff. The typical products of a 2-5 day
VSM event are two maps—a "current state" map of the targeted processes and a "future state"
map of the desired process flow—and an implementation plan for future process-improvement
activities. Because value stream maps help you see not only waste but the source of the waste,
they enable an agency to target future kaizen improvement events on specific processes or
1 James Womack, Daniel Jones, and Daniel Roos coined the term "lean" in their 1990 book The Machine that Changed the World
to describe the manufacturing paradigm (often referred to as the Toyota Production System) developed by the Toyota Motor
Company based on principles pioneered by Henry Ford.
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process steps in the value stream to help move the agency towards its desired "future state" value
stream map.
Kaizen Events. Kaizen is a combination of two Japanese words: kai meaning "to change" and
zen meaning "for the good of all." Kaizen is founded on the belief that small, incremental
changes routinely applied and sustained over a long period result in significant performance
improvements. Kaizen events—also called breakthrough rapid process improvement events or
kaizen blitz events—focus on eliminating waste in a
targeted system or process, improving productivity,
and achieving sustained improvement. Whereas VSM
events focus on the big picture and future directions, ====^^
kaizen events dig deep into the specific steps of a
process to identify and implement improvements. ''"-'• Lean Overview Presentation
Kaizen events bring together a cross-functional team
for two to five days to dissect a process and implement process changes.
Six Sigma. Six Sigma is often used in conjunction with Lean, but is a separate process-
improvement methodology that uses a collection of statistical tools to analyze causes of variation
in a process and to identify and test improvements. Trained Six Sigma experts, "black belts" and
"green belts," typically support teams in using Six Sigma tools in a project context. While this
Starter Kit does not focus much on this method, Lean and Six Sigma methods can be effectively
combined (often called "Lean Six Sigma")—Lean eliminates unnecessary time and process
wastes, while Six Sigma targets quality improvements and variation.
What Other Tools Are in the Lean Toolbox?
Along with VSM and kaizen events, and Six Sigma, agencies are using other Lean tools, such as:
• 5S: 5S is an improvement process involving five steps (Sort, Set in order, Shine,
Standardize, and Sustain) to create and maintain a clean, neat, and high-performance
workplace. 5S is often used to ready the workplace for future kaizen events and
continual improvement. Some organizations add a sixth "S" for Safety.
• Standard Work: Standard work is a documentation of the best ("least-waste") way to
perform a given operation. Improvements made during kaizen events are immediately
documented as standard work to ensure that all employees understand and consistently
implement the new process.
• Visual Controls: Visual controls are used to reinforce standardized procedures and to
display the status of an activity so every employee can see it and take appropriate action.
Visual controls are frequently implemented during kaizen events to simplify the
workplace and provide visual feedback on process performance.
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HOW TO LEARN MORE ABOUT LEAN
Read Working Smart for Environmental Protection, which provides additional information on Lean
methods, describes the activities and lessons learned from several state Lean efforts, and includes
contact information for staff involved in those efforts. You can find this publication and additional
information on public agencies and companies implementing Lean at EPA's Lean and Environment
website (www.cpa.gov/lcan) and on ECOS's website (www.ecos.org).
Consult the bibliography (Appendix A) of this Starter Kit for a list of resources and websites geared
towards agencies interested in learning more about Lean principles and methods.
Talk to other agencies implementing Lean. Agencies are generally excited to share their
experiences and can be helpful resources for agencies considering Lean.
Lean can dramatically improve the performance
and effectiveness of agency processes in a
relatively short timeframe (see textbox for a list
of typical benefits from Lean). The impressive
results from environmental agency Lean efforts
also speak for themselves. Here are a few
examples:
• Delaware Department of Natural
Resources and Environmental Control
lowered a backlog of air construction
permits from 199 to 25, while reducing
the average permit processing time to
less than 76 days.
BJENEFITS OF LEAN
By using Lean tools, an agency can expect to:
• Eliminate or dramatically reduce backlogs
• Reduce lead times by more than 50%
• Decrease the complexity of processes and
eliminate unneeded process steps
• 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
• Iowa Department of Natural
Resources streamlined the corrective action process activities in the Leaking
Underground Storage Tank program, reducing the number of decisions by 80 percent and
the total number of process steps from 43 to 26 (a 40 percent reduction). This dropped
the average decision-making timeframe in the program from 38 months to 3 months.
• Michigan Department of Environmental Quality decreased the time needed to process
major air construction permits from 422 days to 98 days. Quality also improved, with
initial application administrative completeness rising from 82 to 95 percent.
States achieved these results by using value stream mapping, kaizen events, and other Lean
methods. Because of their initial success with Lean, these agencies have also conducted Lean
events on a range of other processes.
Using Lean to achieve process excellence is a growing trend among state environmental
agencies. The 2006 Working Smart for Environmental Protection primer looked in depth at the
Lean experiences of five state environmental agencies, all of which have continued with Lean
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implementation efforts. In addition, as of September .=====
2007, there are about fifteen state environmental
agencies that have conducted Lean events or are s™^^
planning Lean events in the near future.
State Lean Inventory
Distinguishing Lean from Other Improvement
Initiatives
Lean is different from past improvement efforts in several key ways; Lean:
• Takes a "customer service" perspective that seeks to optimize value delivered to the
environment, the public, and the regulated community;
• Involves employees and external stakeholders in continual improvements and problem-
solving activities;
• Deploys a rapid continual improvement framework that emphasizes implementation
rather than prolonged planning;
• Seeks to reduce the complexity of processes; and
• Uses metrics and visual controls to provide rapid feedback to improve real-time decision-
making and problem-solving.
By eliminating non-value added activities, environmental agencies can redirect staff time to
higher-priority activities related to their core mission of environmental protection.
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ISN'T LEAN JUST THE LATEST "FLAVOR OF THE MOJNTH"?
If your agency is typical, every management trend that has come around in the last fifteen years has
been tried. Total Quality Management? Continuous Quality Improvement? What makes Lean any
different? Isn't this just the latest way for consultants to line their pockets? There are some key
differences.
Remember TQM? After several days of training on what seemed like obtuse principles, staff were
sent back to their regular duties and told to improve the quality of their work process. No one
typically thought their process was broken so there wasn't a lot of incentive to change anything and
besides, they were already behind from all those days in training. Once a TQM team was formed, they
likely met once a week for six months or until they forgot why they were meeting. If the team ran into
conflict about what the "problem" was or how it might be solved, there was a good chance team
members started dropping out and the team dissolved. Kaizen teams receive a half-day of just-in-time
training and learn how to improve their process by actually making changes directly to the process.
Events never last for more than five days (including the training time) and kaizen events can be as
short as one or two days. Kaizen team leaders push the team through the cycle of change, and conflict
if it arises, to ensure a successful conclusion.
TQM teams developed a list of recommendations and sent them up the chain of command. If they
were lucky, they heard back from the powers that be and some of their recommendations might be
implemented - eventually. Kaizen teams are empowered and actually change the process during the
course of the event. Management is kept abreast of what is happening in the event but the team has
the authority, and the expectation, to change the process. (Sound scary? Letting a team change things
on their own? Remember, the team is changing process, not policy.)
Another significant difference is that TQM focused exclusively on quality while Lean addresses
quality, cost, and delivery simultaneously and all in the context of time. All of these components play
a crucial role in the success of our work and are inextricably linked. Additional distinctions include
kaizen team composition (ensuring that the customer is part of the team), standardized follow-up to
the event at 30, 60 and 90 day intervals, and gathering data as pre-work rather than during the
improvement process.
TQM wasn't bad in theory but it lacked in execution. Lean - be it kaizen events, value stream
mapping, or other Lean Six Sigma methods - has been proven to work in government time and again,
no matter what the process.
Most agencies begin their Lean implementation efforts with a pilot project (a kaizen event or
value stream mapping event) to improve an existing agency process. If this is your agency's first
event, it may be useful to start with a relatively simple permitting process (e.g., air construction
permitting for minor sources or a permit modification process) to get a feel for Lean methods.
The selected process should be sufficiently important to capture organizational attention. It is
critical to start with a process area where there is a high level of management support and
commitment to ensuring a successful Lean event. However, other circumstances may dictate
which process is the best candidate for a Lean event. For example, it may make sense to hold the
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Lean event in conjunction with another major change within the agency during the
implementation of a new rule or major staffing changes.
Although each agency weighs its own criteria to select a target process for a Lean event,
agencies often focus initial Lean events on processes that have the most "pain," that is, the
greatest perceived problems. Problems could include backlogs, bottlenecks, complaints, funding
constraints, and quality and performance concerns. It is also important to consider improvement
projects that could free staff capacity to address mission-critical work, address stakeholder
concerns, or alleviate budget or fiscal pressures. Once an agency has conducted several events, it
often makes sense to take a more strategic approach to selecting events that is linked to the
agency's strategic plan and workforce development goals.
Potential criteria for project and process selection include:
• Funding concerns • Backlogs and amount of work in
• High volume and/or criticality progress (WIP)
- Number of customer and staff ' Administrative bottlenecks and
complaints delays
- Productivity problems ' Existence of a project "champion"
• Staff willingness and energy
There are a range of technical assistance providers that facilitate Lean events, including private
consultants, non-profit National Institute of Standards and Technology (NIST) Manufacturing
Extension Partnership (MEP) centers, and university-based training programs.2 In addition,
private sector companies who are using Lean have also provided technical support to state
agencies by allowing agency staff to attend industry trainings and providing Lean facilitators for
agency events. Most agencies have sought outside technical assistance for their initial Lean
implementation efforts; even agencies that have developed in-house capacity for lean training
and facilitation occasionally seek additional Lean implementation assistance.
All Lean events are led by a Lean facilitator who organizes and manages the discussions. Some
agencies have internal staff members that are certified to fill this role; however, most agencies
hire an external party—a Lean consultant—at least when beginning to use Lean. When
evaluating a potential Lean facilitator, it is important to consider the facilitator's past experience,
areas of expertise (e.g., administrative Lean or Lean office), price, and availability. The next
chapter provides additional guidance on how to select a Lean facilitator.
2 A directory of NIST MEP centers is available at: www.niep.nist. gov/abont-mep/caitcr-info. html.
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Chapters. Implementing Lean Events
This chapter assumes that your agency has chosen a Lean project focus and outlines the three
main phases for conducting a successful Lean event: event planning, event implementation, and
event follow-up. A Lean event is a highly structured, 2-5 day facilitated event involving a team
of agency staff and stakeholders that is designed to rapidly make progress in identifying and
implementing improvements to a process.
STARTER KIT RESOURCES SUPPORT KAIZEN AND OTHER LEAN EVENTS
While most guidance and resources in this Starter Kit were developed to support kaizen events, the
information and resources are also useful for planning and implementing other types of Lean events,
including value stream mapping (VSM) events and 5S events.
Once you have decided to conduct a Lean event, effective planning and scoping are essential for
success. There are three major phases of activity prior to conducting a successful Lean event.
These phases are outlined below, along with key activities associated with each phase. It is
important to note that some activities in each phase should occur concurrently, rather than in
sequence. For example, it may be necessary to address some logistics, such as setting event
dates or securing a conference room, well in advance of the pre-event meeting.
f A
j Phases in Planning for a Lean Event
| Phase 1: Initial Planning and Scoping
j !=> Secure a Lean facilitator
j ^> Scope the event
j ^> Identify the Lean method to use
| ^ Identify the Lean event sponsor and team leader
| Phase 2; Pre-eYent Meeting
| C> Refine the event scope and objectives
| "=> Set clear boundaries for the event
| ^ Identify performance metrics and pre-work needed
| ^ Select participants and determine roles
j Phase 3: Event Preparation and Logistics
| <=> Prepare the event agenda
j !=> Arrange logistics
j >=> Collect needed data and information
i >=> Communicate about the event
"V ^
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Phase 1: Initial Planning and Scoping
Secure a Lean Facilitator
The importance of securing an experienced Lean facilitator cannot be overstated. The Lean
facilitator serves as a team's guide throughout the Lean process, helping to scope the Lean event,
facilitate the event, and advise on follow-up activities. Sometimes the Lean facilitator is referred
to by the Japanese term sensei (SEN-SAY), meaning teacher or "one who has gone before."
