Lean in Government
Starter Kit
Version 4.0
How to Plan and Implement Successful
Lean Initiatives at Environmental Agencies
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OTHER PUBLICATIONS FROM THE LEAN GOVERNMENT INITIATIVE
• Lean and Information Technology Toolkit
• Lean Leadership Guide
• Lean Government Event Scoping Guide
• Lean Government Methods Guide
• Lean Government Metrics Guide
• Lean Government Implementation Guide
• Lean Transference Primer
• Case studies and other information about EPA and state Lean activities can be found at the EPA Lean
website (www.epa.gov/lean).
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ACKNOWLEDGMENTS
We are pleased to announce the release of version 4.0 of the Lean in Government Starter Kit. In the
spirit of Lean and continuous improvement, version 4.0 (released 2017) builds on the information,
guidance, and resources included in the original Starter Kit published in 2007, version 2.0, published in
2009, and version 3.0, published in 2011. In particular, version 4.0 includes additional information on
the plan-do-check-act continual improvement framework, implementation and follow-up, and sharing
Lean successes. It also contains new versions of key resources such as the Lean team charter, metrics
checklist, implementation plan, and report-out presentation template.
The original 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 Office of
Policy provided advisory and contractor support to this effort.
The EPA-state workgroup coordinating the development of the Starter Kit included the following
agencies:
• Delaware Department of Natural Resources and Environmental Control
(www.dnrec.delaware.gov)
• Iowa Department of Management (www.dom.state.ia.us)
• Michigan Department of Environmental Quality (www.michigan.gov/deq)
• 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's Office of Lean Enterprise.
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 http://lean.iowa.gov).
Version 4.0 of this Starter Kit includes insights and lessons learned from more recent Lean experience at
EPA and numerous state environmental agencies. The Starter Kit also draws on experience, resources,
and lessons with Lean implementation shared by representatives of other federal agencies who have
used Lean.
Ross Strategic (www.rossstrategic.com) prepared this Starter Kit for EPA under subcontract to Industrial
Economics, Inc. (EPA Contracts # EP-W-04-023, EP-W-04-093, EP-W-10-002, and EP-W-15-011).
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TABLE OF CONTENTS
Chapter 1. Introduction 1
Key Questions the Starter Kit Answers 1
Chapter 2. Understanding Lean and the Continual Improvement System 4
What Is Lean? 4
Why Should Government Agencies Consider Lean? 9
What Is Needed for Long-Term Success with Lean? 14
Chapter 3. Selecting a Lean Project 19
Determine the Project Focus 20
Choose a Lean Method 24
Identify a Lean Facilitator 29
Chapter 4. Lean Project Scoping and Event Preparation 31
Select the Project Team 31
Scoping Meeting: Develop the Charter and Identify Metrics 38
Arrange Event Logistics and Invite Participants 48
Prepare for the Event 49
Chapter 5. Conducting a Lean Event 53
Lean Event Overview 53
Kick Off a Lean Event 55
Set Up For Success 56
Identify Root Causes and Solutions 57
Develop an Implementation Plan 59
Report Out at the End of the Event 60
Acknowledge Your Team's Work 61
Chapter 6. Lean Implementation and Follow-Up 62
Track and Implement Action Items 62
Document the New Process and Communicate Internally 66
Measure, Evaluate, and Sustain Results 67
Share Transferable Solutions 70
Communicate Externally 71
Integrate Lean Implementation into a Continual Improvement System 72
Chapter 7. Diffusing Lean Activity and Becoming a Lean Enterprise 74
Understanding the Lean Journey 75
Getting Started with Lean Diffusion 77
Four Deployment Models for Lean Diffusion 82
Future Directions: Building a Lean Continual Improvement Agency 85
Concluding Thoughts 87
Appendix A. Bibliography of Lean References 89
Appendix B. Resources 94
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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 1-7)
• Look for "Resources" textboxes throughout the document for links to supporting tools
in Appendix B
Bibliography of Lean References (Appendix A)
Resources, tools, and templates to support agency Lean efforts (Appendix B), covering the
following topics:
• Understanding Lean and the continual improvement system
• Selecting a Lean project and method
• Lean project scoping
• Planning a Lean event
• Conducting a Lean event
• Lean implementation
• Diffusing Lean activity and becoming a Lean enterprise
The website version of the Lean in Government Starter Kit (https://www.epa.gov/lean/lean-
government-starter-kit-version-40) contains downloadable versions of all the resources in
Appendix B, as well as additional resources available only on the website.
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CHAPTER 1. INTRODUCTION
Since 2003, environmental agencies at federal, state, and local levels have used Lean methods to
advance their mission—protecting human health and the environment—in better, faster, and cheaper
ways. Numerous other government agencies have also used Lean to improve their programs and
services. Lean government enables public agencies to provide more value to customers by eliminating
inefficiency and other wastes from government processes. This Lean in Government Starter Kit—Version
4.0 is designed to assist government agencies in planning and conducting successful Lean process
improvement events or projects and to make process improvement a part of their culture.
The Starter Kit contains practical tools, resources, and tips for the following:
Understanding what Lean is
How to select a Lean project
How to scope and prepare for a Lean project
How to conduct and manage the phases of a Lean project
How to implement follow-up activities after a Lean event or project meetings, ensure
accountability, and evaluate performance
How to diffuse Lean activity and become a Lean enterprise
The Starter Kit answers questions to help agency managers determine whether Lean is right for their
agencies, provides practical "how to" guidance on implementing Lean projects successfully, and
presents ideas for agencies interested in expanding their Lean initiatives. The underlying goal of this
Starter Kit is to provide information, tools, and resources that agencies can use to develop or
incorporate into a Lean continual improvement system. Each section includes a set of downloadable
resources that can be tailored to meet the specific needs of an agency.
Key Questions the Starter Kit Answers
Conducting a Lean project, such as a "kaizen" or rapid improvement event, is an eye-opening experience
for agencies just getting started with Lean as well as agencies with significant Lean experience. For the
purpose of this Starter Kit, we primarily refer to rapid improvement events; however, there are a variety
of Lean methods that you might choose to embrace. The rapid, dramatic, and transformative
improvements that many public environmental agencies have achieved using Lean along with the trend
toward implementing continual improvement systems have piqued the interest of many agency
managers—even in large governmental agencies. This Starter Kit addresses the following key questions
about Lean in government.
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How do we know if Lean is right for our organization?
Chapter 2 introduces Lean methods and how Lean relates to the plan-do-check-act continual
improvement framework. It explains how Lean is different from other initiatives, and helps decision
makers consider whether Lean is right for their agencies. This chapter introduces Lean and explains why
agencies should consider using Lean to achieve continual improvement within their agency. The chapter
also examines the five key elements that are important for sustaining long-term success with Lean.
How do we select a Lean project?
Chapter 3 provides guidance, resources, and tips for selecting a Lean project and information on how to
select a Lean method. This information will help you assess the desirability of potential Lean projects by
weighing strategy-driven versus pain-driven selection criteria. Information on the variety of Lean
methods will help your organization select a method that is most appropriate for your improvement
goals. Many types of Lean methods require skilled facilitation and guidance as well as hard work from a
committed team. Chapter 3 also provides tips and resources to identify a Lean facilitator.
How do we scope and prepare for a Lean event or project?
Scoping and pre-work are critical to the success of Lean events and other types of Lean projects.
Chapter 4 provides guidance, resources, and tips for preparing for a Lean event, including team
selection and planning logistics. During the scoping meeting described in this chapter, your Lean team
will develop the Lean team charter, laying the groundwork for a successful project, including well-
defined goals and objectives, boundary conditions, and necessary pre-work. Communication will help
ensure that your project will be as successful as possible.
How do we conduct Lean events?
Chapter 5 provides guidance, resources, and tips for conducting a Lean rapid improvement event from
start to finish. Although agencies do not need to use Lean events to improve their processes, they can
be a particularly effective way to streamline processes in a relatively short time frame. The topics in this
chapter include kicking off a Lean event, managing the phases and change during the event, and
developing an implementation plan for follow-up actions.
How do we conduct follow-up after Lean events or project meetings?
Chapter 6 provides guidance, resources, and tips for conducting follow-up activities after a Lean event
or for the implementation phase of a Lean project. This stage of a Lean event or project is vital to
realizing and sustaining the benefits associated with the project. This chapter addresses tracking and
implementing follow-up activities, internal and external communications, and how to sustain Lean
improvements.
How can we diffuse Lean effectively and become a Lean enterprise?
Once your agency has completed a Lean project, it is important to think strategically about how to
sustain the improvements and to effect a transformation to a culture of process improvement
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throughout your agency. Chapter 7 discusses models for deploying Lean in an organization, along with
specific steps to sustaining and diffusing Lean activity and becoming a Lean enterprise.
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 projects and activities.
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CHAPTER 2. UNDERSTANDING LEAN AND THE
CONTINUAL IMPROVEMENT SYSTEM
As your agency considers learning more about Lean and the continual improvement system, you will
likely encounter questions from managers and staff who wish to understand why your agency is taking
the time to do a Lean event or project and what that will mean for the organization. This chapter
provides a brief overview of Lean methods and discusses some of these common questions and topics,
including:
What is Lean?
Why should government agencies consider Lean?
What is needed for long-term support of Lean?
What Is Lean?
Lean refers to a collection of principles and methods that focus on the identification and elimination of
non-value added activity (waste) in any process.1 Lean initiatives target eight common process wastes,
which are often expressed using the "DOWNTIME" acronym (see table). While Lean was developed 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.
Process Wastes Targeted by Lean (DOWNTIME)
Waste EXAMPLES
Defects
Errors in data or documents, missing information, confusing instructions
Overproduction
Unneeded reports and copies, excess email messages, doing work not
requested
Waiting
Waiting for data, decisions, reviews, or approvals
Not utilizing knowledge/skills
Under-utilizing employee skills, ideas, and creativity; lack of teamwork
Transportation
Non-essential transport of documents, report routing for signatures
Inventory
Backlog of work (permits, plan approvals, etc.), excess materials/info, obsolete
files
Motion
Unnecessary movement to find files, data, or supplies; travel
Excess processing
Unnecessary process steps, planned or unplanned rework, too many approvals
'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 astheToyota Production System) developed bytheToyota Motor Company based on principles
pioneered by Henry Ford.
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Public sector interest in Lean is increasing rapidly, fueled by strong improvement results and in some
cases, economic hardship. It is often said that Lean is "common sense uncommonly applied." Six Sigma
is often used with Lean, but is a distinct methodology that uses a collection of statistical tools to analyze
causes of variation in a process and to identify and test improvements.
The foundation of Lean is a "Plan-Do-Check-Act" (or "Plan-Do-Study-Act") problem-solving framework
for continual improvement that was originally conceived by Dr. W. Edwards Deming. This PDCA
framework is relevant whether a Lean project team is planning, executing, and following up from a Lean
rapid improvement event or project, or whether employees are working to continually improve their
individual work activities.
Plan-Do-Check-Act Problem-Solving Framework
3. Set Improvement
Targets
4. Determine
Root Cause
2. Describe Current
Conditions
1. Clarify the
5. Develop
Countermeasures
Ian Do
6. Enact
Countermeasures
8. Standardize,
Sustain, and
Share Success
Act Check
7. Measure and
Evaluate Results
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As shown in the Figure above, the PDCA framework is often combined with the following eight steps for
Lean problem-solving:
1. Clarify the Problem. Identify key problems with the current process as experienced by
customers, managers, and/or staff.
2. Describe Current Conditions. Measure and document the current performance of the process
along key dimensions such as time, quality, and customer satisfaction. In Lean projects, current
conditions are often depicted in a current state process map.
3. Set Improvement Targets. Determine specific, measurable objectives for how your Lean project
will improve the current conditions of a process.
4. Determine Root Causes. Research the underlying causes of problems. Useful techniques for
uncovering root causes include asking "why" five times and "fishbone" cause-effect diagrams.
5. Develop Countermeasures and Implementation Plan. Identify actions (or "counter measures"
to counteract current activities) to address root causes of problems and improve the process.
Develop an implementation plan for enacting, evaluating, and sustaining process improvements.
6. Enact Countermeasures. Carry out the actions in the implementation plan, track progress with
implementation, and identify additional countermeasures if needed to get back on track.
7. Measure and Evaluate Results. Measure process performance data and compare performance
against the target conditions. Report results and adjust implementation efforts if needed.
8. Standardize, Sustain, and Share Success. Make the improved process the new "business as
usual" using standard work (easy-to-use standardized procedures). Share transferable solutions
with peers who could benefit from them. Sustain and improve on the solutions over time.
These steps overlap, support each other, and are repeated in Lean through individual and team-based
process improvement efforts. Throughout the remainder of this Starter Kit, you will see small versions of
the PDCA framework to indicate which sections of the framework apply in each chapter.
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KEY PRINCIPLES THAT DISTINGUISH LEAN FROM OTHER IMPROVEMENT
EFFORTS
Lean is different from other improvement efforts in several key ways. Lean:
• Creates value in the eyes of the customer, taking a "customer service" perspective that seeks to
optimize value delivered to the environment, the public, and the regulated community
• Empowers people in the organization, involving employees and external stakeholders in continual
improvements and problem-solving activities
• Deploys a rapid, continual-improvement framework that emphasizes implementation rather than
prolonged planning
• Maximizes flow and pull, eliminating obstacles such as waiting
• Organizes processes around value streams, seeking to reduce the complexity of processes
• Continuously pursues perfection using 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.
What Methods Are Used in Lean?
Value stream mapping and rapid improvement events (kaizen events) are the Lean methods most
commonly used by agencies getting started with Lean. Many additional methods, such as 5S, standard
work, and visual controls, help employees to maintain and continue to improve processes in between
Lean events. The "how to" guidance on implementing Lean projects in Chapters 3-6 focuses on rapid
improvement events, although many of the recommendations and tips are transferable to other types
of process improvement projects. Some common Lean and Six Sigma process improvement methods are
described below.
Event or Project-Based Methods
• Value Stream Mapping (VSM): Value stream mapping refers to the activity of developing a high-
level visual representation, from start to finish, of the process flow involved in delivering a desired
outcome, service, or product (a "value stream") to customers. VSM is a strategic method for
prioritizing improvement opportunities, and is generally followed by implementation activities such
as rapid improvement events. In the context of environmental agencies, a value stream could be the
process of enabling redevelopment of brownfield sites or attracting and hiring agency staff. VSM
events typically last two to five days depending on the complexity of the process being mapped.
• Rapid Improvement Events: Rapid improvement events—also called kaizen events—focus on
eliminating waste in a target process, improving productivity, and achieving sustained improvement.
Rapid improvement events can be as short as one or two days, but they often last about five days.
They are a key implementation method for Lean, aside from "just do it" actions, which are changes
that can be made on the spot to improve processes and don't require team participation.
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REALIZE THE FULL POTENTIAL OF RAPID IMPROVEMENT EVENTS
Rapid improvement events are meant to be places where implementation happens (e.g., creating the
templates that will be used in the new process). In practice, however, this sometimes can be a challenge -
project teams may find it easier to just focus on planning during events. Keep in mind that without making
changes to the process during the event, your project team will face a more challenging time with follow-up
work after the event to achieve your team's goals.
• Six Sigma: Six Sigma is often used with Lean, but is a distinct 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, called "black belts" and "green belts," support teams in using Six Sigma
tools in a project context. While this Starter Kit does not focus on Six Sigma, Lean and Six Sigma
methods can be effectively combined (often called "Lean Six Sigma"). Lean eliminates unnecessary
time and wastes, while Six Sigma targets improvements to product or service quality and process
variation.
Methods to Eliminate Waste in Everyday Activities
• 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 orderly workplace. 5S is often used to ready the
workplace for future continual improvement efforts. Some organizations add a sixth "S" for Safety.
• Standard Work: Standard work represents the optimum sequence of activities needed to perform a
given operation. Improvements made during rapid improvement events are documented as
standard work to ensure employees understand and consistently implement the new process.
• Visual Controls: Visual controls are used to reinforce standardized procedures and display the status
of an activity so every employee can see it and take appropriate action. Visual controls are often
instated during rapid improvement events to simplify work areas and provide feedback on process
performance.
• Process Walk: Process walks are done by a team of employees who walk through a work area to
look for wastes and then implement actions to immediately improve the process. By learning to
identify inefficiencies and problem solve in their working environment, employees gain skills and
habits necessary to incorporate Lean thinking into their everyday work.
More detailed information on these and other Lean methods can be found in Chapter 3 and in EPA's
Lean Government Methods Guide.
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HOW TO LEARN MORE ABOUT LEAN
• Visit EPA's Lean website (www.epa.gov/lean) for more information about Lean, resources on specific
aspects of Lean implementation, and case studies on EPA and state agency Lean projects.
• Consult the bibliography (Appendix A) of this Starter Kit for a list of references 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.
Why Should Government Agencies Consider Lean?
While Lean originated in manufacturing, it quickly spread to the service sector and to address
administrative and office systems. In the early 2000s, a handful of federal, state, and local government
agencies in the U.S. saw the relevance and power of Lean and began applying Lean in government. Since
then, Lean implementation has grown dramatically in the government sector.2 Increasingly, Lean has
provided an alternative path to navigating tough budget pressures and customer service demands
experienced by many public agencies. Instead of focusing on hiring freezes, program cuts, travel
restrictions and delayed investment, some agencies are using Lean to look closely at processes,
operations, and systems—the work itself—to do more, better, with less time, resources, and hassle.
So why is Lean so promising for improving government? Ken Miller, the author of We Don't Make
Widgets: Overcoming the Myths That Keep Government from Radically Improving, has written about
three reasons:3
1. Lean focuses on operations. The whole point of Lean is to rethink the way we produce
what we produce, to increase our capacity to provide value to those we serve. Lean
recognizes that inefficiency resides in our systems and our operations—the way we have
designed our work. Lean is not another planning model, measurement method, or
accountability system. Lean is not a pithy slogan or something you tell employees to do.
Lean actually focuses on the work of the agency.
2. Lean has a measurable impact on time, capacity, and customer satisfaction. That is, it
actually works. Lean projects produce amazing results, and they are often completed in
as few as five days.
3. Lean involves employees. Specifically, the employees who work within the process or
system being improved. Government agencies have tried employee involvement before,
with suggestion programs, quality teams, and so forth. While the intent of those programs
was good, the focus was too small. Employees may be able to suggest ways to improve
their own performance, or the piece of the process they're involved in. But systems cut
across silos. Most employees can only see a part of the whole system. Therefore, what
might help them personally be more productive could actually hinder the larger system.
2 See EPA's Lean Government website for information on how Lean is being applied by EPA and state environmental agencies.
3 The three reasons are quoted from the following article: Ken Miller, "Lean Government's Promise of Going 'Lean'," Governing. May 21, 2009,
www.Hoverning.com/blogs/public-Hreat/lean-Hovernment.html.
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Lean projects, on the other hand, involve all the key players in a system (including the
"customers") to analyze and improve the whole system.
Government agencies have numerous "processes" that produce "products"—including regulations,
guidance memos, reports, grants, workshops, inspections, travel authorizations, employee benefits
processes, mail delivery, and on and on. All of these processes have work flows waiting for
improvement. Therein lays the promise of Lean.
At the same time, there are barriers that limit Lean's success in government. The textbox below
highlights some important barriers to consider. In addition, numerous ideas, tips, and cautions are
included throughout this Starter Kit to help overcome these and other obstacles to success. While
barriers and challenges exist, experiences with Lean in government over the past decade paint a
compelling picture of the value of moving forward with Lean.
OVERCOMING BARRIERS TO LEAN'S SUCCESS IN GOVERNMENT
Numerous quality and process improvement fads such as TQM, quality circles, and reengineering have
come and gone in government. Many in government are beginning to see the power of Lean thinking for
driving excellence in government programs and processes. They see Lean's potential for being more than a
passing fad. How can the fate of being considered a fad be avoided? Here are some barriers that must be
overcome:
• The industrial jargon of Lean is a turn-off. Lean will only thrive if people in government believe the
concepts and methods apply to them. We have a ways to go in helping government managers and staff
members to see the relevance and power of Lean without experiencing it firsthand. Consider ways to
minimize the use of jargon and the desire to develop names and acronyms for improvement efforts
(e.g., you may want to use the term "rapid improvement event" [RIE] instead of kaizen event).
• Government managers often aren't focused on the details of operations and work processes. Many
government leaders and managers didn't join government to manage. Instead, they are driven by a
deep desire to address an issue or solve a problem. They get excited about bold new programs and
solving big problems—not about making operations and processes hum. But the key to results in
government is a combination of innovative policy and improving the performance of operations. Effort
is needed to uncover and celebrate the value of improving operations—the work that gets done day in,
day out. Plus, eliminating non-value added activity ("waste") gives everyone more time to focus on
your agency's highest priorities and new initiatives.
• The emphasis of Lean may seem like it's on the wrong thing. Much of the current focus of Lean is on
reducing waste, including process inefficiency and complexity. The real challenge facing many
government agencies is capacity—having enough resources to keep up with ever-expanding and ever-
more complex workloads and challenges. Lean needs to be presented in a way that emphasizes its
ability to increase our capacity to do more good. It can thus be a vehicle for process improvement and
increased capacity, even in the face of declining resources. (It is important to make a commitment that
no one will lose their jobs due to process improvement activities, or no one will want to participate.)
Source: Adapted from Ken Miller, "Lean Government's Promise of Going 'Lean,'" Governing. 21 May 2009,
www.governing.com/blogs/public-great/lean-government.html
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What Are Benefits of Lean?
Lean can dramatically improve the performance and effectiveness of agency processes in a relatively
short timeframe (see the textbox below for a list of typical benefits). The impressive results from
environmental agency Lean efforts also speak for themselves. Here are a few examples of how EPA and
state environmental agencies have used Lean projects to design more efficient processes:
• EPA Regions 3 and 7 collaborated with state representatives to streamline the Resource
Conservation and Recovery Act (RCRA) corrective action process.4 They developed a new
approach that is anticipated to reduce the time to investigate facilities from 10-20 years to only
five years, and the time to decide on cleanup actions from 6 years to 1-2 years. The
improvements are projected to result in projects making through the active pipeline 73 percent
faster than they did before the project. Based on the success of that Lean effort, other EPA
Regions and States across the country are adopting this new, streamlined approach to RCRA
corrective action.
• Wisconsin Department of Natural Resources held a project on its Environmental Performance
Partnership Agreements process, and identified improvements that are anticipated to reduce
lead time by 27 percent and repurpose 150 staff hours.
• New Hampshire Department of Environmental Services' Air Resources Division used Lean tools
to streamline the inspection report process.5 The improvements are anticipated to reduce
reporting time from 62 to 20 days, a 68 percent reduction. They created new standard work to
ensure consistency, and identified future opportunities for more improvement projects.
• EPA Region 6 decreased the total processing time for its Pesticide Enforcement Case Resolution
process from 455 days to 216 days (a 53 percent reduction).6 EPA focused on eliminating non-
value added time to increase EPA's ability to close enforcement actions, and thereby increasing
responsiveness to the public and decreasing the risk to human health and the environment.
• Iowa Department of Natural Resources streamlined the corrective action process activities in its
Leaking Underground Storage Tank program, reducing the number of decisions by 80 percent
and the number of process steps from 43 to 26 (a 40 percent reduction). These improvements
promise to drop the average decision-making timeframe from 38 months to 3 months.
• Several EPA Offices and Regions—including Region 5, Region 7, and the Office of
Administration and Resource Management in Research Triangle Park (OARM-RTP) —have
streamlined and expedited the closeout process for employees leaving the agency. The
improvements reduced steps in the process by 56% (from 146 to 82) by consolidating required
signatures, minimizing in-person visits, and developing better instructions.
• Vermont Agency of Natural Resources decreased the time needed to process an on-site
wastewater permit from as high as 542 days to 34 days (a 94 percent reduction) with the new
process design, and cut the number of steps in the permitting process from 150 to 38.7
4 For more information, seethe EPA Region 3 and Region 7 RCRA Corrective Action Facility Investigation Process case study:
https://www.epa.gov/lean/epa-reHion-3-and-reHion-7-rcra-corrective-action-facilitv-investigation-process-lean-event-case
5 For more information, seethe New Hampshire Department of Environmental Services Streamline Stationary Source Inspection Report
Preparation case study: http://des.nh.Hov/orHanization/commissioner/lean/documents/20121026-ard-insp-report.pdf
6 For more information, see the EPA Region 6 Pesticides Enforcement Resolution Process Lean Event case study:
https://www.epa.gov/lean/epa-region-6-pesticide-enforcement-case-resolution-lean-event-case-study
7 For more information, seethe State of Vermont Wastewater Permit Process Kaizen Event case study: https://www.epa.gov/lean/state-
vermont-wastewater-permit-process-kaizen-event-case-study
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These agencies achieved these results by using value stream mapping, rapid improvement events, and
other Lean methods. For more information and case studies about EPA and state Lean activity, see EPA's
Lean website (www.epa.gov/lean).
BENEFITS OF LEAN
By using Lean tools and applying Lean thinking, an agency can expect to:
• Eliminate or dramatically reduce backlogs
• Reduce the total time it takes to complete a process by more than 50 percent
• Decrease the complexity of processes and eliminate unneeded process steps
• Improve the quality and consistency of work products and activities
• Allocate more staff time to "mission critical" work
• Improve staff morale
• Enhance process transparency to internal and external audiences
The table below shows examples of how environmental agencies have used Lean projects to develop
more efficient air permitting processes.
