New way of systematic management of delay reduction

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New way of systematic management of delay reduction projects in courts – combining external

New way of systematic management of delay reduction projects in courts – combining external expertise and internal participation Finnish Ministry of Justice and Lappeenranta University of Technology, Finland Department of Industrial Engineering Supply Chain and Operations Management Petra Pekkanen, M. Sc. (Tech. ) researcher Pauliina Seppälä, M. Sc. (Tech. ) researcher Timo Pirttilä, D. Sc. (Tech. ) Professor

Logistics projects in Finnish courts Supreme Administrative Court 1/2011 – 12/2013 Helsinki District Court

Logistics projects in Finnish courts Supreme Administrative Court 1/2011 – 12/2013 Helsinki District Court 1/2010 – 12/2013 Insurance Court 8/2008 – 6/2010 Helsinki Court of Appeal 3/2006 – 12/2009 2006 2007 28. 6. 2011 2008 2009 2010 LUT - Petra Pekkanen 2011 2012 2013

Logistics projects - aims - Analyze the judicial processes and improvement potentials from operations

Logistics projects - aims - Analyze the judicial processes and improvement potentials from operations management perspective - Create collectively designed tools and procedures to reduce delays, improve process performance and enhance time management in courts 28. 6. 2011 LUT - Petra Pekkanen

The basic idea of the approach to judicial process improvement and delay reduction Research

The basic idea of the approach to judicial process improvement and delay reduction Research group from LUT: supply chain and operations management perspective INITIATIVE ANALYSIS TARGETS OF DEVELOPMENT • Getting familiar with the organization and identifying targets for development through interviews and data analysis • Identifying main targets of development and determining developing areas in workshop meetings Work group from courts: expertise concerning court operations PLANNING • Planning operational practices and improvement initiatives in workshop meetings IMPLEMENTATION • Implementing operational practices and improvement initiatives to daily practices in the organization 9 -12 months 28. 6. 2011 MONITORING • Evaluating and monitoring the success of implementation and determining corrective actions through interviews and data analysis 12 -18 months LUT - Petra Pekkanen

Process improvement needs Very urgent Very large ”Mass” Case differentiation – different requirements GOAL

Process improvement needs Very urgent Very large ”Mass” Case differentiation – different requirements GOAL SETTING AND PERFORMANCE MEASUREMENT – Differentiated time- targets and dead-lines 28. 6. 2011 PROCESS AND INVENTORY CONTROL SYSTEMS – Online pending inventory control systems and control of the progression of cases LUT - Petra Pekkanen PRODUCTION AND CAPACITY PLANNING – Project and resource planning for complex cases

Example of project planning for complex cases (Helsinki Court of Appeal) Jako Case distribution

Example of project planning for complex cases (Helsinki Court of Appeal) Jako Case distribution 1. Choosing Käsittelytavan 1. the 1. Käsittelytavan Osaston Department työsuunnittelu working plan handling valinta procedure valinta 2. Karkea 2. Setting the aikataulutus time-frames according aikataulutus to the targets set 3. Henkilökohtainen 3. 3. Henkilökohtainen Preparing työsuunnittelu personal working plan työsuunnittelu Differentiated timetargets Muut Other työtehtävät tasks PROJECT PLAN FOR A CASE 28. 6. 2011 LUT - Petra Pekkanen Henkilökohtainen Personal aikataulutus schedule

Example of online pending inventory control system and time-frame alarmsystem (Insurance Court) − process

Example of online pending inventory control system and time-frame alarmsystem (Insurance Court) − process control points, time-frames and alarm-levels set for normal and priority cases − − case needing priority handling marked with green label complex case needing active handling and co-operation marked with black label case exceeds the lower alarm-level one exclamation mark case exceeds the upper alarm-level three exclamation marks 28. 6. 2011 LUT - Petra Pekkanen

Example of the basic scene in the Insurance Court data system preparation (Court Clerk)

Example of the basic scene in the Insurance Court data system preparation (Court Clerk) referendary judge upper alarmlevel exceeded chairman priority case responsible person (identification information hided) complex case age in days 28. 6. 2011 lower alarmlevel exceeded LUT - Petra Pekkanen handling stage

