This document outlines how to implement Lean Six Sigma projects in government to drive continuous process improvement and savings. It discusses the challenges of continuous improvement in government compared to business. A solution presented is to treat Lean Six Sigma projects as strategic financial assets in a "Money Machine" approach to generate an ongoing pipeline of improvement projects and financial benefits. Key elements are identifying meaningful projects, reliably assessing their potential financial impact, and ensuring timely project completion to maintain a steady flow of savings. Leadership engagement is important to prioritize projects and support progress. The overall goal is to build an engine for sustainable value creation and a more adaptive organization.
3. Learning objectives
• Identify current challenges to successful Continuous
Improvement within government
• Describe how to drive continuous savings and value
• Explain how the Lean Six Sigma Project approach—Money
Machine—addresses the current challenges
• List the elements needed to maintain a Lean Six Sigma
project approach to continuous savings
• Outline how to build a Money Machine in a government
organization
4. Agenda
• The Challenge: Accelerating improvement and savings
• The Current Situation: Challenges of Lean Six Sigma in
government vs business
• A Solution: Lean Six Sigma Project Approach—Projects as
strategic financial assets
• Implementation: Building continuous savings—Money
Machine
• How to Get Started
• Questions and Answers
5. The Need to Accelerate Improvement
• Continued pressure to Achieve More
with Less
• Decreasing revenue per Citizen
• Increasing population and demand
• Undesirable options:
• Increase taxes
• Reduce functions/services provided
• Reduce function/service quality
Revenue
Service Demand
Performanc
e
Gap
Question: What do you or will you do with the
GAP?
Current Environment
6. Challenges of Continuous Improvement in government
Some challenges we hear from the public sector:
A. Risk adverse – if something goes wrong then it’s in the News
B. Many Stakeholders to consider
C. Delayed feedback from the marker/customer (except for
complaints)
D. Time
E. Less focus on outcomes and more focused on inputs like budget
or cost
Poll: Which is the biggest challenge for you?
7. But what if you could Achieve more with Less?
Imagine……
• Your team improving 25% to 50%
• Seeing measurable improvements
• Better quality and faster service
• Greater productivity
• Less cost per unit
• Every manager knowing what it cost to provide their service
• A team of 18 people doing the work of 25, easier than before
Question: What would you do with the value realized?
8. Solution – Value Creation with LSS Projects
• Develop improvement capabilities of the organization
• Engine for Culture Change – Creating a dynamic and
adaptive organization in pursuit of Mission
• Create sustainable continuous Value Creation, a
“Money Machine”
9. Value Creation
– “While standard financial accounting systems can capture
financial flows through and organization together with the
costs expended by an organization in producing particular
products and services, it should be clear that if we want to
measure the public value an organization produces, we will
have to construct some other technical system that can allow
us to record when public value is being produced.”
Mark Moore – Harvard University professor and author of “Recognizing Public Value”
10. Value Creation
•Value = Quality Throughput (QT) / Operating Expense (OE)
• Quality = the number of quality or desirable results
• Throughput = of volume of transactions or people served
• OE = the total costs associated with providing the service
• Value = QT/OE = the efficiency of the system
•Track improvement consistent with Mission
Developed by Eli Goldratt (Theory of Constraints) and Robert Fox in The Race for measuring productivity. Counter the illogical
cost-cutting fad
Government application presented by Alfred Mycue - Director of Business Transformation and Rapid Process Improvement at
Texas Workforce Commission, TWC
11. Value Creation
Example: Your making pizza for the big game party this weekend.
You make 10 pizzas. It cost you $100 to make all 10 pizzas.
However:
• 7 good pizzas
• 3 bad ones
• Only 7 for the party
Throughput (T) is 10 pizzas, only 7 are “quality (Q)
• QT is 7 or (7/10 x 10) = 7
• OE is the total cost to produce, $100
• Value = QT/OE = 7/100=0.07, Or the inverse (1/0.07) = $14.29 per pizza
Value Creation:
• ↑QT -- Quality goes up to 8 good per 10 pizza & Value up
• ↑T -- Bake more pizzas (with Q & OE constant) & Value up
• ↓OE -- Lower your cost, your Value goes up
12. 12
LSS Projects are Strategic Assets
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Traceable to the
Bottom Line
Many Projects
Project
Define Measure Analyze Improve Control
Resources Spent
Investigating
Money
Generated
$
Ongoing Gains
13. Pipeline flow of financial gains (Value Creation)
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Value Directly
Traceable to the
Bottom Line
Steady Stream of
Projects Completed
Over Time
Pipeline of Meaningful Projects
Problems
14. Necessary Conditions for Predictable Ongoing Value Creation
A. Steady Stream of Meaningful Projects
B. Reliable Assessment of potential impact on process
performance, operating expenses and/or Quality Throughput
C. Timely Completion of Projects
Poll: Which of these would be your biggest challenge?