While it is possible to cultivate experienced Lean facilitators within an organization, most
organizations seek the external consulting services of a Lean facilitator, at least for the first
several years of Lean implementation. It should be noted, however, that even experienced Lean
organizations retain outside senseis to bring fresh perspectives to their Lean implementation
efforts and to push them to make more progress than they otherwise would.
Several helpful tips for securing a Lean facilitator
include.
• Talk with representatives from other ====^^
environmental agencies to ask for
recommendations for potential Lean = Event Preparation Checklist
facilitators Lean Facilitator Request for
• Consider issuing a request for proposal to help roposa
with the selection of an experienced Lean
facilitator. The sample Lean Facilitator Request for Proposal resource document in this
Starter Kit should give you some ideas of the types of information to request.
• When evaluating potential Lean facilitators, take into consideration the facilitator's past
experience, areas of expertise (e.g., administrative Lean or Lean office), references, price,
and availability.
• Remember that securing a talented facilitator is not the same as getting a talented
facilitator who has experience running Lean events.
Scope the Event
Early on in the planning process, it is important to answer three key questions:
• What is the purpose of the event?
• What value stream or process will be targeted in the Lean event?
• What are the desired outcomes?
The answers to these questions will guide initial planning activities, such as making sure the
right people participate in the pre-event meeting (Phase 2). During the pre-event meeting, the
scope, goals, objectives, and boundaries for the event will be further refined and documented.
Key planning and scoping tips include:
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• Make sure the scale and scope of the Lean
project is manageable and will allow for a
successful event. In particular, managers
should consider the breadth and complexity of
the process and be realistic about how much of pre.Screening Application for
the process can be tackled in a 5-day event. Va,ue Stream Mapping Events
Identify the Lean Method to Use
Once the initial scope of the event has been determined, consider which Lean methods to use.
As discussed in Chapter 2, there are a variety of methods to choose from for your event. Two
common Lean methods are value stream mapping and kaizen events. Six Sigma is also used by
some agencies to drive improvement projects, but organizations are increasingly viewing Six
Sigma as a powerful collection of statistical analysis tools and methods that can be used during
or in conjunction with a kaizen event. Your Lean facilitator can guide you in choosing the
methods that are right for your agency and process.
Agencies just starting out with Lean often use kaizen events to quickly achieve the results that
have interested many in Lean. Conducting one or a few kaizen events can help build momentum
for a Lean initiative. Some agencies choose value stream mapping (or simplified process
mapping) for their first event, since this method can help an agency clearly understand its
process and identify areas of waste that can be targeted through future kaizen events. Other
agencies have integrated value stream mapping and kaizen rapid implementation techniques in
the same event.
Identify the Lean Event Sponsor and Team Leader
Event Sponsor
Identifying a Lean event sponsor is critical to success. Ideally, the sponsor is a director or leader
of a division within which the Lean event is taking place. Having a sponsor for an event can also
increase buy-in within the agency and among upper management, and assist with removing any
obstacles in getting the event planned and implemented. This role is especially useful when
trying to ensure that team members can get 3-5 days worth of time away from their regular duties
and responsibilities to participate in the event. The sponsor participates at key times during the
event and helps with follow up.
The sponsor should be enthusiastic, committed to the process, willing to take risks, and be open-
minded and communicate this spirit to the team members. At times it can be difficult to sustain
creative thinking and risk taking. The sponsor's role is to help infuse the team with energy and
direction, and to encourage openness to out of the box thinking. Specific responsibilities of the
Lean event sponsor include:
• At the event kick off, communicate expectations to the team and set the direction of the
Lean event.
• Clearly state that the process that the Lean team develops during the event will be the
new process—the team is not making recommendations.
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State that the sponsor will do everything possible to support the new process developed
by the team.
Challenge the team to develop innovative solutions and ideas without introducing pre-
conceived ideas.
Be visible during the event and provide ~
enthusiastic support of the participants.
Attend team leader meetings and daily
management briefings and provide redirection
if needed.
Lean Event Sponsor Contract
• Assist in removing obstacles.
• Be strategic: use the event to advance agency objectives by improving the performance of
the targeted process while being aware of the impact to the total system.
• Attend the report-out session for the event to show support and congratulate team
members on a job well done.
• Track the status of implementation efforts following the event to make sure the team
continues to make progress and does not backtrack.
A Lean event sponsor contract document can be used to affirm a sponsor's responsibilities and to
demonstrate their commitment of support.
Team Leader
The team leader is usually determined after the event focus and scope have been decided. In
general, the team leader and should not work in the area of the event's focus. This ensures
impartiality, thereby creating a more open and transparent environment for team members to be
creative. It is also common for the team leader to have participated previously in one or more
Lean events. The role can vary some, as some team leaders also facilitate the event and thus, are
more involved in the early planning phases. Specific roles and expectations of the team leader
include:
Support the team members in finding
solutions.
Facilitate an open exchange of ideas.
Encourage creative thinking and
problem-solving.
Lead the team during event
implementation.
Ensure that all event objectives are
met.
Help prepare for the event.
Assist in selecting team members.
Prepare the schedule and agenda.
Gather needed materials and tools.
Keep up to date on all aspects of the
event.
Assist with documentation and
reporting.
Because the team leader is from outside the specific content area in which the event is occurring,
good communication is crucial. Team leaders will need to know the goals and objectives of the
event, any process requirements, and the expectations of the team members. Any contextual
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information, such as past problems encountered and gains achieved should be shared with the
team leader.
Phase 2: Pre-event Meeting
The pre-event meeting occurs between three and six weeks prior to the Lean event. It is
probably the most crucial step in planning and preparing for a successful Lean event. The pre-
event meeting is commonly held in the venue in which the Lean event training will take place.
The pre-event meeting should involve the Lean facilitator, the event sponsor, the team leader,
and key managers and staff who oversee or are involved in the process to be targeted by the Lean
event. Pre-event meetings typically last between two and four hours, depending on the
complexity of the process and event and the Lean experience of the participants. The following
topics should be addressed and finalized during the pre-event meeting:
• Refine the event scope and obj ectives =—^^
Resources
• Set clear boundaries for the event.
• Identify performance metrics and pre-work.
. Pre-event Meeting Agenda
• Select participants and determine roles.
Team Charter
Document decisions made at the pre-event meeting in o Example Team Charter
a team charter. The team charter sets out the scope of
the process that will be addressed in the event,
establishes the goals and objectives of the event, identifies any work that must be completed
prior to the event, and identifies the team members.
Refine the Event Scope and Objectives
The sample team charter referenced above includes examples of how the event scope and key
goals and objectives can be clearly and concisely documented. Key tips include:
• Once a production process, administrative process, or area is selected, choose the specific
"waste elimination" problem within that area to focus the Lean event.
• It is important to select an event scale (breadth and complexity) that can be accomplished
within the timeframe allotted for the event.
• Ask for help with the event scoping. Your Lean event facilitator will be able to assist you
with appropriately scoping your Lean event. Another strategy is to talk with other
environmental agencies that have targeted similar processes using Lean. Staff at these
agencies may be able to offer suggestions for scoping and planning your Lean event.
Set Clear Boundaries for the Event
During the event scoping discussions, it is crucial that the event sponsor, possibly in coordination
with other key agency managers, set clear boundaries for the Lean event. There are two key
types of boundaries:
• Process-scope boundaries. It is important to clearly identify where the process starts and
ends, at least insofar as which parts of the process will be discussed during the Lean
event. It may also be necessary to draw clear lines where hand-offs are made to other
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processes. For example, it may be appropriate for a state Lean event to set an external
review process (e.g., EPA review, public comment process) as a part of the broader value
stream or process that is "out of bounds" during the Lean event.
• Solution-scope boundaries. It may also be important to set limits on the types of changes
that are allowed as part of the Lean event. For example, it is typically appropriate to say
that policy changes are off-limits.
Establishing clear boundary conditions for the Lean event can address potential concerns that
some agency staffer stakeholders may have while also clarifying team expectations about
aspects that are fair game for improvement. Key tips include:
• Clear boundary conditions ensure that agency objectives—such as environmental
protection and public participation—are not undermined. For example, changes that
would require rulemaking action are generally considered out of bounds during a Lean
event, although these ideas could be held in a "parking lot" for future consideration.
• Boundary conditions can be helpful in addressing key stakeholder concerns up front. For
example, when conducting a Lean event on a permitting process it may be necessary to
clearly state that public comment and participation opportunities will not be lessened, or
that the time for substantive analysis and review by permit engineers will not be lessened.
• Boundary conditions can help set clear expectations about the availability of resources.
Lean events are designed to strongly encourage creativity over capital expenditures.
• Boundary conditions also may be identified during the course of the event. While it is
okay to allow teams to set some boundary conditions during the event, it is important to
identify which boundary conditions must be set in advance.
EXAMPLE BOUNDARY CONDITIONS FOR AN AIR PERMITTING EVENT3
In Scope
• Interpretation of agency rules, policies, and
guidance documents
• Internal organizational structure
• Internal permit process and timing
• Applicant interaction and timing
• Electronic submittals
• Application content and format
• Permit and technical memo format
• Special condition content
• Communication (internal/external)
Out of Scope
• EPA regulations
• Interpretation of EPA rules, policies, and
guidance documents
• Modifying existing agency rules
• Additional resources
• Permit appeal process
• Mandated public participation requirements
• Permit involving enforcement action
• Public hearing process/officer
' Example "In Scope, Out of Scope" list based on a presentation of the Delaware DNREC.
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Identify Performance Metrics and Pre-Work Needed
Collecting data on the current state of a process enables a Lean team to understand the process,
to identify areas for improvement, and to assess the effectiveness of potential changes to the
process. Often, pulling together information at the sub-process level can help inform the team's
understanding of the current state of the targeted process. It is not enough to know the overall
process performance, it is also necessary to understand how things work at the process step level.
COMMON LEAN METRICS
Number of process steps
Number of handoffs
Amount of backlog
Total lead time
Cycle time
Percent value-added time
Transaction volume in process (e.g.,
number of applications)
Rework percentage (e.g., percent of
permits needing rework)
Voice of Customer or Voice of
on howors" SakLhol!£rs
targeted process and its outputs. Getting a sense of
the "customer' s voice" prior to the Lean event can be
helpful, particularly if key customer groups will not
be represented on the Lean event team. It may take
some lead time to get customer input, through
interviews or surveys, so it can be helpful to plan for
and collect this information in advance of the Lean
event. It is useful to collect data in the metrics
categories listed below, including measures of time,
quality, and cost.
Performance Metrics
Current state performance metrics establish the
baseline by which to measure the outcome of a Lean
event. While the specific metrics will differ from process to process, key metrics are typically
identified in each of the following categories:
• Time metrics. What is the total lead time for the process (e.g., start-to-finish time for a
permit application review)? How much of that time is value-added time? How long does
it take to complete a full cycle or transaction within the process? What backlogs exist in
the process?
• Quality metrics . How much rework is
necessary? How often does the process lead
to mistakes (e.g., incomplete forms) or
compliance violations? How well are key
parties able to understand and act on the
information coming out of the process?
Pre-event Data Collection
Guide
• Cost metrics. How much does the process
cost to operate? What costs does the process incur to clients or stakeholder groups?
• Customer perception metrics. How do key stakeholders view the effectiveness and
efficiency of the process? How frequently do customers complain about process? Metrics
should be quantified both before and after a Lean event.
Consider these points when identifying key performance metrics:
• Do not choose too many performance metrics. One or two per category should suffice.
Having too many metrics dilutes the focus of the event and can create unnecessary work.
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Metrics may not be appropriate in all of the categories above. Ask whether there is
something important about the targeted process related to each category, and do not
worry if the answer is "no."
MEASURING
In most cases, administrative processes targeted by Lean are well removed from having direct impacts
on environmental outcomes. While it may be possible to claim that a Lean process enables an agency
to more efficiently and effectively influence environmental outcomes, measuring the contributions
from Lean events to environmental outcomes is often tenuous. Occasionally, however, the process
targeted by a Lean event can have a more direct impact on environmental outcomes. In such cases,
the team should consider whether it is appropriate to set a baseline environmental outcome measure.