Anticipated Improvements in Air Permitting Timeframes Resulting from Lean Projects
STATE AGENCY
SPECIFIC AIR
PERMITTING
PROCESS
PERMITTING
TIMEFRAME BEFORE
LEAN PROJECT
(IN DAYS)
PERMITTING
TIMEFRAME AFTER
LEAN PROJECT
(IN DAYS)
DECREASE
Idaho Department of
Environmental Quality
Permit to construct
270
97
64%
Indiana Department of
Environmental
Management
Title V permit
modifications
164
144
12%
Iowa Department of
Natural Resources
Standard air quality
construction permits
62
6
90%
Iowa Department of
Natural Resources
Air quality complex
permits
214
180
16%
Michigan Department of
Environmental Quality
Major air
construction permits
422
98
11%
Michigan Department of
Environmental Quality
Minor air
construction permits
143
50
65%
Using Lean to achieve process excellence is a growing trend among government agencies, including
those focused on environmental protection. EPA's 2006 Lean government primer, Working Smart for
Environmental Protection, looked in depth at the Lean experiences of five state environmental agencies,
Lean in Government Starter Kit | Page 12
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all of which have continued with Lean implementation efforts. But those were just the initial pioneers of
Lean at state environmental agencies! As of July 2016, there were about 45 states whose environmental
agencies have conducted Lean events or projects, as shown in the map below.
Lean at State Environmental Agencies
HI
AZ
NM
AK
w
ND
SD
NE
KS
OK
TX
" .
M
IA
IL IN
ME
VT
PA
MO
AR
WV
KY
VA
NH
„ m
01 Rl
Er
Ml
m DE
*)
TN
NC
r
MS AL
"
GA
SC
FL
States with known Lean activity based on an ECOS
inventory and EPA records as of July 2016
Lean efforts have also taken off at EPA, other federal agencies, and in many local jurisdictions.8 EPA has
conducted over 200 Lean projects at EPA headquarters and in regional offices around the country,
including several joint efforts between regional offices and state agencies. There is a large network of
over 30 federal agencies implementing Lean, and several federal agencies have established substantial
process improvement efforts. The U.S. Department of Defense (including the Air Force, Army, Navy, and
other agencies), for example, has conducted thousands of Lean and Six Sigma projects. Local
government agencies, including energy and water utilities, have launched successful Lean programs as
well. These improvements can translate into real environmental results. For example, JEA, an electric,
water, and sewer utility in Northeast Florida, used Lean Six Sigma methods to reduce nitrogen
discharges from a wastewater treatment plant by 74 tons per year, meet regulatory requirements two
years ahead of schedule, and avoid the need to invest in costly plant upgrades.9
8 See http://leangovcenter.com/Kovweb.htm as well as http://en.wikipedia.org/wiki/Lean Government for links to federal, state, and local
government agency Lean websites. EPA's Lean website, www.epa.gov/lean, also includes case studies of several EPA and state Lean projects.
9 For this and other examples of how water sector utilities have used Lean and Six Sigma to improve their performance, see: U.S. EPA, Resource
Guide to Effective Utility Management and Lean, October 2012, https://www.epa.gov/sites/production/files/2016~01/documents/eum-and-
lea n- resou rce-gu ide. pdf.
Lean in Government Starter Kit Page 13
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What Is Needed for Long-Term Success with Lean?
This Starter Kit is designed to help you effectively plan for and implement Lean methods—such as rapid
improvement and value stream mapping events—thereby reducing process time and complexity,
improving customer service, and making more time for high-priority activities. Whether you are
considering conducting one or a hundred projects at your organization, there are several key activities
that will help ensure that your Lean efforts yield the best results over time. Successful process
improvement efforts, including Lean government transformations, involve five key elements: leadership,
process improvement methodology, communications, performance measurement, and training and
capacity building. These five elements collectively support the development of a continuous
improvement culture. The relationship of these elements is shown in the Continual Improvement
System "House" diagram below.
The Continual Improvement System
Leadership
Plan Do
t Continual
Improvement
Culture
Act Check
I
-------
overall process improvement initiative. A Lean leader should take several critical steps, listed below, to
support Lean process improvement initiatives and to actively engage with Lean teams before, during,
and following Lean events or project meetings. The Lean Leadership Guide (see resource) has specific
examples of what leaders can do in each of these steps. For example, a Lean project sponsor can play a
key role in enabling the success of an event clearly articulating a vision of success, detailing what goals
the improved process should accomplish, and empowering the team to develop approaches to achieve
those goals. Lean leaders play an important role in removing barriers to change.
CRITICAL STEPS FOR LEADERSHIP
l.
Choose where to focus improvement efforts
5.
Provide visible support for Lean efforts
2.
Define process excellence and set clear goals
6.
Monitor progress and hold people accountable
3.
Actively participate in Lean projects
7.
Clear obstacles to successful implementation
4.
Assign staff and resources
8.
Recognize and celebrate accomplishments
Process Improvement Methodology
Effective process improvement initiatives rely on a clear and structured problem-solving approach that
employees at all levels can use and embrace. As noted earlier, Lean and Six Sigma are based on the Plan-
Do-Check-Act continual improvement cycle developed by Dr. W. Edwards Deming. They include tools to
help employees understand what the standard process is, identify when deviations occur, and then
make changes to get back on course. Chapters 3-6 of this Starter Kit are a "how to" guide for
implementing Lean events—a powerful way to put the Plan-Do-Check-Act cycle into practice with a
burst of ongoing concentrated activity over a short period. Through Lean events or other project
meetings, your team will:
• Plan: Set process improvement goals and objectives, analyze your current process as it actually
operates, identify root causes of problems, and design a new and improved process.
• Do: Identify and implement process changes to reduce process complexity, increase efficiency,
and improve environmental results.
• Check: Monitor and evaluate implementation efforts and process performance to determine
whether your efforts are on course.
• Act: Standardize and sustain successful process improvements, share transferable solutions, and
conduct additional Lean events or other activities to drive further improvements.
This Starter Kit focuses primarily on rapid improvement events; however, there is a range of Lean, Six
Sigma, and other methods that can support your agency's process improvement efforts. Some of these
methods can be implemented during a Lean event, while others may be implemented as part of daily
work practices. See chapter 3 for more information about business process improvement methods.
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Communications
As with any new change initiative, an effective
communications strategy can make the difference
between something that falters and something that
takes root and grows. Without consistent supportive
messages from leadership, Lean efforts are not likely to
succeed. Especially during early stages of Lean
implementation, people may have a lot of questions and
misconceptions about what Lean is, why the agency is using it, and what it means for their work. Use the
Frequently Asked Questions About Lean document (see resource) to support your Lean efforts and
address common questions agency staff and stakeholders may have. Internal and external
communications are a critical aspect of effectively conducting Lean events or projects. Chapter 4
provides additional guidance on communications activities leading up to Lean events, and Chapter 6
offers recommendations and tips for post-event communications with internal and external audiences.
RESOURCES
Frequently Asked Questions About
Performance Measurement
The Lean production system is built around close
attention to performance measurement. This includes
key dimensions of value relevant to the customer such as
time (e.g., how long it takes to get a permit application
processed), quality (e.g., whether there are errors or
omissions in a document), and cost (e.g., how much staff
time and agency resources are used). The Lean
Government Metrics Guide (see resource) and the
metrics discussion in Chapter 4 have more information about the types of metrics used in Lean efforts.
RESOURCES
Lean Government Metrics Guide
Lean Metrics Checklist
Much of the value of Lean process improvement projects comes from delving deep into the way that
processes actually work, analyzing performance data for the process using key metrics, and charting a
course for improvements based on the team's collective understanding of that real-world data. The
estimated performance gains that the new process will yield then serve as targets for implementation
activities. Agencies with more established Lean programs should consider what kind of consistent
performance measurement, tracking, and reporting system for Lean implementation efforts makes
sense for their culture and needs. Providing a common framework for reporting on Lean success stories
and implementation efforts can be incredibly useful for promoting process improvement efforts and
ensuring accountability for results. The Lean Metrics Checklist (see resource) outlines when to consider
performance metrics in the context of Lean projects.
Training and Capacity Building
Training and capacity building are important foundations for sustainable process improvement
programs and key to fostering a continual-improvement culture within an organization. However, as
with many aspects of Lean, training should have an applied, value-added focus. Many organizations
starting out with Lean or Six Sigma falsely assume that they need to do a lot of training before beginning
process improvement activities. Unlike TQM, which places a heavy emphasis on training as a mechanism
for process improvement, Lean is primarily a "learn by doing" approach. For this reason, many Lean
courses incorporate simulation exercises to give participants a sense of how Lean concepts and tools
Lean in Government Starter Kit | Page 16
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work in practice. Similarly, Lean and Six Sigma
certification programs generally involve a combination of
coursework and requirements for participants to
complete improvement projects at their organizations.
RESOURCES
EPA Continuous Process Improvement
Training Strategy
For many Lean project participants, their primary Lean
training is provided on day 1 of the Lean event or project
(this is sometimes called "just in time" training), to prepare them to engage in the process improvement
activities during the remainder of the event or project. A large component of your organization's Lean
training may come as a "byproduct" of conducting rapid improvement events and generating process
improvement results! By immediately applying the knowledge learned in just-in-time training in the
context of an actual project, participants can quickly achieve a basic level of proficiency in understanding
and conducting Lean tools.
When deciding what Lean training is appropriate for your agency, it is important to consider the goals of
your effort. In general, there are at least four goals for education and training efforts:
• Inform and Engage. For your Lean initiative to be successful, it is critical for people in your
agency and other important stakeholders to understand what Lean is and why it is important.
One category of education and training, therefore, focuses on explaining what Lean is, how it
relates to environmental agencies, and helps build the case for "What's in it for me?" to
managers who may be considering using Lean to improve their processes.
• Coach. Prior to Lean events or projects, it is helpful to educate and coach key participants,
including the sponsor, the team leader, and any other important decision makers who will be
involved on what happens at different stages of the project (such as before, during, and after a
Lean event), and how they are expected to participate during each stage. If your agency is using
an outside consultant facilitator, be sure the facilitator knows your expectations for the project,
including the scope, desired approach, briefings and report-out presentation, and follow-up
plans, and clearly delineate the division of roles and responsibilities between the team leader
and facilitator. Use this Starter Kit as a guide and resource for coaching presentations and
discussions.
• Enable. Another key training objective is to provide the skills and knowledge that people need
to effectively participate in Lean events, project meetings, and implementation activities.
Training for Lean event participants focuses on Lean methods and principles, and is typically
done (at least as a refresher) on the first day of an event. If your project will use a traditional
project meeting structure, you may want to train participants on any Lean tools they will use on
the first project meeting, or on an as-needed basis. Following a Lean event or project meetings,
new process-specific training is needed to educate staff on the new process and any standard
work that the team developed, and enable everyone involved in the process to work together
towards successful implementation.
• Build Capacity. While relying on external consultants to provide Lean facilitation can be a
valuable strategy for rapidly generating process improvements initially, there are advantages to
developing in-house capacity for Lean facilitation and training. In addition, it is useful to build
the capacity of staff to problem-solve and identify inefficiencies as part of their daily work
practices. This allows process improvements to occur regularly and not wait for external
consultants to conduct a rapid improvement event. Successfully conducting Lean events and
other process improvement activities depends not only on the "technical" knowledge of Lean
Lean in Government Starter Kit | Page 17
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methods, but also softer skills such as project and process management, change management,
and effective team dynamics.
EPA'S CONTINUOUS PROCESS IMPROVEMENT TRAINING STRATEGY
EPA's strategy for training and building capacity for staff to be effective continuous process improvement or
Lean practitioners involves three components:
• Body of Knowledge: Coursework to develop an understanding of Lean concepts and tools
• Body of Experience: Application of Lean practices (i.e., lead at least one EPA Lean project) and
demonstration of results
• Continuous Learning: Coaching, mentoring, and training on advanced or specialized skills
For additional details, see the document, "Lean Continuous Process Improvement Training Strategy and
Capacity Building Efforts at EPA."
If you are just beginning with Lean, you may not need much more than an orientation to Lean concepts
and the just-in-time training that a Lean facilitator provides during a Lean project. However, if you've
decided to embark on a broader, process improvement initiative, you may want to train some staff to
become continual improvement coordinators. Many environmental agencies began their Lean efforts by
relying heavily on external consultants as Lean facilitators, but over time have shifted towards in-house
facilitation of Lean projects and using consultants only for strategic guidance or for facilitating
particularly complicated or contentious projects. Chapter 7 discusses steps, including training, for
building a Lean enterprise and diffusing Lean activity within your agency.
The next several chapters discuss how to select, plan, and conduct Lean process improvement projects,
as well as how to implement follow-up activities effectively.
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CHAPTER 3. SELECTING A LEAN PROJECT
Do
Act
I-
This chapter provides advice on the first steps to take when planning a successful
Lean project: selecting a Lean project, choosing a Lean method, and locating
facilitation assistance for your Lean effort. Chapters 4 and 5 then describe the
scoping and preparation you should do to help ensure that your project will be a
success, and provide information on conducting the project. Chapter 6 discusses
follow up after the project to ensure effective implementation of the process
improvements identified by the team.
STEPS FOR SELECTING A LEAN PROJECT
Determine the Project Focus
Choose a Lean Method
Identify a Lean Facilitator
Most agencies begin their Lean implementation efforts with a pilot project to improve an existing
agency process. The diagram below shows the steps that your organization should take in the weeks
leading up to, and the months following, a Lean rapid improvement event. By following this timeline,
you can be sure to be well-prepared prior to a Lean event, and ready to stay on-track with
implementation of process changes during the important period following the event.
Lean Event Planning Timeline
Publish Event
Success Story
o fO
LL.
-=—10!
Pre-Event
Meeting
and Event
Charter
Pre-Event Data
Gathering and
Preparation
30-Day 60-Day 90-Day 6-Month 1-Year
Follow-up Follow-up Follow-up Follow-up Follow-up
Meeting Meeting Meeting Meeting Meeting
-6 we e ks
-5 weeks
-4 weeks
-3 weeks
-2 we e ks
-1 weeks
Event
+30 days
+60 days
+90 days
+ 6 months
+1 year
Rapid improvement events can be a very powerful approach for improving processes through focused
team-based activity, but they are not the only way to realize efficiency and quality gains. Government
agencies have also modified this approach by splitting events into parts, using more traditional project
meeting structure (shorter meetings occurring over a longer time frame), or implementing other
Lean in Government Starter Kit | Page 19
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methods outside of events. This Starter Kit focuses on rapid improvement events, but many of the tips
and resources are relevant to other process improvement approaches.
Determine the Project Focus
This section lists the steps you should take to select a
Lean process improvement project. Select a process to
target for improvement during your Lean project prior to
the scoping meeting (typically held four to six weeks
before an event). This is an essential step in the "Plan"
phase of the PDCA framework. More information about
the steps to take when selecting and scoping your project is available in the Lean Government Event
Scoping Guide.
List Potential Processes to Target
If this is your agency's first project, it may be useful to start with a relatively simple process (e.g., air
construction permitting for minor sources or a permit modification process) or an internal process that
does not directly interface with external parties (e.g., audit action tracking), to get a feel for Lean
methods. The selected process should be sufficiently important to capture organizational attention, but
not so complex as to make progress difficult through a single project. 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
project. However, other circumstances may dictate which process is the best candidate for a Lean
project. For example, it may make sense to initiate the Lean project in conjunction with another major
change within the agency during the implementation of a new rule or major staffing changes.
Most agencies select a process to target in a Lean project while guided by either strategy or "pain"—
that is, the greatest perceived problems. Examples of strategy-driven and pain-driven selection factors
agencies use to identify projects include the following.
RESOURCES
Lean Government Event Scoping Guide
Strategy-driven process selection factors:
• New initiatives
• Regulatory programs
• Degree of criticality to agency mission
Pain-driven process selection factors:
• Backlogs and amount of work in progress (WIP)
• Administrative bottlenecks and delays
• Customer and staff complaints
• Funding concerns
Lean in Government Starter Kit | Page 20
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Use either approach (strategy or pain), or a blend of both, to generate a list of potential processes, and
try to identify the purpose of each potential project (e.g., reduce lead times, improve quality, or
eliminate rework). In many organizations, it makes sense to initially conduct some pain-driven projects,
and then evolve to selecting projects that are linked to the agency's strategic plan and goals.
Clarify the Problem
As you select your process to improve, it is important to have a clear sense of why you want to make
changes. For example, your agency may want to issue permits or complete inspection reports more
quickly, eliminate backlogs, reduce errors, or address other concerns that managers, staff, customers, or
stakeholders may have. Clarifying the problem you would like to solve will help ensure that you choose
and implement the most appropriate solutions. Understanding the problem can have several
components:
• Define the Process: Most problems are related to processes, not people. To focus your efforts,
be clear on what process you are trying to improve.
• Identify Key Issues: It is useful to have a high-level understanding of key issues to address. Will
your improvement project focus on reducing process time, improving process quality,
simplifying the process, improving staff communications, or something else?
The amount of time you need to spend understanding the problem before addressing it will vary
considerably depending on the problem.
Assess Project Desirability
The next step in project selection is to assess the processes you've listed to determine which ones would
best be addressed in a Lean project. Consider the following factors in ranking project desirability.
• Impact: This factor refers to the value, or payoff, that potential improvements will likely have for
the organization or its stakeholders. This value could be considered in terms of environmental
outcomes, service quality, or cost-effectiveness, among others.
• Difficulty: This factor captures the amount of time and resources that will likely need to be
devoted to the Lean project, including implementation, in order to realize value, and the
probability that the improvements will succeed. Complex processes and well-established
processes may require a high level of effort to change. Reflect on the various risk factors that
may affect the likelihood that you will be able to successfully implement the improvements.
Rate potential projects based on these criteria, and then plot them on a PICK chart. A PICK chart helps a
team organize and prioritize its recommended process improvements by separating them into four
quadrants:
• P - Possible. Easy to implement but with a small impact. These could be considered as possible
ideas but not a high priority.
• I - Implement. Easy to implement and with a high impact. You should implement these changes
first if possible.
Lean in Government Starter Kit | Page 21
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• C - Challenging. Difficult to implement but with a high impact. You may want to pursue some of
these, but know that they will require a lot of work.
• K - Kick out. Do not consider ideas that are both hard to implement and have a small payoff.
PICK Chart
HIGH
Payoff
° n
D —
O °
Implement
D
O
Challenge
Possible
mm
Kick-out
LOW
1 ° o
Payoff
EASY
to Implement
HARD
to Implement
The type of government process may influence the desirability for investing in process improvements.
For example, some processes may require substantial effort to improve and the improvements may
contribute little value to the organization and its ability to achieve its mission. While all processes can
benefit from Lean, the types of Lean results—time, quality, and cost—can vary depending on the type of
process that is targeted. Quick, impressive results are often important for building organizational
support and momentum, while freeing resources and time to focus on more mission-critical work. While
applying Lean to more complex processes may not yield quick time and cost savings, sustained focus on
Leaning complex processes may yield dramatic improvements in the agency's ability to achieve its
mission. The textbox below discusses how different government process types can affect Lean results.
Lean in Government Starter Kit | Page 22
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GOVERNMENT PROCESS TYPES AND IMPLICATIONS FOR LEAN RESULTS
Government processes can vary both by frequency and variation. Process frequency refers to how often a
process is executed. Process variation refers to the degree of change or difference among outcomes or
products produced by a process. These attributes can have important implications for the types of results-
time, quality, and cost—that can be achieved and should be expected from Lean implementation. For example:
• High frequency-low variation processes: Lean
results can be particularly compelling for high
frequency-low variation processes, particularly
in terms of time and cost savings. The benefits
from Lean improvements accrue each time a
high frequency process is executed. For
example, Lean improvements to a travel
authorization/travel voucher process or a
procurement/purchase card process can save
time and money every time the process is
executed. When these processes are exercised
thousands of times per year, benefits add up
quickly. Low variation processes are often less
complex, making is easier to use Lean tools to
drive out non-value added activity. Think
about opportunities for building momentum
with Lean success on high frequency, low
variation processes.
• Low frequency-high variation processes: It can take
longer to realize impressive Lean results with low frequency-high variation processes. These processes are
typically more complex and do not occur as often as high frequency processes. While the initial time and
cost savings can be less dramatic than for high frequency-low variation processes, Lean methods can be
highly effective for improving the quality and effectiveness of low frequency-high variation processes. For
example, applying Lean to a periodic strategic plan development process or a rulemaking process can
produce meaningful time and cost savings, but the real value may lie in improvements to the quality,
effectiveness, and transparency of these processes. Value stream mapping and other Lean methods are
powerful tools for reducing the complexity of high variation processes. Lean also creates more robust
institutional memory of the process that avoids reinventing the wheel in the future.
Another Dimension that Can Affect Lean Results: Multi-Agency Processes
Processes that involve hand-offs among multiple government agencies or offices pose unique challenges and
opportunities. Each agency has its own internal process that interfaces with other agencies' processes. These
agency-specific processes may not be well-aligned and process "ownership" boundaries may not be clear.
Value stream mapping can be a powerful tool for building cross-agency understanding, trust, and alignment.
Kaizen improvement events can help improve internal agency processes that interface with the multi-agency
process. Leadership and political will across the participating agencies is typically needed to navigate obstacles
arising from differences in agencies' missions, goals, and organizational cultures.
Think carefully about which processes types you want to target first and set realistic expectations for results.
High Frequency
Low Variation
Examples:
Travel vouchers
Procu rement requests
Small source permitting
Low Frequency
Low Variation
Examples:
Mission contract bid
review
Annual budgeting
High Frequency
High Variation
Examples:
Rulemaking
Pe rm itti n g f o r co m pi ex
Low Frequency
High Variation
Examples:
New program design
Strategic plan
development
Lean in Government Starter Kit | Page 23
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Screen for Readiness to Select the Project
After you have narrowed your list to the most desirable projects, screen the projects for readiness. You
should select the project that is most well-suited at the present time to produce positive results for your
organization, and serve as a model to inspire future projects. Consider the following factors:
• Project ownership by a sponsor: If there is no obvious individual to oversee and lead a Lean
project and motivate others to change, then it is not likely a good candidate. The project should
be designed to produce results that will be meaningful to the sponsor, so that the sponsor will
be invested in making it succeed.
• Engagement of key managers: If key managers, including front-line supervisors, show resistance
or opposition to an improvement effort, it can be difficult to move forward with
implementation.
Choose a Lean Method
Once the initial scope of the project has been determined, consider which Lean methods to use. Two
common event-based Lean methods are value stream mapping and rapid improvement (kaizen) events.
While these event-based Lean methods are powerful methods for driving continuous improvement,
there is a range of complementary Lean methods that can also support continuous improvement and
process excellence. This Starter Kit focuses on event-based Lean methods; however, other important
Lean methods are summarized later in this section. Your Lean facilitator can guide you in choosing the
methods that are right for your agency and process.
• A rapid improvement event (also called a kaizen event) is a highly structured, 2-5 day facilitated
event involving a team of staff and stakeholders that is designed to rapidly make progress in
identifying and implementing improvements to a process. Participants map out the steps of the
process, gaining an understanding of all parts of the process, and then identify areas where non-
value added steps can be eliminated in order to reduce waste. Rapid improvement events are
characterized by immediate implementation of process improvements during the event. The
event is typically followed by weekly implementation team meetings and post-event progress
meetings with leadership, usually 30-, 60-, and 90-days after the event, to track the
implementation of identified improvements.
• A value stream mapping event is similar to a kaizen event, but higher level in focus; it also
requires the dedication of a team of participants, generally for 2-4 days, and a facilitator. The
team maps out the entire process from start to finish in its existing state in a high-level visual
representation of process flows. Participants then create an alternative future state map based
on the elimination of waste from the existing state. Improvements are identified to transition
from the existing process to the future state. A value stream mapping event approach is more
high-level and strategic than a rapid improvement event, and can be used to create a full picture
of a process before drilling down into tactics through other methods.
Agencies just starting out with Lean often use rapid improvement events to quickly achieve the results
that have interested many in Lean. Conducting one or a few rapid improvement events can help build
momentum for a Lean initiative. Some agencies choose value stream mapping (or simplified process
mapping) for their first project, since this method can help an agency clearly understand its process and
Lean in Government Starter Kit | Page 24
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identify areas of waste that can be targeted through future projects. Other agencies have integrated
value stream mapping and kaizen rapid implementation techniques in the same project.
Rapid improvement and value stream mapping events
are very powerful methods, yet they can require
substantial investments of time, energy, and financial
resources. In some cases, other Lean tools may be most
appropriate, such as in situations where resources are
limited. The Lean Methods Table below describes various
Lean methods and the situations in which it makes sense
to apply them. Some of the Lean methods, such as 5S
and visual controls, can be implemented either during or
outside the context of Lean events. The Lean Government Methods Guide provides additional
information on these methods and how to select them.
RESOURCES
Pre-Screening Application for Lean
Projects
Lean Government Methods Guide
Keep in mind that while many of these methods involve a formal, planned approach to process
improvement, your organization can also regularly implement "just-do-it" actions that do not require
team participation or little or no formal tools. These quick fixes can empower employees to perpetuate
continuous improvement through their everyday operations, and reduce waste and improve efficiency
outside the bounds of formal events. You can identify "just do its" in kaizen events, or through process
walks or in your daily work once you have an understanding of Lean concepts. In this way, processes can
continue to improve without waiting for time and resources to be dedicated to a Lean event.
Lean Methods
METHOD DESCRIPTION
Process A cross-functional team of employees
Walk/ walks through the work area over a short
Treasure period of time, identifying opportunities to
Hunt/Gemba reduce waste and introduce improvements
as they walk. Improvements can usually be
implemented rapidly, resulting in quick
gains. This method can help to engage
employees in spotting waste in their day-
to-day activities beyond the scope of the
initial treasure hunt or process walk.
WHEN TO USE
THIS METHOD
To identify
immediate and/or
easy changes; to
identify waste in a
process "on the
floor"
EXAMPLES
South Carolina
Department of
Environmental Health and
Control conducted a
process walk prior to a
Lean process improvement
event in order to establish
an understanding of areas
with the greatest need for
improvement.10
10 For more information, see the South Carolina Stormwater Permit Process case study: https://www.epa.gov/lean/lean-government-south-
carolina-stormwater-permit-process-lean-event-case-study
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METHOD
DESCRIPTION
WHEN TO USE
THIS METHOD
EXAMPLES
Standard
Work
This tool represents the sequence of
activities needed to perform a given
operation, and forms the baseline for other
continuous improvement efforts.
