Lean: Excellence in
Government
Improving Environmental Agency Processes
with Lean and Six Sigma
Over the past few years EPA and state environmental agencies have experimented with an exciting new approach
to improve government processes. Approximately 30 States and many federal agencies are using Lean and Six
Sigma to achieve dramatic results. EPA, in partnership with EGOS, is working to expand the use of this continuous
improvement approach.
Lean in Government
• Using Lean, environmental agencies have improved
quality, cost effectiveness, service delivery and respon-
siveness to the public, without compromising environ-
mental protection.
• Lean is a collection of principles, methods, and tools
that improve the speed and efficiency of any process
by eliminating waste.
• Although Lean originated in manufacturing opera-
tions, the tools have been successfully applied in or-
ganizations across all sectors, including the govern-
ment.
• Lean methods are highly adaptable and could be used
in a myriad of processes ranging from rulemaking to
processing of grants and contracts.
How Lean Achieves Results
Lean techniques such as value stream mapping and kai-
zen rapid improvement events identify and eliminate
unnecessary and non-value added process steps and ac-
tivities that have built up over time. Lean efforts are not
just about fixing broken processes. State agencies have
found that these methods enable them to understand
how their processes work on the ground and to build a
culture of continuous improvement.
By getting process activities and procedures to function
smoothly and consistently, agencies free staff time to
focus on higher value activities more directly linked to
environmental protection. While successfully imple-
menting Lean requires hard work and commitment, the
results can be impressive.
Benefits of Using Lean
•S Achieves environmental results
•/ Ensures better customer service
•S Reduces process complexity
•/ Enhances process speed
•S Produces quality products and services
•/ Improves staff morale
Results
• EPA's Office of Water, EPA Region 7 and 4 States
(Iowa, Kansas, Missouri and Nebraska) are using Lean
to significantly improve water quality standard setting
and NPDES processes, achieving dramatic reductions
in review steps.
• EPA's Region 6 conducted a Value Stream Mapping
event to improve it's Pesticides Enforcement Process.
As a result, the total process time was reduced by 53%.
In addition, a Kaizen and Value Stream Mapping event
was conducted to improve the NEPA 309 Review Proc-
ess. This resulted in faster completion of project re-
views, clarified guidance and an improved communica-
tions strategy.
• Iowa Department of Natural Resources (IA DNR) has
conducted over 30 Lean kaizen rapid improvement
events. Results include decreasing lead times on un-
derground storage tank correction action decisions
from 38 months to 3 months and reducing the average
time to issue standard air construction permits from 62
to 6 days.
For More Information:
www.epa.gov/lean/government/index.htm
www. ecos.org/sect ion/projects/? id=2292
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Key Lean Tools
Types of Administrative Waste
Value Stream Mapping (VSM) - Value stream
mapping refers to the activity of developing a
high-level visual representation of the process
flow involved in delivering a product or service (a
"value stream") to customers. VSM events focus
on identifying sources of non-value added activity
(waste) and prioritizing future improvement ac-
tivities.
Kaizen Events- Kaizen means "to change for the
good of all." Kaizen activity is often focused in
rapid process improvement events (kaizen
events) that bring together a cross-functional
team for 2-5 days to study a specific process and
immediately implement process changes.
Six Sigma - Lean is often combined with Six
Sigma, a process improvement methodology that
uses statistical tools to improve quality, reduce
defects, and eliminate variation.
Waste
Inventory
Defects
Overproduction
Complexity
Waiting
Excess Motion
Moving Items
Example
Backlog of Work,
Excess Materials/Information
Data Errors, Missing Info
Unneeded Reports,
Doing Work Not Requested
Unnecessary Process Steps
Approval Cycles
Trips to Remote Printer
Report Routing
Lean in Government Tools
What Lean is Not
Lean is not about compromising environmental
protection, loosening environmental regulations,
or foregoing an agency's commitment to environ-
mental protection. Lean seeks to correct ineffi-
ciencies in administrative processes and work-
flow, enhancing an agency's ability to protect the
environment.
Lean is not about cutting jobs. Lean retains the
current staff, but may rearrange or assign new
duties to those staff. It is not a test for job per-
formance; rather it seeks to improve the entire
agency's performance. Lean often improves staff
morale, as employees have a hand in designing
work processes that enable success.
Lean is not just another "flavor of the month."
Lean methods have been proven effective many
times over and in a multitude of settings making
it different from past management trends, such
as TQM. Unlike past trends that focused on qual-
ity only, Lean addresses quality, cost and deliv-
ery. Lean's focus on rapid implementation brings
real improvement and compelling results fast,
sparking momentum forfurther improvement.
Contacts:
Kimberly Green-Goldsborough, US EPA
202-566-2355
Green-goldsborough.kimberly@epa.gov
Scott Bowles, US EPA
202-566-2208
Bowles.scott@epa.gov
United States
Environmental Protection
Agency
Office of Policy,
Strategic Management Division
(1807T)
November 2011
EPA-100-F-11-026
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