Ask the question: How does the targeted process affect environmental outcomes?
Pre-work
In many cases, it may be helpful to assign responsibility for some "pre-work" before the Lean
event. Pre-work can also include collecting data prior to the event that is needed to establish
baseline metrics, and gathering background documents that are likely to be useful during the
Lean event, such as existing process maps, procedures, or examples of process outputs (e.g.,
recurring reports). Also, if it is not possible or appropriate to collect sufficient data to establish
baseline metrics prior to the event, this can be done during the Lean event.
Select Participants and Determine Roles
Thoughtful participant selection can ensure a successful and productive event, making it
important to carefully select external stakeholders and agency staff participants. Team members
are expected to attend the entire event and fully participate by providing input and ideas. Team
members are also expected to complete assignments identified during the meeting or tasks that
may be defined after the event. Here are some things to consider when selecting participants and
determining roles:
Ensure the team has cross-functional
representation. The "thirds rule" provides a
good guide for structuring the Lean team
composition (see textbox).
It is often helpful to have a representative
from the agency's information technology
group, since most processes have some
important relationship to agency databases or
information systems. It may also be useful to
consider whether representatives from other
support functions, such as accounting, legal,
or human resources would be helpful to
involve.
Participant selection can help secure buy-in from all levels of an agency for the process
improvement efforts. Most importantly, you should include staff and managers on the
THE "THIRDS RULE"
The "thirds rule" provides a guide for
structuring the Lean Team. Include:
• 1/3 of participants who work directly
in the process
• 1/3 of participants who manage or
supervise the process
• 1/3 of participants who have no
knowledge of the process (e.g.,
external stakeholders, customers)
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team that can continue implementation beyond the event itself. Consider involving
informal as well as formal leaders on your Lean event team.
• Lean event teams are typically comprised of 12-18 members. However, some processes
are extremely complex and it may take additional participants to get all the right players
at the table. If additional participants are
required, the largest size recommended is 20.
Once the group size gets beyond the mid-
twenties, it can become very challenging to
manage, especially for the facilitator.
Kaizen Event Agenda
• If you cannot pare down your list of critical
participants for an event below 20, another
option to consider is to convene off-site meetings on specific topics, such as holding a
meeting that deals exclusively with a specific aspect of the process that some participants
may care most about, such as legal review. This approach is suggested for highly
complex processes or issues.
• One strategy for getting more people into the room during a Lean event is to distinguish
between observers and participants. Observers should be limited in number and should
not outnumber team members as too many observers may cause team members to be
uncomfortable or hesitant to express their viewpoints. While observers are welcome, it is
critical to communicate that they are observers only.
• Team members are expected to shed all of their operational responsibilities during the
course of the event, thereby allowing them to completely focus on the event. It is highly
disruptive and disrespectful to the team if a senior manager is routinely taking calls,
checking email, or leaving the room for other meetings. Ensure that each team member's
responsibilities are delegated to other staff during the event and communicate the
expectation that team members should not be doing other work during the event.
• If you are having trouble selecting team members, it may be useful to hold a pre-event
meeting with a small group of staff to identify all the activities included in the event
scope and which staff members are connected to these activities. In addition, the Lean
facilitator can provide advice on how to select participants (e.g., qualities/characteristics
to look for).
Phase 3: Event Preparation and Logistics
Prepare the Event Agenda
Prior to the Lean event, prepare an event agenda that clearly articulates the objectives and timing
for the event. An effective agenda ensures that the objectives and goals of the event match the
given timeframe. The Lean facilitator is typically responsible for preparing the agenda, or at
least reviewing it prior to sharing it with participants. It is important to distribute the agenda to
participants before the event.
Arrange Logistics
All events require a certain amount of logistical planning, such as selecting a date, reserving
meeting space, re-distributing staff workloads, and securing meals during the event. Addressing
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these logistical questions before the event helps to ensure smooth implementation and create a
comfortable, stress-free environment for participants.
• Schedule the event. The typical duration for a kaizen or value stream mapping event is 3-
5 days. Thus, it is important to consider these timeframes when scheduling a Lean event,
as holidays or staff vacations could interfere with event timing. If you have opted to hire
a Lean facilitator, keep the same scheduling considerations in mind.
• Reserve sufficient meeting space. During some Lean events, participants may need to
break out into smaller groups for part of the event, so it is important to ensure that there is
space and materials available for breakout sessions and the group as a whole.
Furthermore, it may be helpful to reserve additional space for the initial training session
and/or final report-out presentation.
• Designate an event coordinator who will not
be participating in the event. When arranging
the logistics, it can be useful to designate
someone to coordinate event logistics, .. Lean Eyent Supplies List
including securing the event space, arranging
for meals, and purchasing supplies. It is often : Lean Event Meal Coordinator
helpful to have someone tracking and Roles and Responsibilities
managing these logistics who will not need to
be actively involved as a participant.
• Finalize logistics and schedules. Logistical preparations such as setting aside space for
the event team or meal orders and the fmalization of the agenda should be addressed or
completed prior to the event.
• Send reminder e-mail. It is helpful to send a reminder e-mail or calendar invitation to
ensure that team members have the correct dates and times blocked on their calendars.
Collect needed data and information
Prior to the event, collect background materials and data about the current state of the process,
based on the performance metrics and pre-work identified during the pre-event meeting.
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Communicate About the Event
Communicating proactively is critical to building organizational buy-in to process improvement
efforts. Transparent communications, particularly with employees whose work may be affected
by the Lean event is vital to ensuring success.
• Schedule a briefing with senior management once the scope and objectives of the Lean
event has been set. Top management support is crucial for a successful Lean event, in
part because it can affect budget and staff availability. It is also important for senior
management to approve many of the aspects of a Lean event, including:
o The process that will be addressed;
o The decision to hire an external Lean facilitator;
o The anticipated timeframe, products, and results; and
o How the event will affect staff availability and workload.
• Inform staff about the Lean event. Notifying internal staff that a Lean event will occur
provides transparency to the process and is a
great opportunity to solicit feedback and ideas
on event scope or "areas of pain" in the
targeted process. Communications with staff ==^^
should include information on the Lean event
as well as background information on Lean = Frequently Asked Questions
methods and how the Lean event could affect About Lean
staff. It may be helpful to directly address
potential concerns that some employees may
have about Lean or the focus of a particular event. For example, it may be helpful to
clearly indicate that no staff will lose their jobs as a result of improvements made from
the Lean effort. The Frequently Asked Questions about Lean resource referenced in the
box above contains information that is often helpful to communicate to others in the
organization.
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This section addresses key activities and steps involved in conducting a successful Lean event,
including the following:
Lean Event Implementation Steps
Lean Event Overview
Kick off a Lean Event
Manage the Phases of a Lean Event
Manage Change During a Lean Event
Identify Follow-Up Action Items from the Event
Report Out at the End of the Event
Celebrate a Successful Event
Lean Event Overview
The diagrams below lay out the main phases of a kaizen event and VSM event. Kaizen and
VSM events often take place over a 5 day period. They can be shorter, however, if the scope of
the process being addressed is more limited. Some organizations conduct one-day "point
kaizen" events that focus on a very specific area for improvement. All events follow the steps
outlined below. Lean leaders highly discourage efforts to short cut the kaizen or VSM process,
since much of the power of Lean lies in following the methods closely.
Kaizen Event Overview
Davl
Training Day
Lean training;
begin mapping
and measuring
current work
process
Dav2
Discovery Day
Measure and
analyze current
work process
Dav3
Do Day
Create and map
new process
Dav4
Do, Re-Do,
Document Day
Evaluate
improvements,
operate using new
process, finalize
DavS
Celebration
Day
Present results
and celebrate
Some Lean facilitators describe the flow of a kaizen event as (!) measure, (2) analyze, (3)
improve, (4) control, and (5) report and celebrate. While the terminology may vary slightly, the
steps and flow of a kaizen event tends to vary little whether it is being applied to a manufacturing
workshop or an office administrative environment.
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Value Stream Mapping Event Overview
Davl
Training Day
Training on
VSM tools and
how to draw a
VSM map
Dav2
Current State
Draw a map of
the current-state
and identiiy
problems
Day 3
Future State
Map the shared
vision of the
new process
Dav4
Planning
Evaluate how to
implement the
future state map and
create a plan
DavS
Celebration
Day
Present results
and celebrate
Team Leader Daily Agenda
One of the main differences between a VSM event and a kaizen event is that a VSM event
typically focuses at a higher level, mapping the entire chain of processes that create and "flow a
stream of value" to a customer. While the general flow of a VSM event is relatively similar to
that of a kaizen event, the VSM event is typically designed to develop a roadmap to guide future
kaizen events that target specific areas where improvement is needed.
The Detailed Event Agenda
In addition to the event agenda prepared prior to the
Lean event (see section under Phase 1 above), it is
also important to prepare a team leader daily agenda.
This detailed agenda is essential for identifying the
team leader's responsibilities and actions throughout
the event. This agenda also ensures that the flow
between the main phases of a Lean event is smooth
and that all activities are well executed.
Kick-Off a Lean Event
Planning for the kick-off of your Lean event is essential for success. The kick-off session is
typically introduced by the Lean event sponsor and the Lean team leader, and then handed off to
the Lean facilitator. The kick-off session should include the following activities.
• Introduce all team members and observers. Ask each team member to briefly address a
few key questions:
(1) Who are you and where do you work?
(2) What are your goals for this event?
(3) What do you like to do when you are not at work?
• Capture team members' goals on aflipchart and post them on the wall. By
understanding participants' goals, it is often possible to create improvements in a form
and manner that meet diverse needs.
• Have the event sponsor say some opening words. This can be helpful to clearly articulate
the event scope and boundaries, while encouraging (or even inspiring) team members to
work towards the desired outcomes and event goals.
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EXAMPLE LEAN EVENT GROUND
RULES
i.
2.
3.
4.
5.
Keep an open mind to change
Maintain a positive attitude
Never leave in silent disagreement
Create a blameless environment
Practice mutual respect everyday
Treat others as you want to be treated
One person-one voice, regardless of
position or rank
There is no such thing as a dumb
question
• Set ground rules for the event. This helps
ensure that all participants respect and hear
all ideas and viewpoints expressed during
the event. Ground rules also remind
participants to keep an open mind and to
"think outside of the box." Ground rules are
established during the pre-event meeting and
are prominently posted for all participants to
see. It is important to review the ground
rules during the kick-off session. Sample
ground rules are included in the adjacent
resources box.
• Briefly review key performance data and
background materials that have been
assembled. This can help anchor the team
around desired outcomes and key reasons for working creatively to improve the process.
• Set a tone for having fun! Team engagement is key to success. Make the event fun for
everyone, including staff and support personnel. If the event facilitator and team leader
are fully engaged and show enthusiasm, it will be contagious.
Training
Lean training is typically a core part of the first day of a Lean event. For many people this may
be their first event and it is important that all participants be on the same page about how the
Lean event will work. Think of this as just-in-time training—where participants learn about
Lean immediately prior to implementation. Most organizations continue to have training as part
of the kick-off for every Lean event, even if most or all team members have previously
participated in a Lean event. Most organizations find that the just-in-time training provides
invaluable reminders, gets everyone on the same page, and serves as a sort of icebreaker to get
the team warmed up for several days of intensive activity.
Manage the Phases of a Lean Event
While much of the success of a Lean event rests on careful planning and preparation, managing
the event phases is also a significant responsibility. During the Lean event it is easy for the
process and participants to get off track. While your Lean facilitator will help keep discussions
on track, it is important for the team leader to maintain the focus on the event's objectives. A
few tips include:
• Develop and adjust the agenda daily and post it in a high traffic area for all participants
to see. The agenda should be accessible to all participants as a reminder of the day's
events.
• Ensure that the team members understand Lean terms conceptually and in practice. One
of the underlying goals of an event is to identify waste or non-value added activity in a
process. While some terminology can sound negative, waste in Lean terminology refers
to anything that adds cost or time without adding value.
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• Promote and encourage creative, problem-solving. It is critical to the success of Lean
that the event foster creative thinking. Both kaizen and VSM events can be compared to
navigating a river—the goal of both events is to create a process that is easy to navigate
without sharp turns and obstacles, and to facilitate "smooth sailing."
