Contact Us Search: All EPA This Area

• You are here: EPA Home
• Environmental Innovation
• Lean Manufacturing and the Environment
• Lean in Government Starter Kit
• Chapter 3

Lean in Government Starter Kit

« Back to Starter Kit Homepage

Chapter 3. Implementing Lean Events

This chapter assumes that your agency has chosen a Lean project focus and outlines the three main phases for conducting a successful Lean event: event planning, event implementation, and event follow-up. A Lean event is a highly structured, two to five day facilitated event involving a team of agency staff and stakeholders that is designed to rapidly make progress in identifying and implementing improvements to a process.

Lean Event Planning

Once you have decided to conduct a Lean event, effective planning and scoping are essential for success. There are three major phases of activity prior to conducting a successful Lean event. These phases are outlined below, along with key activities associated with each phase. It is important to note that some activities in each phase should occur concurrently, rather than in sequence. For example, it may be necessary to address some logistics, such as setting event dates or securing a conference room, well in advance of the pre-event meeting.

Phase 1: Initial Planning and Scoping

Secure a Lean Facilitator

The importance of securing an experienced Lean facilitator cannot be overstated. The Lean facilitator serves as a team’s guide throughout the Lean process, helping to scope the Lean event, facilitate the event, and advise on follow-up activities. Sometimes the Lean facilitator is referred to by the Japanese term sensei (SEN-SAY), meaning teacher or “one who has gone before.”

While it is possible to cultivate experienced Lean facilitators within an organization, most organizations seek the external consulting services of a Lean facilitator, at least for the first few years of Lean implementation. It should be noted, however, that even experienced Lean organizations retain outside senseis to bring fresh perspectives to their Lean implementation efforts, help facilitate larger or more complex events, and push them to make more progress than they otherwise would.

Several helpful tips for securing a Lean facilitator include:

• Talk with representatives from other government agencies to ask for recommendations for potential Lean facilitators.
• Consider issuing a request for proposal to help with the selection of an experienced Lean facilitator. The sample Lean Facilitator Request for Proposal resource document in this Starter Kit should give you some ideas of the types of information to request.
• When evaluating potential Lean facilitators, take into consideration the facilitator’s past experience, areas of expertise (e.g., supporting Lean in government and office settings), references, price, and availability.
• Remember that securing a talented facilitator is not the same as getting a talented facilitator who has experience running Lean events.

Additional roles that you will want to identify for a Lean event are defined in the following table. These common Lean roles and responsibilities are described in more detail further in this chapter and in Chapter 4.

Lean Event Roles

Role	Description
Lean Facilitator	The Lean facilitator runs the pre-event meeting, the Lean event, and certain follow-up meetings (e.g., 30-day follow-up meeting). The Lean facilitator has training and experience in Lean facilitation.
Sponsor	The sponsor provides resources and senior leadership support for the Lean event and has the authority to remove obstacles to implementation of the new process. This person should be a senior leader of the division within which the Lean event is taking place.
Team Leader	The team leader is responsible for helping to plan the event, including the logistics, and assisting the facilitator during the event.
Implementation Manager	The implementation manager is responsible for ensuring that a clear and effective event follow-up process is established and conducted. This person should have sufficient authority to lead follow-up activities, remove barriers, and drive accountability.

Scope the Event

Early on in the planning process, it is important to answer three key questions:

• What is the purpose of the event?
• What value stream or process will be targeted in the Lean event?
• What are the desired outcomes?

The answers to these questions will guide initial planning activities, such as making sure the right people participate in the pre-event meeting (Phase 2). During the pre-event meeting, the scope, goals, objectives, and boundaries for the event will be further refined and documented.

Making sure the scale and scope of the Lean project is manageable and will allow for a successful event is crucial. In particular, managers should consider the breadth and complexity of the process and be realistic about how much of the process can be tackled in four or five days.

Identify the Lean Method to Use

Once the initial scope of the event has been determined, consider which Lean methods to use. As discussed in Chapter 2, there are a variety of methods to choose from for your event. Two common Lean methods are value stream mapping and kaizen events. Six Sigma is also used by some agencies to drive improvement projects, but organizations are increasingly viewing Six Sigma as a powerful collection of statistical analysis tools and methods that can be used during or in conjunction with a kaizen event. Your Lean facilitator can guide you in choosing the methods that are right for your agency and process.

Agencies just starting out with Lean often use kaizen events to quickly achieve the results that have interested many in Lean. Conducting one or a few kaizen events can help build momentum for a Lean initiative. Some agencies choose value stream mapping (or simplified process mapping) for their first event, since this method can help an agency clearly understand its process and identify areas of waste that can be targeted through future kaizen events. Other agencies have integrated value stream mapping and kaizen rapid implementation techniques in the same event.

Identify the Lean Event Sponsor and Team Leader

Sponsor

Identifying a Lean event sponsor is critical to success. Ideally, the sponsor is a director or leader of a division within which the Lean event is taking place. Having a sponsor for an event can also increase buy-in within the agency and among upper management, and assist with removing any obstacles in getting the event planned and implemented. This role is especially useful when trying to ensure that team members can get two to five days worth of time away from their regular duties and responsibilities to participate in the event. The sponsor participates at key times during the event and helps with follow up.

