Continuous Improvement in Connecticut State Government

Continuous Improvement in Connecticut State Government

Continuous Improvement in Connecticut State Government Alison Fisher, Office of Policy and Management Cheryl Malerba, Department of Transportation June 14, 2017 Lets Dive In Why Lean/Continuous Improvement? What is Lean? How does it work in CT State Government? How can State Managers get Involved?

Why Lean? Improved Quality Cost effectiveness Service delivery and responsiveness to the public Frees up staff time to focus on more important activities The State of Connecticut Values Lean Because As legislation and regulation change, we have more to do within available resources. Lean provides an opportunity to really invest in our workforce, our partnerships, and the people we serve. Directive from Governor Malloy, with support from the Office of Policy and Management.

Lean in Connecticut State Government is: philosophy A Aphilosophy set of tools and templates A Aset of tools and templates form of communication A Aform of communication Making Government Work: Lean is a key enabler for our transformation efforts Faster More effective

Invest in information technology solutions to achieve efficiencies Identify statutory and regulatory obstacles to change Pursue interagency initiatives or opportunities to continuously improve

Develop core metrics with measurable data More efficient More responsive More predictable More transparent Other Benefits of Lean Standard Operating Procedures Knowledge Retention Succession Planning Staff Development

Team Building Morale Customer Trust-Building Performance Measures Recognition An Overview of Connecticuts Lean Journey The Jobs Bill has sparked State Government to embrace Lean process improvement techniques, with customer service as its focus Development of Statewide Process Improvement Committee Assignment of Agency Lean Coordinators Creation of LeanCT program Training of state employees and non-profit providers Process improvement and daily management using Lean tools Collaboration across agency lines

8 Statewide Process Improvement Steering Committee: Member Agencies by Function of Government General Government Office of Policy and Management/LeanCT (Chair) Department of Administrative Services Department of Revenue Services Regulation and Protection Department of Emergency Services and Public Protection Department of Motor Vehicles Department of Consumer Protection Department of Labor Corrections Department of Correction

Conservation and Development Department of Energy and Environmental Protection Department of Economic and Community Development CT Housing and Finance Authority Health and Hospitals Department of Developmental Services Human Services Department of Social Services Transportation Department of Transportation Education Office of Early Childhood Kaizen Event Results

DCF: Foster and Adoptive Family Licensing Process DDS: Birth to Three Invoice and Payment Process Types of Process Steps Current Number of Steps Future Number of Steps Percent

Reduction No Value Added - Pink 56 7 -87% Types of Process Steps Current Good

Great Pink Waste 45 18 1 Yellow No Value/But Necessary 5 7

8 Green Value Added 1 1 1 Blue Transport 10 8 4

No Value Added but Necessary - Yellow 19 9 -52% Value Added - Green 55 21 -73%

Transport - Blue 41 11 -72% Waiting - Purple 18 5 -72%

Purple Waiting 4 6 1 Total number of processes 40 15 53

-72% Total number of steps in process 65 189 Processing time reduced by 50% from 6 months to 3 months Eliminated 70% of the steps! Reduced reconciliation time by 50% Eliminated 76% of the steps! Kaizen Event Results

DMV: Human Resources Hiring Process DEEP: Evaluation of the Storage Tank Compliance Inspection Process Underground Storage Tank Inspection Process Processing time reduced by 56% Eliminated 69% of the handoffs Pre Lean Prior State (Steps) Post Lean Current State (Steps)

Pre-Inspection Prep 19 3 Post Inspection Processing 65 9 Total Steps 118

47 Total Process Time 47.6 days 1.4 hours 60% of process eliminated! Lean Tools and Strategies Problem Definition What if I dont have a big problem to solve?

Clear. Predictable. Reliable. What adds value to our customers? How does work get done today? Identify root causes of problems What does an ideal process looks like? How we can improve performance? Determine if changes were successful Take action accordingly ACT The 8 Wastes of Lean Use a Pull System to Establish Flow Standard Work

Develop standardized work to reduce variation, eliminate waste, and minimize excessive review. 1. Establish routine for work to be performed 2. Develop baseline for future improvements 3. Improve quality performance through repetition 4. Avoid overproduction 5. Avoid reinventing the wheel Measuring Success and Ensuring Accountability Establishment of Specific Goals and Key Performance Indicators such as: Response Time Customer Satisfaction Surveys Staff Development/Training Lean and IT: Lessons Learned

Fix the process first! . Investing in IT before you streamline and standardize leads to throwing good money at a bad process. CT OPM requires agencies to improve their processes prior to being approved for larger-scale IT projects through the IT Capital Investment Program. Challenges Gaining and maintaining commitment Lean basic training sessions will engage employees, set expectations and foster success in Lean Kaizen events Ensuring buy-in from all levels: from the bottom-up and from the top-down Sustaining Lean over generations

Not flavor of the month Observations Management support is critical Select projects that will result in quick wins Be fully engaged and allow change Encourage experimentation as much as resources allow Coordinate efforts with others : other programs, other staff, other agencies Involve staff at all levels Acknowledge and support the work of the team members, team leader, stakeholders, and staff Focus on what you can change Ok. But whats in it for me? Advance your career/professional development

Spend time on what matters Learning opportunity Make a difference for the people you serve! Role of Management You Dont Know What You Dont Know: Discovery Through Stakeholder Engagement Progra m Staff Fiscal Staff IT

Staff HR Staff Extern al Custome Partne rs rs Role of Agency Lean Coordinator/Ambassador Champion of Lean within the agency Chairperson of Agency Lean Advisory Committee/ participates on Agency Transformation Committee Develops agency strategy for Lean implementation

Develops standard work for deployment of Lean events (before, during and after) Project solicitation and selection Supports Lean teams Assists in tracking and reporting results Communication and training Coordinates with agency IT and Finance staff Communicates with state Lean office about needs for support/coaching Selection of an Agency Lean Coordinator/Ambassador Intrinsically motivated employee who is excited about positive change Rank or job title does not matter, but the person must be a leader (not necessarily

someone in a leadership position) Excellent time management skills How it Works Statewide Steering Committee can help! Facilitation assistance Project scoping Coaching/mentoring DAS state-wide contract for Lean professional services through June 30, 2019 OPM may fund your Lean event if it Includes any process which touches two or more agencies

Impacts internal or external customer service Is a project directed by OPM or the Governors Office How You Can Get InvolvedToday! 1. 2. 3. 4. 5. 6. 7. 8. 9. Agency Lean Coordinator Lean 101 training Agency Lean Steering Committee

Visit a Lean team Get started with a Lean project, large or small Support your staff in improving a process Celebrate your agencys successes Contact Alison and/or visit www.ct.gov/leanct Attend the LeanCT conference on September 28th at Rentschler Field! Formore moreinformation informationon on For ContinuousImprovement Improvementin in

Continuous ConnecticutState StateGovernment Government Connecticut pleasevisit: visit: please www.ct.gov/LeanCT www.ct.gov/LeanCT

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