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LEAN

   
 
 
 
Roger Jones
Joe Novello
Introductions
Historical Background
• Baldridge Quality Framework
Leadership
1.0

Aim of the
Goals & Results
System
MEASURES 7.0
(stakeholder)
2.0
3.0

Faculty & Staf


Processes
Focus
6.0
5.0

 2000 Pinellas County Schools


Historical Background
• Baldridge Quality Framework

- Lean manufacturing or lean production, which is often known


simply as "Lean", is the optimal way of producing goods through the
removal of waste and implementing flow. (Toyota)

• LEAN/ Six Sigma

− 99.997% error free


Lean Process
• Flowchart the process
• Eliminate Waste
What is waste in a process?
• Does it change the product?
• Is the customer willing to pay the price?
• Is it rework?

If the answer to any of these is "No", then it is waste.


First Attempt

Field Trip Permission Process
Flowchart the Process
(Field Trip Permission)
Eliminate the Waste
(Field Trip Permission)
New Lean Field Trip Process
Findings - Wastes
• Transportation was the major cause of time waste
• Duplication of hard copies and filing wasted
paper, staff time, and storage space
Bring in the Expert
What is Quality?
• A customer perception
• NEVER defined by the provider
• Did I get – 
o What I wanted?
o When I wanted it?
o For what I was willing to pay?
• Did it meet my expectations?
• If the answer is “YES”, the provider has 
o Met quality objectives
o Created customer satisfaction
• If the answer is “Not exactly”, then you have incurred cost of poor quality.
What is Lean?

• Did I meet my quality objectives 
at the least possible cost?
• Accomplished by doing only value-
added activities
• Knowing the difference between cost 
of doing business and the cost of poor
quality
Lean – NOT Another “Efficiency” System

• A discipline and culture

• Focus on the customer

• Eliminating waste by doing only value-added

• Challenge EVERYTHING you do, including “legal” 
Allay Fears

• Avoid the negative

• Lean = get the waste out • loss of jobs

• Emphasize the positive

• Lean = doing only value added • improved performance
Basic Tools – DMAIC – The Discipline

• Define the problem or opportunity (current state)
• Map and measure the current state
• Analyze. Drive to root cause
• Improve and implement the process (future state)
• Control the new process through measurement
• A circular process = continuous improvement
The Quality Management System

Philosophy
QMS
How the philosophy
is achieved System
Procedures
Day-to-day operating
instructions Work
Instructions
Proof that you did
what you documented Records
Basic Tools – Five Whys?

WHY?
Why?
• Ask Why? five times!
Why?
Why?
Why?
• Can be obnoxious and highly 
annoying

• Pick up on the answer of the first 
Why to phrase the next one

• A good tool for developing 
fishbone diagrams
Basic Tools – Fishbone Diagram

Water Coffee

2 days old
Not filtered

Not ground

Coffee tastes
terrible

Hung over
Dirty
40th birthday

Barista Coffee Pot


TIM I WOODS – The Nine Sinful Wastes
• Transportation – moving things from one place to another
• Inventory – putting money into things you really don’t need
• Motion (movement) – having to reach, stoop
• Inspection – having to check someone else’s work
• Waiting – stopping the flow of a process
• Over-production – producing more than you need
• Over-processing – doing more than is required to achieve a result
• Defects – results that are not right when they are delivered
• underutilized Skills – not getting the most out of the brain trust
 5-S 
  
 Sort - sort things used every day from the things that need 
to be saved 

 Search-free - get visual.  Organize things so that you can 
see them and do not have to look for them
 
 Spotless - keep things clean 

 Standardize - document your processes in simple 
instructions, and teach your staff the “right way” 

 Sustain - make it a way of life, but audit 
Second Attempt

From Requisition to Paycheck
(Hiring Process)
Why Requisition to Paycheck
• Complaints by principals and applicants:
– Losing high quality candidates to other districts
– Hiring process took up to three months
– Open positions not being filled

• Incorrect paychecks for new hires


– 15 to 20 errors per month
Two Teams of Four, Five Days
Flowchart the Process
(Requisition to Paycheck)
Analysis:
•Over sixty steps
•Replication of data
acquisition and input
•Numerous opportunities
for errors = REDO
The Results
• Short Term
– All electronic applications eliminate Administrators traveling
to the District Office, minimum $9000 and three to five days
savings
– Eliminate the Salmon Form, savings 10 – 20 hours overtime
each month
– “Jidoka” (Pull the rope) at three paycheck errors in a month
The Results
• Long Term
– Use the capabilities of the technology we have in
place:
• EPARS (requisition)
• Edzapp (posting)
• EPARS (processing)
• VISIONS (Payroll)
The New Culture

   
Think LEAN!

Challenge everything we do.

 Does it add value?