The sponsor should be enthusiastic, committed to the process, willing to take risks, and be open-minded and communicate this spirit to the team members. At times it can be difficult to sustain creative thinking and risk taking. The sponsor’s role is to help infuse the team with energy and direction, and to encourage openness to out-of-the-box thinking. Specific responsibilities of the Lean event sponsor include:

• Provide the necessary financial resources for the event.
• At the event kick off, communicate expectations to the team and set the direction of the Lean event.
• Clearly state that the process that the Lean team develops during the event will be the new process—the team is not making recommendations.
• State that the sponsor will do everything possible to support the new process developed by the team.
• Challenge the team to develop innovative solutions and ideas without introducing pre-conceived ideas.
• Be visible during the event and provide enthusiastic support of the participants.
• Attend team leader meetings and daily management briefings and provide redirection if needed.
• Assist in removing obstacles.
• Be strategic: use the event to advance agency objectives by improving the performance of the targeted process while being aware of the impact to the total system.
• Attend the report-out session for the event to show support and congratulate team members on a job well done.
• Track the status of implementation efforts following the event to make sure the team continues to make progress and does not backtrack.

A Lean event sponsor contract can be used to affirm a sponsor’s responsibilities and to demonstrate his or her commitment of support.

Team Leader

The team leader is usually determined after the initial event focus and scope have been decided. The team leader assists the Lean event facilitator in setting the stage for a productive event. There are differing opinions on whether the team leader should work in the area of the event’s focus. On one hand, an outsider can sometimes help the team navigate entrenched perspectives, creating a more open and transparent environment for team members to be creative. On the other hand, it can be useful to have a well-respected individual from the work area that can help drive and sustain commitment to improvements made by the team through assistance with follow-up activities. Think about what makes most sense for your organization. It is common for the team leader to have participated previously in one or more Lean events. Often the team leader helps coordinate event logistics, including securing the event space, arranging for meals, and purchasing supplies. Ideally, the team leader has an assistant who can help support them with administrative tasks that need to be accomplished prior to and during a Lean event. Specific roles and expectations of the team leader include:

• Support the team members in finding solutions.
• Help facilitate an open exchange of ideas.
• Encourage creative thinking and problem-solving.
• Support the team during event implementation.
• Ensure that all event objectives are met.
• Help prepare for the event.
• Assist in selecting team members.
• Prepare the schedule and agenda.
• Gather needed materials and tools.
• Keep up to date on all aspects of the event.
• Assist with documentation and reporting.
• Secure external consulting services of Lean facilitators.
• Arrange a site visit for the Lean team to talk with the workers and see the process in action.

When the team leader is from outside the specific content area in which the event is occurring, good communication is crucial. Team leaders will need to know the goals and objectives of the event, any process requirements, and the expectations of the team members. Any contextual information, such as past problems encountered and gains achieved should be shared with the team leader.

Phase 2: Pre-event Meeting

The pre-event meeting occurs between three and six weeks prior to the Lean event. It is probably the most crucial step in planning and preparing for a successful Lean event. The pre-event meeting is commonly held in the venue in which the Lean event training will take place. The pre-event meeting should involve the Lean facilitator, the event sponsor, the team leader, and key managers and staff who oversee or are involved in the process to be targeted by the Lean event. Pre-event meetings typically last between two and four hours, depending on the complexity of the process and event and the Lean experience of the participants. The following topics should be addressed and finalized during the pre-event meeting:

• Refine the event scope and objectives
• Set clear boundaries for the event and establish ground rules.
• Identify performance metrics and pre-work.
• Select participants and determine roles.

Document decisions made at the pre-event meeting in a team charter. The team charter sets out the scope of the process that will be addressed in the event, establishes the goals and objectives of the event, identifies any work that must be completed prior to the event, and identifies the team members.

Refine the Event Scope and Objectives

The sample team charter referenced above includes examples of how the event scope and key goals and objectives can be clearly and concisely documented. Key tips from Lean practitioners include:

• Once a production process, administrative process, or area is selected, choose the specific “waste elimination” problem within that area to focus the Lean event. Consider which metrics you’ll use to measure the results from the event (see the metrics section below). It is important to select an event scale (breadth and complexity) that can be accomplished within the timeframe allotted for the event.
• Ask your Lean event facilitator for help with appropriately scoping a Lean event. Additionally, talk with other environmental agencies that have targeted similar processes using Lean. Staff at these agencies may be able to offer suggestions for scoping and planning your Lean event.

Set Ground Rules for the Event

Setting ground rules for the event helps ensure that all participants respect and hear all ideas and viewpoints expressed during the event. Ground rules also remind participants to keep an open mind and to “think outside of the box.” Ground rules are reviewed during the kick-off meeting and are prominently posted for all participants to see. Example ground rules are included in the adjacent resources box.

Set Clear Boundaries for the Event

During the event scoping discussions, it is crucial that the event sponsor, possibly in coordination with other key agency managers, set clear boundaries for the Lean event. Setting boundaries in advance helps enable a Lean team to keep its focus on those aspects of the process and potential solutions it has reasonable control over. It is important that the scope for the event include areas to which the Lean team is empowered to make changes and decisions. There are two key types of boundaries:

• Process-scope boundaries. It is important to clearly identify where the process starts and ends, at least insofar as which parts of the process will be discussed during the Lean event. It may also be necessary to draw clear lines where hand-offs are made to other processes. For example, it may be appropriate for a state Lean event to set an external review process (e.g., EPA review, public comment process) as a part of the broader value stream or process that is “out of bounds” during the Lean event.
• Solution-scope boundaries. It may also be important to set limits on the types of changes that are allowed as part of the Lean event. For example, it is typically appropriate to say that policy changes are off-limits.

