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Continuous improvement and Lean thinking in Statistics Norway

Continuous improvement and Lean thinking in Statistics Norway. Anne Sundvoll, Director Department of data collection and methods asu@ssb.no Grete Olsen, Senior Adviser and Lean facilitator Division for Corporate governance , Statistics Norway gol@ssb.no. About Lean thinking.

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Continuous improvement and Lean thinking in Statistics Norway

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  1. Continuous improvement and Lean thinking in Statistics Norway Anne Sundvoll, Director Department of data collection and methods asu@ssb.no Grete Olsen, Senior Adviser and Lean facilitator Division for Corporate governance, Statistics Norway gol@ssb.no

  2. About Lean thinking • Culture and management for continuous improvement • Based on other quality systems, like TQM, Six Sigma etc. • Add costumer value • Focus on processes • Involving staff • Reduce waste – work smarter • Useful tools

  3. Introduction phase • Value stream mapping • Pilot reviews • Training facilitators • Involving staff • Transvers processes Lessons learned • Involving middle management • Build culture • Emphasize implementation of changes and follow up

  4. Education of facilitators and process reviews • 8 internal facilitators educated • Training on 5 transvers processes • Implementation of changes included in project Lessons learned • Management • Top management in front • Middle management is the key, commitment • Build culture

  5. Lean – reducing waste is central Overproduction Waiting Stock Waste (MUDA) Cumbersomemovements Correct Resources not used Transport Creativity not used

  6. Reduce cumbersome movements and stock Case 1: Efficient maintenance of the business register • Introducing additional and larger screens • Electronic work-flow • Standard routines • Focus on measurement

  7. Reduce corrections and waiting Case 2: Improving data collection specifications • Highlight and analyse mistakes • Improve routines • Training of staff • Active use of the PDCA-wheel

  8. Reduce overproduction Case 3: Tracking respondents in sample surveys • Targeted routines replaces low-coordinated activities

  9. Reduce transport Case 4: Digital communication in data collection • From paper to electronic questionnaires • From paper based - to digital communication

  10. Increase capacity utilization and creative thinking Case 5: Respondent support service • From cell office to landscape • Solving problems, from telephone to multi-mode approach

  11. The way forward, we follow the same path • Involving, preparing and training management and middle management • Reviews in all departments by summer 2015 • Transverse processes • External consultants • Internal facilitators, educate more • Project manager for Lean reporting to Director General • Build culture for continuous improvement It’s okay to fail as long as you learn a lesson !

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