• End each day at a reasonable hour. Working late into the evening is not necessary and
can hurt team morale. If the work is complete, don't hesitate to end early. If longer
hours are needed, all participants must agree to this schedule.
• Assign homework during the event to track actions and the work completed. Homework
often includes ideas that participants did not have the time or resources to complete and
can be used to track actions for event follow-up.
A few method-specific tips include:
• When doing process mapping in a Lean event, don't assume that the process works as it
is intended to work. Develop the current state map based on actual data and observations
about how the process works in practice, even if that makes the map messy.
• Ask "why "five times to identify the root
causes of problems in a process or value
stream. This is a good way to identify waste
and improvement opportunities. You may find
that there no longer are good reasons why a .-. Lean Event Homework
process is implemented a certain way.
Manage Change During a Lean Event
Real change is difficult. There are often a thousand reasons to maintain the status quo. Yet it is
vital to trust the insights and ideas that emerge during the Lean event. Lean methods are
specifically designed to help people see processes in a new light, making it painfully clear where
improvement is needed and opening paths for change that were not previously evident.
Diverse emotions are often stirred when individuals involved in the targeted process watch the
Lean team rip into the work they do on a daily basis and highlight large amounts of non-value
added activity. Be sensitive to this, remembering that the focus is on the process, not on the
performance or accomplishments of individuals. The team goal is to forge a process that
increases all participants' ability to add value and to perform meaningful work. Note that these
emotions can be magnified for those who are involved in the targeted process but who may not
be participating on the Lean team. Give some thought to how to best reach out during and after
the Lean event to others whose jobs may be directly affected by changes made during the event.
A few tips include:
• Brainstorm new ways to eliminate waste and/or to re-conceptualize a process or an
entire value stream. Stay innovative. Don't be limited by what has been tried before.
• Be flexible and willing to try new things. Keep testing new ideas during kaizen events
but avoid the paralysis of over-analysis. Create value stream maps using sticky notes on
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white boards or butcher paper, so that they can ^^^^^^^^^=^^^^^^^^^=
be easily adjusted during the event. Expect to
revisit and revise "future state" ===^^
implementation plans.
„ , , 77 Report-Out Summary
• lest improvement ideas as much as possible m
an event before changing the layout or order "' Event Report-Out Presentation
of a process. Afterwards, implement the new •••• Event Evaluation Form
plan. Lean encourages testing new
improvement ideas and utilizing creative
thinking. In VSM events, it is common to develop several iterations of your future
process map before settling on one that the team agrees on.
• Communicate with management. Immediate supervisors should to be kept informed
about changes to the process. One way to do this is to hold a 15 to 20 minute daily
briefing for the event sponsor and other key managers and supervisors each afternoon of
the event. These brief meetings can help ensure management buy-in and tap help in
removing any obstacles the team may be facing.
• Hold trainings for staff about process changes and future plans. Explain to workers not
involved in the event how the new process will make their jobs easier and more
rewarding. Let them know how to get involved in future process improvement efforts.
Identify Follow-up Action Items from the Event
While conducting your Lean event, you may discover other areas or processes that would benefit
from Lean. While common, it is important to maintain the group's concentration on the focus of
the current Lean event. For tracking purposes, make note of these opportunity areas for future
projects. On the final day of the event document action items your team was not able to
complete in the event and assign responsibilities and due dates.
Report Out at the End of the Event
Participants give a report-out presentation at the end of the Lean event. The event sponsor and
other senior managers who did not participate in the Lean event often attend the report-out
presentation. The report-out serves as a forum for exchanging ideas and informing others of the
team's accomplishments. Generally, the presentation includes an overview of the event
objectives, activities, and results. A few tips include:
• Assign individual team members with presenting part of the presentation. It is helpful to
involve all team members if possible.
• Conduct a "dry run" presentation so team members are comfortable with their roles.
• Focus on the highlights of participants' experience rather than presenting a verbatim
recap of the entire event.
• Keep the presentation to less than 45 minutes, leaving approximately 10 minutes for
questions and comments by the audience.
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• Hand-out an event evaluation form prior to the presentation. This allows participants to
share their experiences confidentially and can be used to identify possible process
candidates for future Lean events.
Celebrate a Successful Event
Upon completing the Lean event, it is important to celebrate the achievements and hard work of
the event. An event celebration is a great way to extend thanks to participants, planners, and
managers, and to recognize the team's contributions.
• Coordinate with the event sponsor or staff support to plan the celebration.
• Consider providing each team member with a certificate or a small token of appreciation
to commemorate the event.
• Take a team photo and make copies for all team members.
• Consider sharing the results of the event through an agency newsletter, a posting on a
bulletin board, or in a press release. (See additional ideas in the next section).
• Give credit to support personnel, other staff in the area, and the team members for
making the gains possible.
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Now that you have completed your Lean event, there are a number of follow-up actions that
should be considered in the days and months following implementation.
| "=> Track Event Actions
| ^ Evaluate Performance
| ^ Communicate Internally and Externally
Track Event Actions
Follow-up is necessary to reap the full benefit of your Lean event. One of the most important
products of a value stream mapping event is the future state implementation plan, yet that only
delivers value to the extent it results in future process improvements. In addition, while kaizen
events encourage implementation of many process changes during the event, there is often a list
of follow-up actions that the team was not able to make during the event.
Action items should be clearly documented and
tracked carefully to ensure completion by target dates.
In particular, make sure there is a person and deadline
associated with each action item. Lean's continual ^n ^ T ^ , ^ „ TT
,, . . 30-Day Lean Event Follow Up
improvement focus means that process changes are
never really done—continue to monitor the
performance of the process over time, and be on the
lookout for countermeasures needed to address
problems as well as additional process improvement
opportunities. ====^^
When tracking actions and results, keep in mind the 6°-Day Lean Event Follow-uP
following tips:
• Track follow-up actions in a centralized place. Consider using 30- and 60-day lean event
follow up templates provided in the Starter Kit.
• Dedicate staff time and assign clear responsibility for each action. The team leader or
event sponsor should be assigned responsibility for periodically checking to ensure that
open actions are being addressed and closed.
• Create a schedule for reviewing follow-through. Most organizations conduct 30-, 60-,
and 90-day and 6-month and 12-month event follow-up meetings. These meetings ensure
that actions are effectively tracked and serve as an opportunity to evaluate the event's
success, identify countermeasures to adjust aspects of the new process that may not be
working as desired, and remove barriers that may be preventing individuals from
completing their follow-up actions.
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Evaluate Performance
Regularly evaluating performance and analyzing results is a critical component of Lean. It is
important to both evaluate performance based on the key metrics identified during the pre-event
meeting and to track the extent to which the event achieved the goals and objectives set for the
event.
• Use the event objectives as targets for monitoring the performance of the process..
Referring back to the team charter and other early documents can help ground the results.
It also may be useful to identify milestones that represent interim steps to reaching the
final performance objectives.
• Consider using visual displays or dashboards to show progress towards the performance
objectives and to motivate additional improvement efforts. Visual displays can be
powerful communication and motivational tools.
• Consider adjusting key performance metrics to ensure that you have a clear dashboard to
monitor the future performance of the process. For example, in VSM events, you should
rely on the initial metrics identified in the current-map and future-maps as indicators of
success. Having a few good measures can help identify potential backsliding and spur
action to sustain momentum for improvement. This information can also help identify
appropriate timing for a follow-up Lean event, if warranted.
Communicate Internally and Externally
Broadly communicating your agency's results and experiences implementing Lean is often
important for both securing internal agency and external stakeholder buy-in and for promoting
broader diffusion of Lean within your agency. Establishing a communication plan related to the
Lean event can help ensure that your agency proactively addresses any potential public and
private-sector concerns that may arise around process changes. Common communication
activities include:
• Send thank-you letters to all internal and external participants.
• Present event results at a department or division meeting or retreat.
• Post results on bulletin boards or "exhibit areas" in the agency lobby or common spaces.
• Acknowledge Lean event results or activity at an agency award ceremony.
• Write an article in your agency's internal or public newsletter that outlines your Lean
implementation experience.
• Post the results on the agency's intranet or internet website.
• Reach out to your customers and key stakeholders to identify any changes to the process
that affects their involvement.
Communication materials should include the following information:
• Brief description of the process and the problem (what was not working well)
• Basic information on the event (what, when, who)
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Key performance results related to time, quality/effectiveness, cost, customer satisfaction,
and other outcomes
Key differences between the old process and the new process (what has changed or will
change? What types of improvements were made?)
Brief statements on the significance of the improvements
Outline of future improvement plans
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Chapter 4. Sustaining and Diffusing Lean Activity
Doing one (or a few) Lean improvement events at an environmental agency can be an eye-
opening and exciting experience. Observing rapid and dramatic improvements in an agency
process can offer glimpses into what is possible to accomplish—even in a large government
bureaucracy. Yet after the first few Lean events, the inevitable questions arise:
What does Lean mean for our agency for the long term?
How can we sustain and diffuse the successes of our initial Lean activity?
Responses to these questions can range significantly, from "we are done with Lean" to "let each
part of the agency pursue use of Lean on its own" to "we are going to incorporate Lean into how
our agency does its business." Each agency must decide whether it sees sufficient value to
continue using Lean. If the agency decides to continue with Lean, then it must decide how.
There is no right answer to this question, but failure to strategically consider it can be disastrous.
At best, failure to think strategically about sustaining and diffusing Lean activity will increase
the cost of capacity building, Lean training and facilitation, and Lean tool development. Far
worse, one or two poorly planned and executed Lean events can sour the agency on Lean and
undo past progress. Furthermore, given the frequency of changes in agency leadership,
initiatives that are not well-planned or entrenched in the agency can be vulnerable to elimination.
This chapter is designed to help you think strategically about how your agency can sustain and
diffuse Lean continual improvement activity. The topics covered in this chapter include:
• Sustaining Lean Improvements
• Understanding the Lean Journey
• Getting Started with Lean Diffusion
• Four Deployment Models for Lean Diffusion
• Future Directions—Building a Lean Continual Improvement Agency
While Lean methods can be used for one-time, one-shot improvement efforts, the real value of
Lean lies in its focus on continual improvement. Follow-up from Lean events is critical to
sustaining success and preventing back-sliding in process execution and performance. Three
activities are vital for sustaining Lean improvements: champion event follow-up, revisit
processes with future Lean events, and cultivate employee ownership of process improvement.
Lean in Government Starter Kit | Page 29
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Champion Event Follow-up
The event follow-up activities discussed in Chapter 3 directly prevent back-sliding by focusing
attention on open action items and challenges that may have arisen after the Lean event.
Someone with sufficient authority must champion the event follow-up and hold team members
accountable for closing out action items. The brief 30-, 60-, and 90-day follow-up meetings,
coupled with check-ins after 6 and 12 months, are worthwhile investments to ensure that the
results from the Lean event are sustained and enhanced.
Revisit Processes with Future Lean Events
Lean is not a one-time event. Significant improvements can result from conducting periodic
improvement events on a process every one to five years or more frequently. World-class Lean
organizations are often amazed at the magnitude of process improvement results that can be
achieved when targeted by multiple times over a few years. Fresh thinking and perspectives
often unleash time, quality, and cost improvement ideas that could not have been imagined
during the first Lean event.
Cultivate Employee Ownership of Process Improvement
Empower employees involved in a process to become active stewards of the process. By
actively engaging those involved in a process to "own" its activities and performance, it is
possible to identify and address improvement opportunities "on the fly." Managers should
routinely ask employees for their improvement ideas and process "malfunctions" should be
examined for lessons and improvement options. Consider developing formal or informal
systems for collecting improvement suggestions from employees (such as idea boards) and
recognizing employees for their suggestions and initiatives.
Achieving the desired deployment model does not happen overnight. Lean organizations
describe their efforts as a "journey," consisting of various phases of Lean activity and culture
change. The figure below describes three key stages that typically occur as an organization
matures in its use of Lean: improving, optimizing and transforming.