Establishing clear boundary conditions for the Lean event can address potential concerns that some agency staff or stakeholders may have while also clarifying team expectations about aspects that are fair game for improvement. Key examples include:

• Clear boundary conditions ensure that agency objectives—such as environmental protection and public participation—are not undermined. For example, changes that would require rulemaking action are generally considered out of bounds during a Lean event, although these ideas could be held in a “parking lot” for future consideration.
• Boundary conditions can be helpful in addressing key stakeholder concerns up front. For example, when conducting a Lean event on a permitting process it may be necessary to clearly state that public comment and participation opportunities will not be lessened, or that the time for substantive analysis and review by permit engineers will not be lessened.
• Boundary conditions can help set clear expectations about the availability of resources. Lean events are designed to strongly encourage creativity to find ways to reduce costs rather than to increase capital expenditures.

While it is okay to allow teams to set some boundary conditions during the event, it is important to identify which boundary conditions must be set in advance.

Identify Pre-Work and Metrics

Pre-work and collecting data on baseline metrics are important for effectively using your time in a Lean event. Collecting data on the current state of a process enables a Lean team to understand the process, to identify areas for improvement, and to assess the effectiveness of potential changes to the process. Often, pulling together information at the sub-process level can help inform the team’s understanding of the current state of the targeted process. It is not enough to know the overall process performance, it is also necessary to understand how things work at the process step level. In addition, there may be other materials to assemble before the event and other tasks that need to be completed ahead of time, such as getting approvals for making certain types of changes during the event.

Pre-work

In many cases, it may be helpful to assign responsibility for “pre-work,” the tasks that need to be completed before the Lean event. Pre-work can include collecting data prior to the event that is needed to establish baseline metrics and gathering background documents that are likely to be useful during the Lean event, such as existing process maps, procedures, or examples of process outputs (e.g., recurring reports). Although Lean events usually include some time to collect baseline data, it can be quite valuable to gather these data in advance, if possible, so that the Lean event team can spend more time working on solutions to eliminate waste in the process.

Sometimes it can also be helpful to have information on how key “customers” or stakeholders perceive the targeted process and its outputs. Getting a sense of the “customer’s voice” prior to the Lean event can be helpful, particularly if key customer groups will not be represented on the Lean event team. It may take some time to get customer input, through interviews or surveys, so plan for and collect this information in advance of the Lean event.

Metrics

Current state metrics establish the baseline by which to measure the outcome of a Lean event. Metrics should be quantified before, during, and after Lean events. The Lean Government Metrics Guide (see resource) provides definitions and examples of metrics often used in Lean government efforts. There are several categories of metrics for evaluating improvements to specific processes, as follows.

• Time metrics. What is the total lead time for the process (e.g., start-to-finish time for a permit application review)? What percentage of that time adds value from the customer’s perspective? How long does it take to complete a cycle or transaction within the process? What percent of products (e.g., permits and travel authorizations) are delivered on time?
• Cost metrics. How much does the process cost to operate (e.g., the number of full time equivalent employees)? What cost savings did the team identify in the Lean event?
• Quality metrics. How often does the process lead to mistakes (e.g., incomplete or inaccurate forms) that require rework? How do customers view the effectiveness and efficiency of the process?
• Output metrics. How many products (e.g., permits) are completed or processed each month or year? What backlogs exist in the process?
• Process complexity metrics. How many steps are in the process? How many of those steps add value, from the customer’s perspective? How many times is a document handed off between individuals, offices, or departments in the process?

Lean Government Process Metrics

Time Metrics	Cost Metrics	Quality Metrics	Output Metrics	Process Complexity Metrics
Lead Time Best and Worst Completion Time Percent On-Time Delivery Processing Time Activity Ratio Value Added Time Non-Value Added Time Non-Value Added but Necessary Time Percent Value Added Time	Labor Savings Cost Savings Cost per Product	Customer Satisfaction Rework Percent Complete and Accurate Rolling First Pass Yield	Production Backlog Work in Process Inventory	Process Steps Value Added Process Steps Decisions Delays Handoffs Loops Black Holes

In addition to measuring the results of individual Lean events, environmental agencies may also want to track the progress and results of Lean implementation at an organizational level. Types of metrics relevant in this context include the following.

• Lean deployment metrics. How many Lean events have we completed this year? How many employees have participated in at least one Lean event? How many employees have participated in Lean training classes or certification programs?
• Morale metrics. How satisfied are employees with the agency or office? What is the staff turnover rate and how does it compare to the average for government agencies?

Metrics for Evaluating Agency-Wide Lean Efforts

Lean Deployment Metrics	Morale Metrics
Lean Events Conducted Lean Event Participation Lean Training	Employee Satisfaction Turnover

Consider these points when identifying key metrics:

• Determine the purpose of the metrics. Measuring the wrong things can waste people’s time or, in the worst cases, reinforce undesirable behaviors. In selecting metrics, consider questions such as:
  • What is the purpose of the metric? What wastes are we trying to eliminate? What behaviors are we trying to reinforce?
  • Who are the key audiences for the metric?
  • How will we use the measurement data?
• Just use a few metrics. No more than a few metrics per category are needed. Having too many metrics dilutes the focus of the improvement efforts and can create unnecessary work.
• Use only the appropriate metrics. Ask whether there is something important about a targeted process related to each category of process metrics, and do not worry if the answer is “no.” Also consider which metrics would be useful to evaluate across the agency, depending on the status and goals of the Lean or Six Sigma initiative.
• Focus on customers and agency leadership needs. While many metrics can show improvements made during Lean events (e.g., reductions in the number of process steps), only a few metrics matter to customers, including the time it takes to receive a service or product (lead time) and the quality of the service or product. Make sure to include some metrics that reflect key interests of customers, along with metrics that will resonate with agency leaders and support the agency’s strategic goals.
• Engage data users in the design of the metrics. It is important to engage people who are familiar with the process in the design of metrics and the development of a system for collecting and reporting performance data. Without consulting front-line employees, agencies risk choosing metrics that are poorly understood, irrelevant, or inconsistently used by the people who do the work.