Improvements made during kaizen events
are immediately documented as standard
work to ensure that all employees
understand and consistently implement the
new process. Standard work (e.g.,
templates, forms, & process maps) ensures
consistency and prevents errors.
In conjunction
with other process
improvement
efforts, to
document and
sustain identified
process
improvements
EPA Office of the Chief
Financial Officer
developed a standard
format for corrective
action plans, dramatically
improving efficiency and
data accessibility.11
Visual
Controls
Visual controls, which are signs or symbols
to remind employees of standard
procedures, can be used to reinforce the
improvements made to a workspace using
5S. These controls are also used for
implementing standard work and
improvements identified during other Lean
events, to provide visual feedback on
process performance.
To quickly remind
employees of
identified
improvements and
ensure continued
implementation,
reducing
deviations from
the desired
standard
Examples of visual controls
include color-coded filing
systems, labels, timers,
and signs reminding
employees of standard
practices.
5S
5S is a method for maintaining an efficient
& functional workplace based on five steps:
• Sort (organize tools and materials,
retaining only what is essential)
• Set in Order (arrange and label items in
an order that maximizes workflow)
• Shine (regularly straighten and tidy
workspaces and restore items to their
place)
• Standardize (spread identified
improvements to all workstations)
• Sustain (maintain and review
standards to ensure they continue to
be implemented)
• Some organizations add a sixth "S" for
Safety.
When there is a
need to improve
workstations and
workplace
organization
The state of Minnesota
has established a 5S
training program for
government offices;
Indiana Department of
Environmental
Management (DEM) has
applied 5S to establish
orderly, efficient work
areas.
11 For more information, see the EPA Office of the Chief Financial Officer Corrective Action Tracking case study: https://www.epa.gov/lean/epa-
office-chief-financial-officer-corrective-action-tracking-case-study
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METHOD
DESCRIPTION
WHEN TO USE
THIS METHOD
EXAMPLES
A3
This rapid-deployment tool is a framework
to guide a problem-solving process, and
complements organizational strategy by
displaying the connections between overall
priorities and tactical Lean efforts.
Individuals or small teams diagram a
process or problem, propose solutions, and
establish an implementation plan using
only what they are able to fit on a standard
A3-sized (approx. 11 x 17") piece of paper.
This method requires that the team
communicate well to depict the process
simply, and results in a high-level view of
the current steps in the process as well as a
path to the improved state. In the process,
the team improves their problem-solving
capacity.
To connect overall
organizational
strategy to all
levels of process
improvement
efforts; to identify
areas for quick
improvement, and
flag areas for
potential future
improvements
Indiana DEM has applied
the A3 method at the staff
level to improve
connections between
strategy and improvement
efforts, and to improve
communication across the
agency.
Mini-Lean
Event
A condensed, small-scope improvement
effort on a single improvement that can be
completed in a very short time-frame,
often a matter of a few days or even hours.
Time constraints
and/or limited
financial
resources; when
there is a need for
extremely rapid
small-scale
improvements
Iowa Department of
Natural Resources has
conducted six point kaizen
exercises on processes
with a small scope and
condensed timeline.
Rapid
Improvemen
t
Event
(Kaizen
Event)
A structured event led by a facilitator in
which a team of participants (composed of
a mix of leaders, staff experts in the
process, and people less familiar with the
process) map out a process, identify areas
for rapid improvements, and implement
the changes during the event. This tool can
help jump-start a larger, sustained process
improvement effort across an organization
by serving as a pilot project.
The primary
implementation
method for Lean,
use kaizen events
to identify process
changes for
practical
implementation
Florida Department of
Environmental
Protection's Submerged
Lands and Environmental
Resource Permitting
Program rapid
improvement event
achieved a 50% reduction
in the time it takes for an
application to reach a
processor.12
12 For access to several case studies on rapid improvement events, seethe EPA Lean Government Publications page:
https://www.epa.gov/lean/lean-government-resources
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METHOD
DESCRIPTION
WHEN TO USE
THIS METHOD
EXAMPLES
Value
Stream
Mapping
Event
A structured event led by a facilitator in
which a team of participants maps out an
entire process from beginning to end,
identifying areas for future process
improvement efforts. This method provides
a thorough, high-level understanding of the
process and helps identify future steps for
improvement.
Prioritization and
planning tool to
gain high-level
understanding of
processes and
identify areas for
future
improvement
efforts
EPA Region 6 Pesticides
Enforcement value stream
mapping event reduced
total processing time by
53%.13
Six Sigma
A process improvement methodology that
aims to improve processes by reducing
variability and removing defects (or errors)
using quality management methods
including statistical analysis of processes.
Processes are rated by their "sigma rating,"
which indicates the percentage of defect-
free results or products generated.
Organizations train staff to become Lean
Six Sigma green-belts or black-belts, who
are experts in reducing defects. Six Sigma
improvement efforts follow the DMAIC
methodology:
• Define the problem
• Measure key aspects of process data
• Analyze the data
• Improve or optimize the current
process
• Control the future state process to
correct any deviations
When the specific
problems in a
process are data
rich and quality
related or highly
variable and
statistical analysis
would be useful
(Requires
knowledge of
statistical
methodologies)
Minnesota Pollution
Control Agency used Six
Sigma to improve the
timeframes for its NPDES
permitting timeliness from
9% to 75% within 180 days
and reduce the NPDES
reissuance permitting
backlog from nearly 50
percent to 8 percent.14
Lean Process
Design
Methods for designing new processes or
products or for redesigning existing ones.
These methods incorporate Lean and Six
Sigma concepts and tools to design
processes that meet customer needs
through processes that are as simple and
streamlined as possible, anticipating and
addressing potential problems early. Lean
process design methods include Lean
Startup, Design for Lean Six Sigma, and
Production Preparation Process (3P)
When designing a
new process or
product, or
redesigning an
existing one (More
advanced Lean
method)
Iowa DNR applied Design
for Lean Six Sigma to its
effort to design a new
agency magazine to
achieve on-time high-
quality production while
meeting day-to-day
communication needs.
13 For more information, see the EPA Region 6 Pesticide Enforcement Case Resolution case study: https://www.epa.gov/lean/epa-region-6-
pesticide-enforcement-case-resolution-lean-event-case-study
14 For more information, see the Minnesota Wastewater Permitting Process Six Sigma Project Case Study:
https://www.epa.gov/lean/minnesota-wastewater-permitting-process-six-sigma-proiect-case-study-2003
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METHOD DESCRIPTION
Strategy A strategic planning methodology in which
Deployment all employees participate in process
management to "cascade down" strategy
deployment goals through all levels of the
organization. This method is designed to
ensure that all staff go about their work in
a way that applies the master plan of the
organization consistently. Regular review of
actions is necessary to address deviations
from the strategic plan. Also known as
policy deployment or Hoshin Kanri.
WHEN TO USE
THIS METHOD
When an
organization is
interested in
connecting process
improvement
efforts to overall
strategic goals
(More advanced
Lean method)
EXAMPLES
Iowa DNR applies policy
deployment to prioritize
process improvement
efforts based on strategic
objectives, and to select
projects that promise to
have the greatest impact
on agency performance.
Identify a Lean Facilitator
All Lean events are led by a Lean facilitator who organizes and manages the discussions. The importance
of securing a skillful 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, meaning teacher
or "one who has gone before."
Most agencies seek outside assistance at the beginning of their experience with Lean efforts; indeed,
relying on external consultants to provide facilitation can be a valuable strategy for generating positive
Lean results rapidly and helping your program take off. Over time, many agencies choose to build
capacity for in-house facilitation and training in order to reduce dependence on external facilitators,
which can be costly. However, even agencies that have developed in-house capacity for Lean training
and facilitation find value in occasionally seeking additional assistance, especially for more complex or
politically sensitive projects. See Chapter 7, "Diffusing Lean Activity and Becoming a Lean Enterprise,"
for more advice on building Lean capacity within your organization over time.
If you do choose to pursue external resources for facilitation, 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.15 Private sector companies who are using Lean have also provided technical
support to agencies by allowing agency staff to attend industry trainings and providing Lean facilitators
for agency events.
When evaluating a potential Lean facilitator, it is important to consider the facilitator's past experience,
areas of expertise (e.g., supporting Lean in government and office settings), price, and availability. In
general, the cost of an experienced Lean facilitator ranges from approximately $2,000 to $3,400 per day.
The cost of having an experienced facilitator is typically well worth it to ensure a successful Lean event.
Several helpful tips for securing a Lean facilitator include:
15 A directory of NIST MEP centers is available at: http://ws680.nist.Hov/mepmeis/FindYourLocalCenter.aspx .
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• Talk with representatives from other government agencies to ask for recommendations for
potential Lean facilitators.
• Consider issuing a request for proposal to help
with the selection of an experienced Lean
facilitator. The sample Lean Facilitator Request
for Proposal resource 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., supporting
Lean in government and office settings), references, price, and availability.
• Remember that securing a talented facilitator is not the same as securing a talented facilitator
who has experience running Lean events.
After your initial successes with Lean projects, try to identify individuals who might be interested in
becoming trained Lean facilitators within your organization who can then lead future projects. Building
internal capacity for facilitation in this way can ensure the longevity of process improvement efforts,
even through times of financial constraints, and also empower staff to identify areas for improvement
during their daily activities. As you "learn by doing," be sure to engage anyone who might be interested
in becoming trained to facilitate events. Some agencies even develop internal facilitator training in order
to maintain an infrastructure of continuous improvement capacity. Seethe Lean Facilitator Request for
Proposal and the EPA Continuous Process Improvement Training Strategy in the Resources section for
more information on building internal facilitation capacity and a culture of continuous improvement.
The next chapter explains how to scope a Lean project after you have selected it, and to prepare for a
Lean event.
RESOURCES
Lean Facilitator Request for Proposal
EPA Continuous Process Improvement
Training Strategy
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CHAPTER 4. LEAN PROJECT SCOPING AND EVENT
PREPARATION
scoping are essential for success. This chapter continues the "Plan" phase of the
Plan-Do-Check-Act problem-solving framework and explains the scoping process
and steps that you should take during the weeks leading up to an event (if your
project involves one). Follow these steps carefully to ensure that all participants
will be well-prepared for a smoothly organized experience during your Lean
Once you have decided to conduct a Lean project, selected a process, and
secured an internal or external facilitator, conducting effective planning and
event. If your project uses a format other than a rapid improvement event, you
should still carefully plan and scope the project so that it will be most likely to meet or exceed your
expectations. Note that the first two sections provide guidance that is generally applicable for all Lean
projects, while the latter two sections are focused on how to plan and prepare for a Lean event.
STEPS FOR PROJECT SCOPING AND PREPARING FOR A LEAN EVENT
Select the Project Team
Scoping Meeting: Develop the Charter and Identify Metrics
Plan Event Logistics
Prepare for the Event
Select the Project Team
After selecting the focus of your process improvement project, the next step to take in a Lean project is
to identify who will be involved and invite those people to participate in the project.
Identify the Lean Project Sponsor and Team Leader
Several key individuals will bear the lion's share of responsibility for your project's success. The Lean
facilitator (for event-based projects), the project sponsor, the team leader, and the implementation
team leader serve vital roles. As you identify individuals to serve in these roles, consider the
responsibilities inherent to each role, described below. The role of facilitator is described in Chapter 3.
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Lean Project Roles
ROLE
DESCRIPTION
Sponsor
Plannin g/Scopin g:
• Help develop the Lean project charter, including identifying goals and
objectives, setting the scope, and recommending participants.
• Authorize the Lean project.
• Approve staff time and other resources as needed for planning, Lean event (if
applicable), and follow-up.
Lean Event or Other Process Improvement Activities:
• Participate and provide input at the project kick-off and final report-out
presentation.
• Attend management briefings during the event (e.g., daily) OR participate fully
in the event.
• Communicate project direction.
• If your project is not a rapid improvement event, participate in management
briefings and major project team meetings throughout the improvement effort.
Follow-Up:
• Keep the team accountable for results and implementation of process changes
(e.g., where appropriate, engage with management of participants that have a
significant role in implementation).
• Demonstrate commitment to full implementation and keep the team
motivated.
• Participate in routine check-ins with the Implementation Team Leader (e.g.,
weekly or bi-weekly 15-minute stand-up meetings).
• Attend major follow-up meetings (i.e., 30-day, 60-day, 90-day, 6-month, 1-year,
etc.) to review process performance data and discuss project progress with the
project team.
• Help make implementation successful by removing barriers when needed (e.g.,
reducing competing demands on staff time).
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ROLE
DESCRIPTION
Facilitator
Plannin g/Scopin g:
• Facilitate the pre-event scoping meeting or meetings.
• Work with the team to develop the Lean project charter, select the team, and
prepare for the event.
Lean Event or Other Process Improvement Activities:
• Facilitate the Lean event, including working with the team to:
o Map the current and desired future state of the process,
o Identify and, if possible, implement process changes (e.g., develop
standard work).
o Develop an implementation plan for follow-up after the event,
o Prepare for the event report-out presentation.
• If your project is not a rapid improvement event, facilitate project meetings to
guide the team to analyze and improve the process using Lean or other
methods.
Follow-Up:
If requested, facilitate major follow-up meetings.
Implementation Team
Leader
Lean Event or Other Process Improvement Activities:
• Participate in the Lean event and the development of the implementation plan.
• If your project is not a rapid improvement event, participate in project team
meetings to make changes to improve the process and organize follow-up items
that cannot be implemented immediately into an implementation plan.
Follow-Up:
• Organize and facilitate weekly project stand-up meetings or other check-ins to
make sure the team is on track with follow-up items.
• Participate in routine check-ins with the project sponsor (e.g., weekly or bi-
weekly 15-minute stand-up meetings).
• Encourage the team to make progress with implementation and help
troubleshoot follow-up when needed (elevate issues to the sponsor or other
senior managers if needed).
• Track progress with implementation, and keep the implementation plan or
other action-tracking tools up to date.
• Organize the team for major follow-up meetings with management.
• Ensure that data on key process performance metrics are collected at regular
intervals, reported to the project sponsor and other key managers, and shared
with agency-wide results tracking systems, such as EPA's LeanTrack.
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ROLE
DESCRIPTION
Team Member
Lean Event or Other Process Improvement Activities:
•
Participate in the Lean event and the development of the implementation plan.
•
If your project is not a rapid improvement event, participate in ongoing efforts
to identify and implement improvements, including project team meetings.
Follow-Up:
•
Participate in project team meetings with the implementation team leader.
•
Make changes to improve the process by carrying out actions in the
implementation plan.
•
Monitor, evaluate, and communicate the results of process changes, based on
assigned duties.
Sponsor
Identifying a sponsor is critical to the project's success. Ideally, the sponsor is a director or leader of a
division within which the Lean project is taking place. Having a sponsor for a project can also increase
buy-in within the agency and among upper management, and assist with removing any obstacles in
getting the project planned and process changes implemented. This role is useful when trying to ensure
that team members can get 2-5 days of time away from their regular duties and responsibilities to
participate in an event.
The sponsor participates at key times during the project and oversees implementation activities to keep
the project team accountable for achieving its goals and objectives. The sponsor will work closely with
the implementation team leader following any Lean event to make sure that improvements move from
anticipation to reality. While the implementation team leader focuses on keeping the project team on
track with its assignments, the sponsor's role is to push the team to achieve its overall project objectives
and help remove barriers that may be in the way.
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 project sponsor include:
• Provide the necessary financial resources
for the project.
• Identify potential Lean team members
(along with the team leader).
• At the project kick off, communicate
expectations to the team and set the
direction of the Lean project.
RESOURCES
Lean Project Sponsor Contract
Lean Leadership Guide
• Clearly state that the process that the Lean
team develops during the project will be
the new process—the team is not making
recommendations.
• Communicate to the team that you will do
everything possible to support the new
process.
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• Challenge the team to develop innovative
solutions and ideas without introducing pre-
conceived ideas.
• Be visible during the event or project
meetings and provide enthusiastic support
of the participants.
• Attend team leader meetings and daily
management briefings during the event and
provide redirection if needed.
• Assist in removing obstacles during the
event, project meetings, and/or
implementation.
• Be strategic: Use the project to advance
agency objectives by improving the
performance of the process while being
aware of the impact to the total system.
• Attend the report-out session for the event
or project to show support and recognize
team members for their efforts.
• Track the status of implementation after
the project to make sure the team
continues to make progress and does not
backtrack.
• Hold the project team accountable for
achieving the project's goals and objectives
and for implementing the new process.
A Lean project sponsor contract (see resource) can be used to affirm a sponsor's responsibilities and to
demonstrate his or her commitment of support.
Team Leader
The team leader plays a critical role in planning project activities and managing participation of team
members during Lean events or other project meetings. For event-based projects, the team leader
assists the facilitator in setting the stage for a productive event. It is often preferable for an outsider to
help the team navigate entrenched perspectives, creating a more open and transparent environment for
team members to be creative. In other cases, it can be useful to have a well-respected individual from
the work area who can help drive and sustain commitment to improvements made by the team through
assistance with follow-up activities. Think about what makes most sense for your organization.
The team leader helps coordinate event logistics, including securing the event space, arranging for
meals, and purchasing supplies. Ideally, the team leader has an assistant who helps with administrative
tasks that need to be accomplished prior to and during a Lean event.
Specific roles and expectations of the team leader include
• Identify potential Lean team members
(along with the sponsor).
• Support the team members in finding
solutions.
• Help facilitate an open exchange of ideas.
• Encourage creative thinking and problem-
solving.
• Support the team during project
implementation.
Ensure that all project objectives are met.
Help prepare for the project.
Assist in selecting team members
Prepare the schedule and agenda.
Gather needed materials and tools.
Keep up to date on all aspects of the
project.
Assist with documentation and reporting.
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• Secure consulting services of Lean
facilitators.
• Arrange a site visit for the project team to
talk with the workers and see the process in
action.
When the team leader is from outside the specific content area in which the project is occurring, good
communication is crucial. Team leaders will need to know the goals and objectives of the project, any
process requirements, and the expectations of the team members. Any contextual information, such as
past problems encountered and gains achieved should be shared with the team leader.
Select Other Participants and Determine Roles
Thoughtful participant selection can ensure a successful project, making it important to carefully select
staff and stakeholder participants. The sponsor and team leader typically work together with the
facilitator to identify team members. Team members are expected to attend entire Lean events and
fully participate by providing input and ideas. Team members are also expected to complete
assignments identified during the event or project meetings. Here are some things to consider when
selecting participants and determining roles:
• Ensure the team has cross-functional representation. Consider including a mix of participants
who work directly with the process, those who manage or supervise the process, and those who
are not directly involved but interact with the process (e.g., customers, support processes).. It is
important that members of the team are empowered to make commitments about process
improvement ideas that are within the scope of the project.
• Don't forget to include customer or stakeholder
representatives in your project team. Including
these outside perspectives in your team can be
very useful in identifying root causes of problems
and brainstorming creative solutions.
• It is often helpful to have a representative from
the agency's information technology (IT) group
involved as team members or available to provide on-call support, since most processes have
some important relationship to agency databases or information systems. For more information
on integrating Lean and IT in Lean projects, see the Lean and Information Technology Toolkit.
• It may also be useful to consider whether people from the agency who are indirectly affected by
the process or representatives from other support functions, such as accounting, legal, or
human resources would be helpful to include in the team or have available to provide support. It
is also often helpful to include union representatives.
• 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 team
that can continue implementation after any event. Consider involving informal as well as formal
leaders on your Lean project team.
RESOURCES
Lean and Information Technology
Toolkit
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TEAM LEADER EVENT PREPARATION CHECKLIST
For Lean projects involving rapid improvement events, consider using the following checklist of activities
needed to plan and prepare for an event. The team leader may delegate these tasks as appropriate.
4 (or more) weeks before event:
S Coordinate with sponsor to select the process to improve
S Identify potential team members
S Identify resources required
S Develop draft charter with facilitator and sponsor (sponsor and team leader provide substantive
input, facilitator manages the process, full team confirms charter at scoping meeting)
S Reserve meeting space and time on participants' calendars
S Establish pre-work that the team will need to complete, including data collection
3 weeks before event:
S Socialize the charter and gather approval signatures
S Collect baseline data
2 weeks before event:
S Confirm availability of personnel and resources
S Remind leaders and sponsors to be available for report-out and any daily management briefings
S Ensure affected parties in the event focus area are aware of the impending event
S Ensure affected parties have a method to forward observations
1 week before event:
S Prepare data packets, employee suggestions, supplies, toolkits, forms, and meeting spaces for
event
S Confirm event agenda and schedule with all affected parties
Lean event teams are typically comprised of 8-10 members; other team-based Lean projects may want
to use a similar size limit. Some processes are extremely complex, however, 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 15. Once the group size gets beyond this size, it can become very challenging to
manage, especially for the facilitator.
• If you cannot pare down your list of critical participants for an event or project below 20,
consider convening 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 or project meetings is
to distinguish between observers and participants. Observers should be limited in number and
should not exceed a few at a time, 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.
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• Team members are expected to shed all of their operational responsibilities during the course of
the event or project meetings, thereby allowing them to completely focus on the project. It is
highly disruptive and disrespectful to the team if a senior manager or other team member is
routinely taking calls, checking email, or leaving the room. Ensure that each team member's
responsibilities are delegated to other staff during the event or project meetings and
communicate the expectation that team members should not be doing other work.
• If you are having trouble selecting team members, it may be useful to hold a scoping meeting
with a small group of staff to identify all the activities included in the project 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).
Scoping Meeting: Develop the Charter and Identify Metrics
The scoping meeting is probably the most crucial step in
planning and preparing for a successful Lean project. It
occurs at the beginning of a Lean project or between
three and six weeks prior to a Lean event. The scoping
meeting is commonly held in the venue in which the Lean
event will take place. The scoping meeting should include
the full team participating in the Lean project or event,
including all team members, the Lean facilitator, the
project sponsor, the team leader, and key managers and
other staff who oversee or are involved in the process to
be targeted by the Lean project.
Scoping meetings typically last between two and four hours, depending on the complexity of the process
and project and the Lean experience of the participants. During the scoping meeting, participants will
create or refine the Lean Team Charter, an important document which sets out the scope of the process
that will be addressed in the project, establishes the goals and objectives of the project, outlines initial
data collection activities, and identifies the team members. This section explains how the scoping
meeting participants should decide what each of these important components of the charter should be.
There are eight steps (described in this section below) in the scoping meeting to create a charter that
will best prepare for a successful project:
RESOURCES
Lean Government Event Scoping Guide
Scoping Meeting Agenda
Lean Team Charter
SIPOC Instructions and Template
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STEPS FOR DEVELOPING A LEAN TEAM CHARTER
1. Record event dates and location
2. Describe the process and problems to address
3. Develop the project scope
4. Clarify boundary conditions for the project
5. Identify goals and objectives
6. Identify performance metrics and pre-event data collection needs
7. Set a schedule for follow-up meetings
8. Identify team members and on-call support
You can read much more about these steps in the Lean Government Event Scoping Guide, which has
examples of environmental agency experiences with Lean project scoping.
Step 1: Record Event Dates and Location
Record the meeting locations, project dates, and meeting times at the top of the charter. Team
participants will use the charter as a reference, so this information will serve as a useful reminder to
clear their schedules in advance of the project.
Step 2: Describe the Process and Problems to Address
Provide a brief description of the process that is the subject of the Lean project. Identify the primary
customer(s) and deliverable(s) of the process. Identify the problem (real or perceived) that the team is
trying to address in the project, including any evidence of the problem. Describing the process and
problems up front can help the project team communicate about the project during and after a Lean
event.
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SIPOC ANALYSIS: SMART SCOPING FOR EFFECTIVE PROJECTS
Consider conducting a SIPOC (Supplier, Inputs, Process, Outputs, Customer) analysis to decide on the specific
focus for your Lean project. A SIPOC diagram documents the key boundaries of your process, including the
start and end points, the inputs and outputs, and parties that interact with the process. This tool helps
provide a natural but structured way for a Lean project team to clarify the focus of a project during a scoping
meeting before creating a more detailed process map during an event or other project meetings. Think of a
SIPOC diagram as a tool to capture the most critical information regarding a process. This approach is now
standard practice for scoping meetings for EPA Lean projects.
Complete the SIPOC diagram by identifying the following components of your process:
• Suppliers: Organizations or individuals who provide input to the process
• Inputs: Information, expertise, and materials needed to perform a process
• Processes: Sequential set of linked tasks that transforms input into output
• Outputs: The product, service, or other deliverable(s) from the process
• Customers: Anyone (external and internal) that receives the output from the process
Suppliers Inputs Process Outputs Customers
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Cod Po
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• Define key components of the project scope. Begin by discussing and identifying key
components of the project scope that will keep the team focused on specific areas that will best
enable them to improve the process. The scope should identify the process, the project name,
the trigger that sets the process in motion, the first and last steps in the process, and the
specific process conditions that the team assumes to exist for the purpose of the project. Be as
specific as possible when documenting the scope in order to avoid confusion.
• Consider whether the scope is sufficiently narrow. Once you have clearly documented the
components of the project scope, step back and consider whether the scope is narrowly defined
enough to accomplish in a few days' time. This step is critical to the success of the project. Many
teams have a tendency to scope Lean events too broadly, which can lead to an event consumed
by charting the current process and that lacks sufficient focus directed onto creating specific,
implementable improvements.
• Consider implications of the scope and align expectations. Scoping an event is a balancing act;
on one hand you want to scope the event broadly enough to enable a strategic and systems-
focused improvement approach; on the other hand, you want to be able to focus in enough
detail to be able to drive timely and effective implementation actions during or immediately
following the event. Be aware that a too-broad scope will necessitate extra follow-up
implementation planning and support, and potentially even additional Lean events. Be sure to
align leaders' expectations for results with what can realistically be achieved.
