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Lean Government, Healthy Lakes. Pamela Toshner, Northern District Lake BIologist. Lean Six Sigma – What is it?. Lean Six Sigma is a comprehensive and flexible system for achieving, sustaining and maximizing organizational success. The Lean Six Sigma approach is driven by:

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Lean Government, Healthy Lakes


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    1. Lean Government, Healthy Lakes Pamela Toshner, Northern District Lake BIologist

    2. Lean Six Sigma – What is it? • Lean Six Sigma is a comprehensive and flexible system for achieving, sustaining and maximizing organizational success. • The Lean Six Sigma approach is driven by: • Closely understanding customer needs • Disciplined use of facts, data & statistical analysis • Diligent attention to managing, improving & reinventing organizational processes • To insure an organizational transformation, Lean Six Sigma also focuses on the culture of an organization. Lean Six Sigma Delight Customers Improve Processes Quality Speed Variation & Defects Process Flow Team- work Data and Facts Source: What Is Lean Six Sigma, George, Rowlands & Kastle

    3. Lean = Eliminating Wastes & Building Capacity • Overproduction • Waiting • Transportation • Non-Value Added Processing • Excess Inventory • Defects • Excess Motion • Underutilized staff Typically 95% of Lead Time is Non-Value Added

    4. DMAIC Methodology • DEFINE – opportunities in selected process • MEASURE – current performance of process output • ANALYZE – root causes of problems • IMPROVE – the process. Reduce or eliminate variation and non- value added activities • CONTROL – process inputs so that problems don’t reoccur

    5. Tools Vs. DMAIC 5

    6. Value-added and Non-Value-added Value-Added: the process steps in which information and/or material is transformed to help achieve a customer requirement directly Essential Non-Value-Added: Process steps that are required even though they do not directly add value to the customer Non-Value-Added: Process steps that add no value for the customer

    7. Example DNR Projects R& R Closure Process Clean Boats Clean Waters Clean Grants Wild Game Serving Permit Improvement LeMay Forestry Center Stockroom Endangered Resources Review Consistency Phase 2 of Master Planning Legal Opinion File Nutrient Management Plan Process Increasing Accessibility to MFL Open Lands Info Operator Certification High Capacity Well Application Processing Closure Approval Process - Phase II Hazardous Waste Compliance Inspections Disabled Hunter Permit Application Process Local and Long Distance Phone Service Fulfillment Process for the Regions Development Projects System Improvements Dog Training & Trialing License Process Heritage Data Mapping Project Implementing Hunting in State Parks Grant Opportunities Focused on the Great Lakes Improved Fish Quota Request Process Permitting Lake-wide Fish Habitat Projects Administrative Rule Process New Hire Paysetting Process Staff Onboarding Aeronautics Management Review Stormwater NOI Process WPDES Specific Permit Reissuance GEF II Mail Room Forestry Division Program Review Data Collection Air Management Construction Permits Customer Feedback Process Green Tier - Tier 1 Acceptance Law Enforcement Annual Credential Review OC Communication Tool Upgrade Air Management Stationary Source Referrals

    8. CLEAN BOATS CLEAN WATERS CLEAN GRANTS Which process steps are most time consuming? This or That?

    9. Clean Boats Clean Waters Clean Grants * Preliminary results.

    10. CBCWCG Lessons Learned • This is an opportunity. • “We are own barriers.” • The devil – and the work – is in the details. • Projects should be large enough to produce desired results, but narrowly scoped in order to bring project to closure in a timely manner. • Include external partners on team. • Articulate team expectations.

    11. Have fun!

    12. AFTER Shoreland Health Initiatives BEFORE Goals Simplify the lake protection shoreline restoration grant administrative process. Create and launch a new Shoreland Health Initiatives product, including funding and technical assistance options, that increases waterfront property owner participation in habitat restoration and practices that reduce runoff and erosion (e.g. rain gardens, infiltration pits).

    13. Shoreland Health Initiatives Restore Divert Infiltrate Illustrations and photos from KJE Design and Harmony Environmental

    14. The Voice of the Customer • Lean Six Sigma projects focus not only on Departmental process improvements but also emphasize customer satisfaction and customer loyalty. • By improving process performance, customer satisfaction can be impacted in a positive manner. • Customers can be internal as well as external. 14