Select Participants and Determine Roles

Thoughtful participant selection can ensure a successful and productive event, making it important to carefully select external stakeholders and agency staff participants. Team members are expected to attend the entire event and fully participate by providing input and ideas. Team members are also expected to complete assignments identified during the meeting or tasks that may be defined after the event. Here are some things to consider when selecting participants and determining roles:

• Ensure the team has cross-functional representation. The “thirds rule” provides a good guide for structuring the Lean team composition (see textbox). It is important that members of the team are empowered to make commitments about process improvement ideas that are within the scope of the event.
• It is often helpful to have a representative from the agency’s information technology group, since most processes have some important relationship to agency databases or information systems. It may also be useful to consider whether people from the agency who are indirectly affected by the process or representatives from other support functions, such as accounting, legal, or human resources would be helpful to involve.
• Participant selection can help secure buy-in from all levels of an agency for the process improvement efforts. Most importantly, you should include staff and managers on the team that can continue implementation beyond the event itself. Consider involving informal as well as formal leaders on your Lean event team.
• Lean event teams are typically comprised of 12-18 members. However, some processes are extremely complex and it may take additional participants to get all the right players at the table. If additional participants are required, the largest size recommended is 20. Once the group size gets beyond the mid-twenties, it can become very challenging to manage, especially for the facilitator.
• If you cannot pare down your list of critical participants for an event below 20, another option to consider is to convene off-site meetings on specific topics, such as holding a meeting that deals exclusively with a specific aspect of the process that some participants may care most about, such as legal review. This approach is suggested for highly complex processes or issues.
• One strategy for getting more people into the room during a Lean event is to distinguish between observers and participants. Observers should be limited in number and should not outnumber team members as too many observers may cause team members to be uncomfortable or hesitant to express their viewpoints. While observers are welcome, it is critical to communicate that they are observers only.
• Team members are expected to shed all of their operational responsibilities during the course of the event, thereby allowing them to completely focus on the event. It is highly disruptive and disrespectful to the team if a senior manager is routinely taking calls, checking email, or leaving the room for other meetings. Ensure that each team member’s responsibilities are delegated to other staff during the event and communicate the expectation that team members should not be doing other work during the event.
• If you are having trouble selecting team members, it may be useful to hold a pre-event meeting with a small group of staff to identify all the activities included in the event scope and which staff members are connected to these activities. In addition, the Lean facilitator can provide advice on how to select participants (e.g., qualities/characteristics to look for).

Phase 3: Event Preparation and Logistics

Prepare the Event Agenda

Prior to the Lean event, prepare an event agenda that clearly articulates the objectives and timing for the event. An effective agenda ensures that the objectives and goals of the event match the given timeframe. The Lean facilitator is typically responsible for preparing the agenda, or at least reviewing it prior to sharing it with participants. It is important to distribute the agenda to participants before the event.

Arrange Logistics

All events require a certain amount of logistical planning, such as selecting a date, reserving meeting space, re-distributing staff workloads, and securing meals during the event. Addressing these logistical questions before the event helps to ensure smooth implementation and create a comfortable, stress-free environment for participants.

• Schedule the event. The typical duration for a kaizen or value stream mapping event is 3-5 days. Thus, it is important to consider these timeframes when scheduling a Lean event, as holidays or staff vacations could interfere with event timing. If you have opted to hire a Lean facilitator, keep the same scheduling considerations in mind.
• Reserve sufficient meeting space. During some Lean events, participants may need to break out into smaller groups for part of the event, so it is important to ensure that there is space and materials available for breakout sessions and the group as a whole. Furthermore, it may be helpful to reserve additional space for the initial training session and/or final report-out presentation.
• Finalize logistics and schedules. Logistical preparations such as setting aside space for the Lean event team or meal orders and the finalization of the agenda should be addressed or completed prior to the event.
• Send reminder e-mail. It is helpful to send a reminder e-mail or calendar invitation to ensure that team members have the correct dates and times blocked on their calendars.

Collect Needed Data and Information

Prior to the event, collect background materials and data about the current state of the process, based on the performance metrics and pre-work identified during the pre-event meeting.

Communicate About the Event

Communicating proactively is critical to building organizational buy-in to process improvement efforts. Transparent communications, particularly with employees whose work may be affected by the Lean event is vital to ensuring success.

• Schedule a briefing with senior management once the scope and objectives of the Lean event has been set. Top management support is crucial for a successful Lean event, in part because it can affect budget and staff availability. It is also important for senior management to approve many of the aspects of a Lean event, including:
  • The process that will be addressed;
  • The decision to hire an external Lean facilitator;
  • The anticipated timeframe, products, and results; and
  • How the event will affect staff availability and workload.
• Inform staff about the Lean event. Notifying internal staff that a Lean event will occur provides transparency to the process and is a great opportunity to solicit feedback and ideas on event scope or “areas of pain” in the targeted process. Communications with staff should include information on the Lean event as well as background information on Lean methods and how the Lean event could affect staff. It may be helpful to directly address potential concerns that some employees may have about Lean or the focus of a particular event. For example, it may be helpful to clearly indicate that no staff will lose their jobs as a result of improvements made from the Lean effort. The “Frequently Asked Questions about Lean” resource contains information that is often helpful to communicate to others in the organization.

