Slide #1.

Lean Government, Healthy Lakes Pamela Toshner, Northern District Lake BIologist
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Slide #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: Improve Processes Process Flow Teamwork Variation & Defects Speed • To insure an organizational transformation, Lean Six Sigma also focuses on the culture of an organization. Delight Customers Quality – Closely understanding customer needs – Disciplined use of facts, data & statistical analysis – Diligent attention to managing, improving & reinventing organizational processes Lean Six Sigma Data and Facts Source: What Is Lean Six Sigma, George, Rowlands & Kastle 2
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Slide #3.

Lean = Eliminating Wastes & Building Capacity Overproduction Waiting Transportation Non-Value Added Processing Excess Inventory Defects Excess Motion Underutilized staf Typically 95% of Lead Time is Non-Value Added 3
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Slide #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 4
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Slide #5.

Tool Tools Vs. DMAIC Define Voice of the Customer X Operational Definition X Measure Analyze Improve Control Cause and Efect Diagrams X Measurements and Data X Check Sheets/Tally Sheets X Pareto Charts X X X Histograms X X X Run Charts X X X Control Charts X X X X 5s Events X X Standardized Work X X VAFA / VSM X X Kiazen X X Control Plan X X SIPOC X X Flowchart X X 5
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Slide #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 6
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Slide #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 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 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
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Slide #8.

CLEAN BOATS CLEAN WATERS CLEAN GRANTS This or That? Which process steps are most time consuming?
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Slide #9.

Clean Boats Clean Waters Clean Grants Goal Reduce DNR staff workload. (Reduce volunteer workload.) Reduce Lead (delivery) time. Improve customer satisfaction. Simplify the process. Ensure staff and customer safety * Preliminary results. Past Target Current* Success? 18 hrs/project (40 hrs/project) 12 hrs/project (20 hrs/project) 15 min/project 30 min/project Yes 3 months 14 business days 10 business days Yes Dissatisfied 100% satisfaction 100% Yes 15+ steps 7 steps 7 steps Yes Be safe. Be safe. Yes
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Slide #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.
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Slide #11.

Have fun!
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Slide #12.

Shoreland Health Initiatives BEFORE AFTER 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).
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Slide #13.

Shoreland Health Initiatives Restore Divert Infiltrate Illustrations and photos from KJE Design and Harmony Environmental
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Slide #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
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