Ask your Lean event facilitator for help with appropriately scoping a Lean event.
Another strategy that can be useful for managing the scope of projects that could otherwise be too big
is to conduct a half-day visioning session to map the process to get an understanding of the problem
areas and opportunities at a high level and then develop a realistic plan for rapid improvement events or
other improvement projects (see box). Additionally, 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 project.
VISIONING SESSION: A STRATEGY FOR PROJECT SCOPE MANAGEMENT
If you think your Lean team may be considering a process improvement project with too large a scope,
consider convening key leaders during the early stages of project planning to hold a visioning session. In a
visioning session, leaders involved in the process area meet for a day or less to discuss the process
improvement project and map out an overall plan at the "50,000-foot" level. This can be done in
conjunction with the scoping meeting or separately. Use this exercise to gain an understanding of where
there may be opportunities to eliminate waste in the process, and then discuss which area or areas to
target for more detailed analysis in a Lean project. Holding a visioning session early in the planning process
can help avoid the problem of scoping a project too broadly, because leaders will be able to gain an overall
understanding of the process before an event or other project activities, and then define an appropriate
scope and goals.
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Step 4: Clarify Boundary Conditions for the Project
During scoping discussions, it is crucial that the project sponsor, possibly in coordination with other key
agency managers, set clear boundaries for the Lean project. Setting boundaries in advance helps a Lean
team to keep its focus on those aspects of the process and potential solutions it has reasonable control
over. It is important that the scope for the project be limited to areas for which the Lean team is
empowered to make changes and decisions. 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 project. It may
also be necessary to draw clear lines where hand-offs are made to other processes. For
example, it may be appropriate for a state Lean project to establish that an external review
process (e.g., EPA review, public comment process) will be "out of bounds" for what the project
team is examining.
• Solution-scope boundaries: It may also be important to set limits on the types of changes that
are allowed as part of the Lean project. For example, it is typically appropriate to say that policy
changes are off-limits.
Conducting a SIPOC analysis, as described above in Step
2, will help your team through the process of defining
Establishing clear boundary conditions for the Lean
project can address potential concerns that some agency
staff or stakeholders may have while also clarifying team expectations about aspects that are fair game
for improvement. Key examples 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 project, 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 project 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
projects are designed to strongly encourage creativity to find ways to reduce costs rather than
to increase capital expenditures.
While it is okay to allow teams to set some boundary conditions during the project, it is important to
identify which boundary conditions must be set in advance.
RESOURCES
boundary conditions for the project.
SIPOC Instructions and Template
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EXAMPLE BOUNDARY CONDITIONS FOR A STATE AIR PERMITTING PROJECT16
In Scope
Out of Scope
• Interpretation of agency rules, policies, and
guidance documents
• Internal organizational structure
• EPA regulations
• Interpretation of EPA rules, policies, and
guidance documents
• Internal permit process and timing
• Modifying existing agency rules
• Applicant interaction and timing
• Additional resources
• Electronic submittals
• Permit appeal process
• Application content and format
• Mandated public participation requirements
• Permit and technical memo format
• Permit involving enforcement action
• Special condition content
• Public hearing process/officer
• Communication (internal/external)
Step 5: Identify Goals and Objectives
Setting clear goals and objectives for the project enables clear targeting, which is essential for success.
These improvement targets are an important component of the PDCA framework's "Plan" phase.
Lean project goals are statements of intent that focus attention on the areas in which improvement is
desired. Goals define the desired outcomes for the project - that is, what success looks like. The team
should establish a shared understanding of the 1-3 highest-priority goals. Example goals include:
• Reduce the lead time for reviewing air construction permit applications.
• Decrease response time for customer calls related to sewer back-ups.
• Increase the percentage of permit applications that are complete and accurate.
Lean project objectives differ from goals in that they are specific and measurable. Objectives should
include the goal, metrics associated with the goal (see next step), targets, and timeframes. Examples of
well-defined objectives include:
• Reduce the maximum time for first response to permit applicant inquiries to 24 hours within 3
months.
• Improve first time quality of water quality data submittals from 72 to 95 percent by June 1.
You may also want to identify intended qualitative outcomes for the project that cannot be directly
measured, such as clarify roles and responsibilities, create standard work procedures, or improve
communications.
16 Example "In Scope, Out of Scope" list based on a presentation of the Delaware DNREC.
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Step 6: Identify Performance Metrics and Pre-Event Data Collection Needs
Determining performance metrics, identifying pre-event
work, and collecting baseline performance data are
RESOURCES
important steps for effectively using your time in a Lean
project. Collecting baseline data on the process enables a
Lean team to understand the process, identify areas for
improvement, and assess the effectiveness of potential
Lean Government Metrics Guide
Lean Metrics Checklist
changes to a process. There also may be other materials
to assemble before the project and other tasks to
complete ahead of time, such as getting approvals to make certain types of changes during an event.
Metrics
Metrics are one of the cornerstones of successful Lean improvement efforts. EPA's Lean Government
Metrics Guide provides guidance to help you understand and select metrics to support project
implementation, including definitions and examples of commonly used metrics. Your team should
identify a short list of key performance metrics that will form the basis of the improvement objectives
for your project. Your team will be collecting data on these metrics during three critical periods:
• Before the event: Collect your baseline or "current state" performance data, and use these data
to set and/or refine the objectives for the event.
• During the event: Measure any results your team has achieved during the event and estimate
the anticipated results after implementation of the "future state" process.
• After Lean improvements have been implemented: Measure the actual results based on
implementation to see how much you have improved since the baseline and whether you've
met your objectives.
EPA has established the LEANTrack system to collect data about process-improvement projects across
EPA. Team leads use the tracking system to report project metrics periodically. The Lean Metrics
Checklist (see resource) provides more information to help your team to select, gather information for,
evaluate, and report on metrics at the appropriate times in Lean projects.
Common categories of Lean process improvement metrics include the following:
• Time metrics: What is the lead time (total time, including waiting) for the process (e.g., start-to-
finish time for a permit application review)? How much time is spent actually working on the
document or product (processing or touch time)? What percent of products (e.g., permits or
travel authorizations) are delivered on time?
o Key EPA time metrics include Lead Time, which is the total amount of elapsed time it
takes to carry out a process, including waiting time, and Processing Time, also known as
touch time, is the time needed to complete the actual work in the process, excluding
wait time. Processing time should always be less than lead time.
• Cost metrics: How much does the process cost to operate (e.g., the number of full time
equivalent employees)? What cost savings did the team identify in the Lean project?
• Quality metrics: How often does the process lead to mistakes (e.g., incomplete or inaccurate
forms) that require rework? How do customers or people in the process view the effectiveness
and efficiency of the process?
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o Participant Satisfaction is a key EPA quality metric. It measures a change in a process
participant's self-reported satisfaction rating from the baseline process to the new
process, typically measured on a 1 to 5 scale from (1) "Very Dissatisfied" to (5) "Very
Satisfied." Customer satisfaction, participant satisfaction, and percent complete and
accurate are also common quality metrics.
• Output metrics: How many products (e.g., permits) are completed or processed each month or
year? What backlogs exist in the process?
• Process complexity metrics: How many steps are in the process? How many of those steps add
value, from the customer's perspective?
• Resource metrics: How much paper does the process use? How much energy? How much
landfill waste is produced? How much of an environmental impact does each process step have?
LEAN GOVERNMENT PROCESS METRICS
Time Metrics
Cost Metrics
Quality Metrics
Lead Time (Total Process
Time)
Processing Time (Total Work
Time)
Percent On-Time Delivery
Value Added Time
Percent Value Added Time
Labor Savings
Cost Savings
Cost per Product
Customer Satisfaction
Participant Satisfaction
Percent Complete and
Accurate
Rework
Rolling First Pass Yield
Output Metrics
Process Complexity Metrics
Resource Metrics
Production
Backlog
Work in Process
Inventory
Process Steps
Value-Added Process Steps
Decisions
Delays
Paper use
Energy use
C02 emissions
Solid waste
Along with measuring the results of individual Lean projects, environmental agencies may also want to
track the results of Lean implementation at an organizational level. Metrics relevant in this context
include the following:
• Lean deployment metrics: How many Lean projects have we completed this year? How many
employees have participated in Lean projects? How many employees have participated in Lean
training? What is the average percent reduction in lead time across all Lean projects?
• Morale metrics: How satisfied are employees with the agency or office? What is the staff
turnover rate and how does it compare to the average for government agencies?
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METRICS FOR EVALUATING AGENCY-WIDE LEAN EFFORTS
Lean Deployment Metrics
Morale Metrics
Lean Projects Conducted
Lean Project Participation
Lean Trainings Conducted
Aggregate Results from Lean Projects
Employee Satisfaction
Turnover
Consider these points when identifying key metrics:
• Determine the purpose of the metrics. Measuring the wrong things can waste people's time or
reinforce undesirable behaviors. In selecting metrics, consider questions such as:
o What is the purpose of the metric? What wastes are we trying to eliminate? What
behaviors are we trying to reinforce?
o Who are the key audiences for the metric?
o How will we use the measurement data?
• Just use a few metrics. No more than a few metrics per category are needed. Having too many
metrics dilutes the focus of the improvement efforts and can create unnecessary work.
• Use only the appropriate metrics. Ask whether there is something important about a targeted
process related to each category of process metrics, and do not worry if the answer is "no." Also
consider which metrics would be useful to evaluate across the agency, depending on the status
and goals of the Lean or Six Sigma initiative.
• Focus on customers and agency leadership needs. While many metrics can show improvements
made during Lean projects (e.g., reductions in the number of process steps), only a few metrics
matter to customers, including the time it takes to receive a service or product (lead time) and
the quality of the service or product. Make sure to include some metrics that reflect key
interests of customers, along with metrics that will resonate with agency leaders and support
the agency's strategic goals.
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• Engage data users in the design of the metrics. It is important to engage people who are
familiar with the process in the design of metrics and the development of a system for collecting
and reporting performance data. Without consulting front-line employees, agencies risk
choosing metrics that are poorly understood, irrelevant, or inconsistently used by the people
who do the work.
Data Collection and Other Project Pre-work
During the scoping meeting, take time to assign individual responsibility for "pre-work," the tasks that
need to be completed before a Lean event or other project meetings. Pre-work is needed to establish
baseline metrics and to gather background documents that are likely to be useful during a Lean event,
such as existing process maps, procedures, or examples of process outputs (e.g., recurring reports). Pre-
work assignments should include:
• Clear identification of the person responsible
for each pre-work task (the "Owner")
• Due dates
• People responsible for following up with those
performing pre-work
• A clear link between data analysis and the project goals and objectives
Although Lean events usually include some time to collect baseline data, it can be quite valuable to
gather these data in advance, if possible, so that the Lean team can spend more time working on
solutions to eliminate waste in the process. Data collection should be driven by the goals and objectives
that the team has defined for the project.
Sometimes it can also be helpful to have information on how key customers or stakeholders perceive
the targeted process and its outputs. Getting a sense of the "customer's voice" prior to the Lean project
MEASURING ENVIRONMENTAL OUTCOMES
The ultimate goal of using Lean and Six Sigma in environmental agencies is to protect human health and the
environment more efficiently and effectively. The metrics listed in this Starter Kit provide a number of ways
to track and evaluate the efficiency of government processes and the operational benefits from process
improvement efforts; however, making the connection between process efficiency improvements and
environmental outcomes is more challenging. Measuring the contributions of specific Lean or Six Sigma
projects to environmental outcomes—such as drinking water quality, human exposure to air pollutants,
changes in greenhouse gas emissions, and habitat condition—is difficult, given the variety of variables that
influence environmental outcomes.
In most cases, administrative processes targeted by Lean (e.g., a permitting process or grant process) are
removed from direct impacts on environmental outcomes. However, there are indirect environmental
outcomes that can have significant benefits. By getting process activities and procedures to function
smoothly and consistently, agencies free staff time to focus on higher value activities that are more directly
linked to environmental protection (e.g., conducting compliance inspections, providing technical assistance
to businesses, completing environmental permits, etc.). When a process targeted by a Lean project has a
more direct impact on environmental outcomes, the project team should consider whether it is appropriate
to identify a metric and target for improving environmental outcomes and then evaluate the changes in
that metric as a result of the changes made to the process. Decide whether to use environmental outcome
metrics by asking the question: "How does the targeted process affect environmental outcomes?"
RESOURCES
Pre-Event Data Collection Guide
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can be helpful, particularly if key customer groups will not be represented on the Lean team. It may take
some time to get customer input, through interviews or surveys, so plan for and collect this information
in advance of a Lean event.
Step 7: Establish a Schedule for Follow-Up
Follow-up meetings with managers provide an opportunity to discuss progress, results, and next steps
for on-going improvements. Most organizations conduct 30-, 60-, and 90-day report-out meetings after
a Lean event. Six- and 12-month report-out meetings can help ensure that results are sustained and
identify the need for future projects. Your project team will also meet more regularly (e.g., weekly)
following a event to finish implementation of the process changes, so you could set up the initial
implementation team kick-off meeting in advance.
Confirming the dates for follow-up meetings ahead of time can help team members plan for and stay
accountable to commitments beyond the scheduled Lean event. The follow-up meeting schedule also
provides a timeframe to set deadlines to complete any follow-up tasks identified during the Lean event.
Step 8: Identify Team Members and On-Call Support
As discussed at the beginning of this chapter, your Lean event team should have 8-10 people. The
majority of team members should work in the process. It can be helpful to include at least one
supervisor and one customer or stakeholder. In the charter, identify the name and function each team
member serves in the process such as data entry, document production, supervisor, quality control, IT
specialist, or customer.
You may want to identify individuals who could be available as needed during the Lean event to answer
question or address issues that cannot be resolved. For example, identifying an IT specialist can be
useful if questions about improvements to technology or introducing automation into the process arise.
Arrange Event Logistics and Invite Participants
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 these logistical
questions before the event helps to ensure smooth implementation and to create a comfortable, stress-
free, and productive environment for participants.
This section and the following section on preparing for the Lean event both provide guidance that is
specific to Lean events. The preceding sections in this chapter, on the other hand, can be applied to a
wide array of Lean projects.
• Schedule the scoping meeting and the event, and invite participants. Many people have very
busy schedules, so you should send invitations to the scoping meeting and to the event itself as
soon as the meeting space is secured, in order to ensure that everyone will be able to attend.
The typical duration for a rapid improvement event or value stream mapping event is 2-5 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. Sometimes Lean consultants have very
limited availability.
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• 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 space and materials are
available for breakout sessions and for the group
as a whole. Be sure that meeting rooms have
plenty of wall space for posting materials on the
walls. Consider whether any special
arrangements are needed for the initial training
session and/or final report-out presentation, which often involves additional attendees.
Consider whether you will need to obtain security clearance or building access for team
members and observers.
RESOURCES
Lean Event Supplies List
Lean Event Logistics Checklist
Prepare for the Event
This section and the preceding section provide guidance that is specifically relevant for Lean events.
Socialize the Charter and Collect Signatures
After the team has developed the charter during the
scoping meeting, distribute the charter to everyone who
will be involved in the event. Be sure that both managers
and staff have the opportunity to review the charter.
Make any necessary revisions based on input from team
members, and ensure that all participants support the
charter, agreeing to the scope, goals, objectives, and boundary conditions for the event, including any
modifications based on data collected since the scoping meeting. The project sponsor, team leader, and
facilitator should sign the charter before or at the start of a Lean event to approve and affirm their
commitment to the project; otherwise, your project is at risk of failure.
Prepare the Event Agenda
Prior to a 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 an event.
RESOURCES
Event Preparation Checklist
RESOURCES
Rapid Improvement Event Agenda
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KEY QUESTIONS FOR LEAN EVENT PREPARATION
Ask these key questions after the scoping meeting to ensure that the team is well-prepared for the event.
• Are all participants and affected parties aware of and in agreement with the objectives, scope and
expectations for the event?
• Have the project sponsor, team leader, and facilitator signed the charter?
• Have you identified the individuals who will officially kick off the workshop (sponsors and process
champions are good candidates)?
• Have you determined when senior staff will be present—for the entire event, for daily report-outs, or
for the report-out at the end of the event?
• Have you planned how follow-up activity progress post-event will be communicated to the sponsor and
management team? By whom? When?
Establish Ground Rules for the Lean Event or
Project Meetings
Setting ground rules for your Lean event or project
meetings helps ensure that all participants respect and
hear all ideas and viewpoints expressed. Ground rules
also remind participants to keep an open mind and to
"think outside of the box." Ground rules are reviewed
during the kick-off meeting and are prominently
posted for all participants to see. Example ground rules
are included in the adjacent resources box.
Communicate About the Project
Communicating proactively with your entire
organization is critical to building organizational buy-in
to process improvement efforts. Transparent
communication, particularly with employees whose
work may be affected by the Lean project, is vital to
ensuring success.
• Schedule a briefing with senior management
once the scope and objectives of the Lean project have been set. Top management support is
crucial for a successful Lean project, in part because it can affect budget and staff availability.
Lean projects, including multi-day rapid improvement events, require senior managers to
dedicate time and effort to show their support. It is also important for managers to approve
many of the aspects of a Lean project, including:
o The process that will be addressed
o The decision to hire an external Lean facilitator, if applicable
EXAMPLE LEAN EVENT
GROUND RULES
Keep an open mind to change
Maintain a positive attitude
Never leave in silent disagreement
Create a blameless environment
Practice mutual respect
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
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o The anticipated timeframe, products, and results
o How the project will affect staff availability and workload
• Schedule daily management briefings at the end of each day during a Lean event. Ensuring
that senior managers are aware of the activities of the Lean team throughout the event keeps
them appraised of the process and engaged in its success, and prevents potential negative
reactions during the final report-out.
• Inform staff about the Lean project. Notifying internal staff that a Lean event or project will
occur provides transparency to the process and is a great opportunity to solicit feedback and
ideas on project scope or "areas of pain" in the targeted process. Communications with staff
should include information on the Lean project as well as background information on Lean
methods and how the Lean project could affect staff.
• Address staff concerns about Lean. Be extremely
proactive in "selling" the idea of Lean to the
entire organization. In the long run, process
improvement efforts depend on the support you
can build by dispelling myths and alleviating fears
about Lean prior to the first project. Be sure to
directly address potential concerns that some
employees may have about Lean or the focus of a particular project. Clearly indicate that no
staff will lose their jobs as a result of improvements made from the Lean effort. One state
environmental agency noted that staff were initially afraid that Lean would result in lost jobs.
Leadership communicated that that would not be the case, and eventually, Lean improvements
actually helped to prevent any jobs from being eliminated.
RESOURCES
Frequently Asked Questions About
The "Frequently Asked Questions about Lean" resource contains information that is often helpful to
communicate to others in the organization.
Collect Needed Data and Information
RESOURCES
Lean Government Metrics Guide
Lean Metrics Checklist
Prior to an event or in the beginning phase of your
project, it is essential to collect background materials and
data about the baseline state of the process, based on
the performance metrics and pre-work identified during
the scoping meeting and documented in the charter. It
can be challenging to collect baseline data in some cases,
especially during the busy time preparing for an event or
project, but be careful to set aside time for this crucial
step. Some of the challenges that teams encounter in collecting baseline data about the process can
include:
• Not enough time or available staff to collect data prior to the event or project
• High degree of variability in iterations of the process
• The process seems opaque and not everyone understands all parts
• Collecting baseline data is simply overlooked during busy preparation before an event
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Whatever your circumstances, take the time to establish a clear baseline so you can begin your project
with a clear understanding of baseline process metrics. This will enable your team to benchmark your
progress and clearly identify the impact that improvements have made.
Finalize Logistics
As the event nears, complete final logistical arrangements:
• Finalize logistics and schedules. Logistical preparations such as setting aside space for the Lean
event team or meal orders and the finalization of the agenda should be addressed or completed
prior to the event.
• Send reminder email messages or meeting invitations. It is helpful to send a reminder email or
calendar invitation to ensure that team members and others participating in other parts of the
event (e.g., daily management briefings and/or the report-out presentation) have the correct
dates, times, and locations blocked on their calendars.
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CHAPTER 5. CONDUCTING A LEAN EVENT
As mentioned in earlier chapters, rapid improvement events are a primary
mechanism by which project teams can make dramatic changes to make
processes faster, simpler, and more responsive to customer needs. This chapter
addresses key steps involved in conducting a successful Lean event (listed
Act Check below). Lean events include both planning and implementation activities in the
PDCA framework. While the previous chapter discussed scoping a Lean project,
including clarifying the problem and setting targets, many of these steps overlap
with the analysis and planning in a rapid improvement event. These activities
may also be relevant to project activities that occur outside of an event.
LEAN EVENT STEPS
Lean Event Overview
Kick off a Lean Event
Set Up For Success
Identify Root Causes and Solutions
Develop an Implementation Plan
Report Out at the End of the Event
Celebrate a Successful Event
Lean Event Overview
The diagrams below lay out the main phases of rapid improvement events and value stream mapping
events. Rapid improvement events take place over a 2-5 day period, depending on the scope and
complexity of the improvement project. Value stream mapping events are typically shorter than rapid
improvement events, and focus on prioritizing improvement opportunities and developing an
implementation plan for future improvements. Rapid improvement events are the key method in Lean
for making rapid changes to improve a process; they are most effective when you already have a good
understanding of the process and the problems in it, and want to focus on implementation.
The length of rapid improvement events varies depending on the scope of the problem to be addressed,
ranging from a one-day "mini-Lean" event that focuses on a very specific area for improvement (e.g., a
5S event to organize a supply room) to a five-day rapid improvement event to address a permitting
process. Most events follow the steps outlined below. Lean experts highly discourage efforts to shortcut
the rapid improvement or value stream mapping process, since much of the power of Lean lies in
following the methods closely. For more information about Lean methods, see the Lean Methods Table
in Chapter 3 or references in Appendix A.
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Rapid Improvement Event Overview
5-day Rapid Improvement Event Agenda Outline
Day 1
Training Day
Begin mapping
and measuring
current work
process
Day 2
Discovery Day
Measure and
analyze current
work process
Day 3
Do Day
Create and
map new
process
Day 4
Do, Re-Do,
Document Day
Finalize new
process design,
estimate benefits,
develop action
plan; and
implement changes
Day 5
Report-Out
Day
Present results
and next steps
While the terminology may vary slightly, the steps arid flow of a rapid improvement event rarely differ
when applied to a manufacturing workshop or an office administrative environment. Make sure that
your timeline allows room for implementation to occur during the event, and avoid falling into the trap
of simply holding a "rapid planning event." Remember that at the end of the event, your new
improvements should already be in place.
Value Stream Mapping Event Overview
One of the main differences between a value stream mapping event and a rapid improvement event is
that a value stream mapping event typically focuses at a higher level, mapping the entire chain of
processes that create and deliver something of value to a customer. While the general structure of a
value stream mapping event is similar to that of a rapid improvement event, the value stream mapping
event is typically designed to develop a road map to guide future rapid improvement events that target
specific areas where improvement is needed. Value stream mapping events emphasize planning and
prioritization of future activities, whereas kaizen events focus on implementing process changes. Some
environmental agencies have extended a typical three-day value stream mapping event agenda to four
or five days to include additional time for implementation planning.
3-day Value Stream Mapping Event Agenda Outline
Day 1
Day 2
Day 3
Training &
Current State Map
VSM training; map & analyze
the current state of the process
Future State Map &
Implementation Plan
Map a desired future state
for the process; develop an
implementation plan
Report-Out Day
Present results
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Team Leader Daily Agenda
In addition to the project agenda prepared during the
scoping meeting (see Chapter 4), 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 project. This
agenda also ensures that the flow between the main
phases of a Lean project is smooth and that all activities are well executed.
Kick Off a Lean Event
Planning for the kick-off of your Lean project is essential for success. This is a key time for senior
management to show their support. The kick-off session is typically introduced by the Lean project
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:
o Who are you and where do you work?
o What are your goals for this project?
o What do you like to do when you are not at work?
• Capture team members' goals on a flipchart 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 project sponsor say some opening words. This can be helpful to clearly articulate the
project scope and boundaries, while encouraging (or even inspiring) team members to work
towards the desired outcomes and project goals.
• Review ground rules for the event. It is important to review the ground rules that were
established during the scoping meeting and post them prominently for all participants to see.
• 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
RESOURCES
Team Leader Daily Agenda
Lean in Government Starter Kit | Page 55
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same page, and serves as an icebreaker to get the team warmed up for several days of intensive activity.
Training is also discussed in Chapter 7, as well as in the Guide to Lean Training (included in Appendix B).
Set Up For Success
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 direct discussions, it is important for the
team leader to maintain the focus on the event's objectives. A few tips for structuring the event agenda
and setting the event on a path toward success include the following:
Tips for Structuring the Event Agenda
• 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.
• Conduct daily management briefings. Short, focused briefings (e.g., 15 minutes) with key
managers near the end of each day's work can help them stay informed about the team's
progress, allow these managers to engage with the team and learn about how Lean works even
if they can't fully participate in the event, and can help prevent a negative reaction in front of
the team at the end of the event.
• Ensure that the agenda will help the team to clarify and evaluate the problem. The team
should ask themselves if solving the problem will help the organization meet its needs, and
address opportunities that have been identified (e.g. during a process walk).
• 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.
• Provide coffee and snacks. Lean events can make for long days and take a lot of focus and
energy. Provide refreshments and snacks if possible to keep team members comfortable, happy,
and motivated throughout the day.
Tips for Managing Activities During the Event
• Help the team break down the problem and identify performance gaps. The team should ask
whether there is enough information to identify solutions, how performance can be measured,
if improvement targets are measurable, and what the desired target output will be.
• 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 from the perspective of the customer.