Top of page

Lean Event Implementation

This section addresses key activities and steps involved in conducting a successful Lean event, including the following:

Lean Event Overview

The diagrams below lay out the main phases of a kaizen event and VSM event. Kaizen and VSM events often take place over a 5-day period. They can be shorter, however, if the scope of the process being addressed is more limited. Some organizations conduct one-day “point kaizen” events that focus on a very specific area for improvement. Most events follow the steps outlined below. Lean leaders highly discourage efforts to short cut the kaizen or VSM process, since much of the power of Lean lies in following the methods closely.

Kaizen Event Overview

Day 1	Day 2	Day 3	Day 4	Day 5
Training Day Lean training; begin mapping and measuring current work process	Discovery Day Measure and analyze current work process	Do Day Create and map new process	Do, Re-Do, Document Day Evaluate improvements, operate using new process, finalize	Celebration Day Present results and celebrate

Some Lean facilitators describe the flow of a kaizen event as (1) measure, (2) analyze, (3) improve, (4) control, and (5) report and celebrate. While the terminology may vary slightly, the steps and flow of a kaizen event tends to vary little whether it is being applied to a manufacturing workshop or an office administrative environment.

Value Stream Mapping Event Overview

One of the main differences between a VSM event and a kaizen event is that a VSM event typically focuses at a higher level, mapping the entire chain of processes that create and deliver something of value to a customer. While the general structure of a VSM event is similar to that of a kaizen event, the VSM event is typically designed to develop a roadmap to guide future kaizen events that target specific areas where improvement is needed. VSM events emphasize planning and prioritization of future activities, while kaizen events focus on implementing process changes.

Day 1	Day 2	Day 3	Day 4	Day 5
Training Day Training on VSM tools and how to draw a VSM map	Current State Draw a map of the current-state and identify problems	Future State Map the shared vision of the new process	Planning Evaluate how to implement the future state map and create a plan	Celebration Day Present results and celebrate

The Detailed Event Agenda

In addition to the event agenda prepared prior to the Lean event (see section under Phase 1 above), it is also important to prepare a team leader daily agenda. This detailed agenda is essential for identifying the team leader’s responsibilities and actions throughout the event. This agenda also ensures that the flow between the main phases of a Lean event is smooth and that all activities are well executed.

Kick-Off a Lean Event

Planning for the kick-off of your Lean event is essential for success. The kick-off session is typically introduced by the Lean event sponsor and the Lean team leader, and then handed off to the Lean facilitator. The kick-off session should include the following activities.

• Introduce all team members and observers. Ask each team member to briefly address a few key questions:
  1. Who are you and where do you work?
  2. What are your goals for this event?
  3. What do you like to do when you are not at work?
• Capture team members’ goals on a flipchart and post them on the wall. By understanding participants’ goals, it is often possible to create improvements in a form and manner that meet diverse needs.
• Have the event sponsor say some opening words. This can be helpful to clearly articulate the event scope and boundaries, while encouraging (or even inspiring) team members to work towards the desired outcomes and event goals.
• Review ground rules for the event. It is important to review the ground rules that were established during the pre-event meeting and post them prominently for all participants to see.
• Briefly review key performance data and background materials that have been assembled. This can help anchor the team around desired outcomes and key reasons for working creatively to improve the process.
• Set a tone for having fun! Team engagement is key to success. Make the event fun for everyone, including staff and support personnel. If the event facilitator and team leader are fully engaged and show enthusiasm, it will be contagious.

Training

Lean training is typically a core part of the first day of a Lean event. For many people this may be their first event and it is important that all participants be on the same page about how the Lean event will work. Think of this as just-in-time training—where participants learn about Lean immediately prior to implementation. Most organizations continue to have training as part of the kick-off for every Lean event, even if most or all team members have previously participated in a Lean event. Most organizations find that the just-in-time training provides invaluable reminders, gets everyone on the same page, and serves as an icebreaker to get the team warmed up for several days of intensive activity. Training is also discussed in Chapter 4.

Manage the Phases of a Lean Event

While much of the success of a Lean event rests on careful planning and preparation, managing the event phases is also a significant responsibility. During the Lean event it is easy for the process and participants to get off track. While your Lean facilitator will help keep discussions on track, it is important for the team leader to maintain the focus on the event’s objectives. A few tips include:

• Develop and adjust the agenda daily and post it in a high traffic area for all participants to see. The agenda should be accessible to all participants as a reminder of the day’s events.
• Ensure that the team members understand Lean terms conceptually and in practice. One of the underlying goals of an event is to identify waste or non-value added activity in a process. While some terminology can sound negative, waste in Lean terminology refers to anything that adds cost or time without adding value from the perspective of the customer.
• Promote and encourage creative problem-solving. It is critical to the success of Lean that the event fosters creative thinking. The facilitator and team leader must work to create space in which all team members feel safe to bring up ideas, even if the ideas seem non-conventional.
• End each day at a reasonable hour. Working late into the evening is not necessary and can hurt team morale. If the work is complete, don’t hesitate to end early. If longer hours are needed, all participants must agree to this schedule.