Lean in Government Starter Kit | Page 30
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S» • Continuous improvement is everyone's job
"H • Improvement is driven by strategy and
g Scoreboard
Is • Lean is "the way we work"
g • Result: value delivered to taxpayers and
^~ customers
o> • Management team leads process improvement
•jq • Opportunity-focused clusters
£ • Managers applying the Lean methodology
||. • Result: better strategy execution and expertise
" established
Lean teams drive deployment
Ad hoc projects focused on financial benefits
Learning the Lean and Six Sigma tools
Result: identify and eliminate waste and
process variation
Two to Five Years to a Lean Culture
The road is not always smooth and many organizations implementing Lean report an elevated
risk of failure between 6 and 18 months into their Lean journey. This often occurs due to a lack
strategic focus to the Lean activities, a lack of management passion and commitment to
successful Lean implementation, and a lack of staff time and money devoted to support the
journey. During this period, initial excitement and momentum from the first few Lean events
can subside, especially without active leadership or a clear plan for continuing and diffusing
Lean activity.
While a hands-off, grassroots approach to Lean may be appealing in some agencies, some cross-
agency coordination and planning is invaluable for effective Lean implementation. Lean leaders
in the public and private sectors have found ways to expand Lean activity at a lower cost and
with better consistency and results. There are six important steps for diffusing Lean within an
agency.
Lean in Government Starter Kit | Page 31
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I Lean Diffusion Steps
| 1, Implement Lean in several areas and share results
| 2, Send clear and consistent supportive messages from agency leadership
j 3, Establish an agency Lean coordinator
j 4. Build a core Lean team and expand staff capacity through cross-training
j 5. Develop a consistent approach and tools for implementing Lean
j 6, Keep at Lean to sustain momentum, but do not push too hard too fast
V ^
1. Implement Lean in several areas and share results
The best way to sustain and expand Lean activity is to achieve results and to share them
throughout the agency. Identify several departments or programs in the larger agency that may
be good places to conduct Lean events and to build staff experience with Lean. Conducting
"one-off events throughout an agency can yield good improvement results and expose many
personnel to Lean, but this approach will not necessarily build centers of Lean experience that
are sufficient to sustain organizational interest and attention and to champion Lean activity.
After your first Lean event, consider these four factors when selecting areas for Lean activity:
• One or more processes in the area have significant improvement needs and/or
opportunities for impressive results
• Managers and/or key personnel in the area are highly receptive to using Lean
• Managers and/or key personnel in the area are well respected throughout the agency and
could become an effective champion and/or advocate for Lean within the agency
• Personnel in the area have previous experience using Lean methods
Share the results of these events and let them speak for themselves. Prepare a brief, attractive
presentation that shares key information on Lean events conducted throughout the agency.
Involve key personnel from other departments and divisions in pilot Lean events to help
introduce key personnel and "idea leaders" within the agency to Lean. Chapter 3 discusses
additional information sharing ideas.
2. Send clear and consistent supportive messages from agency leadership
Strong support from agency leaders is critical to effective diffusion of Lean. Without the
personal and visible support of senior managers, the effectiveness of Lean efforts can be
undermined. Effective Lean implementation requires sustained attention and resources, along
with an openness to change. Leadership commitment is crucial to ensuring that the agency will
back and support the work of Lean practitioners.
Lean in Government Starter Kit | Page 32
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SUCCESS FACTORS FOR LJEAN LEADE1RSHIP
Create a clear and compelling case for change.
• Communicate continually with internal and external constituents
• Address employees' questions about "what's in it for me?"
• Define success - and celebrate success when it occurs
Build the infrastructure for change.
• Align rewards and compensation
• Clear obstacles to change and improvement as they arise
• Identify and nurture leaders who emerge during Lean implementation
Establish metrics and reinforce accountability.
• Expect follow-through and track open actions
• Encourage the use of visual management approaches to share results
3. Establish an agency Lean coordinator
Once your agency has committed to implementing
multiple Lean events, it is critical to identify an ^^=^^=
agency Lean coordinator to keep track of Lean activity
throughout the agency. An agency Lean coordinator
can help prevent unnecessary rework by linking those T _
. . f. T ../ . .. , ,. . Lean Coordinator Job
interested in using Lean with potential consultants or .
event facilitators, training resources, and helpful "
information. An agency Lean coordinator can also
track the use of Lean across other environmental agencies.
4. Build a core Lean team and expand staff capacity through cross-training
Begin to build Lean expertise in your organization by having a few employees who participate in
multiple Lean events across your agency (or at other public agencies). The best way to learn
about Lean and become skilled as a Lean practitioner is by participating in Lean events. While
training courses can be interesting, they are no substitute for time spent in Lean events, even if
the events are focused on processes different than those an individual works on.
5. Develop a consistent approach and tools for implementing Lean
Avoid having each office or department reinventing its own Lean tools and resources. This
Starter Kit provides numerous templates that can be adapted to meet your agency's needs. Be
consistent and adapt them to work for your agency. Also consider employing a common
approach for selecting and contracting with a Lean facilitator. This can be an important way to
ensure that every project uses a common approach to Lean, and that the transaction costs of
retaining a Lean consultant are minimized.
Lean in Government Starter Kit | Page 33
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6. Keep at it to sustain momentum, but do not push too hard too fast
Successful Lean implementation requires a lot of hard work, but the results are often well worth
the effort. Consider holding at least three to four Lean events per year at your agency to sustain
interest and momentum. As an agency gains experience with Lean, a good rule of thumb is to
hold at least one kaizen event per month per 100 employees. While it is not uncommon for
leading Lean organizations in the public and private sector to run numerous Lean events each
year, remember to pace yourself. Moving too aggressively with Lean implementation when the
agency is not ready can quickly turn people off and make it seem like too much attention has
shifted to improvement efforts, at the expense of the agency's core mission.
Once an agency decides to expand its use of Lean,
the challenge shifts to how to do this most
effectively and efficiently. There are four main
models for deploying Lean in an organization:
• Agency-wide (traditional model)
• Department/Division level (scalable model)
• Targeted (problem-solving model)
• Grass roots (bottom-up model)
Lean Deployment Presentation
LEAN DEPLOYMENT MODELS
Agency-Wide Model
(traditional Lean model)
Department/
Division Model
(scalable model)
Characteristics:
•=> Top down driven
•=> Comprehensive
•=> Major culture change
•=> Rapid, highly visible
deployment
Department leadership
but agency management
support
Department pilot for
agency
Comprehensive at the
department level
Culture change
Deployment Considerations:
•=> Solid leadership from the top management is
essential
•=> Large infrastructure and full-time staff
•=> Significant planning and management
•=> Integration with other management systems
•=> Need for common language and problem-solving
methodology
•=> Need to address cross-functional processes
•=> 5+ years to achieve lasting culture change
•=> Easier to start due to smaller scale
•=> Slower pace is possible; scale up after initial
success
•=> Greater use of consultants and outside training
•=> Less integration with management systems
•=> Similar to agency-wide model but on a smaller
scale
•=> Risk of not getting beyond the department level
Lean in Government Starter Kit | Page 34
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LEAN DEPLOYMENT MODELS
Targeted Model
(problem-solving
model)
Grass Roots Model
(bottom-up model)
Characteristics:
•=> Top management
leadership
•=> Focused on a few
specific agency problems
O Driven by a desire for
strategic impact
•=> Culture change is not a
deployment objective
o Originates at the bottom
of the agency
O Highly motivated
individuals lead the
effort
•=> Project or problem
specific
•=> Culture change is not an
objective
Deployment Considerations:
•=> Easy to get started
•=> Can work in smaller agencies
•=> Quick results because problems are identified
ahead of time
•=> Infrastructure needs are small; use contracted
resources
•=> Risk of not sustaining the gains
•=> Easy to do
•=> Track record for sustainable improvement is not
good
•=> Few if any infrastructure needs
•=> Big success can lead to using other deployment
models
Most world-class organizations in the public and private sectors have found that having a guiding
vision and clear goals is critical for effective change management. Long-term agency goals
should drive which model is selected. Key goals to consider include: organizational culture and
transformation, strategic improvement, problem-solving, cost reduction, and image. When
selecting a model for diffusion, careful thought should be given to three factors: desired impact,
implementation scale, and organizational readiness (see table below).
Desired Impact
DIFFUSION MODEL SELECTION FACTORS
! Implementation Scale \ Organizational Readiness
Business Transformation
* Agency-wide deployment
• Major culture change
Strategic Improvement
* Targeted deployment on critical
problems
• Projects necessary for success or
survival
Prob lem -solving
* Specific operational problems
• Incremental improvements in agency
performance
Entire agency
Department/division
Project/Section/Team
•=> Culture
•=> Past process experience
•=> Management team
O Stability
There is no one "right" Lean deployment model. Select a deployment model and adapt it to best
fit your agency's situation.
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The experiences of world-class companies show us that Lean can be much more than a process
improvement tool to be occasionally used when a process seems broken. There are several
exciting directions that environmental agencies implementing Lean may want to consider to get
even more value from Lean.
Develop New Programs, Regulations, and Initiatives Using Lean
While improving existing processes is important, environmental agencies can realize significant
value by designing new programs and processes to be efficient and effective from the start.
Methods such as Design for Lean Six Sigma and Production Preparation Process (3P) offer
powerful approaches and tools for designing new processes to be highly effective and efficient.
These methods can also be used to design or redesign products and "service products."
Improve and Manage Agency Value Streams
Most world-class Lean organizations are working to identify and manage their key value
streams—the full chain of processes and activities that deliver value to customers or
stakeholders. For an environmental agency, this means looking at the key services the agency
provides to society and to key constituents and working to optimize these flows of value. This
may open opportunities for considering more holistic approaches to environmental management
that get around traditional air, water, and waste silos. For example, an agency could look
collectively at how it delivers all environmental protection services (permitting for air,
wastewater, and hazardous waste impacts, as well as technical assistance with pollution
prevention and sustainability initiatives) to businesses seeking to locate in the state, rather than
focusing on optimizing just air permitting or another specific part of that value stream.
Lean approaches offer some useful lessons in how to effectively plan, organize, and manage
enterprises to optimize their chosen value streams. Such lessons may open up exciting
possibilities for environmental agencies.
Link Lean Improvement Events to Agency Mission and Strategy
World-class Lean organizations are increasingly linking their improvement activities to their
organization's strategic visioning, planning, and goal-setting processes. A powerful method
known as "policy deployment" (also known as hoshin kanri, hoshin planning, and strategy
deployment) elegantly links the strategic goals of an organization with a cascade of increasingly
specific programs and activities that support those goals. Policy deployment has a 12-18 month
focus, taking longer-term strategic planning goals and objectives and honing in on what needs to
be accomplished in the coming year.
The visual presentation of this highly interactive planning process incorporates key performance
measures and assigns specific responsibilities for achieving the goals to individuals at all levels
of the organization. This creates a powerful means for connecting Lean initiatives with an
organization's mission and strategy. The end result is a living, dynamic strategic planning
Lean in Government Starter Kit | Page 36
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process that is intrinsically linked to the activities and improvement efforts that are planned and
executed in the organization.
While the Lean journey takes hard work and perseverance, the power of harnessing the hearts
and minds of employees for achieving excellence can be transformative. World-class Lean
organizations find that freeing employees to focus more time on value-added mission-critical
work dramatically improves performance outcomes, customer and stakeholder satisfaction, and
employee morale. The Lean journey can lead to satisfied constituents, empowered and engaged
employees, passionate leaders, and better environmental quality. Best wishes for a productive
and successful Lean effort.
Lean in Government Starter Kit | Page 37
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Appendix A. Bibliography of Lean References
Articles, Reports, and Presentations
U.S. Environmental Protection Agency and the Environmental Council of the States (ECOS).
Working Smart for Environmental Protection: Improving State Agency Processes with Lean
and Six Sigma, www.epa.gov/lean/primer.pdf.
—. "Working Smart for Environmental Protection: State Efforts to Improve Permitting
Processes Using Lean and Six Sigma." Presentations from the ECOS Annual Meeting on 27
August 2006 in Portland, Oregon, ^^^^ecos^grg/conten^project/dgtail^lgl. (Presentations
include an overview of the Working Smart for Environmental Protection primer and case
studies of agency process improvement efforts in Iowa, Delaware, Michigan, and Virginia.)
Maleyeff, John. Improving Service Delivery in Government with Lean and Six Sigma.