• 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. This may illuminate a less-
than-perfect process and even cause some embarrassment to process owners, but it is
Lean in Government Starter Kit | Page 56
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important to address the process as it really exists. Expect to use a lot of butcher paper and
sticky notes (or full white boards); by the end of the week, Lean event rooms are usually
covered with process maps and flipchart brainstorm notes.
• Promote and encourage creative problem-solving. It is critical to the success of Lean that the
event fosters creative thinking. The facilitator and team leader must work to create space in
which all team members feel safe to bring up ideas, even if the ideas seem non-conventional.
Identify Root Causes and Solutions
Your team is now ready to map the process and identify improvements. It is time to analyze the root
causes that have caused issues with the process; produce creative ideas for improvements, develop a
future state map, and implement improvements.
Current State Process Mapping and Analysis of Root Causes
Before a team can develop a new process, the team must analyze the current process to identify the
underlying causes of problems so that solutions—or countermeasures—adequately target and address
these problems. There are a variety of techniques that a team leader with some Lean facilitation
experience can use for this analysis. In the eight-step problem-solving framework described in Chapter
2, this is the essential "determine root cause" step that precedes develop countermeasures and an
implementation plan. Some techniques for identifying root causes include:
¦ 5 Whys Method: The approach of asking "why" five times is used to identify the root causes of
problems in a process or value stream. By applying the 5 Whys method an agency can identify
waste and improvement opportunities. You may find that there are no longer are good reasons
why a process is implemented a certain way. The 5 Whys method is integrated as part of the
Plan-Do-Check-Act problem solving framework introduced in Chapter 2, as participants
¦ Cause-and-Effect (a.k.a. fishbone) Diagram: This is a useful technique that is used to trigger
ideas and promote a balanced approach in group brainstorming sessions where individuals list
the causes and effects of problems.
Identifying, Prioritizing, and Implementing Improvements
After identifying the real, underlying causes of problems in the process, your team is ready to develop
countermeasures. Countermeasures are the actions that you will take to reduce or eliminate the root
causes of the problems that the team has identified. A few tips for innovating to develop new
countermeasures during the event include:
• Brainstorm new ways to eliminate waste or to re-conceptualize a process or 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 rapid improvement
events but avoid the paralysis of over-analysis. Create process maps using sticky notes on white
boards or butcher paper, so that they can be easily adjusted during the event. Expect to revisit
and revise "future state" implementation plans.
• Test improvement ideas as much as possible in an event before changing the layout or order
of a process. Afterwards, implement the new plan. Lean encourages testing new improvement
Lean in Government Starter Kit | Page 57
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ideas and utilizing creative thinking. In Lean events, it is common to develop several iterations of
your future process map before settling on one that the team agrees on.
• Maximize implementation during rapid improvement events. Rapid improvement events are
intended to be rapid process improvement events, getting a cross-functional team together for a
few days to analyze a process, problem solve, and implement process changes. However,
sometimes in the government context, they can default to being only "rapid planning events,"
thereby not living up to their full potential. Don't be afraid to start implementation during the
Lean event! Your team's capability to implement changes in real-time during the event should
not be underestimated. You can avoid the fate of delaying changes far into the future by
ensuring that you effect change while the team is still at the table. There are a variety of process
changes that your team can make during the event, including:
o Developing new standard work (e.g., checklists, templates, or other user-friendly
instructions for the new process) and/or other tools to help implement the new process
o Training staff on the new process
o Seeking approvals for process changes
o Making changes to work areas, databases, forms, etc.
• Assign homework during the event to track
actions and work completed. Homework
includes ideas participants did not have time or
resources to complete and can be used to track
follow-up actions (see "Lean Event Homework"
resource). Your team will also develop an
implementation plan for actions remaining to put the new process in place after the event (see
implementation plan section below).
Managing Change During the Event
During the Lean event or project, keep in mind that 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 for process
improvements which 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.
RESOURCES
Lean Event Homework
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Develop an Implementation Plan
On the last day or two of the Lean event, document the action items your team was not able to
complete in the event, assign an owner and due dates for individual tasks, and select one person to
serve as an overall implementation team leader to manage follow-up efforts. This plan for putting the
new "future state" process design into practice and assessing the effectiveness of your new system is
part of the PDCA framework and is called an implementation plan. Develop an implementation plan for
the actions your team did not implement during the event.
You may choose to have the event team leader continue as the team leader for implementation. Your
implementation plan may include the following types of activities, along with clearly assigned
responsibilities and due dates.
• Actions needed to put the new process in place
• Communications, outreach, and training
activities
• Data collection and reporting activities to
measure and evaluate performance
• Schedule for follow-up meetings to report on
progress and results
• Trainings for staff who were not involved in the
event
• Informing supervisors and other management about process changes (e.g. through daily
briefings)
A well-designed implementation plan—with clear assignments for who will implement action items, by
when, and lines of accountability—will facilitate effective implementation during and after the Lean
event. Find a template and example Lean Project Implementation Plan in the Resources for this Starter
Kit.
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.
RESOURCES
Lean Project Implementation Plan
Template
Lean Project Implementation Plan
Example
Lean in Government Starter Kit
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Lean Project Implementation Plan Example (Full Example in Appendix B)
it
Action
Owner
Start
Date
Target
Date
Completed
1
Develop
streamlined
application
form
J. Doe
3/1/16
6/1/16
TBD
2
Create a
standard
checklist
J. Smith
3/1/2016
4/1/2016
3/15/16
Collect data
3
on key
process
indicators
J. Doe
10/1/2016
1/31/17
TBD
4
Train staff
on the new
system
J. Doe
3/1/16
4/1/16
TBD
Comments
On track to be done by due date
Completed and under review by
management
To be initiated once new form
and checklist are in use
Behind schedule; coordinating
with staff to arrange timing
Find more guidance and tips for developing an implementation plan and using it to track follow-up
activities in the Lean Government Implementation Guide.
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. Be sure to
invite these managers to attend the report-out
presentation well in advance. The report-out serves as a
forum for exchanging ideas and informing others of the
team's accomplishments. It also helps to solidify the
shared experience during the event.
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.
RESOURCES
Report-Out Summary
Event Report-Out Presentation
Template
Event Evaluation Form
Lean in Government Starter Kit | Page 60
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• Invite people to attend from throughout the organization and even from other organizations.
Some environmental agencies have invited agencies from neighboring states to attend report-
out meetings.
• Focus on the highlights of participants' experience rather than presenting a verbatim recap of
the entire event.
• Use visuals and photos from the Lean event.
• Keep the presentation to less than 45 minutes, leaving approximately 10 minutes for questions
and comments by the audience.
• Use the Lean Project Report-Out Presentation Template (see resources) to outline what
information to include in the presentation. You can adapt the template to your agency as
necessary.
• 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.
Acknowledge Your Team's Work
The end of the event is also a useful time to thank participants, planners, and managers for their hard
work thus far. This is an important role that the sponsor can play in showing his or her investment in the
project, the team's activities, and the follow-up work that will come next. While the project will continue
after the event as you implement remaining actions in the implementation plan and measure results,
the sponsor and team leader can these steps to acknowledge everyone's contributions:
• Take a team photo and make copies for all team members.
• Consider providing each team member with a
certificate or a small token of appreciation to
commemorate the event, which they can display
in their offices to help spread awareness of Lean.
• Give credit to support personnel, other staff in
the area, and the team members for process
improvements and results you've achieved already during the project.
RESOURCES
Lean Event Certificate Template
Lean in Government Starter Kit
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CHAPTER 6. LEAN IMPLEMENTATION AND FOLLOW-UP
After completing a Lean event or other project meetings to design a new
process, effective follow-up is vital to realizing and sustaining the benefits. Your
project team will now be completing the rest of project implementation in the
"Do" phase, measuring and evaluating your progress in the "Check" phase, and
then adjusting and sustaining your performance in the "Act" phase.. Key steps
for Lean implementation and follow-up include:
Track and Implement Action Items
Document the New Process and Communicate Internally
Measure, Evaluate, and Sustain Results
Share Transferable Solutions
Communicate Externally
Integrate Lean Implementation Into a Continual Improvement
System
Track and Implement Action Items
Follow-up is critical 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 rapid
improvement events encourage implementation of
many process changes during the event (e.g.,
developing new forms or standard work), there is
often a list of follow-up actions that the team was
not able to complete during the event. Effective
follow-up is also vital to sustaining the team-based
culture that is often created during Lean events. Be
sure to take time to design a firm implementation
plan with clear assignments to ensure that
identified actions will be completed on schedule.
Action items should be clearly documented and
tracked carefully to ensure completion by target dates. Prompt follow-through on incomplete actions is
vital to overcome inertia that can cause organizations to stick with or revert to old processes. Move
forward with implementation on the Monday following your Lean event.
Plan
Act
Check
COMMON FOLLOW-UP PITFALLS
• Performing and tracking follow-up requires
a lot of effort. This effort can get lost if it is
not an assigned part of an individual's daily
work.
• Coordinating follow-up solely by email has
pitfalls, as it is easy for people to ignore,
neglect, or misinterpret email messages.
• If the implementation team leader is offsite
and/or does not work directly within the
implementation team, it is harder to play a
motivational role on follow-up activities.
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Identify an Implementation Team Leader
One of the most essential steps to ensure effective follow-up is to identify an implementation team
leader. The implementation team leader (could be called the "implementation manager/' among other
titles) is responsible for ensuring that a clear and effective project follow-up process is established and
conducted. Specific responsibilities of the implementation team leader include:
• Schedule and run follow-up meetings (it's often helpful to have meetings weekly immediately
after events, so that you do not lose momentum).
• Lead efforts to identify and remove obstacles to effective follow-up (which may involve working
with project sponsors).
• Hold the team accountable for follow-through on actions.
• Ensure that progress is periodically evaluated and corrective actions are implemented, as
needed.
• Communicate with the project sponsor to ensure they are aware of implementation progress.
• Ensure that post-event communication plans are executed.
Carefully select the implementation team leader. This role can be filled by the Lean project team leader
or another qualified person in the agency. (The implementation team leader should not be one of your
agency's Lean facilitators, however, since they don't have any process ownership.) The individual should
have sufficient stature, authority, and connection to the process to lead follow-up activities, remove
barriers, and drive accountability. The individual must also be able to make sufficient time available to
ensure follow-up activities happen. It can be helpful to select an implementation team leader who is
somewhat familiar with Lean and who is co-located with other team members.
LEAN IMPLEMENTATION TEAM LEADER
The implementation team leader has one of the most important jobs in ensuring Lean efforts are
successful, and the value of filling this role with an enthusiastic, organized, and engaged individual
cannot be overstated. The implementation team leader shepherds the improvements identified
during the Lean event through the follow-up process to become reality. The time commitment
involved can be substantial. Be sure that the person chosen to take on this role is ready to work hard
to remind team members to begin implementing the new process, and to avoid slipping back into
the old way. The implementation team leader should have the full support of organizational
leadership and the project sponsor, and should be empowered to make decisions. The presence or
lack of an engaged and hard-working implementation team leader can be a determining factor in the
success or failure of a Lean project.
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Tracking Follow-Up Actions
It is critical to establish an effective system to document and track follow-up actions, and the impacts of
those actions, to ensure their completion. In particular,
make sure there is a person responsible (an "owner")
and a deadline associated with each action item. Many
Lean events show great promise during the report-out,
but fail to deliver results when follow-up actions are
postponed or forgotten. Be proactive in ensuring that
follow-up is done diligently and in a timely manner in
order to realize the results of the process improvement
effort.
When tracking actions and results, keep in mind the following tips:
• Stretch, but be realistic. While it is important to keep pressure on to quickly address Lean event
follow-up actions, try to set the team up for success. Discuss potential obstacles that could
derail efforts to complete actions within the first 30 days and brainstorm ways
("countermeasures") to navigate around these obstacles.
• Track follow-up actions in a centralized place. Consider using the implemention plan template
provided in this Starter Kit. Someone on the team should be tasked with keeping track of the
status of follow-up actions. Post action lists in a shared place onsite. If some team members are
offsite, an online collaboration website may be a useful place to track actions and post relevant
post-event resources and information. Using color codes on an action list can make it easier to
quickly assess status, particularly when there are numerous incomplete actions.
Color Coded Signals on an Implementation Plan
Progress Key
TO BE INITIATED (gray)
ON TARGET (green)
OFF TRACK (red)
COMPLETE (purple)
• Remind participants to complete their action items. Implementation of follow-up actions is
easy to forget as participants return to their daily activities. The implementation team leader is
responsible for reminding others to complete their action items and for scheduling additional
follow-up meetings if identified improvements are not on track. An ideal person for this role will
be energetic and persistent in reminding fellow team members about their responsibilities.
• Send weekly emails. Update the team and the rest of the organization periodically on the
progress of follow-up activity after the event. People will be much more inspired to conduct
their assigned actions if they are held accountable in a weekly email.
RESOURCES
Lean Project Implementation Plan
Template
Lean Project Implementation Plan
Example
Lean in Government Starter Kit | Page 64
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• Conduct weekly implementation check-in
meetings with the core members of the
Lean team. Set up brief weekly meetings
with a small implementation team
comprised of team members with follow-
up responsibilities (see example agenda in
textbox). In some cases, the meetings can
be piggybacked on another project or
staff meeting, if the appropriate team
members are present. The meetings can
be quick (e.g., 5-15 minutes) and even
held standing up—some organizations try
to make these check-ins have a distinct
feeling and energy that differentiates
them from conventional meetings.
The weekly meetings should take place until all actions have been completed. If possible, hold
these meetings where the work is actually performed to provide an opportunity for the team to
talk with workers, see the process in action, and hear firsthand what is going well and where
there are obstacles. The tone of these check-in meetings should be one of team-based problem
solving. If an individual's follow-up actions are not getting completed, have the team explore
ways to free the individual's time or consider alternatives for getting the actions done, including
raising concerns to the sponsor who can help remove obstacles.
While it may sound like an unnecessary hassle, holding a 5-15 minute weekly stand-up team
check-in meeting can do a lot both to ensure effective event follow-up and to sustain a sense of
teamwork.
• Walk the process. Implementation team leaders, event sponsors, and other team members
should periodically walk around the office, following the flow of the process work and checking
in with staff involved in the process. Too often, managers do not leave their offices. Checking in
with staff involved in the process sends a message that their work, and the changes made and
planned through the Lean event, are important and valued. These interactions can also provide
real-time feedback on process performance and follow-up action status, allowing for quick
troubleshooting where needed.
• Conduct monthly report-out meetings. Most organizations conduct 30-, 60-, and 90-day report-
out meetings to supplement the weekly check-in meetings. Six- and 12-month report-out
meetings are also important to ensure that improvement results are sustained and to identify
the need and scope for potential Lean projects in the future.
These meetings are typically more formal than the weekly check-ins and provide an opportunity
to measure process performance and drive ongoing improvement (see the section below on
"Evaluate Performance" for more discussion of these meetings). The focus of weekly meetings
described above is more tactical—to ensure that event follow-up actions are being completed.
In the monthly report-out meetings, the Lean team can think strategically about the new
process and evaluate the process performance using key metrics identified during the event.
It is best if the full Lean event team, including consultant support, members from outside the
EXAMPLE AGENDA FOR
WEEKLY MEETINGS
• Review progress in addressing action items
• Identify obstacles to follow-up
• Agree on a plan to address the obstacles
• Update action item list as needed
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process, and management sponsors, can attend the monthly report-outs (either in-person or via
teleconference). These meetings give team members a chance to see the results of their labor,
assist with identifying and removing obstacles to improvement, and strenghten their ownership
of the improved process. Many agencies endeavor to make these meetings fun, which helps
keep enthusiasm high among all particpants.
Document the New Process and Communicate Internally
The new work process resulting from a Lean project needs to be clearly documented and communicated
to all involved in the process. Transparency is vital to ensuring that changes are understood and
executed. When documenting the new process, keep in mind the following tips:
• Prepare and post a clear map of the new process. A concise, visual map of the new process can
be a powerful tool for communicating key steps and elements of the process. Think creatively
about where to post the map to ensure that it is seen by those who have a role in the process.
For example, process maps can be displayed on bulletin boards or white boards in hallways or
conference rooms, and/or on a web page on the agency's intranet. Placemat-sized maps can
even be developed (with color and graphics) and laminated to hang in employees' work stations.
• Develop "standard work" procedures. Standard work—the clear, simple, and often visual
documentation of the best known way to do a task—is a highly-effective Lean tool for ensuring
that a process is implemented in a clear and consistent manner. Standard work procedures
should be concise and use consistent formatting. They should be prominently displayed where
work is performed; procedures that sit in binders on shelves do little to influence behavior.
Involving employees who perform the process step to assist with developing the standard work
can both increase ownership and capture valuable knowledge. Standard work can help ensure
expectations are clear regarding desired work approaches under the new process. Standard
work can also help an agency prevent backsliding when staffing transitions occur.
• Clearly communicate manager support for the new process. Managers can play a key role in
event follow-up by expressing unambiguous support for the new process developed during the
Lean event. Managers can also allay employee concerns. For example, some employees may
fear that development of "standard work" procedures and a more transparent process may
affect their job security or eliminate room for employee creativity within the process. Managers
can make it clear that the goal is to free employees to have the time and space to add more
value to the process and other activities for which they have responsibility.
In addition to documenting and communicating about the new process, it is important to consider
implementing other communication activities that can generate momentum for success.
• Send thank-you letters to all internal and external participants.
• Present project results at a department or division meeting or retreat.
• Post results on bulletin boards, closed-circuit LCD monitors, and/or "exhibit areas" in the agency
lobby or common spaces.
• Acknowledge Lean project results or activity at a staff meeting or an agency awards ceremony.
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• Write an article in your agency's internal newsletter that outlines your Lean implementation
experience, and include an announcement about the project's success in other forms of agency
communication.
• Post information and photos of the Lean project, as well as follow-up information, on the
agency's intranet/internet.
Measure, Evaluate, and Sustain Results
Plan
Act
Do
Check
Regularly evaluating performance and analyzing results is a critical component of
Lean. Lean's continual improvement focus means that the Lean project marks
the beginning of improvement efforts. Lean leaders and those working in the
process need to continue to monitor the performance of the process over time,
and be on the lookout for
additional process improvement
opportunities. It is important to
both evaluate performance based
on the key metrics identified during the meeting and to
track the extent to which the project achieved the goals
and objectives set for the project; and then overtime, if it
continues to achive those objectives . For more
information on metrics, see the Lean Project Planning
section in Chapter 3, the Lean Government Metrics Guide, and the Lean Metrics Checklist resource.
RESOURCES
Lean Government Metrics Guide
Lean Metrics Checklist
Keep the following tips in mind when evaluating post-event process performance:
• Discuss process performance at the monthly report-out meetings. A key focus of the 30-, 60-,
and 90-day report-out meetings is to assess the post-event performance of the process and to
make adjustments to sustain or improve results. These are times when the Lean implementation
team regroups and steps back from tactical implementation activities to report to leadership on
progress, results, and next steps. Consider using the questions below to guide these meetings.
• Use the project objectives as targets for monitoring the performance of the process. Referring
back to the 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. It is important to keep them simple, so that they are
easy to understand and do not become a time-consuming task to create and update. Many
organizations use a whiteboard or color-coded wall chart to track how the process is
performing. If updated for the weekly meetings, the chart can serve as a focal point and
motivational tool.
• Consider adjusting key performance metrics to ensure that you have a clear dashboard to
monitor the future performance of the process. For example, in value stream mapping events,
you should rely on the initial metrics identified in the current state map and future state maps
as indicators of success. These metrics should be reported on at 30-, 60-, and 90-day meetings
following the event. Having a few good measures can help identify potential backsliding and
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spur action to sustain momentum for improvement. This information can also help identify
appropriate timing for a follow-up Lean project, if one is warranted.
Example Lean Project Results Confirmation Table
Metric
Current State
Projected Future
Projected %
Actual
Actual %
(Before Event)
State
Change
Results*
Change
Lead Time
80 days
30 days
4/63%
40 days
4/50%
Processing Time
120 hours
70 hours
4/42%
90 hours
4/25%
Process Steps
50
30
4.40%
30
4/40%
Customer
Satisfaction
2.5
4.5
1^80%
4
1^60%
(1-5 scale)
*Last Measured: 6/15/2016 by Jane Smith
Measurement frequency: Monthly for time and process-step metrics; every 6 months for customer satisfaction survey
Teams can become frustrated if improvements seem to simply evaporate after a
project concludes. Some teams put in lots of work to achieve improvements,
only to find that those improvements are not sustained in the future. Take the
following steps to help your team sustain excellence long after the end of the
project.
• Routinize accountability. Monitor the process performance long after the conclusion of the
event or project, consistently looking to identify new countermeasures that may be needed and
additional improvement opportunities. Implementation managers, project sponsors, and other
staff involved in the process should take responsibility and accountability for the continued
success of the process.
• Communicate progress. Keep the team informed about implementation progress, periodically
announcing how long an indicator has remained at an improved level. For example, post a sign
in the work area room stating "Celebrating six months of keeping readmission rates below 10
percent."
Set new improvement targets. Typically, the completion of an improvement effort is
celebrated, but little is done to celebrate the maintenance of that improvement. Make definite
plans in advance to celebrate continued success and to reflect on the team's progress. Set a new
aim or goal and try to improve even more.
Sustain Results
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KEY SUSTAINMENT QUESTIONS
• Are all employees following the process as designed in the project (or as modified since the project)?
• Is there evidence that all employees, including those new to the area, have been trained on the new
process?
• Is process performance being measured and reported as set forth in the implementation plan?
• For EPA projects, have results been reported to EPA LEANtrack?
• Is the implementation team leader monitoring and supporting compliance with the new process?
• Is the appropriate leadership informed of and engaged in the process?
• Are consequences in place for not following the new process?
• Have any unintended consequences (positive or negative) arisen? Check with downstream customers.
• Are workers pleased with the improvements? Do they feel their work has been simplified?
Learning from Failures
Sometimes, despite the best preparation and planning, Lean projects do not achieve some or all of their
desired goals. It is common for organizations to conduct one or more Lean projects that are not viewed
as a success. The text box below lists several factors that can lead to a Lean project being viewed as
unsuccessful. It is important to remember that such "failures" do not mean that Lean cannot work in
your agency. Leader organizations use these "failures" as teaching moments. In fact, the Lean process
itself is intended to be a continual improvement learning process. If your organization experiences a
"failure," diagnose the project and make a follow-up plan that directly addresses the key factors that
undermined past success.
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WHY DO SOME LEAN EVENTS "FAIL"
S Inappropriate Scope: Event scale or scope was too large to address in a 4-5 day event. The size and
complexity of the process should instead have been addressed with a value stream mapping event
followed by a series of kaizen improvement events.
S Lack of Visible Management Commitment: Unless managers visibly commit to and actively support the
improvements and process changes, it is easy to backslide to business as usual.
S Poor Event Facilitation or Support: Failure to adequately prepare for a Lean event limits what can be
accomplished; similarly, lack of a skilled facilitator can inhibit progress during a Lean event.
S Inadequate Follow-up: Insufficient attention, resources, and accountability can prevent the new
process from being successfully implemented in a reasonable timeframe.
S Strategic Misalignment: When multiple autonomous departments or agencies are involved in an event,
conflicts can emerge due to differences in mission and strategic direction. This misalignment can
undermine management support for follow-up and implementation activities.
S Unrealistic Expectations: Expectations for what the event could achieve were not realistic given the
process type, complexity, or other factors.
Share Transferable Solutions
Although not all Lean projects are successful, many produce impressive gains in efficiency and process
quality. To encourage continual improvement at your organization and with your partners, your team
may be able to share strategies, tools, or process changes that worked in your project with other
agencies or with other parts of your agency that might benefit from them. Sharing transferable solutions
with others is a key part of the PDCA framework.
When determining what to transfer, consider the four dimensions of transferring success:
• Value: Did the project produce meaningful results? Which process changes were essential to
producing the results?
• Similarity: Did the project address similar challenges (e.g., root causes of inefficiency or quality
issues) to the challenges in the new process?
• Transferability: Were the process changes documented in standard work (e.g., checklists,
templates, process maps, etc.) that a new project team could review and adapt?
• Connectivity: Is there a representative from the Lean project who could help others learn more
about the issues and solutions identified?
Steps you can take to help share project successes include:
• Identify and reach out to process managers or owners of similar processes to let them know
about your project and ask whether they or staff would be interested in learning more.
• Designate a representative or coach from your project who can answer questions about the
project and help share knowledge to others.
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• Share materials from your project with others,
either directly with those who express interest in
the project or by making the charter, tools,
poster, report-out presentation, or other
resources available through a shared server or
website.
• Translate relevant Lean outputs for other
organizations. To make it easier for others to
understand the process improvements from your
project and how they might be used elsewhere,
you can distill the essential elements of your new approach and document them in a way that
others can easily understand and use. This may be as simple as compiling your team's standard
work for the process and communication materials into an integrated package or website, so
that it can be more easily understood and used by others.
• Find opportunities to tell peers about your project through presentations, meetings, webinars,
or conference calls. It is important to describe the problems your project addressed, including
any root causes, the results of the project, and any process changes that could be useful
elsewhere (e.g., standard forms or templates), so that others can evaluate how similar the
problems your project addressed were to the problems that they face.
Learn more about how to effectively share and transfer solutions from Lean projects with others in the
Lean Government Implementation Guide and the Lean Transference Primer.
Communicate Externally
External communication about process improvement efforts can go far beyond making process
description and performance information available to key stakeholders and the public. Spreading the
word about Lean efforts can be a powerful means for bolstering enthusiasm and generating interest in
Lean throughout your organization and others. In addition to accomplishing the important task of
making sure that external parties involved in or affected by a process are sufficiently aware of changes
made, these communication efforts will help to ensure the longevity of your Lean efforts by helping to
create a network of people with an interest in process improvement.