Summary of process improvement solutions Changes to management system - Case Changes to production

Summary of process improvement solutions Changes to management system - Case Changes to production system differentiated time-frames and targets - Process phased time-frames and targets - Practical tools to control time-frames online and alarm of delaying cases -Procedures to control pending inventory situations regularly -Procedures for intervening in problem situations - Procedures for taking the case immediately under guidance and control - Procedures for project and life cycle planning for the cases - Practices for personal working plan and scheduling - Differentiated handling procedures for different cases - Tools to help use online inventory data as a basis for work planning Time is regarded and taken into account better Tools and new procedures to time management Differentiated procedures for different requirements 28. 6. 2011 LUT - Petra Pekkanen

Age and size of pending cases in Helsinki Court of Appeal 350 2010 300

Age and size of pending cases in Helsinki Court of Appeal 350 2010 300 250 2006 Pending 2048 2793 Over 12 months 151 (7 %) 958 (34 %) Over 24 months 7 (0, 3 %) 140 ( 5 %) 4. 5. 2006 Unknown 200 XXL XL 150 L M S 100 50 0 <1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Months 28. 6. 2011 LUT - Petra Pekkanen 18 19 20 21 22 23 24 > 24

Age of pending cases in Insurance Court 800 2010 700 600 2008 Pending 6155

Age of pending cases in Insurance Court 800 2010 700 600 2008 Pending 6155 6625 Over 12 months 527 ( 9 %) 1077 (16 %) Over 24 months 41 (0, 7 %) 96 (1, 5 %) 500 31. 12. 2010 400 13. 6. 2008 300 200 100 0 ≤ 1 28. 6. 2011 2 3 4 5 6 7 8 9 10 11 Months 12 13 14 15 LUT - Petra Pekkanen 16 17 18 19 20 21 22 23 24 >24

Challenges of improvement – adoption and implementation Challenge of finding novel improvement solutions Challenge

Challenges of improvement – adoption and implementation Challenge of finding novel improvement solutions Challenge in carrying out the improvement work systematically and target oriented Research group from LUT Work group from courts External expertise Participation and commitment Systematic project management Challenge of prejudice towards improvement solutions Challenge of maintaining the ownership of the solutions 28. 6. 2011 Systematic progressive project LUT - Petra Pekkanen

Lessons learned from delay reduction projects • Commitment and willingness to change – current

Lessons learned from delay reduction projects • Commitment and willingness to change – current and important issue • clear emphasis that delay reduction is important • continuous process improvement culture • Visible involvement and commitment of top management and wide internal participation • affirmative attitude towards changes made, nature of work and suitable working methods • External expertise and new improvement methods • Easily acceptable and adoptable solutions • “simple” planning solutions • Enough time to adopt and internalize changes • gradual changes and improvement projects • systematic improvement efforts 28. 6. 2011 LUT - Petra Pekkanen

Size reduction Size reduction Objective of size reductionSize reduction Size reduction Objective of size reduction
The Delay Spiral Frustrated Annoyed Apathetic Puzzled DelayThe Delay Spiral Frustrated Annoyed Apathetic Puzzled Delay
Lecture 20 Delay Test n n n DelayLecture 20 Delay Test n n n Delay
Information Delay 951610 Information Delay The reasons forInformation Delay 951610 Information Delay The reasons for
Delay Chip Prototype Delay Chip Test Board JoanDelay Chip Prototype Delay Chip Test Board Joan
DATA COMMUNICATION PRINCIPLES Delay Distortion Delay Distortion ADATA COMMUNICATION PRINCIPLES Delay Distortion Delay Distortion A
Propagation Time Delay Rising propagation delay time PropagationPropagation Time Delay Rising propagation delay time Propagation
TIME DELAY Different Options What Is Time DelayTIME DELAY Different Options What Is Time Delay
Delay Fault Simulation with Bounded Gate Delay ModelDelay Fault Simulation with Bounded Gate Delay Model
TIME DELAY Different Options What Is Time DelayTIME DELAY Different Options What Is Time Delay
Linear Delay Model In general the propagation delayLinear Delay Model In general the propagation delay
Propagation Time Delay Rising propagation delay time PropagationPropagation Time Delay Rising propagation delay time Propagation