15. “Meaningful” Projects
• Focuses on a verifiable problem where the causes and/or
solutions are not “known”
• Aligned with mission drives customer satisfaction, quality
throughput (QT) and/or operating expenses (OE)
• Prioritized
• Potential Impact: Rough assessment based on experience
• Effort to Required: Time and money, rough estimate
• Leadership is willing to sponsor
16. Steady Stream of Projects – Operating a Money Machine
• A pipeline of projects at various stages of development
assures a steady stream of improvement work, and financial
benefits
Raw
Project
Ideas
Defined
Projects
Validated
Projects
Active
Projects
Finished
Projects
• Unevaluated ideas
• From anywhere in the organization
• Target: ≥5x number of problem-solving
teams
• Potentially viable LSS projects
• From Review of Raw project ideas
• Begin gathering data and financial
assessment
• Target: ≥2x number of problem-solving
teams
• Ready to be worked
• Target: ≥1x number of problem-solving teams
• Charter, historical performance and financial
assessment complete
Being worked by problem
solving teams
Delivering ongoing benefits
17. How To Identify Projects Ideas
Strategic
Direction
(gaps)
Data Mining
KPIs, Data,
Reports
“Known”
Problems &
Issues
Identify
Problems
Review
and
Refine
Impact /
Difficulty
Draft
Charter
• Leadership team
• Launches with a project
identification session
• Identifies and prioritizes
ideas
• Draft problem
statement, business case
and process scope (draft
charter)
• Regularly meets to
update and add to the
18. Project Prioritization
• All projects which appear to be
worth doing are consolidated
into a numbered list
• Knowledgeable Leadership
judge relative difficulty and
impact of each project, posting
it’s number
• Focus on high impact projects
• Don’t rule out high difficulty
• Low difficulty might be quick
wins
Difficulty of ProjectImpactofProject
HIGH
LOWHIGH
6
7
31
Impact / Difficulty Matrix
2
5
LOW
8
4
19. Reliable Assessment of Impact
• Problem: Our service is experiencing too many errors
• So?:
• There are too many delays and rework
• The backlog is growing
• Ask: What other problems happen because of this?
• Loss of process capacity
• Late service
• Overtime needed to address rework and backlog
• Premium costs required expedite service
• Lower quality (because some bad output gets shipped)
21. All Potential Financial Impact
Service
Errors ↓
Capacity ↑
Staff
Rework ↓
$
Timely
Delivery ↑
Customer
Satisfactio
n ↑
Revenue
↑
Overtime
↓
Staffing ↓
$ $
Throughpu
t ↑
Value ↑
$ Enhance
Services
22. All Potential Financial Impact
Service
Errors ↓
Capacity ↑
Staff
Rework ↓
$
Timely
Delivery ↑
Customer
Satisfactio
n ↑
Revenue
↑
Overtime
↓
Staffing ↓
$ $
Throughpu
t ↑
Value ↑
$ Enhance
Services
23. Timely Project Completion
• Projects cannot be allowed to linger – progress must continue
• Keys to ensure progress
• Assign only well-defined, vetted projects
• Sufficient resources to conduct the project
• Active coaching by a Master Black Belt
• Process Owner takes over at end of project
• Champions - active leadership support and progress reports
24. Leadership Engagement “Designed” In
• Identifies the projects and prioritizes
• Sponsors active projects
• Identifies project leaders and key resources
• Reviews project progress and sets direction
25. Keep the Pipeline Flowing
• Periodic leadership sessions to review
overall progress and identify new raw
project ideas
• Active and completed projects often identify
new projects
• Continually capture project ideas from
customers and employees
• Maintain at least 1 validated projects per
available project lead
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27. Getting Started
•Identify a few Meaningful projects
•Define these projects and validate Value $
•Identify your best to lead these projects and train them
•Plan, manage and coach projects to timely completion!!
Reach out for advice: Contact me: ken@goleansixsigma.com
29. CONTINUE THE DISCUSSION ON LINKEDIN!
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muscles together
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