Basic information that should be communicated externally about the project includes:
• Brief description of the process and the problem (What was not working well?)
• Basic information on the project (What? When? Who?)
• Key results related to time, cost, quality, and other outcomes
• Key differences between the old process and the new process and how those changes will affect
your external audiences, if appropriate (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
RESOURCES
Lean Government Implementation
Guide
Lean Replication Primer
Lean Project Poster Template
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Several components of an effective external communications strategy will help to spread Lean efforts
outside your initial project. Examples include:
• Cast a wide net when sending invitations to the event report-out. At the Minnesota
Department of Administration, invitations to event report-outs are distributed to anyone
interested in coming, and some report-outs have been attended by as many as 100 people.
• Create a case study and/or poster describing the goals and results from your project. Include
photos or other graphics to make it more visually appeally. For links to EPA and State
environmental agency examples, see the EPA Lean Government website
(https://www.epa.gov/lean/lean-government) or the State Lean Activity webpage
(https://www.epa.gov/lean/state-lean-activity
• Reach out to your customers and key stakeholders to identify any changes to the process that
affect their involvement.
• Use your organization's media channels (e.g., blog, newsletter, website) to communicate
about your Lean efforts and generate enthusiasm. Several state agencies, including Ohio and
Minnesota, publish a Lean newsletter summarizing recent Lean activities to inspire interest in
efforts in other areas. Write an article for your agency's website or public newsletter that
outlines your Lean implementation activities.
• Maintain an attractive and interesting website that informs people about Lean activity in your
organization. Post results from projects and team photos, being sure to keep content updated
and "fresh."
• Conduct a webinar to brief key stakeholders and interested members of the public on process
changes and improvement results.
Integrate Lean Implementation into a Continual Improvement System
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. It is important
to connect follow-up efforts for individual Lean projects into your organization's
overall continual improvement system, such as the one described in Chapter 2.
The more effectively your organization integrates follow-up into your
organization's culture and systems, the easier it will be to sustain success and
prevent back-sliding. This is an important part of the "Act" phase of the PDCA
framework. Make your new improved processes become business as usual, share
transferable solutions with others in your organization and outside peers as well, and sustain and
improve on the solutions over time. Three activities are vital for sustaining Lean improvements across
organizations: 1) coordinate project implementation, 2) continue to support processes with future Lean
projects, and 3) cultivate employee ownership of process improvement.
Coordinate Project Implementation
The event follow-up activities discussed earlier directly prevent back-sliding by focusing attention on
completing open action items and addressing challenges that may have arisen after the Lean event. As
described above, it is useful to designate an implementation team leader to remind people about their
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assigned follow-up responsibilities and to ensure that implementation remains on-task. That person
needs to have the persistence, enthusiasm, and sufficient authority to coordinate the implementation
team throughout the entire follow-up process. Your agency's Lean initiative can provide critical support
to these team leaders by coaching them on their roles and responsibilities, providing resources such as
tracking tools and other templates, and assisting with broader agency communications.
The brief weekly check-in meetings, coupled with 30-, 60-, and 90-day report-out meetings, are essential
investments to ensure that the results from Lean projects are sustained and enhanced. These meetings
alone, however, may not be enough to ensure that the process improvement results estimated during
the event can become reality. Utilize tracking tools to monitor which follow-up actions have and have
not been completed, and distribute these tracking sheets to team members in weekly emails. Taking
these steps to make sure that estimated benefits of Lean projects become reality is crucial to
establishing a lasting process improvement culture throughout your organization.
Continue to Support Processes with Future Lean Projects
Lean is not a one-time effort. Follow-up is essential to ensure that the new process takes hold, runs
smoothly, and achieves the desired results. Moreover, significant improvements can result from
conducting periodic improvement projects on the same 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 processes are targeted multiple times over a few years. Some Lean
experts say that a process is not truly "Lean" unless it has gone through at least five rapid improvement
events! Fresh thinking and perspectives often unleash time, quality, and cost improvement ideas that
could not have been imagined during the first Lean project. Other Lean methods, such as 5S and visual
controls, focus on sustaining Lean improvements by keeping workspaces well organized and making
potential problems visible so they can be quickly addressed.
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. Another way to get fresh ideas is to give employees the opportunity to exchange roles for a few
hours and learn how different parts of a process work. The new vantage points can help team members
see the process—and improvement opportunities—in a new light. Consider developing formal or
informal systems for collecting improvement suggestions from employees (such as idea boards) and
make sure to recognize employees for their suggestions and initiatives.
Implementation is an integral component of a successful Lean project. It is hard work and requires a lot
of effort, but is key to maintaining the momentum of fast-paced improvement inspired during the Lean
project. In addition, conscientious follow-up activities help people to develop a continuous
improvement mindset.
The next chapter discusses how to expand your Lean success beyond your project and transform your
organization into a culture of continuous improvement.
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CHAPTER 7. DIFFUSING LEAN ACTIVITY AND BECOMING
A LEAN ENTERPRISE
Act , Check
opening and exciting experience. Observing rapid and dramatic improvements
in an agency process can offer a glimpse into what is possible to accomplish-
even in a large government bureaucracy. Yet running a few successful Lean
Doing one or more Lean projects at a government agency can be an eye-
projects is not enough to realize the full gains from process improvement
efforts, nor is it enough to develop a continual improvement culture across an
agency. The power of Lean is truly realized when individuals in an organization
internalize a proactive, problem-solving approach and the organization becomes adept in supporting
improvement as part of daily work practices. It is important to remember that diffusing Lean into an
agency is a critical part of the overall Lean work. After the first few Lean projects, inevitable questions
arise. As the image to the left illustrates, diffusing Lean activity involves a continual series of PDCA loops,
as you continue to improve one process after another in a cohesive approach.
What does Lean mean for our agency for the long term?
How can we sustain and diffuse the successes of our initial Lean activity?
How can we use Lean to promote a continual improvement culture in our agency?
Responses to these questions can range significantly—from "we are done with Lean" to "let each part of
the agency use Lean methods 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 an
agency decides to continue with Lean, then it must decide how to proceed. There is no right answer to
this question, but failure to strategically consider it can have serious consequences. 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 projects 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:
• Understanding the Lean Journey
• Getting Started with Lean Diffusion
• Four Deployment Models for Lean Diffusion
• Future Directions: Building a Lean Continual Improvement Agency
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Understanding the Lean Journey
As described in Chapter 2 and shown in the "house" diagram below, there are five key elements of a
continual improvement system that Lean supports. First, leaders provide goals, direction, and support to
enable process improvement activities. Following this direction, agency managers and staff use Lean
methods to eliminate inefficiencies, simplify processes, and allow more time to be spent on "mission
critical" work. This Starter Kit is one tool your agency can use to support the Lean process improvement
methodology for your agency. Building from this foundation, applied Lean training ensures that
employees can effectively participate in and lead process improvement activities. Next, targeted
communications keep internal and external audiences informed about the agency's Lean efforts and
their importance. Finally, a performance measurement system allows the agency to track and evaluate
progress overtime and make adjustments to implementation activities as needed.
The Continual Improvement System
Leadership
Plan Do
t Continual
Improvement
Culture
Act Check
I
-------
employees. The figure below describes three key stages that often occur as an organization matures in
its use of Lean: improving, optimizing, and transforming.
The Lean Journey
bo
£
£
o
«4—
l/»
£
ro
Continuous improvement is everyone's job
Improvement is driven by strategy and scoreboard
Lean is "the way we work"
Result: value delivered to taxpayers and customers
bo
c
"n
"e
4->
Q.
o
Management team leads process improvement
Opportunity-focused clusters
Managers applyingthe Lean methodology
Result: better strategy execution and expertise established
bo
£
O
Q.
E
Lean teams drive deployment
Ad hoc projects focus on financial benefits
Learningthe Lean and Six Sigma tools
Result: identify and eliminate waste and process variation
More Staff Become Engaged with Lean and Increased Internal Lean Facilitation
Expertise Decreases the Need for External Support Over Time
The time that an organization takes to shift between these stages can vary, and it can take 3-5 or more
years before an organization fully adopts a Lean culture. The Lean journey does not happen overnight,
and that the pace and effectiveness of the transformation depends on multiple factors, including
leadership support, organizational culture, the sense of urgency for change, available resources, and
implementation strategy. The road on the Lean journey is not always smooth, and many organizations
implementing Lean experience a greater chance of failure between 6 and 18 months into their Lean
journey. Failure during this period of a Lean journey often occurs due to a combination of three factors:
• A lack of strategic focus to the Lean activities
• A lack of management passion and commitment to successful Lean implementation
• A lack of staff time and money devoted to support the journey
During this period, initial excitement and momentum from the first few Lean projects can subside,
especially without active leadership or a clear plan for continuing and propagating Lean activity. These
are key reasons why leadership engagement and communications are critical to sustaining success with
Lean process improvement efforts.
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Getting Started with Lean Diffusion
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 strategic ways to expand Lean activity at a lower cost, with more
consistency, and better results than if they implemented Lean in a piecemeal approach. There are six
important steps for diffusing Lean within an agency.
LEAN DIFFUSION STEPS
1. Implement Lean in several areas and share results
2. Send clear and consistent supportive messages from agency leadership
3. Establish an agency Lean coordinator
4. Build a core Lean team and expand staff capacity through training
5. Develop a consistent approach and tools for implementing Lean
6. Keep at Lean to sustain momentum, but do not push too hard too fast
1. Implement Lean in Several Areas and Share Results
The best way to sustain, expand, and build momentum for Lean activity is to achieve results and to
share them throughout the agency. Identify several departments or programs that may be good places
to conduct Lean events or projects and to build staff experience with Lean. Conducting isolated projects
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. Many Lean experts tout the value of
creating "Lean learning labs"—places where Lean activity is concentrated that can serve as models for
Lean deployment and learning elsewhere in organizations. There is no better way to learn about Lean
than to experience it firsthand through Lean projects, and there is no better way to realize what Lean
can do for your agency than to try it out.
After your first Lean project, when selecting areas for further Lean activity, consider these five factors in
addition to the criteria described in chapter 3 for selecting a Lean project:
• 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 sponsor and/or advocate for Lean within the agency
• Personnel in the area have previous experience using Lean methods
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• Your organization already has a culture that emphasizes performance measurement and striving
toward measurable objectives
After completing Lean projects, share the results and let them speak for themselves. Chapter 3 includes
information on measuring and communicating Lean results. Prepare a brief, attractive presentation that
shares key information on Lean projects conducted throughout the agency. Involve key personnel from
other departments and divisions in the report-out presentations for Lean projects to help introduce key
personnel and "idea leaders" within the agency to Lean. Consistently communicate messages about why
Lean is important to the agency and the results that have been achieved through Lean projects and
implementation activities. Once people discover that Lean can make their jobs easier and deliver real
results, momentum will build.
2. Send Clear and Consistent Supportive Messages
Strong, continued support from agency leaders is critical
to both effective implementation and diffusion of Lean.
Without the personal and visible support of senior
managers, the effectiveness of Lean projects can be
undermined. Effective Lean implementation requires
sustained attention and resources, along with an
openness to change. Visible leadership commitment and support are also vital to encourage other parts
of an organization to step forward and try Lean. Leadership commitment is crucial to ensuring that the
agency will back and support the work of Lean practitioners, both during specific Lean projects and in
broader organizational deployment of Lean. The commitment and support of leadership should be
evident in their involvement in the selection of projects that address strategic priorities for the
organization.
Without consistent support from leaders, some Lean projects may not ever achieve sustained results.
Leaders must set the agenda for change, define goals for change, actively participate in improvement
projects, dedicate staff time and resources for improvement efforts, provide visible support, hold people
accountable for achieving performance metrics, remove barriers to successful implementation, and
recognize accomplishments. These and other actions that Lean leaders must take are outlined in the box
below and in EPA's Lean Leadership Guide.
from Agency Leadership
RESOURCES
Lean Leadership Guide
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KEY ACTIONS FOR LEAN SPONSORS
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 when it occurs
Build the infrastructure for change.
• Identify and support projects that address strategic priorities for the organization
• Align employee rewards and compensation to support process improvement efforts
• 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
Visible leadership is also critical to help many managers who are new to Lean overcome the perceived
risk of trying a new and unfamiliar process improvement method.
POSSIBLE INITIAL REACTIONS TO LEAN
S We've already tried that.
S We're too busy to take time out for an improvement event.
S We don't have time to focus on process improvement.
S It will cost too much to do a Lean event.
S It will never work in our area or department.
S Nothing's broken, so why fix it?
S We're not like a manufacturing company; those concepts and tools don't apply to us.
Most organizations that embark on a Lean journey soon discover that the excuses for not trying Lean are
unfounded and that the payback from Lean efforts can be quick and dramatic.
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3. Establish an Agency Lean Coordinator
Once your agency has committed to implementing
multiple Lean projects, it is critical to identify an agency
Lean coordinator to help guide and keep track of Lean
activity and associated measurable results throughout
the agency (see Job Description resource). An agency
Lean coordinator can help prevent unnecessary rework
by linking those interested in using Lean with potential
consultants or facilitators, training resources, lessons
learned, and other helpful information. Some
government agencies have found it useful to task the Lean coordinator with leading the development of
an organizational Lean deployment strategy. Such a strategy can support organization-wide Lean activity
and ensure that it is connected to the organization's overall mission, strategic plan, and other priorities.
An agency Lean coordinator can also track the use of Lean across other agencies, and track the results of
those efforts, and look for benchmarking and information sharing opportunities. The Lean coordinator
can track process improvement efforts across the agency and ensure that implementation happens after
each project (see Agency-Wide Lean Tracking Sheet resource).
While it is helpful to have a single point of contact for your agency's Lean initiative, especially for
communications purposes, that doesn't mean that the "coordinator" should necessarily be the only
person coordinating Lean activities across your agency. In fact, it is critical for leaders across the
agency—or the department/division within which you are implementing Lean—to be actively engaged
in your organization's Lean process improvement efforts. Some Lean experts advocate establishing a
Lean Steering Committee to enable alignment across the leadership team for process improvement
efforts, as well as to communicate activities and results, evaluate progress, gather and prioritize
improvement ideas, and allocate resources. The agency Lean Coordinator can serve as the central focal
point for a Lean initiative. They can work under the direction of senior leadership and/or a Steering
Committee to develop and support the agency's Lean deployment strategy, including communications,
training and capacity building, performance measurement, and the regular application of Lean methods.
4. Build a Core Lean Team and Expand Staff Capacity through Training
Begin to build Lean expertise by having a few employees
participate in multiple Lean projects across your agency
(and/or at other public agencies or organizations). The
best way to learn about Lean and become skilled as a
Lean practitioner is by observing and participating in
Lean projects. While training courses can be useful, they
are no substitute for time spent in Lean projects, even if
the projects are focused on processes different than those the individual works on.
Many organizations report that assistance with Lean event facilitation and deployment from
experienced Lean consultants is essential until an organization has developed sufficient internal
expertise. Leverage consultant support for Lean events to advance broader internal capacity-building
and deployment goals. Over time, this effort can reduce dependence on Lean consultants for event
facilitation services, which can be costly. Many experienced Lean organizations retain some level of
strategic advising and support on Lean deployment from Lean consultants. Another strategy that some
RESOURCES
Agency Lean Coordinator Job
Description
Agency-Wide Lean Tracking Sheet
RESOURCES
EPA Continuous Process Improvement
Training Strategy
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organizations take is to hire Lean expertise by bringing in one or more experienced Lean practitioners
who have successfully led Lean events or deployment efforts on administrative processes elsewhere in
public or private sector organizations.
Invest in several employee team members who demonstrate interest and skills with Lean and related
skills such as facilitation and change management. Get these team members to participate in as many
Lean projects as possible. Give them increasing responsibility for leading Lean teams and facilitating
Lean events (sometimes with consultant help). While it may take a couple of years of practice to
independently lead Lean efforts, these team members can assume significant responsibility for Lean
application quite quickly, reducing the need for consultant time. As discussed below, building a Lean
training program can speed capacity-building efforts and ensure the use of consistent methods.
5. Develop a Consistent Approach and Tools for Implementing Lean
As Lean is diffused across an organization, avoid having each office or department reinvent existing Lean
tools or processes. Wherever it is appropriate to do so, use standard work: a basic component of Lean
that logically applies when determining how Lean will be rolled out across an agency. This Starter Kit
provides a variety of templates that can be adapted to meet your agency's needs. Experienced Lean
practitioners report that without a consistent organization-wide approach, it is difficult to replicate
performance improvements from one department to another. Many organizations have found that a
consistent approach to implementing Lean methods and tools can still accommodate sufficient flexibility
to meet the needs of diverse offices, programs, and processes.
Government organizations should consider employing a common approach for selecting and contracting
with a Lean facilitator, until sufficient in-house Lean facilitation capacity is developed. This can be an
important way to ensure that each project or event uses a common approach to Lean. Agencies also
may find that a standardized approach may reduce transaction costs associated with hiring and retaining
Lean consultants. For example, some consultants may tend to emphasize rapid improvement events,
while others may place more emphasis on the Six Sigma Design-Measure-Analyze-lmprove-Control
(DMAIC) process. If an agency uses different terminology, tools, and processes for each project, it can
make broader organizational communications and training more challenging. When an organization is
ready to build internal capacity for Lean facilitation through training and certification, a single Lean
training curriculum will enable internal Lean facilitators to implement Lean projects throughout the
agency.
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. In general, the more Lean projects your organization conducts, the more process improvement
gains are possible. However, as noted in this Starter Kit, it is important to remember that supporting the
activities during a Lean event is only one stage of Lean process improvement efforts; careful scoping and
preparation for events and dedicated attention to implementation are critical to long-term success.
Consider your organization's overall improvement goals and needs, and your organization's culture
when choosing the appropriate level of investment in Lean to sustain interest and momentum.
While it is not uncommon for leading Lean organizations in the public and private sector to run
numerous Lean projects each year, remember to pace yourself. Moving too aggressively with Lean when
an agency is not ready can quickly turn people off and make it seem like too much attention has shifted
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to Lean efforts, at the expense of the agency's core mission. Organizations that are well into their Lean
journeys often find that it's useful to have one "Lean event week" during a month, with multiple
process-improvement events scheduled during that time. Several state environmental agencies have
successfully used the concept of Lean event weeks to make Lean consultant resources go further (with
one consultant supporting multiple events) and create momentum for Lean efforts.
According to many Lean experts, once an organization has matured on its Lean journey, a good general
rule of thumb is to hold at least one Lean event per year for every 10 employees (the n/10 rule).17 Lean
implementation at that level can drive double-digit annual performance gains, but that scale and pace of
implementation may not make sense for many organizations, especially those early on in their Lean
journeys. The pace and level of investment in Lean efforts at an organization are key questions for
leadership to answer, and they influence the choice of deployment model, discussed below.
Four Deployment Models for Lean Diffusion
Once an agency decides to expand its use of Lean, the challenge shifts to how to effectively and
efficiently proceed. There are four main models for deploying Lean in an organization, including:
Agency-Wide (Transformative), Department/Division (Transformative¦, but Selective Application),
Targeted (Strategic), and Grass Roots (Opportunistic), which are further described in the table below.
These models range from sporadic implementation initiated by individual sponsors potentially yielding
pockets of success to strong top-down leadership and systematic investment that may yield more
significant and sustainable results.
LEAN DEPLOYMENT MODELS
Model
Characteristics
Deployment Considerations
Agency-Wide
Top down driven
Requires significant, sustained investment and solid
Model
Comprehensive
leadership from top management
(Transformative)
Major culture change
Large infrastructure and full-time staff
Rapid, highly visible
Significant planning and management
deployment
Integration with other management and
Focused on strategic
measurement systems
priorities
Need for common language and problem-solving
methodology
Need to address cross-agency processes
5+ years to achieve lasting culture change
17 The n/10 rule is from George Koenigsaecker, Leading the Lean Enterprise Transformation, New York: CRC Press, 2009.
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LEAN DEPLOYMENT MODELS
Model
Characteristics
Deployment Considerations
Department/
Division Model
(Transformative,
but Selective
Application)
Department leadership but
agency management
support
Department pilot for
agency
Comprehensive at the
department level
Culture change
Similar to agency-wide model but on a smaller scale
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 agency-wide management
systems
Risk of not getting beyond the department level
Targeted Model
(Strategic)
Top management
leadership
Focused on a few specific
agency problems
Driven by a desire for
strategic impact
Culture change is not a
deployment objective
Easy to get started
Can work in smaller agencies
Infrastructure needs are small; generally use
contracted resources
Little systematic integration with agency-wide
management systems
Quick results because problems are identified ahead
of time
Risk of not sustaining the gains
Grass Roots
Model
(Opportunistic)
Originates at the bottom
of the agency
Highly motivated
individuals lead the effort
Project- or problem-
specific
Culture change is not an
objective
Relatively easy to do but difficult to sustain over time
Very vulnerable to changes affecting staffing
Few if any initial infrastructure needs; no integration
with management systems
Often rely on external Lean consultants
Lean implementation approach may vary across
agency
Can generate good results from individual projects
Track record for sustainable improvement is not
good
Most highly successful 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, resources,
and leadership commitment should drive which model is selected. Your organization should pursue a
range of goals as you progress through your Lean journey: beginning with targeted and specific goals,
then optimizing as managers lead process improvement and better strategy execution is established,
then progressing into a transformative culture change where continuous improvement is everyone's job.
When selecting a model for diffusion, careful thought should be given to three factors: desired impact,
implementation scale, and organizational readiness (see table below).
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DIFFUSION MODEL SELECTION FACTORS
Desired Impact
Implementation Scale
Organizational Readiness Factors
Business Transformation
Entire agency
Culture
¦ Agency-wide deployment
Department/division
Past process experience
¦ Major culture change
Project/section/team
Management team
Strategic Improvement
Stability
¦ Targeted deployment on critical
problems
¦ Projects necessary for success or
survival
Problem-solving
¦ Specific operational problems
¦ Incremental improvements in
agency performance
Select a deployment model and adapt it to best fit your agency's situation. You may also choose one
deployment approach during your organization's initial efforts with Lean, and then shift to another
deployment approach after a few years of implementing Lean methods. There is no one "right" Lean
deployment model, although many Lean leader organizations voice strong support for the agency-wide
model, since it is the only one that can achieve cultural change throughout an organization. Regardless
of which model is selected, management support and commitment is an essential ingredient for long-
term success. Consider developing a five-year improvement plan that realistically charts where you want
to be in five years compared to your current performance and that outlines what it will take to get there
in terms of time, resources, leadership, outside expertise, training, and communications.
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COMMON OBSTACLES TO BUILDING A LEAN ENTERPRISE
According to Lean author and consultant Karen Martin, common obstacles that organizations face when
building a Lean enterprise and potential strategies to address them include the following:
• Weak or no leadership buy-in (Strategy: Leadership engagement and executive sponsors)
• No sense of urgency (Strategy: Communications that emphasize the pressures on the agency, the
unknown, and the need to change)
• Non-existent or unrealistic strategy (Strategy: Develop clear goals and a realistic, five-year plan)
• Lack of alignment around improvement strategy (Strategy: Establish a Lean Steering Committee)
• Lack of understanding or missing skills (Strategy: Establish clear learning objectives for training, identify
appropriate participants, and ensure it is connected to real-world application)
• Inadequate improvement resources (Strategy: Leverage external resources to provide learning
opportunities; internal resources can be a combination of dedicated and shared responsibility)
• Slow results (Strategy: Focus year one on quick successes and don't attempt to tackle your toughest
problems first before you've learned more about how to do Lean projects successfully)
• Results not communicated (Strategy: Use multiple communication means, such as an Intranet, displays
in hallways and break rooms, closed circuit LCDs, paycheck stuffers, newsletters, and meetings)
• Processes are not monitored and continuously improved (Strategy: Establish a process owner who
monitors a few key performance indicators for the process, reports on performance, and leads
improvement efforts as needed)
• Everything waits for a rapid improvement event (Strategy: Establish employee suggestion boards and
other ways to encourage individual initiative and "just-do-it" actions)
Source: Adapted from Karen Martin & Associates, "Building a Lean Enterprise: Navigating the Common Obstacles to Success," Webinar
Presentation, 13 May 2010, www.slideshare.net/KarenMartin2/building-a-lean-enterprise.
Future Directions: Building a Lean Continual Improvement Agency
Lean can be much more than a process improvement tool to be used only when a process seems
broken. There are many opportunities for environmental agencies to implement Lean to improve
existing programs and processes or to efficiently create new ones.
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. Lean process design
methods such as Lean Startup, Design for Lean Six Sigma, and Production Preparation Process (3P),
described in the Lean Methods Table in Chapter 3, 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 (e.g., an agency newsletter or permit application), processes, and programs. Once your
organization is familiar with basic Lean principles and methods, such as identifying "wastes" in office
processes and the process mapping used in rapid improvement or value stream mapping events, you
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may begin to identify opportunities where Lean thinking could be applied to design better, more
efficient processes from the beginning. (See Appendix A for a Bibliography of Lean References.)
Improve and Manage Agency Value Streams
Most high-performing Lean organizations work to manage and improve key value streams—the full
chain of processes and activities that deliver value to customers or stakeholders. For an environmental
agency, this could be the services the agency provides to society and to key constituents and working to
optimize these flows of value. This may lead to more holistic approaches to environmental management
that go beyond the traditional air, water, and waste silos.
• For example, a state or local environmental agency could look comprehensively 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 part of that value stream.
• Some municipalities have taken this customer-oriented view and set up neighborhood service
centers where citizens can access services from multiple government departments in one place.
• Similarly, some states have developed one-stop business centers to support streamlined
business licensing and permitting.
Lean approaches offer some useful lessons in how to effectively plan, organize, and manage
organizations to optimize their value streams. Such lessons may open up exciting possibilities for
environmental agencies.
