A Lean journey was presented at the APEX Symposium 2015 in Ottawa, Canada. Lean management isn’t about the destination; it’s about the journey of continuous improvement. Through active and respectful engagement of everyone in the organization, Lean seeks to eliminate waste and deliver value to citizens every day. Presented in collaboration with Jennifer Little, Transport Canada’s Director of Access to Information and Privacy directorate.

1. © Alpen Path Solutions Inc. 2015
Presented at the APEX symposium
May 27, 2015
Jennifer Little
Transport Canada
France Bergeron
Alpen Path Solutions Inc.
A Lean journey

2. Lean is an organizational transformation focused on
creating value for clients
minimizing waste in processes,
and providing opportunities for employees to develop
their problem solving skills to find creative and innovative
solutions to better serve citizens.
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What is Lean for Government?
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3. Align Purpose Process People
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Purpose: Senior Management. Provide the “why”?
Process: Middle management. Focus on the “how”?
People: Everyone to improve everyday.

4. Respect des personnes
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“L’humain est un être extraordinaire et il n’y a aucune limite
à l’intelligence humaine. Notre responsabilité est de motiver
les gens à utiliser leur intelligence afin de générer
de nouvelles idées.”
Taiichi Ohno
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5. Continuous improvement
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“Not every change is an improvement,
but every improvement
is a change”

6. Lean Mapping: a tool to see the process
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The current state map is not the goal.
The goal is to improve the process.
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Un exemple d’amélioration Lean
Processus de l’AIPRP

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Un exemple d’amélioration Lean
Processus de l’AIPRP
Champion
Gère le processus
Engage l’équipe de gestion
Dirige la mise en oeuvre
Fait rapport au parrain
Communique les résultats
Facilitateur
Appui le champion
Facilite l’activité Lean
Connait très bien Lean et les outils
Est coach, arbitre, enseignant
Est extérieur au processus

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Transport Canada
Access to Information and Privacy (ATIP)
Our Lean experience
By Jennifer Little, Director

10. Our Challenge
Reducing the number of steps – and therefore time - between
the receipt of a request and its release
Our Objectives
•Process files quickly, accurately, consistently
•Create time for analysts to analyse; reduce time spent on
administrative tasks
•Reduce bottlenecks
•Improve response time
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11. Our Case
•A “simple” request: no consultations, no extensions – mapping the
most basic type of request
•Understand how long it takes, what steps are in place and WHY
Our Scope
Focus on our internal process and
the factors that are within our control
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12. Our Team
Representative of our various activities:
-Managers (Director and Chief): 2
-Analysts: 3
-Systems expert: 1
-Admin specialist: 1
BUT: room for everyone to participate
- At the launch
- During lunch and breaks
- At the wrap-up session
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• Map: each and every step in the process
• Analyze: for each step ask:
• Does it add value from the point of view of the client;
• What disturbs work flow: when does the file slow down, stop, wait,
go backwards?
• Identify areas of improvement: 86 suggestions to consider…
• Approach through lenses of practicality; priority; context;
scope: … whittled down to 27 priorities
• Create future state map: target 12 to 18 months.
• Develop action plan: move from current to future state
Our Process

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De nombreux partenaires, exigences
législatives, processus internes…
C’est compliqué!

15. Our Future State
•12 – 18 month horizon
•Improve both process (touch) time and lead time
(total time) by 30%
•Equates to shaving 23 days off the processing time
for each file / request
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16. Our Roadmap
Practical, systematic approach to
implementation
•Prioritize initiatives and set time horizons
–3-6 months: high priority, relatively “quick hits”
–6-12 months: high priority, tougher to implement
–12-18 months: lower priority – or more time to implement
–Review regularly: reassess
•Weekly meetings to take stock and adjust as necessary
•Linked to review and update of Procedures Manual; team training
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17. What we learned
•Importance of preparing in advance:
-Establishing the problem
-Meeting as a team
-Setting expectations, parameters
•Be realistic in terms of how long it takes
to implement new procedures!
•Lean lessons that have stayed with us:
-Culture of continuous improvement
-Freedom to challenge procedures, raise concerns with process
-Drill down on the WHY?
-Tackle problems at the source
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18. How to sustain Lean
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The UK experience: Prof. Zoe Radnor
Organizational readiness
Changing the way services are designed to engage public
organizations not only with the tools of Lean but with the system
and the principles of Lean:
• Linking Lean to strategy;
• Having leadership understand what Lean is;
• Having a process view;
• Getting citizens involved (Co-production);
• Communicating what you are doing;
• Understanding demand.

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Pourquoi Lean échoue dans une organisation ?
Outils plutôt que stratégie
Chaos
Éteindre les feux
Blâme
Désalignement

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Why do organizations succeed at Lean?
Engage everyone
Thinking culture
Problem solving
Focus
Discipline
Clarity
Long-term

21. Why Lean now?
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Millennials… the Lean generation
PURPOSE PROCESS PEOPLE
They want to be
engaged, part of
decisions
They produce
prototypes, want
feedback and coaching
They want
collaborative
work culture
They want a job
with a purpose
They want to be
challenged and they
challenge the status quo
They are team
oriented

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The end
France Bergeron
Alpen Path Solutions
1 Rideau Street, suite 700
Ottawa ON
K1N 8S7
http://alpenpathsolutions.com
info@alpenpathsolutions.com
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