Webinar presented by Harry Kenworthy on Sept 13.

1. Presenter: Harry Kenworthy
QIPC, LLC
hwk455@comcast.net
10 Commandments for Lean in
Government (and Beyond)
Host: Mark Graban
KaiNexus
Mark@KaiNexus.com
@MarkGraban

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Agenda & Logistics
l Presentation (40-45 minutes)
l Your Questions (10-15 minutes)
¨ Use the GoToWebinar
Meeting Panel to
submit a question at
any time
l Recording link and slides will be sent via email

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Harry W. Kenworthy, Principal & Manager, QPIC LLC
http://www.leangovcenter.com/
Worked with Dr. Deming
Japanese JV BOD
LSS Master Black Belt
Government Focused
GFOA Lean Provider
NGA SME

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Harry Kenworthy - Your Webinar Leader
He has spoken at over 90 conferences on Leadership, Quality, Productivity, Lean, and Six Sigma, and has been
published in numerous magazines. Harry also had extended relationships with Dr. Joseph Juran and Dorian
Shainin. For 9 years, he was on the Board of Directors of a Japanese Joint Venture based in Nagoya, Japan. The
JV was a key supplier to Toyota and Harry studied Lean from the Toyota perspective. From 1989-1991 he was a
Malcolm Baldrige National Quality Examiner.
Harry was one of the first practitioners to apply Lean Six Sigma (LSS) in the Government sector in the mid-90s.
His work is focused on partnering with leadership to change the culture of organizations with LSS. QPIC’s
clients have included numerous Local, State and Federal Government agencies that have been improved by
removing wastes and reducing costs while also reducing overall process cycle times and improving customer
service. Achieving 40-70%+ improvements are normal, along with 25+ ROIs.
He founded QPIC, LLC in 1984 and has devoted full time to the consultancy since 2004. He has a BS in Materials
Engineering from Rennselear Polytechnic Institute and an MBA in Finance from Syracuse University. QPIC’s
main client base consists of government at the State Agency, Local (cities /counties with 100,000+ population) and
K-12 school systems (20,000+ students). QPIC is also the Lean government service provider for the Government
Finance Officers Association (GFOA). Harry served as a Lean government subject matter expert (SME) for the
National Governor’s Association (NGA).
Harry can be contacted at hwk455@comcast.net or 860-295-9134.
Harry is a Lean Six Sigma (LSS) Master Black Belt and also Principal & Manager of the Quality
and Productivity Improvement Center (QPIC, LLC and www.leangovcenter.com ). He was a
group VP and VP, Manufacturing for Rogers Corporation and, in concert with GE, developed
and deployed Lean Six Sigma throughout Rogers in the US, Europe, Japan and China until 2004.
He worked with Dr. W. Edwards Deming in 1983-85 on a series of 2 day seminars throughout the
US.

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Lean Government 10 Commandments
Can they work in your organization?

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Key areas we’ll cover:
1. Brief Lean overview
2. Lean Government 10 Commandments
3. What Leaders need to do
4. How to get started?

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Key areas we’ll cover:
1. Brief Lean overview
2. Lean Government 10 Commandments
3. What Leaders need to do
4. How to get started?

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Lean is…
v everyone’s relentless
drive
v to remove waste and
improve quality
v to increase customer
service
v and “fix what bugs you”

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vs.

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What Lean does?
REDUCES
Cost &
Waste
INCREASES
SService
Capacity
CHANGES
The
CULTURE

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“The most important thing for Toyota is people.
Toyota is all about teaching and training people
and building a culture of continuous
improvement. We don’t care about the next
hybrid, the next engineering marvel, not even the
next sales strategy.
Our number one concern is how to build our
people and how to build a culture of continuous
improvement.”
From a Toyota VP

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Key areas we’ll cover:
1. Brief Lean overview
2. Lean Government 10 Commandments
3. What Leaders need to do
4. How to get started?

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#1 - Understand Customer Needs
Customer
What does my
customer need
from our
process?
How is our
process
performance
from the
customer
perspective?
How does my
customer
measure my
process?
How would my
customer like
for our process
to perform?
What can we
do better?
How does my
customer view
my process?
How easy are your websites to navigate?
Is information easy to read and understand?
Easy forms and checklists?
Written at the 7th grade level?