Link Lean Improvement Projects to Agency Mission and Strategy
As organizations make the transition to becoming Lean continual improvement enterprises, they are
increasingly linking their improvement activities to their strategic planning and goal-setting processes. A
powerful method known as "strategy deployment" (also known as hoshin kanri and policy deployment)
elegantly links the strategic goals of an organization with a cascade of increasingly specific programs and
activities that support those goals. Strategy deployment typically has a one- to five-year focus (updated
annually), taking longer-term strategic planning goals and objectives and honing in on what needs to be
accomplished in the coming year.
A3, as noted in the Lean Methods Table in Chapter 3, is a powerful Lean method that complements
strategy deployment by clearly displaying the connections between an organization's priorities and
tactical Lean implementation efforts on a single piece of paper. (A3 refers to the paper size,
approximately 11 by 17 inches.) The visual presentation of this highly interactive strategy deployment
planning process using the A3 method 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 process that is intrinsically linked to the activities and
improvement efforts that are planned and executed in the organization.
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Concluding Thoughts
While the Lean journey takes hard work and perseverance, the results can be transformative— freeing
employees to focus more time on value-added mission-critical work dramatically improves performance
outcomes, customer and stakeholder satisfaction, and employee morale. With Lean, everyone wins: 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.
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APPENDIX A. BIBLIOGRAPHY OF LEAN REFERENCES
Articles, Reports, and Presentations
Chew, Jian Chieh. "Eight Workable Strategies for Creating Lean Government." iSixSigma.com. (Mar 22
2006). https://www.isixsigma.com/methodology/lean-methodology/eight-workable-strategies-
creating-lean-government/.
Maleyeff, John. Improving Service Delivery in Government with Lean and Six Sigma. Strategy and
Transformation Series, IBM Center for the Business of Government.
http://www.businessofgovernment.org/sites/default/files/MaleyeffReport.pdf
U.S. Department of Defense. Continuous Process Improvement/Lean Six Sigma Guidebook. Revision 1,
July 2008. www.au.af.mil/au/awc/awcgate/dod/cpi leansixsigma hdbk2008.pdf.
Books
Books on Lean Thinking and Lean in Administrative/Office Contexts
Association for Manufacturing Excellence. Lean Administration: Case Studies in Leadership and
Improvement. New York: Productivity Press, 2007.
Flinchbaugh, Jamie and Andy Carlino. The Hitchhiker's Guide to Lean: Lessons from the Road. Dearborn,
Ml: Society for Manufacturing Engineers, 2006.
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.
Humble, Jez, Joanne Molesky, and Barry O'Reilly. Lean Enterprise: How High Performance Organizations
Innovate at Scale. Sebastopol, CA: O'Reilly Media, Inc., 2015.
Koenigsaecker, George. Leading the Lean Enterprise Transformation. New York: CRC Press, 2009.
Liker, Jeffrey K. The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer.
New York: McGraw-Hill, 2004.
Liker, Jeffrey K. The Toyota Way to Continuous Improvement: Linking Strategy and Operational
Excellence to Achieve Superior Performance. New York: McGraw-Hill, 2011.
Locher, Drew. Lean Office and Service Simplified: The Definitive How-To Guide. Boca Raton: Productivity
Press, 2011.
Mann, David. Creating a Lean Culture: Tools to Sustain Lean Conversions. New York: Productivity Press,
2010.
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Martichenko, Robert O. Everything I Know About Lean I Learned in First Grade. Robert Martichenko,
2008.
Martin, James William. Lean Six Sigma for the Office. Boca Raton: CRC Press, 2009.
Martin, Karen. The Outstanding Organization: Generate Business Results by Eliminating Chaos and
Building the Foundation for Everyday Excellence. New York: McGraw Hill, 2012.
Miller, Ken. We Don't Make Widgets: Overcoming the Barriers that Keep Government from Radically
Improving. Washington DC: Governing, 2006.
Nightingale, Deborah J., and Jayakanth Srinivasan. Beyond the Lean Revolution: Achieving Successful and
Sustainable Enterprise Transformation. New York: AMACOM, 2011.
Productivity Press Development Team. The Lean Office: Collected Practices and Cases. New York:
Productivity Press, 2005.
Richard, Graham. Performance is the Best Politics: How to Create High-Performance Government Using
Lean Six Sigma. Fort Wayne: HPG Press, 2006.
Ries, Eric. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically
Successful Businesses. New York: Crown Business, 2011.
Sharma, Anand and Gary Hourselt. The Antidote: How to Transform Your Business for the Extreme
Challenges of the 21st Century. Durham: Managing Times Press, 2006.
Tapping, Don. The Lean Office Pocket Guide XL: Tools for Elimination of Waste in Administrative Areas!
New York: MCS Media, 2006.
Teeuwen, Bert. Lean for the Public Sector: The Pursuit of Perfection in Government Services. New York:
Productivity Press, 2011.
Thompson, Jim. Lean Production for the Office: Common Sense Ideas to Help Your Office Continuously
Improve. Toronto: Productive Publications, 2009.
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.
Books on Specific Lean Methods
Cowley, Michael and Ellen Domb. Beyond Strategic Vision: Effective Corporate Action with Hoshin
Planning. Burlington, MA: Butterworth Heinemann, 1997.
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Fabrizio, Tom and Don Tapping. 5Sfor the Office: Organizing the Workplace to Eliminate Waste. New
York: Productivity Press, 2006.
George, Michael L., John Maxey, David Rowlands, and Mark Price. The Lean Six Sigma Pocket Toolbook:
A Quick Reference Guide to 100 Tools for Improving Quality and Speed. McGraw-Hill, 2004.
Keyte, Beau and Drew Locher. The Complete Lean Enterprise: Value Stream Mapping for Administrative
and Office Processes. New York: Productivity Press, 2004.
Jackson, Thomas L. Hoshin Kanrifor the Lean Enterprise. New York: Productivity Press, 2006.
Martin, Karen. Kaizen Event Planner: Achieving Rapid Improvement in Office, Service, and Technical
Environments. New York: Productivity Press, 2007.
Martin, Karen and Mike Osterling. Value Stream Mapping: How to Visualize Work and Align Leadership
for Organizational Transformation. New York: McGraw-Hill Education, 2014.
Rajesh, Jugulum and Phillip Samuel. Design for Lean Six Sigma: A Holistic Approach to Design and
Innovation. Hoboken: John Wiley & Sons, Inc., 2008.
Tapping, Don and Tom Shuker. Value Stream Management for the Lean Office: Eight Steps to Planning,
Mapping, and Sustaining Lean Improvements in Administrative Areas. New York: Productivity Press,
2003.
Templates and Tools
See the following links for templates and tools related to Lean methods. Additional tools are available in
EPA's Lean Government Methods Guide. All links were accessed in October 2016.
Rapid improvement event (kaizen event) and continuous improvement facilitator resources:
Minnesota Continuous Improvement Training Materials, Facilitator Toolkit, and Organizational
Resources: https://mn.gov/admin/continuous-improvement/resources/proiects/toolbox/
Iowa Lean Event Resources: http://lean.iowa.gov/resources/index.html
Plan Do Check Act Project Resources (also called "A3" planning process):
Washington State gPDCA process: http://des.wa.gov/services/HRPayroll/Lean/gpdca
Washington State Nine-Step Improvement Story template:
http://www.results.wa.gov/sites/default/files/lmprovement Story Worksheet Template.docx
Point Kaizen Tips: www.gembapantarei.com/2006/12/when is point kaizen ok.html
Process Walk Checklist Example:
www.bluehangar.com/uploads/5/3/2/3/532364/bh process walk checklist.pdf
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Visual Controls tips: http://theleanthinker.com/2007/08/20/sticky-visual-controls/
Websites
U.S. Environmental Protection Agency, Lean website, www.epa.gov/lean (contains numerous Lean
government publications, resources, and case studies)
Lean Enterprise Institute, www.lean.org (a non-profit organization dedicated to advancing Lean; website
includes a discussion forum on Lean government)
Lean Government Center, www.leangovcenter.com (maintains a list of Lean government websites)
State and Local Lean government websites (partial list):
• Colorado Local Public Health and Environmental Resources Quality Improvement Resources
webpage: https://www.colorado.gov/pacific/cdphe-lpha/tools-and-resources
• Colorado Lean and Performance Improvement Tools:
https:/ / sites, google, com/a/state, co. us/colorado-performance-management/performance-
planning-and-lean
• Lean Connecticut website:
http://www.ct.gov/opm/cwp/view.asp?a=4595&q=538306&opmNav GID=2162
• Connecticut Department of Energy & Environmental Protection Lean website:
http://www.ct.gov/deep/cwp/view.asp?a=2699&Q=455414&deepNav GID=1511%20
• Iowa Office of Lean Enterprise website: http://lean.iowa.gov
• King County, Washington website:
http://www.kingcounty.gov/depts/executive/performance-strategy-budget/lean.aspx
• Maryland World Class Consortia and Lean Government website:
http://mwcmc.org/leangovernment
• Michigan Lean Consortium (public and private) website: http://michiganlean.org/
• Minnesota Continuous Improvement website: http://mn.gov/admin/lean/
• New Hampshire Lean website: http://lean.nh.gov/ (Case studies at:
http://lean.nh.gov/ProiectCaseStudies.aspx)
• Lean Ohio: http://lean.ohio.gov/
• Rhode Island Office of Management and Budget Strategic Planning/Lean Resources
webpage: http://www.0mb.ri.g0v/strategic/#secti0nl
• Washington State Lean website: http://www.results.wa.gov/what-we-do/apply-lean
• Washington State Department of Ecology Lean website (government and manufacturing):
http://www.ecy.wa.gov/about/lean/
• Wisconsin State Lean website: http://walker.wi.gov/wisconsin-priority/reforming-
government/Lean-Government
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• Wisconsin Department of Natural Resources Lean website:
http://dnr.wi.gov/about/lean.html
Weblogs that discuss Lean government topics:
• Curious Cat Management Improvement: http://management.curiouscatblog.net
• Evolving Excellence: www.evolvingexcellence.com/blog
• Gemba Panta Rei: www.gembapantarei.com/lean government
• iSixSigma: www.isixsigma.com
• Mark Graban's Lean blog, http://www.leanblog.org/
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RESOURCES
APPENDIX B. RESOURCES
This appendix includes practical tools and resources for learning about Lean, conducting successful Lean
process improvement events, and becoming a Lean enterprise. A summary description of each resource
appears below. The resources are organized according to the chapter in which the Starter Kit references
them, with a separate list of the resources that are only available on-line. All of the resources are
available for download from EPA's Lean Government website, www.epa.pov/lean.
List of Starter Kit Resources
Web-Only Resources
The following resources are not included in the Appendix to the Starter Kit, but are available for
download online.
• Lean and Information Technology Toolkit
• Lean Leadership Guide
• Lean Government Event Scoping Guide
• Lean Government Methods Guide
• Lean Government Metrics Guide
• Lean Replication Primer
• EPA Continuous Process Improvement Training Strategy
• Lean Implementation Guide
• Lean Project Poster Template
• SIPOC Template
• SIPOC Instructions
Chapter 2: Tools and Resources for Understanding Lean and the Continual Improvement System
• Frequently Asked Questions about Lean
Chapter 3: Tools and Resources for Selecting a Lean Project
• Pre-Screening Application for Lean Projects
• Lean Facilitator Request for Proposal
Chapter 4: Tools and Resources for Lean Project Scoping and Preparation
• Lean Project Sponsor Contract
• Lean Project Supplies List
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RESOURCES
• Rapid Improvement Event Logistics Checklist
• Scoping Meeting Agenda
• Lean Team Charter
• Rapid Improvement Event Preparation Checklist
• Lean Metrics Checklist
• Pre-event Data Collection Guide
• Rapid Improvement Event Agenda
• Frequently Asked Questions about Lean (also referenced in Chapter 2)
Chapter 5: Tools and Resources for Conducting a Lean Project
• Team Leader Daily Agenda
• Lean Project Homework
• Lean Project Report-Out Presentation Template
• Lean Project Implementation Plan Template (also referenced in Chapter 6)
• Lean Project Implementation Plan Example (also referenced in Chapter 6)
• Report-out Summary
• Event Evaluation Form
• Lean Event Certificate Template
Chapter 6: Tools and Resources for Lean Event Follow-Up
• Lean Project Implementation Plan Template
• Lean Project Implementation Plan Example
Chapter 7: Tools and Resources for Diffusing Lean Activity and Becoming a Lean Enterprise
• Agency Lean Coordinator Job Description
• Agency-Wide Lean Tracking Sheet
Descriptions of Starter Kit Resources
Web-Only Resources
The following resources are not included in the Appendix to the Starter Kit, but are available for
download online.
1. Lean and Information Technology Toolkit. This toolkit provides how-to guidance, resources, and
tips for combining Lean and IT to improve existing IT processes and more cost-effectively design
new IT products and services using Lean Startup, Agile, and other Lean methods.
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RESOURCES
2. Lean Leadership Guide. This guide describes eight critical steps that Lean leaders should take in
order to ensure the success of process improvement efforts.
3. Lean Government Project Scoping Guide. This guide is designed to help government agencies
select, scope, and charter successful Lean projects. It includes examples from environmental
agency Lean projects.
4. Lean Government Methods Guide. This guide describes the array of Lean methods applicable to
government agencies and when to consider using each method.
5. Lean Government Metrics Guide. This guide provides definitions and examples of metrics often
used in Lean government efforts.
6. Lean Replication Primer. This Lean primer describes how EPA offices and regions can share and
transfer Lean project successes elsewhere to generate further improvements.
7. EPA Continuous Process Improvement Training Strategy. This framework outlines a body of
knowledge (education/content), a body of experience (application of tools and demonstrating
results), and continuous learning (coaching, mentoring and specialized courses) for Lean and
continuous process improvement practitioners who wish to apply their skills at EPA.
8. Lean Implementation Guide. This guide contains guidance, tips, and resources to help agencies
successfully manage follow-up and implementation to sustain process improvement efforts.
9. SIPOC Template. This spreadsheet provides a fill-in worksheet that your team can use to scope
the Lean project using a SIPOC exercise.
10. SIPOC Instructions. This guide provides directions for your team to use when filling in the SIPOC
template in order to scope a Lean project.
Chapter 2: Tools and Resources for Understanding Lean and the
Continual Improvement System
1. Frequently Asked Questions about Lean. This sample Question and Answer document answers
many of the key questions that get raised about Lean projects. The document can be distributed
to agency staff prior to an project.
Chapter 3: Tools and Resources for Selecting a Lean Project
1. Pre-Screening Application for Lean Projects. Once an agency has conducted its first Lean
project, it is helpful to have a standard form for evaluating and prioritizing potential future
projects. This application outlines questions for agency managers and staff to answer about
potential value stream mapping projects.
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.
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RESOURCES
Chapter 4: Tools and Resources for Lean Project Scoping and
Preparation
1. Lean Project Sponsor Contract. This contract is signed by the team sponsor and team leader to
ensure the sponsor understands the project's focus and the critical role that the sponsor plays.
2. Lean Project Supplies List. This supplies list includes materials frequently used at Lean projects.
To help ensure smooth project functioning, come prepared with the right supplies on hand.
3. Rapid Improvement Event Logistics Checklist. 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 issues, they ensure that an event functions smoothly and allow
participants to focus on the process.
4. Scoping Meeting Agenda. This agenda includes a set of objectives and guiding questions to
discuss with the project team during the scoping meeting.
5. Lean Team Charter. This charter allows an agency to articulate the scope, goals, and objectives
of the project, along with follow-up dates to ensure the process will move forward afterwards.
6. Lean Metrics Checklist. This checklist outlines when to use Lean performance metrics in Lean
projects, including setting objectives, collecting data, tracking progress, and reporting results.
7. Rapid Improvement Event Preparation Checklist. This preparation checklist provides a
summary of key actions needed across the phases of Lean rapid improvement event planning
and implementation.
8. Pre-project Data Collection Guide. This guide outlines critical steps and questions associated
with gathering baseline or "current state" data before a Lean project.
9. Rapid Improvement Event Agenda. This rapid improvement event agenda provides an example
of time allocation over a five-day event.The agenda is a high-level guide and can be easily
modified to be more event-specific.
10. Frequently Asked Questions about Lean. (See description listed under Chapter 2.)
Chapters: Tools and Resources for Conducting a Lean Project
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 Project Homework. This homework sheet is a useful way to track action items and
assignments identified during a Lean project.
3. Lean Project Report-Out Presentation Template. This template provides standard slides to
share relevant information from Lean projects at the project report-out and beyond.
4. Lean Project Implementation Plan Template. This template creates a structure for the project
team to outline action items in a Lean project, assign a person responsible for completing each
item (the "Owner"), set deadlines, and track progress toward full implementation.
5. Lean Project Implementation Plan Example. This is an example completed implementation
plan.
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RESOURCES
6. Report-Out Summary. The project report-out summary is a one-page "snapshot" of the project
results. The summary includes the project scope, objectives, goals, a tabular representation of
improvements, and a list of actions implemented.
7. Project Evaluation Form. This form is used to evaluate and solicit feedback from project
participants. It is important to listen to participants' perspectives since their responses can
inform the success of future projects.
8. Lean Project Certificate Template. Print out this certificate of participation and fill in each Lean
team member's name, the process improved, and the date, and award to everyone involved.
The certificates help to spread awareness of Lean when displayed in team members' offices.
Chapter 6: Tools and Resources for Lean Project Follow-Up
1. Lean Project Implementation Plan Template. (See description in Chapter 5.)
2. Lean Project Implementation Plan Example. (See description in Chapter 5.)
Chapter 7: Tools and Resources for Diffusing Lean Activity and
Becoming a Lean Enterprise
1. Agency 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. Agency-Wide Lean Tracking Sheet. This spreadsheet can be used to track the process
improvement efforts throughout an organization, including next steps and the status of
implementation and follow-up.
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RESOURCES
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 project 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 breakthrough barriers and cut through bureaucracy,
helping teams reach their goals.
5. Why are we doing this on [Project Name]? Why not another issue?
First, [Project Name] meets the three criteria for undertaking a Lean project: 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 project 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 projects 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.
8. How can you expect to get meaningful change in one week?
Rapid improvement 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 [Project Name or Process] in a week?
The participants will learn the steps in the process, not how to conduct the process. The
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10.
11.
12.
13.
14.
15.
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process will be laid out in graphical form to make it easier to understand the sequence and
how steps are interrelated.
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 [Project 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.
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.
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.
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.
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 project, but if
adjustments need to be made later, they will be made.
How is this process to be judged a success or failure?
Data are being gathered on how well the process performs before the project and data will
be collected after the project for comparison.
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Pre-Screening for Application for Lean Projects
1. Identify the area of study:
2. Is the anticipated scope manageable?
3. 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)?
4. What is the extent of variation in the area of study?
5. What data is currently collected to measure activities in/about the area of study?
6. Who touches the value stream or process?
7. What is in and out of scope for the project?
8. Who is directing the process?
9. What do your customers want that you are currently not able to supply?
10. Is there senior executive leadership support for this area of study?
11. Is there sufficient funding available to support the project ?
12. What is the anticipated schedule for the project?
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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 rapid improvement events, Design for Lean Six Sigma projects, 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 projects.
B. Meet with Agency leadership to identify potential Lean projects. Conduct pre-work projects 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 projects.
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.
1.1. 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 that resulted in measureable improvements.
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.
1.2. VENDOR INFORMATION
The following information is required of prospective Vendors and will be used to evaluate their
qualifications:
A. Name of Vendor
B. Form of business entity (e.g. corporation, partnership, etc.).
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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.
1.3. SELECTION PROCESS
A. Evaluation criteria and assigned point values:
• Credentials and Qualifications 35 points
o Demonstration of vendor's qualifications and
expertise
o Number of years of experience in providing service
sought by RFP
o Level of experience providing types of services
sought in RFP in a public sector organization
o 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 Cost
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Lean Project Sponsor Contract
The purpose of this contract is to help you and your team achieve successful and measureable project
outcomes. Critical behaviors to help ensure your team's success include:
• Passionate—Enthusiastic support of the team to ensure team success.
• Strategic—Using the project 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 planning the project through sustainment of implemented process
changes.
• 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 project
expenses including team members coming in from other locations. It is suggested that the project
sponsor review with the team leader, as well as with parties who may be covering the project
expenses, early in the planning stages of the project activity.
I have read and support the position paper for this project and understand the critical role that I play
within the project process. As a team sponsor, I will follow the project-preparation checklist to ensure
my role to support the overall success of the team.
Project Sponsor Signature:
Team Leader Signature:
Date:
Team leader is to retain the signed contract along with all other project documentation.
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Rapid Improvement Event Supplies List
Note: Supplies quantities are for an eventwith approximately 18 people.
DESCRIPTION
QTY
ESTIMATED LIST PRICE
ESTIMATED TOTAL COST
Perforated Note Pads (White)
2
$12.73 DZ
$25.46
Butcher Paper Roll 36" W X 150' L
1
$13.04 RL
$13.04
Self Stick Easel Pads
2
$25.26 PK
$46.52
Sticky Notes (pastel color) 3"X5"
3
$5.05 PK
$15.15
Sticky Notes (florescent color) 3"X5"
1
$5.91 PK
$5.91
Ballpoint pens (Black or Blue)
20
$.60 EA
$12.00
Permanent Markers (Black)
6
$.75 EA
$4.50
Flip Chart Markers (4 colors)
4
$1.95 ST
$7.80
Removable Glue Stick
4
$.84 EA
$3.36
Masking Tape 1" X 60 yards
2
$5.71 RL
$11.42
Scissors
8
$1.45 EA
$11.60
Hang Name Badges 50 per box
1
$10.95 BX
$10.95
Easels for easel pads
4
$14.12 EA
$56.48
GRAND TOTAL
$228.40
Supplies to bring that do not require additional purchase:
• Laptop with training briefings and sample results (an extension cord if needed)
• Seven wastes checklist and ground rules
• Digital camera (be sure to get permission from site, and include process map photos, team
photos, and all whiteboards)
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Rapid Improvement Event Logistics Checklist
6 weeks before event
~ Find meeting rooms
~ Monday 1:30 - 4:30 - T-TH 8-5:30 - F 7:30-noon
= Fridays - Reserve the report-out location
~ Order supplies
2 weeks before event
~ Order meals
~ Make nametags (get list from team leader)
~ Prepare team member folder (agenda, charter, nametags)
1st Day of event
~ Help team leader set up room
~ Make coffee, set up all coffee supply (1 hour before start of project)
~ Set out team member folder
~ End of day disconnect coffee pot
2nd, 3rd, and 4th Day of event
~ Make coffee
~ Bring breakfast into room
~ Fill cooler with pop, juice and water
~ Bring lunch into room
~ Bring snacks into room
~ Order dinner (if necessary)
~ Assist in clean up at the end of the day
5th Day of event
~ Make coffee
~ Bring breakfast into room
~ Set up snack/coffee/drink at the report-out location (if necessary)
~ Assist in clean up at the end of report
~ Collect and store all extra meal supplies
After the event
~ Gather all receipts
~ Fill out Travel Payment to pay vendors
~ Summarize project evaluations
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Scoping Meeting Agenda
[Date, Time]
[Location]
I. Understand critical issues
o What is the purpose of this project?
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 boundary conditions
IV. Define goals and objectives for the project
V. Identify pre-work for project: what, who to complete, etc.
VI. Which resources must/can be utilized?
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Lean Team Charter
Project Details
Project Name:
Organization:
Project Meeting or Event Dates/Time:
Project Meeting or Event Location/Room:
Project Sponsor(s):
Team Leader(s):
Facilitator(s):
Project Description
Process Description:
Customers & Deliverables of the Process:
Problem(s) to Address in Project: [What is the problem the team is trying to address in the project?
What evidence do you have that the problem exists? How could we deliver more value for the customer?]
Project Scope
[What are the start and end points in the process that the project will address?]
Process Start:
Process End:
Boundary Conditions
[What are the boundaries and limitations of the scope (i.e., what is excluded from the process being
addressed)? What types of changes are off limits or out of bounds to the team?]
Goals, Objectives, and Metrics
Goals
[Goals define the desired outcomes for the project - that is, what success looks like.]
Goal 1:
Goal 2:
Management Briefings
• Dates/Time:
• Location:
Final Presentation
• Date/Time:
• Location:
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Objectives and Performance Metrics
[Objectives set specific, measureable targets for improvement. Express your objectives as percent
reductions if you do not have current, baseline data for the process.]
Objective 1:
Objective 2:
The following table summarizes the team's performance metrics and targets for the Lean project.
Metrics
Current Performance
Target
(Desired Performance or % Change
from Current Performance)
EXAMPLE 1: Lead Time
100 business days
25 business days
EXAMPLE 2: Processing Time
TBD at event
4,30%
Lead Time
Processing Time
Number of Process Steps
Percent Complete and Accurate
Participant Satisfaction with the
Process (1-5 scale)
[Other Metrics]
Qualitative Outcomes
[Specify any qualitative outcomes for the project, such as clarify roles and responsibilities, create
standard work procedures, improve communications, improve customer satisfaction, etc.]
Pre-Work
The following actions represent what tasks need to be completed prior to the Lean project. It may also
be helpful to identify the person responsible for following up with those performing pre-work tasks.
Action
Owner
Due Date
1. [pre-event task]
[person responsible]
[mm/dd/yy]
2. [pre-event task]
[person responsible]
[mm/dd/yy]
3.
Follow-Up Schedule
These dates will be confirmed with the team during the project in the context of future needs.
• 30-Day Management Meeting: [mm/dd/yy]
• 60-Day Management Meeting: [mm/dd/yy]
• 90-Day Management Meeting: [mm/dd/yy]
• Other Key Milestones:
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Team Members
[Ideally 8-10 people. The majority (75-80%) should be people who work in the process; also include 1-2
supervisors, and 1 customer or stakeholder. Note the name and function that each person serves, such as
data entry, document production, supervisor, quality control, IT specialist, customer, etc.]
