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Re-inventing Public Administration Through Lean

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

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Re-inventing Public Administration Through Lean

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  1. Re-inventing Public Administration Through Lean

  2. Overview • Context • Why Lean? • How it was done • Results • Leadership • Sustaining Lean

  3. Context – Public Service Renewal

  4. 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

  5. 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+

  6. Results • Waiting periods reduced • Processing times down • Turnaround times faster • Net savings • FTEs reinvested

  7. Results • Speech therapy for students reduced from 8 weeks to 4weeks • 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 $24M in ministries

  8. 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

  9. Results • Lean design • 15.6% reduction of hospital space and savings of about $30-$45M • operational efficiencies, over 20 years, of $85M-$160M plus 40% reduction in patient travel • $4.4M saved in staff scheduling project • $25M in savings from Blood Products & Plasma inventory project

  10. Premier Wall on Lean

  11. Leadership and commitment • Key is leadership and unfailing commitment • Robust governance • Training • Skilled Lean Leaders • Measurement • Lean management • HoshinKanri

  12. Sustaining Lean From Patient First to Student First Expand use of HoshinKanri Province-wide Lean Management Quarterly reporting & annual review Continuous Improvement Embed Lean in the Culture of the Public Service

  13. Why Lean is Important

  14. 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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