Strategy and Transformation Series, IBM Center for the Business of Government.
www.businessofgovernment.org/pdfs/MaleyeffReport.pdf.
Books
Association for Manufacturing Excellence. Lean Administration: Case Studies in Leadership
and Improvement. New York: Productivity Press, 2007.
George, Michael L. Lean Six Sigma for Service: How to Use Lean Speed & Six Sigma Quality to
Improve Services and Transactions. New York: McGraw-Hill, 2003.
Keyte, Beau and Drew Locher. The Complete Lean Enterprise: Value Stream Mapping for
Administrative and Office Processes. New York: Productivity Press, 2004.
Martin, Karen. Kaizen Event Planner: Achieving Rapid Improvement in Office, Service, and
Technical Environments. New York: Productivity Press, 2007.
Miller, Ken. We Don 'tMake Widgets: Overcoming the Barriers that Keep Government from
Radically Improving. Washington DC: Governing, 2006.
Productivity Press Development Team. Kaizen for the Shopfloor. Portland: Productivity Press,
2002.
Productivity Press Development Team. Standard Work for the Shopfloor. New York:
Productivity Press, 2002.
Tapping, Donand Tom Shuker. Value Stream Management for the Lean Office: Eight Steps
Lean in Government Starter Kit | Page 39
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to Planning, Mapping, and Sustaining Lean Improvements in Administrative Areas. New
York: Productivity Press, 2003.
Venegas, Carlos. Flow in the Office: Implementing and Sustaining Lean Improvements . New
York: Productivity Press, 2007.
Womack, James P. and Daniel T. Jones. Lean Solutions: How Companies and Customers Can
Create Value and Wealth Together. New York: Free Press, 2005.
— . Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York: Simon &
Schuster, 1996.
Websites
Environmental Council of the States (ECOS), www._g_co_s._org. (ECOS is an organization that
supports strategic initiatives for state environmental agencies.)
U.S. Environmental Protection Agency, Lean and Environment website, www.epa.gov/lean.
(This is an EPA website providing resources and information on Lean and the environment
for the private and public sector.)
State of Iowa, Office of Lean Enterprise website, MtpjMMnJowa,.gQv, (This website provides
background information on Lean concepts and tools, a series of downloadable resources for
Lean events, and information about Iowa agency Lean efforts.)
Lean Enterprise Institute, wwwdjg|ii_OTg. (LEI is a non-profit research and training
organization focused on value stream mapping and Lean principles.)
National Institute of Standards and Technology, Manufacturing Extension Partnership,
www.mep.nist.gov. (NIST MEP centers are non-profit Lean technical assistance providers.)
Productivity Press, wjg¥^|^uMijdtyBressxom. (Productivity Press is a private Lean
publishing company.)
Lean in Government Starter Kit | Page 40
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Appendix B. Resources
This appendix includes practical tools and resources for (1) how to get started with Lean,
(2) how to implement and manage the phases of a Lean event, and (3) how to sustain and
diffuse Lean activity across an agency. A summary description of each resource is
below. The resources are organized according to the chapter and section in which the
Starter Kit references them. All of the resources are available for download from EPA 's
Lean and Environment website, www.epa.gov/lean.
Chapter 2: Tools and Resources for Getting Started with Lean
Lean Overview Presentation
State Lean Inventory
Chapter 3: Tools and Resources for Lean Event Planning
Event Preparation Checklist
Lean Facilitator Request for Proposal
Pre-Screening Application for Value Stream Mapping Events
Lean Event Sponsor Contract
Pre-event Meeting Agenda
Team Charter
Example Team Charter
Pre-event Data Collection Guide
Kaizen Event Agenda
Lean Event Supplies List
Lean Event Meal Coordinator Roles and Responsibilities
Frequently Asked Questions about Lean
Chapter 3: Tools and Resources for Lean Event Implementation
Team Leader Daily Agenda
Lean Event Homework
Report-out Summary
Event Report-out Presentation
Event Evaluation Form
Chapter 3: Tools and Resources for Event Follow-up
30-Day Lean Event Follow-up
60-Day Lean Event Follow-up
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Chapter 4: Tools and Resources for Sustaining and Diffusing Lean Activity
Lean Coordinator Job Description
Lean Deployment Presentation
Lean in Government Starter Kit Page 42
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1. Lean Overview Presentation. This presentation introduces senior agency
management to Lean principles, methods, and key success criteria, and offers
example results from past agency improvement efforts.
2. State Lean Inventory. This inventory summarizes Lean implementation efforts at
state environmental agencies. It can be used with managers and staff to provide
context for your agency's Lean initiative.
1. Event Preparation Checklist. This event preparation checklist provides a summary
of key actions needed across the phases of Lean event planning and implementation.
2. Lean Facilitator Request for Proposal. This sample request for proposal describes
potential qualifications to look for in a Lean facilitator and how to rank candidates.
3. Pre-Screening Application for Value Stream Mapping Events. Once an agency
has conducted its first Lean event, it is helpful to have a standard form for evaluating
and prioritizing potential future events. This application outlines questions for
agency managers and staff to answer about potential value stream mapping projects.
4. Lean Event Sponsor Contract. This contract is signed by the team sponsor and
team leader to ensure that the sponsor understands the event's focus and the critical
role that the sponsor plays.
5. Pre-event Meeting Agenda. This agenda includes a set of objectives and guiding
questions to discuss with the event team during the pre-event meeting.
6. Team Charter. This team charter allows an agency to articulate the scope, goals,
and objectives of the event, along with follow-up dates to ensure that the process will
move forward after the event.
7. Example Team Charter. This is an example of a completed team charter.
8. Pre-event Data Collection Guide. This guide outlines critical steps and questions
associated with gathering baseline or "current state " data before a Lean event.
9. Kaizen Event Agenda. This kaizen event agenda provides an example of time
allocation over a five-day kaizen event. The agenda is a high-level guide and can be
easily modified to be more event-specific.
10. Lean Event Supplies List. This supplies list includes materials frequently used at
Lean events. To help ensure smooth event functioning, come prepared with the right
supplies on hand.
11. Lean Event Meal Coordinator Roles and Responsibilities. This checklist provides
a chronological guide for making food and logistical arrangements for a Lean event.
While food and logistics preparation may seem like minor roles, they ensure that an
event functions smoothly and allows participants to focus on the process.
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12. Frequently Asked Questions about Lean. This sample Question and Answer
document answers many of the key questions that get raised about Lean events. The
document can be distributed to agency staff prior to an event.
1. Team Leader Daily Agenda. This detailed agenda outlines specific roles and
responsibilities of a team leader over a five-day Lean event.
2. Lean Event Homework. This homework sheet is a useful way to track action items
and assignments identified during a Lean event.
3. Report-Out Summary. The event report-out summary is a one-page "snapshot" of
the event results. The summary includes the event scope, objectives, goals, a tabular
representation of improvements, and a list of actions implemented.
4. Event Report-Out Presentation. This presentation provides an example of the type
of information shared in a Lean event report-out presentation.
5. Event Evaluation Form. This form is used to evaluate and solicit feedback from
event participants. It is important to listen to participant's perspectives since their
responses can inform the success of future events.
1. 30-Day Lean Event Follow-up. This tracking sheet is a useful way to track action
items assigned during the event report-out. The sheet identifies who is responsible
for completing an action item and when the item is due.
2. 60-Day Lean Event Follow-up. This tracking sheet is a useful way to track action
items assigned during the event and subsequent check-ins. The sheet identifies who is
responsible for completing an action item and when the item is due.
1. Lean Coordinator Job Description. This job description outlines the roles and
responsibilities of an agency Lean coordinator; it can be used by agencies interested
in expanding their Lean efforts.
2. Lean Deployment Presentation. This presentation outlines several options as well
as key considerations for broader agency Lean deployment.
Lean in Government Starter Kit Page 44
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Event Preparation Checklist
a Scope of event
a High level process steps
a Data available (time, quantity, frequency)
a Budget (cost center)
a Potential internal and external team members
a Identify support staff (refer to support staff role)
a Identify communication staff (prints team certificate, communicates with other
employees)
a Identify staff with Microsoft Visio software (installed on laptop)
a Reserve room for pre-event, event, and report-out presentation
a Reserve laptop, projector and speakers
a Send invitation/email to team members about pre-event and event date, time, and
location
a Setup room
a Setup projector and laptop (for Lean overview)
a Setup 1 easel stand and pad, provide easel markers
a Develop scope, goals, and objectives for event
a Identify pre-work
a Finalize team member selection
a Identify sub-team leader
a Finalize team members meal selection
a Order meals, snacks and drinks
a Order supplies (refer to supplies List)
a Print/order training manuals
a Prepare folder and nametag (include training manual, agenda, scope, goals, and
objective)
a Invite management to daily report (e.g., Tuesday and Wednesday from 4:00 to
4:30 p.m.)
a Invite interested parties and employees to report-out (e.g., Friday from 10:00 to
11:00 a.m.)
Lean in Government Starter Kit Page 45
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a Setup room and layout folders and nametag
a Setup projector, laptop and speakers
a Setup 2 easel stands and pads, provide easel markers
a Event supplies available in the room
a Provide meals, snacks, and drinks
a Take team picture on Tuesday morning (for team certificate)
a Setup room with 2-3 computer/laptop on Wednesday and Thursday (connected to
network for accessing files if possible)
a Print and distribute team certificate on Friday
a Communicate with other staff via website or email on progress of team
a Email team member report-out presentation and other relevant files to event
participants
a Fill out travel payment form
a Send thank-you letters to team members
a Setup 30-day follow-up date, time, and location
a Develop communication plan (e.g. update website with event results, inform
stakeholder groups)
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Lean Facilitator Request for Proposal
Please describe in detail how you will meet each requirement. The successful Vendor
will work the [insert Agency name] (the Agency) to facilitate the expansion of lean
process improvement methodology in executive branch agencies. Such services shall
include, but are not limited to, the following:
A. Lead department Kaizen events, Design for Lean Six Sigma events, value stream
mapping events, conduct 5S training and audits, and consult with the Agency on other
relevant Lean tools and methodologies. While serving as the lead consultant, the
service provider will also coach and mentor state employees, serving in the capacity
of team lead, to build the Agency's capacity to successfully lead Lean events.
B. Meet with Agency leadership to identify potential Lean projects. Conduct pre-work
events that result in the identification of project scope, objectives, goals and data
compilation. The consultant will also guide the Agency in team member selection for
participation in Lean events.
C. Provide follow-up services, on an as needed basis, to ensure sustainability of Lean
process improvement efforts.
D. Work with department leadership to implement policy deployment so that Agency
improvement efforts are linked to strategic goals.
If a Vendor's proposal does not meet the required services, the proposal will be rejected.
3.2 QUALIFICATIONS AND INFORMATION
Vendors should offer detailed answers to the questions in this section.
A. Please describe your experience facilitating and consulting on Lean in a public
sector organization.
B. Please describe the methodology used to implement Lean in an organization.
Please outline basic methodology as well as tools.
C. Please describe in detail any additional services that you believe would assist
the Agency in this project. The benefit that is provided to the Agency should
be specifically addressed.
3.5 VENDOR INFORMATION
The following information is required of prospective Vendors and will be used to
evaluate their qualifications:
Lean in Government Starter Kit Page 47
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A. Name of Vendor
B. Form of business entity (e.g. corporation, partnership, etc.).
C. State of incorporation (if a corporation).
D. Home office address and telephone number.
E. List of branch locations.
F. Provide a description of your background, organizational history, size and
years in business.
G. Specialized services, if any, and years of experience in each such area.
H. Minimum of three (3) business references from companies or government
agencies that use services within the scope of this RFP.
4.4 SELECTION PROCESS
B. Evaluation criteria and assigned point values:
• Credentials and Qualifications 35points
• Demonstration of vendor's qualifications and expertise
• Number of years experience in providing service sought
by RFP
• Level of experience providing types of services sought
in RFP in a public sector organization
• List of services similar to those sought by RFP that vendor
has provided to other organizations.
• Proposal Meets Mandatory Requirements 35 points
• References 10 points
• Completeness and Organization of Bid 10 points
• Costs 10 points
Total 100 points
The cost will be used in the cost formula below to compute the relative number of
cost points awarded to each proposal. The lowest cost will receive the maximum
number of cost points.