RESOURCES

• Lean Event Homework (MS Word, 54.5KB)
• Assign homework during the event to track actions and the work completed. Homework often includes ideas that participants did not have the time or resources to complete and can be used to track actions for event follow-up (see the “Lean Event Homework” form included as a resource).

A few method-specific tips include:

• When doing process mapping in a Lean event, don’t assume that the process works as it is intended to work. Develop the current state map based on actual data and observations about how the process works in practice, even if that makes the map messy.
• Techniques for helping people get to the root cause of an issue or problem. When people are stuck on something there are a variety of techniques that a team leader with some Lean facilitation experience can use.
  • One approach is the 5 Whys Method. The approach of asking “why” five times is used to identify the root causes of problems in a process or value stream. By applying the 5 Whys method an agency can identify waste and improvement opportunities. You may find that there no longer are good reasons why a process is implemented a certain way.
  • Another common technique is Cause-and-Effect (aka fishbone) Diagram: This is a useful technique that is used to trigger ideas and promote a balanced approach in group brainstorming sessions where individuals list the causes and effects of problems.

Manage Change During a Lean Event

Real change is difficult. There are often a thousand reasons to maintain the status quo. Yet it is vital to trust the insights and ideas that emerge during the Lean event. Lean methods are specifically designed to help people see processes in a new light, making it painfully clear where improvement is needed and opening paths for change that were not previously evident.

Diverse emotions are often stirred when individuals involved in the targeted process watch the Lean team rip into the work they do on a daily basis and highlight large amounts of non-value added activity. Be sensitive to this, remembering that the focus is on the process, not on the performance or accomplishments of individuals. The team goal is to forge a process that increases all participants’ ability to add value and to perform meaningful work. Note that these emotions can be magnified for those who are involved in the targeted process but who may not be participating on the Lean team.

Give some thought to how to best reach out during and after the Lean event to others whose jobs may be directly affected by changes made during the event.

A few tips include:

• Brainstorm new ways to eliminate waste and/or to re-conceptualize a process or an entire value stream. Stay innovative. Don’t be limited by what has been tried before.
• Be flexible and willing to try new things. Keep testing new ideas during kaizen events but avoid the paralysis of over-analysis. Create value stream maps using sticky notes on white boards or butcher paper, so that they can be easily adjusted during the event. Expect to revisit and revise “future state” implementation plans.
• Test improvement ideas as much as possible in an event before changing the layout or order of a process. Afterwards, implement the new plan. Lean encourages testing new improvement ideas and utilizing creative thinking. In VSM events, it is common to develop several iterations of your future process map before settling on one that the team agrees on.
• Communicate with management. Immediate supervisors should to be kept informed about changes to the process. One way to do this is to hold a 15--20 minute daily briefing for the event sponsor and other key managers and supervisors each afternoon of the event. These brief meetings can help ensure management buy-in and tap help in removing any obstacles the team may be facing.
• Hold trainings for staff about process changes and future plans. Explain to workers not involved in the event how the new process will make their jobs easier and more rewarding. Let them know how to get involved in future process improvement efforts.

Identify Follow-up Action Items from the Event

While conducting your Lean event, you may discover other areas or processes that would benefit from Lean. While common, it is important to maintain the group’s concentration on the focus of the current Lean event. For tracking purposes, make note of these opportunity areas for future projects. On the final day of the event document action items your team was not able to complete in the event, assign responsibilities and due dates for individual tasks, and select one person to serve as an overall implementation manager to track follow-up efforts.

Report Out at the End of the Event

Participants give a report-out presentation at the end of the Lean event. The event sponsor and other senior managers who did not participate in the Lean event often attend the report-out presentation. The report-out serves as a forum for exchanging ideas and informing others of the team’s accomplishments. It also helps to solidify the shared experience during the event.

Generally, the presentation includes an overview of the event objectives, activities, and results. A few tips include:

• Assign individual team members with presenting part of the presentation. It is helpful to involve all team members if possible.
• Conduct a “dry run” presentation so team members are comfortable with their roles.
• Focus on the highlights of participants’ experience rather than presenting a verbatim recap of the entire event.
• Keep the presentation to less than 45 minutes, leaving approximately 10 minutes for questions and comments by the audience.
• Hand-out an event evaluation form prior to the presentation. This allows participants to share their experiences confidentially and can be used to identify possible process candidates for future Lean events.

Celebrate a Successful Event

Upon completing the Lean event, it is important to celebrate the achievements and hard work of the event. An event celebration is a great way to extend thanks to participants, planners, and managers, and to recognize the team’s contributions.

• Coordinate with the event sponsor or staff support to plan the celebration.
• Consider providing each team member with a certificate or a small token of appreciation to commemorate the event.
• Take a team photo and make copies for all team members.
• Consider sharing the results of the event through an agency newsletter, a posting on a bulletin board, or in a press release. (See additional ideas in the next section).
• Give credit to support personnel, other staff in the area, and the team members for making the gains possible.

Top of page

Lean Event Follow Up

Now that you have completed your Lean event, effective follow-up is vital to realizing and sustaining the benefits.

Track and Implement Event Follow-up Actions

Follow-up is necessary to reap the full benefit of your Lean event. One of the most important products of a value stream mapping event is the “future state” implementation plan, yet that only delivers value to the extent it results in future process improvements. In addition, while kaizen events encourage implementation of many process changes during the event, there is often a list of follow-up actions that the team was not able to make during the event. Effective follow-up is also vital to sustaining the team-based culture that is often created during Lean events.