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Thinking People System (TPS)
Challenge
Continuous
Improvement
True North
#2 - Set Challenge Goals with
High Leverage

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Thinking People System (TPS)
Challenge Kaizen
Continuous
Improvement
True North#3 - Kaizen – Continuous Improvement
Kaizen events and daily Kaizen (Dynamic Idea Generation)

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Thinking People System (TPS)
Challenge Kaizen
Learn to
See
Continuous
Improvement
True North#4 - Learn to See
More process detail than you ever knew existed

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#5 One Stop Shopping is the Goal
Batch Processing (the norm)
One-Piece
Flow
Ideal –
One Stop Shopping

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#6 Statutes, Laws and Ordinances
Was the “real problem” clearly understood
before the “solution” was created?
Interpretations “morph” over time.
Be careful adding controls and
“interpreting policy”.

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“Steal shamelessly, but legally”
GFOA, ICMA, NGA, etc.
Baldrige Winners
Great Schools
#7 - Benchmarking

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#8 – Dynamic Daily Data Collection
Eliminate Errors and Rework.
Do your people collect and see
dynamic daily data?
What are the benefits
of doing this?

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Safety Concentration Diagrams
B = bruise
C = cut
M = muscle
strain
S = sprain
Days = GREEN
Nights = RED
You can:
- Code by Dept.
- Code by
Geography
- Etc.
MMMMM
MMMMM
CCCC CC
MMM
MM
MM
MM
BBBBBB
SS
MMMM
What do
you see?
This should
be posted
for all to
see.

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Boca Raton AP Error Tracking by cause and dept:
Identify where training is needed. Visible feedback on
“How are we doing.”
Departments
Causes

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#9 – 5S Everywhere
6th S = SAFETY

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5S - Why do it?
¨ Standardize improvements for
maintenance and in the workplace,
esp. Public Works
¨ Improve delivery consistency
¨ Improve quality
¨ Improve safety!
¨ Improve productivity
¨ Feel better about your workplace
– Eliminate wastes that result from
uncontrolled processes
– Gain control on equipment, material,
and inventory
– Apply control techniques to eliminate
erosion of improvements

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How do you Learn?
You can’t teach/coach someone who
doesn’t want to learn.
Kata = a new behavior that is
converted into a new permanent
habit through deliberate practice.
Mike Rother
You can’t “train” people to
embrace a new habit.
#10 – Develop Great Leaders

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Key areas we’ll cover:
1. Brief Lean overview
2. Lean Government 10 Commandments
3. What Leaders need to do
4. How to get started?

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LEAN is about
providing VALUE
to the CUSTOMER
and SPEED
Transportation
Waiting
Defects &
Rework &
Delays
Over ProcessingMotion
Over
Producing
Inventory
Wasted Time
Value Added Time
Types of Waste
Under/Not utilized People – The Greatest Waste of All!
Think: TIMWOOD or DOWNTIME

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PDCA
Problem Solving Process
for Continuous Improvement
Plan
DoCheck
Act
Clarify the problem
Break down the problem
Set Improvement Targets
Root Cause Analysis
Develop Countermeasures
Put the
Countermeasures
in place
(Trystorm)
Monitor both the Results
and the Process
Standardize
Successful
Processes – Lock
in and Hold the
Gains

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Key areas we’ll cover:
1. Brief Lean overview
2. Lean Government 10 Commandments
3. What Leaders need to do
4. How to get started?

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QPIC’s Proven Path

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Thinking People System (TPS)
Challenge Kaizen
Learn to
See
Respect Teamwork
Continuous
Improvement
Respect
For people
True North
Tools =
15-20%
Culture =
80-85%

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QPIC, LLC www.leangovcenter.com

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Lean Summary
Developing an Organizational
Culture of Continuous
Improvement through the
relentless elimination of
WASTE
Quote from 5 year old Katie:
“Lean is getting rid of stuff that bugs you!”

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Webinars On Demand

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Next Webinar – September 20
http://www.kainexus.com/webinars
Erin Edwards
Four Seasons Produce

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Thank you!
Contact Info: Q&A
l Web:
¨ www.kainexus.com
¨ www.leangovcenter.com
l Past Webinars:
¨ www.kainexus.com/webinars
l Social media:
¨ www.twitter.com/kainexus
¨ www.linkedin.com/company/kainexus
¨ www.facebook.com/kainexus
Harry Kenworthy
hwk455@comcast.net
860-295-9134
Mark Graban
KaiNexus
Mark@KaiNexus.com
@MarkGraban