Lowest Cost
X Available Points = Points
Vendor X Cost
Lean in Government Starter Kit Page 48
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Pre-Screening for Application for
Value Stream Mapping Events
Identify the area of study:
Is the anticipated field of view manageable?
What are the current problems with the "value stream" for this area of study (from the
organization's perspective and from the customer's perspective)?
What is the extent of variation in the area of study?
What data is currently collected to measure activities in/about the area of study?
Who touches the "value stream"?
What is in and out of scope for the proposed VSM workshop?
Who is directing the process?
What do your customers want that you are currently not able to supply?
Is there senior executive leadership support for this area of study?
Is there sufficient funding available to support the VSM for this area of study?
What is the anticipated schedule for the workshop(s)?
Lean in Government Starter Kit Page 49
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Lean Event Sponsor Contract
The purpose of this contract is to help you and your team achieve successful event
outcomes. Critical behaviors to help ensure your team's success include:
• Passionate—Enthusiastic support of the team to ensure team success.
• Strategic—Using the event activity to advance a business objective by improving
the performance of the targeted process while being aware of the impact to the
total system.
• Committed—Engaged from pre-event planning through sustainment.
• Risk Taking—Encourage creative thinking to drive paradigm-breaking results.
• Open Minded—Influence the team to develop the best solution without
introducing pre-conceived ideas.
It is the responsibility of the team sponsor to ensure clarity regarding the coverage
of event expenses including team members coming in from other locations. It is
suggested that the team sponsor review with the team leader, as well as parties who
may be covering the event expenses, early in the planning stages of the event
activity.
I have read and support the position paper for this event and understand the critical role
that I play within the event process. As a team sponsor, I will follow the event-planning
checklist to ensure my role to support the overall success of the team.
Event Sponsor Signature:
Team Leader Signature:
Date:
Team leader is to retain the signed contract with all other event documentation.
Lean in Government Starter Kit Page 50
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Pre-event Meeting Agenda
[Date, Time]
[Location]
I. Understand critical issues
o What is the purpose of this event?
o Why is it taking place?
o What is the desired outcome?
o What are the boundaries of the activity?
II. Understand and discuss high-level process steps
III. Develop scope statement based upon agreement of critical issue focus
IV. Define goals and objectives for the event
V. Identify pre-work for event: what, who to complete, etc.
VI. Which resources must/can be utilized?
Lean in Government Starter Kit Page 51
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Team Charter
[Agency]
[Division/Bureau of event and event name]
[Event Date]
SCOPE
The breadth, or area, of opportunity to change and improve [e.g., this event will address
the process from /of to .]
OBJECTIVES
[A narrower version of the scope of the improvement event.]
GOALS
Specific numbers or percentages
For example:
1. Reduce lead-time by XX%, from to .
PARTICIPANTS
Team leader Team Leader Name, Agency, bureau
Sub-team leader Sub-team leader Name, Agency, bureau
Consultant Consultant Name
Members Name, Agency, bureau
Name, Agency, bureau
Name, Agency, bureau
Name, Company Name
(No more than 20 people/event)
PRE-WORK
1. [e.g., determine average lead time] (name person responsible)
2.
FOLLOW-UP DATES
Month, day, year - 30 day
Month, day, year - 60 day
Month, day, year - 90 day
Month, day, year - 6 month
Month, day, year - 1 year
Lean in Government Starter Kit Page 52
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Example Team Charter
This event will address the Iowa DNR's Air Quality Bureau - Construction Permits
section, and the process for reviewing and issuing Complex Construction Projects.
Complex construction projects are generally those that involve Prevention of
Significant Deterioration (PSD) permitting, Air Toxics review under 112g of the
federal Clean Air Act, Netting evaluations for PSD credit, Non-attainment State
Implementation Plan (SIP) permitting, and other permitting that involves establishing
facility-wide or extensive permitting to limit potential emissions to reduce the
facility's regulatory burden.
1. Streamline the process to review and issue Complex Construction Projects and
reduce variability.
2. Develop a standard operating procedures guide for project reviewers and project
applicants.
1. Issue 100% of Complex PSD permits in a maximum of 180 calendar days (132
work days) from the application received date.
2. Reduce lead time for processing projects from 210 days (including 40-day
comment period) to 125 days (including 40-day comment period). (Reduction of
50% not including comment period).
3. Reduce requests for additional information by 50%.
4. Reduce the number of unanticipated comments in the comment period by 50%.
Team
Consultant:
Team leader: [Insert name here]
[Insert name here]
Daily Briefing Participants:
[Insert name here]
[Insert name here]
[Insert name here]
Process Mapping
Matrix Construction
Data Collection
Guide Materials
([Insert name here]) - Completed draft 8/16/04
([Insert name here])
([Insert name here])
([Insert name here])
AND
• Monday, Noon to 6:00 PM, Tuesday through Thursday, 7:30 AM to 7:00 PM,
Friday, 7:30 AM to Noon
Lean in Government Starter Kit Page 53
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Some additional after hours work may be required during the week.
Location: Air Quality Bureau, 7900, Suite 1, Hickman Road, Urbandale
Pre Event Meeting will be held at the Air Quality Bureau - October 5, 1:30-3:00
Lean in Government Starter Kit Page 54
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Pre-event Data Collection Guide
Pre-event Data Collection Steps
1) Initial map of the current process developed by the area that is going through the
kaizen event.
2) Determine from the map steps that can and cannot be changed, i.e., identify those
steps that are mandatory by rule.
3) Outline what items are currently tracked for time.
4) For those items currently tracked for time, determine longest item, quickest item and
an average of the items. Do not try to gather data here that you do not already know.
5) Have the staff write down what they do for a week. This includes the projects, as
well as meetings, site visits, telephone calls, regular meetings, etc.
The "Voice of the Customer" Data Considerations
Some questions to ask as part of the "voice of the customer" are the following:
1. What do they want?
2. When do they want it?
3. Why do they want it?
4. How do they use the product and how much of it do they use?
These questions will ultimately help in determining the "value-added" steps in the
process, as well as provide potential design criteria for the final "product." The best
approach would be to ask our customers (select a few), or at least think through these
questions from their perspective. If the process has different customer segments, the
questions could be asked for each one. As above, this information would be useful for
goal setting purposes.
Bench marking would also be helpful in establishing goals for the event. Additionally, it
could equip the team with example strategies for achieving the goals for the event.
OTHER POTENTIAL BASELINE METRICS INCLUDE:
Number of process steps
Total lead time
Data on staffing needs
Data on staff time
Cycle time
Data on transaction volume in process (e.g., number of applications)
Number of handoffs
Amount of backlog
Rework percentage (e.g., percent of permits needing rework)
Lean in Government Starter Kit Page 55
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Kaizen Event Agenda
[Date]
[Location]
Monday: Training Day
1:30 P.M. Team member introduction.
1:45 P.M. Training.
4:30 P.M. Adjourn for the day.
Tuesday: Day of Discovery
8:00 A.M Work on process mapping, data needs, opportunities for waste
elimination, and review ideas against scope and objectives.
12:00 P.M. Working lunch.
12:30 P.M. Continue with previous work. Create implementation plan.
5:00 P.M. Draft Wednesday assignment.
5:3 0 or later Adj ourn for the day.
Wednesday: Do Day
8:00 A.M. Review Tuesday work. Begin working on selected projects.
Sub-teams report progress.
12:00 P.M. Working lunch.
12:30 P.M. Continue with previous work. Sub-teams report progress.
5:00 P.M. Sub-teams report-out. Make Thursday assignments.
5:3 0 or later Adj ourn for the day.
Thursday: Do, Re-Do, Document Day
8:00 A.M. Review Wednesday work. Continue Wednesday's work.
Sub-teams complete specific opportunities for improvement and report-
out. Implement new process operation procedures, forms, process map,
and baseline data.
12:00 A.M. Working lunch.
12:30 P.M. Continue with previous work. Document changes and complete the new
process. Report out from sub-teams and review all work to ensure
everything is complete.
5:00 P.M. Prepare for Friday's presentation.
5:3 0 or later Adj ourn for the day.
Friday: Day of Celebration
7:30 A.M. Finish work on presentation.
10:00 A.M. Team presentation.
11:00 A.M. Adjourn event. Thank you!
Lean in Government Starter Kit Page 56
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Lean Event Supplies List
Note: Supplies quantities are for an event with approximately 18 people.
Description
Perforated Note Pads (White)
Butcher Paper Roll 36" W X 150' L
Self Stick Easel Pads
Construction Paper (assorted)
Sticky Notes (pastel color) 3"X5"
Sticky Notes (florescent color) 3"X5"
Ballpoint pens (Black or Blue)
Permanent Markers (Black)
Flip Chart Markers (4 color)
Removable Glue Stick
Adhesive Spray
Masking Tape 1"X 60yards
Scissors
Twin Pocket Portfolios 25 per box
Hang Name Badges 50 per box
Easels for easel pads
GRAND TOTAL
Qty
2
1
2
4
3
1
20
6
4
4
2
2
8
1
1
4
Estimated List
Price
$12.73 DZ
$13.04 RL
$25.26PK
$1.36 PK
$5.05 PK
$5.91 PK
$.60 EA
$.75 EA
$1.95 ST
$.84 EA
$8.12
$5.71 RL
S1.45EA
$4.21 BX
$10.95 BX
$14.12 EA
Estimated Total
Cost
$25.46
$13.04
$46.52
$5.44
$15.15
$5.91
$12.00
$4.50
$7.80
$3.36
$16.24
$11.42
$11.60
$4.21
$10.95
$56.48
$250.08
Lean in Government Starter Kit Page 57
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Lean Event Meal Coordinator
Roles and Responsibilities
6 weeks before event
a Aid in finding meeting rooms
- Monday 1:30-4:30 - T-TH8-5:30 - F 7:30-noon
° Fridays - Reserve the report-out location
a Order supplies
2 weeks before event
a Order meals (in the Bag)
a Make nametags (get list from team leader)
a Prepare team member folder (agenda, charter, nametags)
1st Day of event
a Help team leader setup room
a Make coffee, setup all coffee supply (1 hour before start of event)
a Set out team member folder
a End of day disconnect coffee pot
2nd, 3rd, and 4th Day of event
a Make coffee
a Bring breakfast into room
a Fill cooler with pop, juice and water
a Bring lunch into room
a Bring snacks into room
a Order dinner (if necessary)
a Assist in clean up at the end of the day
5th Day of event
a Make coffee
a Bring breakfast into room
a Setup snack/coffee/drink to the report-out location (if necessary)
a Assist in clean up at the end of report
a Collect and store all extra meal supplies
After the event
a Gather all receipts
a Fill out Travel Payment to pay vendors
a Summarize event evaluations
Lean in Government Starter Kit Page 58
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Frequently Asked Questions about Lean
1. Are we compromising environmental protection?
This is not about loosening environmental regulations or our agency's
commitment to environmental protection. We are looking for efficiencies in
workflow, paper processing, number of steps in our process, etc. In fact, our
goals are to enhance our ability to protect the environment by being able shift
more time and resources on environmental protection activities.
2. Will anyone lose his or her job by making this process so efficient?
Our people are very important and will continue to be part of this agency.
Some people's job duties may change and some may have different office
locations or configurations. But all staff will remain part of this agency.
3 Municipalities, consulting engineers, and other external entities slow
down the permitting process. How are they involved, and who will make
them more efficient?
Outside stakeholders will take part in the event to help identify opportunities
and concerns. However, this is not about how other organizations conduct
processes, which we cannot control. Rather, we are focusing on what we can
control, and that is how we move a permit through the approval process.
4 What guarantees do we have that this will actually help the process?
Lean is a proven methodology used to break through barriers and cut through
bureaucracy, helping teams reach their goals.
5. Why are we doing this on [Event Name]? Why not another issue?
First, [Event Name] meets the three criteria for undertaking a Lean event: it
should be a large-volume process; it should use the same steps every time; and
it should be a core business activity. Second, we see this issue as an integral
step to improving the water quality in the State.
6 Have we messed up? Have we done something wrong?
The [Agency] is proud of the professionalism and performance of this staff.