Action items should be clearly documented and tracked carefully to ensure completion by target dates. Prompt follow-through on incomplete actions is vital to overcome inertia that can cause an organization to revert to the old process. Move forward with implementation on the Monday following your Lean event.

Implementation Manager

One of the most essential steps to ensure effective follow-up is to identify an “implementation manager.” The implementation manager (could also be called the “process champion,” among other titles) is responsible for ensuring that a clear and effective event follow-up process is established and conducted. Specific responsibilities of the implementation manager include:

• Schedule and run event follow-up meetings;
• Lead efforts to identify and remove obstacles to effective follow-up;
• Hold the team accountable for follow-through on actions;
• Ensure that progress is periodically evaluated and corrective actions are implemented, as needed; and
• Ensure that post-event communication plans are executed.

Carefully select the implementation manager. This role can be filled by the Lean event team leader or another qualified person in the agency. The individual should have sufficient stature, authority, and connection to the process to lead follow-up activities, remove barriers, and drive accountability. The individual must also be able to make sufficient time available to ensure follow-up activities happen. It can be helpful to select an implementation manager who is somewhat familiar with Lean and who is co-located with other team members.

Tracking Follow-Up Actions

Another important step is to establish an effective system to document and track follow-up actions to ensure their completion. In particular, make sure there is a person responsible (an “owner”) and a deadline associated with each action item.

When tracking actions and results, keep in mind the following tips:

• Stretch, but be realistic. While it is important to keep pressure on to quickly address Lean event follow-up actions, try to set the team up for success. Discuss potential obstacles that could derail efforts to complete actions within the first 30 days and brainstorm ways (“countermeasures”) to navigate around these obstacles.

RESOURCES

• Lean Event Follow-Up Action Tracking Form (MS Word, 56.0KB)
• Track follow-up actions in a centralized place. Consider using the Lean event follow-up action tracking template provided in the Starter Kit. Someone on the team should be tasked with keeping track of the status of follow-up actions. Post follow-up action lists in a shared place onsite. If some team members are offsite, an online collaboration website may be a useful place to track actions and post relevant post-event resources and information. Using color codes on an action list can make it easier to quickly assess follow-up status, particularly when there are numerous open actions.
   
  

  Color Coded Signals on Action Item Tracking List

  	Green =	On track
  	Yellow =	Needs attention to keep on track
  	Red =	Off track; needs urgent attention

• Conduct daily or weekly implementation check-in meetings with the core members of the Lean team. Set up brief daily or weekly meetings with a small implementation team comprised of team members with event follow-up responsibilities. In some cases, the check-in meetings can be piggybacked on another project or staff meeting, if the appropriate team members are present. The meetings can be quick (e.g., 5-15 minutes) and even held standing up–-some organizations try to make these check-ins have a distinct feeling and energy that differentiates them from conventional meetings. The tone of these check-in meetings should be one of team-based problem solving. If an individual’s follow-up actions are not getting completed, have the team explore ways to free the individual’s time or consider alternatives for getting the actions completed.
   
  The weekly check-in meetings should take place until all follow-up actions have been completed. If possible, hold these meetings where the work is actually performed to provide an opportunity for the implementation team to talk with workers, see the process in action, and hear firsthand what is going well and where there are obstacles. See the textbox above for an example weekly check-in agenda.
   
  While it may sound like an unnecessary hassle, holding a 5-15 minute daily or weekly stand-up team check-in meeting can do a lot to both ensure effective event follow-up and to sustain a sense of teamwork. These quick check-ins can play a major role in reinforcing a collaborative, team-centered organizational culture.

• Walk the process. Implementation managers and other team members should periodically walk around the office, following the flow of the process work and checking in with staff involved in the process. Too often, managers do not leave their offices. Checking in with staff involved in the process sends a message that their work, and the changes made and planned through the Lean event, are important and valued. These interactions can also provide real-time feedback on process performance and follow-up action status, allowing for quick troubleshooting where needed.
• Conduct monthly report-out meetings. Most organizations conduct 30-, 60-, and 90-day report-out meetings to supplement the weekly check-in meetings. Six- and 12-month report-out meetings are also important to ensure that improvement results are sustained and to identify the need and scope for potential Lean events in the future.
   
  These meetings are typically more formal than the weekly check-ins and provide an opportunity to measure process performance and drive ongoing improvement (see the section below on “Evaluating Performance” for more discussion of the monthly report-out meetings). The focus of weekly meetings described above is more tactical—to ensure that event follow-up actions are being completed. In the monthly report-out meetings, the Lean team can think more strategically about the new process and evaluate the process performance using key metrics identified during the event.
   
  It is best if the full Lean event team, including consultant support, members from outside the process, and management sponsors, can attend (in-person or via teleconference) the monthly report-outs. These meetings give team members a chance to see the results of their labor, assist with identifying and removing obstacles to improvement, and strengthen their ownership of the improved process. Many agencies endeavor to make these meetings fun, which helps keep enthusiasm high among all participants.

