Reinventing Public Administration Through Lean Overview Context Why
Re-inventing Public Administration Through Lean
Overview • • • Context Why Lean? How it was done Results Leadership Sustaining Lean
Context – Public Service Renewal
Why Lean? A consistent approach across the public service to: • Improve service • Minimize waste • Achieve efficiencies • Strengthen accountability • Measure results • Enhance transparency Key is engagement: • employees at all levels • Customers, clients, patients, students
How it was done Phased approach since 2006: • Regional Health Authorities (RHAs) – Five Hills pilot project 2006 – All RHAs 2009 • • • All ministries 2010 Select school divisions & post-secondary Institutions 2011 Continued Education and Advanced Education expansion 2012+
Results • • • Waiting periods reduced Processing times down Turnaround times faster Net savings FTEs reinvested
Results • Speech therapy for students reduced from 8 weeks to 4 weeks • Occupational therapy for students reduced from 18 to 7 weeks • International students applications processed in 15 days rather than 90 days • 97% reduction in horizontal well application process • Time to staff reduced from 100 to 44 days • Net savings of at least $24 M in ministries
Results • In 2012 -13 there were 146 Lean events in the health system which achieved: – 56% reduction in inventory – 43% reduction in space – 55% reduction in staff walking – 87% reduction in processing time – 73% reduction in defects • By the end of 2015 -16 there will have been 1, 000 Lean improvement events
Results • Lean design • 15. 6% reduction of hospital space and savings of about $30 -$45 M • operational efficiencies, over 20 years, of $85 M$160 M plus 40% reduction in patient travel • $4. 4 M saved in staff scheduling project • $25 M in savings from Blood Products & Plasma inventory project
Premier Wall on Lean
Leadership and commitment • Key is leadership and unfailing commitment • Robust governance • Training • Skilled Lean Leaders • Measurement • Lean management • Hoshin Kanri
Sustaining Lean • • • From Patient First to Student First Expand use of Hoshin Kanri Province-wide Lean Management Quarterly reporting & annual review Continuous Improvement Embed Lean in the Culture of the Public Service
Why Lean is Important
Questions? • We are focused on our clients and our customers. • We engage employees to find ways to work better and smarter. • We make continuous improvements and minimize waste. • We produce efficient, just-in-time processes.
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