Conducting a Lean event is a way to enhance that performance. The goal is to
give people the tools to do their jobs better. Each of us, in our own work
areas, could benefit from that type of assistance.
7 Is this a test of my job performance? Will I get in trouble for not doing
well in my job?
These events are performed under the assumption that everyone involved is
already doing their best—but that with some assistance, efforts can be altered
to lessen steps, delays, and time, with no loss of performance or quality.
Improvements will focus on reducing the time that no one is working on a
project. The time it sits in someone's in-box or is waiting for a reply is waste
that can be reduced.
Lean in Government Starter Kit Page 59
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8 How can you expect to get meaningful change in one week?
These events are specifically engineered to achieve results in an intense, one-
week work session. Additionally, preparation has taken place prior to the
actual event.
9. How can they understand something as complex as [Event Name or
Process] in a week?
The participants will learn the steps in the process, not how to conduct the
process. The process will be laid out in graphical form to make it easier to
understand the sequence and how steps are interrelated.
10. Who is involved and why?
The team that will be designing the new process is composed of [Team
Members], other Agency employees involved in the [Event Name], and some
of the people who are impacted by the process or who impact the process. All
of these different viewpoints are important in designing a better process.
11 Even if I'm not directly involved on the team, what will I need to do
during that week?
You may be asked questions by the team members to clarify your part in the
process. Please take the time to answer their questions completely. Team
members may also ask to observe and time you while you complete a step in
the process or discuss the time necessary to complete a step.
12 Will people be in my office? Will they observe us talking about
confidential issues, sensitive operations, controversial issues, sensitive
policy issue debates, and phone calls that all occur each week?
The team is not interested in specific projects, but how the process works in
general.
13. What happens if I have to leave during the week?
If you are a member of the team, please coordinate your absence with the
team leader, [team leader name]. If you are not on the team, you only need to
coordinate your absence with your supervisor, as usual.
14 Will the recommendations be rigid or able to change in the future if they
fail or cause unintended consequences?
The team will not be making recommendation—they will design an improved
process that will be implemented immediately. The new process will be
tested during the event, but if adjustments need to be made later, they will be
made.
15 How is this process to be judged a success or failure?
Data are being gathered on how well the process performs before the event
and data will be collected after the event for comparison.
Lean in Government Starter Kit Page 60
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Team Leader Daily Agenda
Morning
a Arrange the room in the picture shown (get someone to help)
a Get the supplies, easel and easel pad
a Setup 1 easel and easel pad
a Setup the laptop, projector and speakers
a Set out the folder, training manual and nametag
Afternoon
a Greet everyone when they arrive
a Start promptly at 1:3 0 p. m.
a Welcome everyone and introduce yourself
a Go through logistics (parking, building access, cell phones, restrooms, meals, etc.)
a Go through agenda (warn team of potential late nights on Tuesday, Wednesday,
and Thursday)
a Go through ground rules
a Have everyone introduce themselves
1. Who are you? Where do you work?
2. What are your goals this week?
3. What you like to do when you are not at work?
a On the easel pad, write "Goals of Team Members" and capture the team member
goals
a Post "Goals of Team Members" on the wall
a Introduction from senior manager
a Introduce consultant and/or trainer (begin training)
a Review the goals and objectives
a Discuss pre-event data collected
a Let team know they can leave folder in the room
a Remind team of start time tomorrow
Evening
a Disconnect laptop and projector (store in save location overnight)
a Tape roll paper on the East and West wall (get 1-2 people to help)
a Spray paper with adhesive glue
a Setup 2 easels and easel pad
a Write on easel pad and post on the wall "Parking Lot/Bike Rack" and
"Homework"
Lean in Government Starter Kit Page 61
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a Layout scissors, color pad, and markers for team member to volunteer for flow
mapping
a Tidy up the room (unplug the coffee pot, pick up bottles and cups)
Morning
a Start on time
a Ask if anyone have question about yesterday' s training
a Start training on flow mapping
a Ask for volunteer for each flow mapping task
a Review the goals and objectives
a Start mapping current state (Identify functions, steps, handoffs)
a Identify value-added activities and delays on map
a Estimate lead time (best case, worst case, and average) based on data collected
Afternoon
a Count the number of steps, handoffs, loops, delay, value add, delay
a Calculate lead time (best case, worst case, and average)
a Let meal coordinator/support know by 3 p.m. if dinner is needed
a Attend 4 p.m. daily report out to management
a Remind team of start time tomorrow
Evening
a Setup 3 easels and easel pad
a Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and
note pads)
Morning
a Start on time
a Communication staff takes team pictures
a Ask if anyone have questions or comments about the current process
a Give the team 20 minutes to write down what they think the ideal state should be
individually
a Capture the team members ideas on easel pad
a Break up team into groups (5-6 people per group)
a Give each group some of the ideas and ask them to apply it to de-selection matrix
Lean in Government Starter Kit Page 62
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a Ask group to write down on easel pads 7 ways of implementing the ideas in the
High Impact and Low Difficulty quadrant
a Have each group report to the team
Afternoon
a Start to map the ideal/future process
a Capture Parking Lot/Bike Rack and Homework items on easel pad
a Identify value-added activities and delays on new process map
a Estimate lead time (best case, worst case, and average) based on data collected
a Count the number of steps, handoffs, loops, delay, value add, delay
a Calculate lead time (best case, worst case, and average)
a Let meal coordinator/support know by 3 p.m. if dinner is needed
a Attend 4 p.m. daily report out to management
a Remind team of start time tomorrow
Evening
a Setup 3 easels and easel pad
a Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and
note pads)
Morning
a Setup laptop and projector
a Ask if anyone have concerns or comments about the new process map
a Review the goals and objectives
a Review the parking lot and homework items
a Ask team to volunteer to work on homework items
a Collect the completed homework items from each group
Afternoon
a Assign/Volunteer team member to homework items that are incomplete
a Review "Goals of Team Members"
a Prepare report-out presentation
a Inform team about flow of report-out presentation (where to stand, introduce next
speaker, what to expect, who answer questions from audience)
a Assign/Volunteer team member to different slides in the presentation
a Vote on team name
a Send team name to communication staff
a Prepare report-out summary
a Make 50 copies of report-out summary
Lean in Government Starter Kit Page 63
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a Attend 4 p.m. daily report out to management
a Remind team of start time tomorrow
Evening
a Disconnect laptop and projector (store in save location overnight)
a Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and
note pads)
Morning
a Setup laptop, projector and speaker
a Show " Staff Motivation" video
a Invite meal coordinator/support to room for a team thank you
a Distribute "Kaizen Event Evaluation" to team members
a Collect filled out "Kaizen Event Evaluation"
a Setup laptop and projector in the auditorium
a Practice report-out presentation
a Collect team participation certificate from communication staff
a Distribute report-out summary to audience
a Report-out presentation
a Return supplies to support/meal coordinator
a Put the room back in order (get 1-2 people to help)
Afternoon
a Give kaizen event evaluation to event coordinator
a Place all files for event on computer server
Lean in Government Starter Kit Page 64
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Lean Event Homework
As of:
Event #:
Event Name:
Owner:
Item
1
2
3
4
5
6
7
8
Item Description
Hold Meeting to Standardize "Front
End" Documents With Other
Funders/ Agencies
Person Responsible
Gabe
Due Date
02/17/06
Notes:
Lean in Government Starter Kit Page 65
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Report-out Summary
DATE:
SCOPE:
OBJECTIVE:
GOALS:
RESULTS:
Steps
Value Added Steps
Decisions
Loop Back
Handoffs
Delays
Functions in Process
Old
New
% Change
1 - (new # / old #)
IMPLEMENTED
[List actions implemented]
Lean in Government Starter Kit Page 66
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Event Evaluation Form
Event:
Date:
Facilitator:
You have just completed an event to improve one of your processes. We are interested in
your opinion on how things went during the event. We are continuously trying to
improve the effectiveness of the events. Below is a list of questions that will help us
improve future events. Please be open and honest with your ratings and comments.
Thank you.
On a scale of 1 to 5 please rate the questions below.
1 - Strongly Disagree 2 - Disagree 3 - Neutral 4 - Agree 5 - Strongly Agree
Rating
Questions
I was given at least 2 weeks notice prior to the event.
The training on Day 1 was effective and prepared me for the event.
The consultant was effective teaching and guiding the team through the
event.
The consultant listened to my ideas and suggestions.
The team leader was effective and helpful through the event.
When my ideas or suggestions were not used, the reasons were explained to
me.
Management support and direction was adequate.
The time spent this week was productive.
I have increased my understanding of the value of continuous improvement.
The material provided was useful.
The food and beverages provided were adequate.
What did you find most useful during the event?
What suggestions or comments do you have that could help us improve future events?
Lean in Government Starter Kit Page 67
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30-Day Lean Event Follow-up
As of:
Event #:
Event Name:
Owner:
Item
l
2
3
4
5
6
7
8
Item Description
Hold Meeting to
Standardize "Front
End" Documents With
Other Funders/ Agencies
Person
Responsible
Gabe
Due Date
02/17/06
Revised/
Completed
Date
Expected
Results
Notes:
Parking Lot Issues:
o [Add outstanding parking lot issues here]
Lean in Government Starter Kit Page 68
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60-Day Lean Event Follow-up
As of:
Event #:
Event Name:
Owner:
Item
l
2
3
4
5
6
7
8
Item Description
Hold Meeting to
Standardize "Front
End" Documents
Person
Responsible
Gabe
Due Date
2/17/06
Revised/
Completed
Date
6/15/06
Expected
Results
Forms ready
for joint
meeting
Notes:
Parking Lot Issues:
o [Add outstanding parking lot issues here]
Lean in Government Starter Kit Page 69
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Lean Coordinator Job Description
This position is located in the Director's Office under the immediate supervision of the
Deputy Director and functions as a program manager for the Agency's process
improvement program. The person in this position is responsible for implementing and
managing the department's Lean process improvement program, including the
deployment of training and other duties that will enhance organizational efficiency and
support a culture of continuous improvement and customer satisfaction.
Lean Deployment and Facilitation: Develop and implement an action plan for the
deployment of all aspects of the Department's Lean process improvement program,
including, but not limited to kaizen, 5S and Design for Lean Six Sigma Events.
Responsible for working with department managers in identifying areas for process
improvement events, establishing objectives for each project, and selecting cross-
functional team members and leaders. Act in the capacity of the facilitator for each
event. Coordinate each project/event phase and ensure that participants and stakeholders
have the tools and resources they need, necessary information, and guidance to enable
them to fully engage in the process and maximize the potential outcome of each event.
Tracking Progress: Develop and implement an action plan for tracking, analyzing and
reporting return on investment of departmental programs that have undergone process
improvement initiatives. Monitor the progress of projects, including ongoing status
reviews. Ensure that the database is current relative to process improvement activities.
Responsible for coordinating and participating in 30 day, 60 day, 90 day, 6 month, and 1
year follow-up meetings for each event to ensure follow-up activities are completed and
improvements are realized and maintained. Develop a comprehensive report which
delineates the status and outcomes of each event, including, but not limited to efficiencies
gained, increased customer satisfaction and or reduced costs or savings realized. Conduct
formal reviews with the management team on a quarterly basis to review
accomplishments, identify areas for improvement, and respond to questions.
Training: Coordinate the training of Agency staff on Lean process improvement
techniques, including a plan for deployment of training to all departmental staff. Ensure
that tools, resources and instructional materials are developed, updated as necessary and
maintained to meet ongoing needs. Responsible for tracking participation and associated
costs of time and materials for training deployment. Establish a library of learning
materials, both electronic and paper that can be made available to interested staff.
Conduct research focused on benchmarking world-class business process performance
and utilize findings to assist supervisors in establishing tangible measures of time, cost,
and quality.
Communications: Develop and implement an effective strategy for communicating the
status and results of the Agency improvement efforts to department partners, customers
and staff. This includes, but is not limited to the development of an Internet presence to
showcase departmental activities. Keep staff informed of revised procedures and
methods and related work changes as implemented.
Lean in Government Starter Kit Page 70
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United States Environmental Protection Agency
www.epa.gov/lean
March 2008
EPA-100-R-08-009
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