Document the New Process and Communicate Internally

The new work process resulting from a Lean event needs to be clearly documented and communicated to all involved in the process. Transparency is vital to ensuring that changes are understood and executed. When documenting the new process, keep in mind the following tips:

• Prepare and post a clear map of the new process. A concise, visual map of the new process can be a powerful tool for communicating key steps and elements of the process. Think creatively about where to post the map to ensure that it is seen by those who have a role in the process. For example, process maps can be displayed on bulletin boards or white boards in hallways or conference rooms, and/or on a web page on the agency’s intranet. Placemat-sized maps can even be developed (with color and graphics) and laminated for hanging in employees’ work stations.
• Develop “standard work” procedures. Standard work procedures are highly-effective Lean tools for ensuring that a new process is implemented in a clear and consistent manner. Standard work procedures should be clear and concise and use consistent formatting. They should be prominently displayed where the work is actually performed; procedures that sit in binders on shelves typically do little to influence behavior. Involving employees who perform the process step to assist with developing the standard work documentation can both increase ownership and capture valuable knowledge. Standard work documentation can help ensure expectations are clear regarding desired work approaches under the new process. Standard work can also help an agency prevent backsliding when staffing transitions occur.
• Boldly express management support for the new process. Managers can play a key role in event follow-up by expressing unambiguous support for the new process developed during the Lean event. Managers can also allay employee concerns. For example, some employees may fear that development of “standard work” procedures and a more transparent process may affect their job security or eliminate room for employee creativity within the process. Managers can make it clear that the goal is to free employees to have the time and space to add more value to the process and other activities for which they have responsibility.

In addition to documenting and communicating about the new process, it is important to consider implementing other communication activities that can generate momentum for success.

• Send thank-you letters to all internal and external participants.
• Present event results at a department or division meeting or retreat.
• Post results on bulletin boards or “exhibit areas” in the agency lobby or common spaces.
• Acknowledge Lean event results or activity at a staff meeting or an agency awards ceremony.
• Write an article in your agency’s internal newsletter that outlines your Lean implementation experience.
• Post information and photos of the Lean event, as well as follow-up information, on the agency’s intranet/internet.

Evaluate Performance

Regularly evaluating performance and analyzing results is a critical component of Lean. Lean’s continual improvement focus means that the Lean event marks the beginning of improvement efforts. Continue to monitor the performance of the process over time, and be on the lookout for countermeasures needed to address problems as well as additional process improvement opportunities. It is important to both evaluate performance based on the key metrics identified during the pre-event meeting and to track the extent to which the event achieved the goals and objectives set for the event. For more information on metrics, see the Lean Event Planning section in Chapter 3 or the Lean Government Metrics Guide resource available on EPA’s Lean Government website.

Keep the following tips in mind when evaluating post-event process performance:

• Discuss process performance at the monthly report-out meetings. A key focus of the 30, 60, and 90 day report-out meetings is to assess the post-event performance of the process and to make adjustments to sustain or improve results. Consider using the questions in the box below as a guide for these meetings.

• Use the event objectives as targets for monitoring the performance of the process. Referring back to the team charter and other early documents can help ground the results. It also may be useful to identify milestones that represent interim steps to reaching the final performance objectives.
• Consider using visual displays or dashboards to show progress towards the performance objectives and to motivate additional improvement efforts. Visual displays can be powerful communication and motivational tools. It is important to keep them simple, so that they are easy to understand and do not become a time-consuming task to create and update. Many organizations use a whiteboard or color-coded wall chart to track how the process is performing. If updated for the weekly meetings, the chart can serve as a focal point and motivational tool.
• Consider adjusting key performance metrics to ensure that you have a clear dashboard to monitor the future performance of the process. For example, in value stream mapping events, you should rely on the initial metrics identified in the current state map and future state maps as indicators of success. These metrics should be reported on at 30, 60, and 90 day events. Having a few good measures can help identify potential backsliding and spur action to sustain momentum for improvement. This information can also help identify appropriate timing for a follow-up Lean event, if warranted.

Communicate Externally

Making process description and performance information available to key stakeholders and the public can be a powerful means for improving transparency and participation in government processes. External communications can also be important to ensure that external parties involved in or affected by a process are sufficiently aware of changes made. It may be useful to solicit feedback from affected parties to ensure that process improvements are having their intended effects.

Consider developing an external communication plan related to the Lean event. A communication plan can help ensure that your agency proactively publicizes the improvements and addresses any potential stakeholder concerns that may arise around process changes. Potential communication activities include:

• Reach out to your customers and key stakeholders to identify any changes to the process that affect their involvement.
• Write an article for your agency’s website or public newsletter that outlines your Lean implementation activities.
• Conduct a webinar to brief key stakeholders and interested members of the public on process changes and improvement results.
• Post information on your Lean events, including results, on your agency’s website.

Consider including the following types of information in communication materials:

• Brief description of the process and the problem (What was not working well?)
• Basic information on the event (What? When? Who?)
• Key results related to time, cost, quality, and other outcomes
• Key differences between the old process and the new process (What has changed or will change? What types of improvements were made?)
• Brief statements on the significance of the improvements
• Outline of future improvement plans

Follow-up is an integral component of a successful Lean event. It is hard work and requires a lot of effort, but is key to maintaining the momentum of fast-paced improvement inspired during the Lean event. In addition, conscientious follow-up activities help people to develop a continuous improvement mindset.

The next chapter describes how to sustain and diffuse Lean within a government agency.

[3] Example “In Scope, Out of Scope” list based on a presentation of the Delaware DNREC.

« Back to Chapter 2 | Continue to Chapter 4 »

Top of page

Lean Home | Top of Page

Local Navigation

• Innovation Home
• Lean Home
• Lean Manufacturing and the Environment Home
• Lean Government Home
• Lean Improvement Methods
• Lean at EPA and Other Federal Agencies
• Lean at State Environmental Agencies
• Lean Government Resources
•  Related Links

• EPA Home
• Privacy and Security Notice
• Contact Us