1. [Name, function]
2. [Name, function]
3. [Name, function]
4. [Name, function]
5. [Name, function]
6. [Name, function]
7. [Name, function]
8. [Name, function]
On-Call Support
[Identify any individuals who will be available as needed during the project to answer questions, address
issues, or make decisions to enable to the team to succeed. Include contact information if appropriate.]
• [Name, function]
• [Name, function]
Approvals
Our signatures show our commitment to this project and our willingness to take actions to ensure its
success.
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Rapid Improvement Event Preparation Checklist
Planning
~ Scope of event or project
~ High level process steps
~ Data available (time, quantity, frequency)
~ Budget (cost center)
~ Potential internal and external team members
~ Identify support staff (refer to support staff role)
~ Identify communication staff (prints team certificate, communicates with other employees)
~ Identify staff with Microsoft Visio or other process mapping software (installed on laptop)
~ Reserve room for pre-event, event, and report-out presentation
~ Reserve laptop, projector and speakers
~ Send invitation/email to team members about pre-event and event date, time, and location
Scoping Meeting
~ Set up room
~ Set up projector and laptop (for Lean overview)
~ Set up one easel stand and pad, provide easel markers
~ Develop scope, goals, and objectives for event
~ Identify pre-work
~ Finalize team member selection
~ Identify sub-team leader
~ Finalize team members meal selection
Before Event
~ Order meals, snacks and drinks
~ Order supplies (refer to supplies List)
~ Print/order training manuals
~ Prepare folders and nametags (include training manual, agenda, scope, goals, and objective)
~ Invite management to daily report (e.g., Tuesday and Wednesday from 4:00 to 4:30 p.m.)
~ Invite interested parties and employees to report-out (e.g., Friday from 10:00 to 11:00 a.m.)
~ Arrange a site visit for the Lean team to talk with the workers and see the process in action
during the event.
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Event
~ Set up room and layout folders and nametags
~ Set up projector, laptop and speakers
~ Set up two easel stands and pads, provide easel markers
~ Event supplies available in the room
~ Provide meals, snacks, and drinks
~ Take team picture on Tuesday morning (for team certificate)
~ Setup room with 2-3 computers/laptops on Wednesday and Thursday (connected to network
for accessing files if possible)
~ Print and distribute team certificate on Friday
~ Communicate with other staff via website or email on progress of team
After Event
~ Email team member report-out presentation and other relevant files to event participants
~ Fill out travel payment form
~ Send thank-you letters to team members
~ Set up 30-day follow-up date, time, and location
~ Develop communication plan (e.g. update website with event results, inform stakeholder
groups)
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LEAN METRICS CHECKLIST
Metrics are one of the cornerstone of successful Lean improvement efforts. The Lean Government
Metrics Guide will help you understand and select metrics to support project implementation. This
checklist will help you apply the concepts you read about in the Metrics Guide. It will help your team to
selectgather information for, collect, evaluate, and report on metrics at the appropriate times in
implementing Lean projects. This checklist is structured to support a Lean rapid improvement event, but
the concepts and sequence of tasks will work in the context of many other types of process improvement
methods.
Before a Lean Project / Scoping & Planning Phase
~ Identify goals and objectives in your Lean Team Charter. Consider which metrics (and/or any are
relevant for your project, such as:
o Lead time (total time)
o Processing time (touch time, excludes waiting time)
o Number of process steps
o Percent Complete and Accurate (a quality measure)
o Participant satisfaction
o Other metrics (e.g., customer satisfaction, cost savings, paper reduction, etc.)
~ Collect information on the current state process "baseline" for your goals and objectives.
~ Consider collecting benchmarking data about your process by learning what other organizations
with similar processes have done and what data they gathered.
~ If needed, revise the goals and objectives for your project based on the baseline information.
Early in a Lean Project
~ Ask project participants to evaluate their satisfaction with the current process, on a 1 to 5 scale,
with 1 as "very dissatisfied" and 5 as "very satisfied." Calculate the average score.
~ After mapping the current state process:
o Count the total number of process steps.
o Calculate the lead time and processing time for each step, and sum the times in the
process.
o Determine the Percent Complete & Accurate (%C&A): For each step, ask what percent
of the product/work-in-process is complete and accurate when first received. This is the
%C&A. Multiply those values together to get the rolling %C&A for the entire process.
Late in a Lean Project - After Mapping the Future State Process
~ Ask project participants to evaluate their satisfaction with the proposed future process, on a 1
to 5 scale, with 1 as "very dissatisfied" and 5 as "very satisfied." Calculate the average score.
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~ Estimate the future state values for your metrics for the new/proposed process.
~ If desired, calculate how the labor requirements for your process have changed with the future
state. Lean improvements can often free staff time to work on other activities. (For more
information, see the Lean Government Metrics Guide.)
~ Enter your anticipated and/or actual results (current and future state values, % changes) in the
report-out presentation for the project. See the Lean Project Report-Out Presentation
Template resource in the Lean in Government Starter Kit.
After a Lean Project
~ If your organization tracks results across all Lean projects, report your results as directed. Some
organizations track initial anticipated results, as well as results after full implementation of the
process improvements.
~ While implementing the new process, continue to monitor and calculate the actual results you
have achieved, relative to your goals and objectives.
~ Report on your progress on metrics at your 30-day, 60-day, 90-day, and 6-month follow-up
meetings with leadership.
~ Evaluate your results against your goals, objectives, and your implementation plan.
o Do you need to collect additional data to better understand your performance?
o Are you making the progress you intended? If not, what changes are needed?
o Have you celebrated your successes?
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Pre-event Data Collection Guide
Pre-event Data Collection Steps
1. Initial map of the current process developed by the people who work in the process 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 project. Additionally, it could equip the
team with example strategies for achieving the goals for the project.
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)
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Rapid Improvement Event Agenda
Monday:
1:30 P.M.
1:45 P.M.
4:30 P.M.
[Date and Location]
Training Day
Team member introduction.
Training.
Adjourn for the day.
Tuesday: Day of Discovery
8:00 AM 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.
5:30 or later Adjourn 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.
5:30 or later Adjourn 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.
5:30 or later Adjourn 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!
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Team Leader Daily Agenda
Day 1
Morning
~ Arrange the room (get someone to help)
~ Get the supplies, easel and easel pad
~ Set up one easel and easel pad
~ Set up the laptop, projector and speakers
~ Set out the folders, training manuals, and nametags
Afternoon
~ Greet everyone when they arrive
~ Start promptly at 1:30 p.m.
~ Welcome everyone and introduce yourself
~ Go through logistics (parking, building access, cell phones, restrooms, meals, etc.)
~ Go through agenda (warn team of potential late nights on Tuesday, Wednesday, and Thursday)
~ Go through ground rules
~ 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?
~ On the easel pad, write "Goals of Team Members" and capture the team member goals
~ Post "Goals of Team Members" on the wall
~ Introduction from senior manager
~ Introduce consultant and/or trainer (begin training)
~ Review the goals and objectives
~ Discuss pre-event data collected
~ Let team know they can leave folder in the room
~ Remind team of start time tomorrow
Evening
~ Disconnect laptop and projector (store in safe location overnight)
~ Tape roll paper on opposite walls (get 1-2 people to help)
~ Spray paper with adhesive glue
~ Setup two easels and easel pad
~ Write on easel pad and post on the wall "Parking Lot/Bike Rack" and "Homework"
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~ Lay out scissors, color pad, and markers for flow mapping
~ Tidy up the room (unplug the coffee pot, pick up bottles and cups)
Day 2
Morning
~ Start on time
~ Ask if anyone have question about yesterday's training
~ Start training on flow mapping
~ Ask for volunteer for each flow mapping task
~ Review the goals and objectives
~ Start mapping current state (Identify functions, steps, handoffs)
~ Visit process site for walk through of process.
~ Identify value-added activities and delays on map
~ Estimate lead time (best case, worst case, and average) based on data collected
Afternoon
~ Count the number of steps, delays, value-add
~ Calculate lead time (best case, worst case, and average)
~ Make arrangements for dinner by 3 p.m. if it will be needed
~ Attend 4 p.m. daily report out to management
~ Remind team of start time tomorrow
Evening
~ Setup three easels and easel pad
~ Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)
Day 3
Morning
~ Start on time
~ Communication staff takes team pictures
~ Ask if anyone have questions or comments about the current process
~ Give the team 20 minutes to write down what they think the ideal state should be individually
~ Capture the team members ideas on easel pad
~ Break up team into groups (5-6 people per group)
~ Give each group some of the ideas and ask them to apply it to de-selection matrix
~ Ask group to write down on easel pads seven ways of implementing the ideas in the High Impact
and Low Difficulty quadrant
~ Have each group report to the team
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Afternoon
~ Start to map the ideal/future process
~ Capture Parking Lot/Bike Rack and Homework items on easel pad
~ Identify value-added activities and delays on new process map
~ Estimate lead time (best case, worst case, and average) based on data collected
~ Count the number of steps, delays, value add
~ Calculate lead time (best case, worst case, and average)
~ Make arrangements for dinner by 3 p.m. if it is needed
~ Attend 4 p.m. daily report out to management
~ Remind team of start time tomorrow
Evening
~ Setup three easels and easel pad
~ Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)
Day 4
Morning
~ Set up laptop and projector
~ Ask if anyone has concerns or comments about the new process map
~ Review the goals and objectives
~ Review the parking lot and homework items
~ Ask team to volunteer to work on homework items
~ Collect the completed homework items from each group
Afternoon
~ Assign/volunteer team members to homework items that are incomplete
~ Review "Goals of Team Members"
~ Prepare report-out presentation
~ Inform team about flow of report-out presentation (where to stand, introduce next speaker,
what to expect, who will answer questions from audience)
~ Assign/volunteer team members to different slides in the presentation
~ Vote on team name
~ Send team name to communication staff
~ Prepare report-out summary
~ Make 50 copies of report-out summary
~ Attend 4 p.m. daily report out to management
~ Remind team of start time tomorrow
Evening
~ Disconnect laptop and projector (store in safe location overnight)
~ Tidy up the room (unplug the coffee pot, pick up bottles and cups, markers and note pads)
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Day 5
Morning
~ Set up laptop, projector and speaker
~ Show "Staff Motivation" video
~ Distribute evaluation form to team members
~ Collect filled out evaluations
~ Set up laptop and projector in the auditorium
~ Practice report-out presentation
~ Collect team participation certificate from communication staff
~ Distribute report-out summary to audience
~ Report-out presentation
~ Return supplies to team leader
~ Put the room back in order (get 1-2 people to help)
Afternoon
~ Give completed evaluations to team leader
~ Place all files for project on computer server
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Lean Project Homework
As of:
Project #:
Project Name:
Owner:
ITEM
ITEM DESCRIPTION
PERSON RESPONSIBLE
DUE DATE
1
Hold meeting to standardize "front end"
documents with other funders/agencies
Gabe
12/17/11
2
3
4
5
6
7
8
Notes:
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Lean Project Implementation Plan Template
Lean Implementation Plan: [Project Title]
Date Created: [mm/dd/yy] Last Updated: [mm/dd/yy]
Project Sponsor
Team Leader
Facilitator
Project Date
Follow-Up Meeting Schedule
Progress Key
30-Day: [mm/dd/yy]
60-Day: [mm/dd/yy]
ON TARGET (green)
90-Day: [mm/dd/yy]
OFF TRACK (red)
6-Month: [mm/dd/yy]
1-Year: [mm/dd/yy]
COMPLETE (purple)
1
ID
#
Action
Owner
Start Date
Target Date
Completed
Jan-yy
Feb-yy
Mar-yy
Apr-yy
May-yy
Jun-yy
Jul-yy
Aug-yy
Sept-yy
Oct-yy
Nov-yy
Dec-yy
Comments
1
[insert
action/task]
[insert lead on
action and any
staff with a
supporting role]
[mm/dd/yy]
[mm/dd/yy]
[mm/dd/yy]
[insert notes
relevant to
the action
and status]
2
[insert
action/task]
[insert lead on
action and any
staff with a
supporting role]
[mm/dd/yy]
[mm/dd/yy]
[mm/dd/yy]
[insert notes
relevant to
the action
and status]
3
[insert
action/task]
[insert lead on
action and any
staff with a
supporting role]
[mm/dd/yy]
[mm/dd/yy]
[mm/dd/yy]
[insert notes
relevant to
the action
and status]
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RESOURCES
Lean Project Implementation Plan Example
Lean Implementation Plan: IT System Lean Project
Date Created: 6/1/2016 Last Updated: 7/15/2016
Project Sponsor
Team Leader
Facilitator
Project Date
Name
Name
Name
2/21/2016-2/25/2016
Follow-Up Meeting Schedule
Progress Key
30-Day: 3/25/2016
60-Day: 4/25/2016
ON TARGET (green)
90-Day: 5/25/2016
OFF TRACK (red)
6-Month: 8/25/2016
1-Year: 2/25/2017
COMPLETE (purple)
1
#
Action
Owner
Start
Date
Target
Date
Completed
Mar-16
Apr-16
May-16
Jun-16
Jul-16
Aug-16
Sept-16
Oct-16
Nov-16
Dec-16
Jan-17
Comments
1
Develop
streamlined
application
form
J. Doe
3/1/16
6/1/16
TBD
On track to be done by due date
2
Create a
standard
checklist
J. Smith
3/1/2016
4/1/2016
3/15/16
Completed and under review by
management
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3
Collect data
on key
process
indicators
J. Doe
10/1/2016
1/31/17
TBD
To be initiated once new form
and checklist are in use
4
Train staff
on the new
system
J. Doe
3/1/16
4/1/16
TBD
Behind schedule; coordinating
with staff to arrange timing
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LEAN PROJECT REPORT-OUT PRESENTATION TEMPLATE
About the Template
This resource describes a template for developing a standard Lean Project Report Out presentation.
Most Lean events or projects end with a presentation to report on accomplishments and any pending
team activities. Each project is unique, so feel free to customize slides as needed to capture the project.
This template includes an appendix of several optional slides that you may choose to include in your
presentation. You can move those slides into any point in the presentation if you decide to use them.
You may also alter the order of any of the other slides as appropriate.
Overview of Template Slides
SLIDE 0: TITLE SLIDE
• Process and Office name, e.g. "Region 7
SIP Kaizen Project"
• Record the date of the report-out
presentation.
SLIDE 1: PROJECT SUMMARY
• Using information from the Team
Charter in addition to information from
the project, briefly describe what the
process is, why it needed to be leaned,
and a few high-level bullet points about
the benefits and results from the
process improvement project.
• As you develop your presentation, you
can skip this slide and come back to fill
it in after you have completed the rest
of the presentation, as it may be easier
to write an project summary after you
have worked through the rest of the slides
Lean Project Report-Out
Process Name
Office Name
[DATE]
Project Summary
Briefly explain what the process is and why it needed to
be improved
High-level points about key results / benefits of the
event (for example):
Developed standard work for...
Eliminated ## of unnecessary process steps...
Clarified roles & responsibilities...
Designed a new process that will take % less
time...Etc.
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SLIDE 2: TEAM PHOTO
• Insert a photo of the lean project team.
• Note: Could also use the photo on the
title slide.
Team Photo
i i \
O
Lean Project Team
Back row (left to right):
Front row (left to right);
SLIDE 3: PARTICIPANTS
• List the project or project participants,
including their functions in the process
(e.g., supervisor, quality control, etc.).
• If appropriate, you can add participants'
titles to this slide as well. Consider
adding a second slide to allow adequate
space to list all members and observers.
• This info is included in the Team
Charter.
Participants
Role
Name
Function
Project Sponsor
Team Leader
Facilitator
Role Name Function Name Function
Team Member
Team Member
Team Member
Team Member
Team Member
Observer
SLIDE 4: PROJECT SCOPE AND
BOUNDARIES
State the project scope, which is in the Team
Charter (if modified during the project/project,
include these changes). The scope should
include the process start and end points. If the
team has decided that anything is specifically
out-of-scope or other boundary conditions,
mention those here.
• Example: This project examined the
process from the time the States and
Region negotiate and agree on
performance criteria and measures to
when EPA completes a performance report. Out of scope: Changes to regulations.
Project Scope and Boundaries
Insert the project scope and boundary conditions
from the Team Charter
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SLIDE 5: GOALS AND OBJECTIVES
• List the quantitative and qualitative
goals and objectives of the project. You
can draw these from the Team Charter.
• Lean project goals are statements of
intent that focus team attention on the
areas in which improvement results are
desired.
• Lean project objectives differ from
goals in that they are specific and
measurable. Objectives should include
the goal, metrics associated with the
goal, targets, and timeframes.
Examples:
¦ Goal: Improve participant satisfaction throughout the process
¦ Objective: Reduce lead time by 50%
Goals and Objectives
List the project goals and objectives from the Team
Charter
SLIDE 6: CURRENT STATE PROCESS MAP
Insert a photo of the current state process that
the team developed.
Current State Process Map
Current State Process
SLIDE 7: PROCESS CHANGES MADE
List the process changes and improvements
that the team accomplished during the project
or project. Use multiple slides as needed.
Examples:
• Created a standard work checklist
• Eliminated unnecessary approvals
• Trained staff on the new process to
coordinate permit and enforcement
reviews
• Developed a spreadsheet to visually
track the process status
Process Changes Made
Record the process changes that the team implemented
during the event or project:
Created ...
Eliminated ...
Trained ...
Developed ...
Etc.
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SLIDE 8: RECOMMENDATIONS
List any other process changes and
improvements the team will undertake after
the project. Use multiple slides as needed.
Examples:
• Coordinate with others to share
successes and lessons from this project
• Formalize the standard work developed
in the project for the new process
• Educate stakeholders about the new
process
SLIDE 9: FUTURE STATE PROCESS MAP
Insert a photo of the future state process that
the team developed.
SLIDE 10: RESULTS
Fill in the current and future state metrics as
appropriate for your project. Note the percent
change (with up/down arrows, if desired) to
show how the future state will be an
improvement over the current state.
Example Process Metrics and Definitions:
• Lead time (business days): Lead time is
the total time from the start of the
process to the end point of delivering a
service to a customer, including wait
time. The start and end of the process are defined in the planning stage when you determine
your project scope: beginning with the "trigger" that sets the process in motion and ending with
the final step in the process.
Recommendations
Record any recommendations for process changes that
will continue after the event:
Coordinate ...
Formalize ...
Educate ...
Etc.
Future State Process Map
Results
Process Metric (units)
Current State
Future State
Percent Change
Lead Time
{business days)
Processing Time
(hours or days)
Number of Process
Steps
Percent Complete &
Accurate
Participant Satisfaction
with Process (1-5 scale,
5 is "very satisfied")
Note: Results reflect anticipated improvements after implementation is complete.
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o Example: For a permitting process, lead time would be the time between when a permit
application is submitted and when a customer receives a permit (e.g., 50 business days).
• Processing time (hours or days): This metric measures the time to complete the process,
excluding wait time. Processing Time, like Lead Time, is an effective metric for telling the
improvement story for projects focused on reducing time-related waste in their processes.
o Example: The number of working hours when permit reviewers actually review the
permit application (e.g., 20 hours), excluding the time when it is waiting to be reviewed.
• Number of Process Steps: Every process is comprised of a series of tasks or activities, each
considered to be a "step" in the process. Improving a process commonly changes the overall
number of process steps. Often, the number of process steps decreases as a result of Lean, but
increases are possible if steps are added to improve product quality or reduce variation.
• Percent Complete and Accurate (%C&A): Percent of occurrences that work in process (e.g., a
permit application) released to the next step does not require a downstream customer to make
corrections or request information that should have been provided initially. For each process
step, ask what percentage of the product/work-in-process is complete and accurate the first
time it is received. This is the %C&A. Multiply those values together to get the rolling %C&A for
the entire process. For more information, see the Lean Metrics Guide:
https://www.epa.gov/lean/lean-government-metrics-guide
• Participant Satisfaction: Participants choose from the options "1, 2, 3, 4, 5" with 1 defined as
"Very dissatisfied" and 5 defined as "Very satisfied" as they respond the following questions:
o Beginning of project: "How satisfied are you with the current process?"
o End of project: "How satisfied are you with the proposed new process?"
o Average the ratings across all participants in the project to achieve the current state and
future state values.
• You may also wish to report on other results, depending on your goals and objectives for the
project.
SLIDE 11: IMPLEMENTATION PLAN: NEXT
STEPS
Describe the steps that the team will take to
implement the process. Include the name of
the person who will be responsible for leading
each implementation item. If you cannot fit the
full implementation plan on the slide, you could
select key actions to provide an example of
how the changes will be implemented, or
present the actions that will be implemented
first.
• See the Lean Project Implementation
Implementation Plan:
Next Steps
Timeline
ID#
Action
Owner
Jan-yy
Feb-yy
Mar-yy
Apr-yy
Vlay-yy
Jun-yy
5
5
3
<
Q.
o
o
Z
Q
1
[Example action item]
[John Doe]
ly
2
[Example action item]
[John Doe]
m
3
[Example action item]
[John Doe]
4
[Example action item]
[John Doe]
I
I
I
I
I
1
5
6
1
7
¦
u
u
¦
¦
I
¦
I
I
1
I
Plan Template for more details on how to show the status of each action.
As part of your implementation plan, be sure to clarify follow-up roles. Who will lead and manage the
overall follow-up and implementation effort? What roles will each person serve in the follow-up effort,
and who will be responsible for which tasks? It will be critical to actively manage the follow-through
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after the Lean event. The implementation plan helps you clarify these roles and set a timeline for
completion.
Action Item Examples:
• Modify the IT Tracking System for use in property inventory
• Purchase new equipment
• Create a checklist of tasks to complete the annual property inventory
• Communicate with colleagues in EPA and state offices about the new process
• Conduct a briefing for staff not at the Lean event on the new process
SLIDE 12: BENEFITS OF THE FUTURE STATE
Examples:
• Improved communication between
offices
• Faster time to approve permit
applications
• Reduced frustration from everyone
involved in the process
Benefits of the Future State
List the ways that the new process will be an
improvement over the current state.
SLIDE 13: LESSONS LEARNED
Describe lessons learned about the lean
process.
Examples:
• Project pre-work is key to the success
of the project
• The size of the scope is important,
because there wasn't enough time to
discuss everything during the rapid
improvement event
• It makes a big difference when senior
managers actively support the project
Lessons Learned
List the team's lessons learned and reflections about
the Lean process.
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SLIDES 14-17: CLOSE-OUT AND BEGINNING OF OPTIONAL SLIDES
Appendix: Optional
Slides
Questions and
Discussion
Current State Analysis
[Optional]
• Placeholder slide for additional discussion of
problems with the current state, metrics for the
current state, etc.
Thank You!
OPTIONAL SLIDES 18-19: IMPLEMENTATION/TRACKING PROGRESS
Optional slides to discuss how follow-up/implementation of the implementation plan will happen.
Include dates of follow-up meetings, information about the implementation team leader and what
support is needed from managers and senior leadership.
Implementation and Future
Plans [Optional]
• Placeholder slide for additional discussion and/or
photos of future state implementation planning,
such as an impact-difficulty matrix
• Summarize any key challenges that the team
anticipates during implementation and ideas for
addressing these challenges
Tracking Our Progress
[Optional]
• Weekly team stand-up meetings
• 30, 60, and 90-day follow-up meetings and
presentations to management
• Implementation Manager: [name]
• Keep us accountable for putting the new process in
place!
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OPTIONAL SLIDE 20: PROJECT QUOTES
Event Quotes [Optional]
"Example Quote 1."
-Speaker, Organization
"Example Quote 2."
-Speaker, Organization
If appropriate, include quotes and/or
project/project feedback from team members.
Examples:
• "The LEAN process provided a rare
opportunity for a large team of people,
customers and keepers of the process, to
take the process apart piece by piece and
examine it for redundancy, relevancy and
efficiency."
• "One of the most gratifying parts of the process was that, once the process was laid out and the
LEAN team could see the entire process, there was a greater appreciation of the complexity of
the process and the fiscal responsibilities that are handled during the day-to-day fees work."
• "We still have some laborious processes related to fees that this team could not resolve."
OPTIONAL SLIDE 21: PARKING LOT
Parking Lot [Optional]
• List any issues that the team did not have time to
discuss, but that may be relevant for future efforts.
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Report-out Summary
DATE:
SCOPE:
OBJECTIVE:
GOALS:
RESULTS:
OLD
NEW
% CHANGE
Steps
1 - (new # / old #)
Value Added Steps
Decisions
Loop Back
Handoffs
Delays
Functions in Process
IMPLEMENTED
[List actions implemented]
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Rapid Improvement Event Evaluation Form
Project: Date:
Facilitator:
Team Leader:
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 projects. 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
1 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.
1 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?
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Certificate of ficcompfisfiment
This is to certify that
has successfully participated in a Lean project to improve the
process
tPvacena X On the day of in the year
Jnvptaaement
tacMmcz Jp signed,
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Agency 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 Agency's Lean process improvement program, including, but not limited to kaizen, 5S,
value stream mapping, and Design for Lean Six Sigma projects. Responsible for working with department
managers in identifying areas for process improvement projects, establishing objectives for each project,
and selecting cross-functional team members and leaders. Act in the capacity of the facilitator for each
project. Coordinate each project 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 project.
Tracking Progress: Develop and implement an action plan for tracking, analyzing and reporting return on
investment of 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 project 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 project, 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 Agency 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, which can be made available to interested staff.
Conduct research focused on benchmarking world-class business process performance at other agencies
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's improvement efforts to 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.
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Agency-Wide Lean Tracking Sheet
PROCESS/PROJECT
METHOD*
TEAM LEADER
START
DATE
EXPECTED
END DATE
COMMENTS (E.G., NEXT
STEPS, DATE OF MOST
RECENT UPDATE)
*Methods could include 5S, Process Walk, Rapid Improvement Event, or others
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United States Environmental Protection Agency
www.epa.gov/lean
September 2017
EPA-230-B-17-001
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