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PNP Lean Processing Initiative

PNP Lean Processing Initiative. QNET EXCELLENCE CONFERENCE May 4, 2011. Towards 20,000: Manitoba a destination of choice. The PNP Challenge: Improving Quality & Effectiveness. 3 Principle Problem Dynamics Managing Change in the Public Sector High Stakes for Stakeholders

cassandra-herring
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PNP Lean Processing Initiative

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  1. PNP Lean Processing Initiative QNET EXCELLENCE CONFERENCE May 4, 2011

  2. Towards 20,000: Manitoba a destination of choice

  3. The PNP Challenge: Improving Quality & Effectiveness • 3 Principle Problem Dynamics • Managing Change in the Public Sector • High Stakes for Stakeholders • Redefining / Re-imagining the Workplace • “This work cannot be just about moving paper, every decision on every file affects the lives of real people”

  4. The PNP Challenge: Finding Solutions • 1. A new approach to change management: a private sector partnership for public sector change • 2. A clearly defined target: complete backlog elimination within 7 months • 3. A strategy to achieve the goal: lean transformation - a team approach • focusing on value and activities along the value stream • improving process flow with demand driven output • doing things right the first time and every time • 4. A Reason to Achieve Success: getting buy-in

  5. The PNP Challenge: Making it work • “The solution couldn’t be externally imposed, we had to help create it” (manager) • “ We found concrete examples of how Lean processes could work for us . Protegra presented us with a menu of options; we took some and left others. Everyone was part of the decisions” (manager) • “An issue for us was trying to compare our process with those in manufacturing . The piecework analogy was not readily accepted by staff.” (manager) • “Protegra made us think about process in our day-to-day work, which for most of us was kind of boring, but in the end very important” (staff)

  6. The PNP Challenge: Getting buy-in • “The target is unrealistic” • “It was difficult in the beginning. We’re not mass producing products; we’re dealing with lives here, and we were comfortable with the way we did things. There was some scepticism for sure” (staff) • “Everyone went through stages, first accepting Protegra, then implementing changes, then overcoming feelings of anger and shock at what was being asked of them.“ (manager) • “I talked one-on-one with employees, building relationships and working to understand everyone’s situation. I had many conversations in the hallway, if someone made a face in a meeting, I would follow-up and ask them what’s up?” (manager)

  7. The PNP Challenge: Achieving Success • “the target is unrealistic . . . but possible” • “It was never certain that we would meet the deadline until the very last week. • Over December and January, there weren’t a lot of believers. Over February, more believers came on board, and then more and more staff began to understand that we could do this” (staff) • “We knew the workload would decrease once we met the deadline and that was a real motivator. Once we got there, it would not just be more of the same; there was an end in sight.” (staff) • “The move from individual work to teamwork was a huge culture change for staff, but now if there’s a problem, it’s discussed by the team first, and only brought to the manager once a solution is selected or if the team can’t resolve it on their own.” (manager)

  8. Some Lessons Learned • Believe and demonstrate that change is positive and possible • Be clear about what you can compromise and what you cannot • Communication is essential, keep it fluid and ongoing • Be flexible, be prepared to change plans as needed

  9. Some last words • “We’re more transparent, our value management system is more known: this is who we are, what we do, how we do it and why we do it” (manager) • “Now, everyone wants more variety in their work, with greater opportunities than just processing files. Everyone signed up for three planned improvement projects to work on once the deadline was met. Now I have to make it happen for everyone!” (manager) • “It was not as clear before. Now we rely less on individual discretion and are more consistent and transparent in how we make decisions. (staff) • “It’s a lot nicer to work here now. We have greater variety in our work, we are probably four times faster, without any reduction in quality” (staff) • “There are no individual heroes in this story, it was an overall team effort with everyone pulling their own weight” (manager)

  10. Ben Rempel Assistant Deputy Minister Immigration Division Manitoba Labour & Immigration 204 945 4984 ben.rempel@gov.mb.ca Thank You www.immigratemanitoba.com

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