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Home My WebLink About7C Lean Initiative and Kaizen EventP O ti U 4646 Dakota Street SE Prior Lake_ MN 55372 ; WP+ � CITY COUNCIL AGENDA REPORT MEETING DATE: MAY 16, 2011 AGENDA #: 7C PREPARED BY: JANE KANSIER, BUILDING AND TRANSPORTATION SERVICES DIRECTOR PRESENTED BY: ANGIE BARSTAD, JERILYN ERICKSON, DANETTE PARR, JOE WIITA AGENDA ITEM: PRESENTATION ON LEAN INITIATIVE AND KAIZEN EVENT DISCUSSION: The State of Minnesota developed a program, Enterprise Lean, as a coordinated state government initiative for improving the organizational performance and re- sults in Minnesota's state government agencies. Enterprise Lean has a simple goal of helping state government work better for its customers and employees. The State offers its employees training to both learn the Lean program, and be- come Lean facilitators. The State has opened this training program to other public employees. In January, 2011, Kelly Meyer, Angie Barstad and I attended the training and became certified facilitators. Our goal is to utilize this program to help our organization become more efficient and more effective. The staff conducted the first Kaizen event in March, 2011. Today's presentation will provide a brief overview of Lean, and a report on the outcome of the Kaizen event. The presentation will include a number of terms that may be unfamiliar. I am pro- viding the following definitions as an early primer. • What is Lean? Lean is a process improvement approach and set of methods that seek to eliminate non - valued added activities or waste. • Why Do Lean? Lean can dramatically improve the performance and effective- ness of agency processes in a relatively rapid time frame. • How to Select a Lean Project: Focus Lean improvement efforts on processes with the most "pain" or the greatest perceived problems. • What is a Kaizen Event? Kaizen events are a key to Lean's effectiveness making rapid, breakthrough improvements while creating an employee - empowered continual improvement culture. Kaizen events —also called break- through rapid process improvement events or kaizen blitz events —focus on eliminating waste in a targeted system or process, improving productivity, and achieving sustained improvement. Reviewed by: Frank Boyles, City Manager 5/6/2011 • Engages the people working in the process • Goal is measureable, quantifiable improvements in business processes • Focuses on continuous process improvement 5/6/2011 Focus Why On • • `r Nearly every tangible output, service or product is the result of a series of system processes • Over 80% of process improvement opportunities are within the process itself • Processes can be mapped, measured and managed to insure consistent, positive results 2 Kaizen Event lj . Kaizen = Change for the Better 3 - 5 day facilitated, rapid process improvement event in which a team ✓ Maps a current process ✓ Identifies wastes • Brainstorms improvements • Maps the future process ✓ Assigns tasks necessary to reach future state goal ✓ Reports process changes 2 5/6/2011 Goals . Improving .. Management Process r * Eliminate last minute changes to agenda and agenda reports K Ensure agenda reports are final by Wednesday at 2:00 PM Ensure agenda packets are distributed to the City Council by Wednesday at 6:oo PM Minimize process time and maintain effectiveness 5/6/2011 Scope of Kaizen Event Out of Bounds Bounds • Agenda report format • Presentation format • Council meetings • Preparation of agenda reports at individual department or staff level • How items are placed on the agenda • Who reviews agenda reports and at what stage in the process +- Distribution mechanism * Where is the central location El 5/6/2011 • Create a master agenda on Splash so Department Heads can add agenda items as they come up • Add routine, regular items to agenda in advance • Review individual agenda items with City Manager at weekly meetings • Use Department Head meetings to identify who else should be involved • Take individual conversations at department head meeting off- line Solutions: Change deadline to tz:oo Noon on Monday • Communicate new deadlines • Only exceptions approved by the City Manager will be accepted after the deadline • Stress importance of City Council agenda packet as a major communication tool for the City 5/6/2011 Recommendations Issue: * Technology is not used to its best advantage Solutions: • Use computer/projector to discuss and amend agenda at Department Head meetings so additional items can be added in "real" time • Deliver packets to City Council members electronically Recommendations Issue: What should be exceptions are the rule ✓Agenda items added after deadline ✓ Agenda reports aren't submitted by deadline -'Other documentation /reports delivered after deadline (Fridays) Solutions: Last minute additions /changes should only occur in emergencies or when demanded by critical time constraints Exceptions must be pre- approved by the City Manager Make public aware of specific deadlines Managers are responsible for adhering to and enforcing deadlines A 5/6/2011 Recommendation for • 1. Authors enter agenda items into Splash in a Agenda titles should match report titles Dept Managers discuss agenda Items in individual weekly meetings with City Manager 1. Issues requiring legal or other input are identified early in the process and resolved prior to agenda preparation 3. Agenda reports are due in Splash by 12:00 Noon on Monday v All agendas reports must be prepared on letterhead City Manager review complete by x:oopm Tuesday Any revisions due by 12:00 Noon on Wednesday 4. Packets will be available by 6:oo PM Wednesday ✓ Council will be e- mailed when packets are in Laserfiche Document Center Hard copies will be clipped together and available at front desk for pick -up, or delivered by City Manager at Councilmember review meeting, no later than Friday Changes/impacts * City Attorney no longer reviews every agenda report ✓ Legal review is done earlier in the process • City Manager will not sign agenda reports • Authors are accountable for their work ✓ Fewer checks ✓ Hard deadlines Number of paper copies reduced - P/1 Benefits of Future Process • CooperatioPanreftiewocc early in the process rather than at the end to avoid last minute changes • Staff has additional time to prepare agenda reports • City Manager review occurs earlier, allowing sufficient time for questions to be addressed • Agenda reports /packets are complete and ready to be distributed on time • Electronic distribution reduces staff time and cost 5/6/2011 Implementati Current & Future Process Swim Lane Metrics Current Future* 71 Wtllne and communicate new process ®� Tlme Qty. Time May 2011 Tasks exceptions to staff and Cound 54 hrs zo z Create standard agenda report Waits :78 110 hrs 4 Handoffs 3 Crest. pre-planrilg agenda doolment Charlotte 10 No- on Splash File /Store 5 Decisions 4. Parkvlew to utilize technology (oradd Kelly z technologyto Waipo Totals 147 1 164 hrs 1 41 92 hrs m.ra.. . w.q. • nae.n �.. -rue., bu�wwn.x ne,..i. rm • 44% reduction in overall process time • a '.5% reduction in task time! Implementati 71 Wtllne and communicate new process ®� 1. with specific deadlines/standard for Frank May 2011 None exceptions to staff and Cound z Create standard agenda report Charlotte May zon None template on Splash 3 Crest. pre-planrilg agenda doolment Charlotte May 2011 No- on Splash Move Department Head meetings to Hardware 4. Parkvlew to utilize technology (oradd Kelly April ion technologyto Waipo Focus agenda discussion at Department Head meetings on agenda S. developnerdpssues rather than on Frank !hp•Ii zo11 None adding agenda Items A ction Develop and implement plan _. 6. for converting to electronic Charlotte April lolz Te�h ' delivery of agenda packets J 5/6/2011 * How do we address "external" pressure to add last minute items? * Electronic distribution of Weekly Update