Shifting mindsets, increasing capacity Driving operational excellence in the public sector PwC Public Sector Shifting mindsets, increasing capacity Driving operational excellence in the public sector 4 Creating a culture of continuous improvement 5 Spotlight - The power of Lean in Education 6 Shaking up the routine 7 Spotlight - Thinking Lean in Saskatchewan 8 Demystifying Lean 9 10 steps to success 10 Spotlight - Lean in health care 11 How we can help 12 Contact Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 3 Creating a culture of continuous improvement The need for all organizations to find efficiencies, free up capacity and be more transparent has never been greater. But for public sector organizations, these pressures are even more acute. Citizens’ demands are increasing – they want better, faster and more convenient services – without increased fees. All the while a demographic shift is happening. An aging workforce is leaving the job market and with them, critical knowledge of an organization’s operations. And without budget increases, replacing that talent is a challenge. This means the public sector needs to do what it does best: find ways to improve performance without increasing costs. A shift in mindset has to happen, focusing on improved service levels, creating capacity, increasing productivity and growing capabilities. And in order to do this, leaders need to focus on the citizen and find ways to reduce waste and improve value-added activities. By approaching these challenges with evidence-based techniques, cultural change can take hold and stick to drive overall operational excellence. What’s operational excellence? Operational excellence is a combination of approaches that create a mindset of continuous improvement. This is achieved through organizational behaviour change, which looks at how leaders lead and how teams work. Then by assessing what work gets done and when, you’re able to eliminate wasteful activities to increase productivity and capacity. Tools Streamline activities Focus on the citizen Resource capacity Mindsets and behaviours Measurement Employee engagement Sustainable change Lean Perform Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 4 Spotlight The power of Lean in Education: Making change stick At Ontario’s Mohawk college, Lean practices are being applied across the organization. Their first project focused on identifying and analyzing key processes in IT and Human Resources that would have a significant positive impact on students, faculty and support staff. This included the password creation and reset process and the triaging of new requests in IT. Within HR they honed in on three key processes, including the request to hire process, the recruitment process, and the performance management process. The key stakeholders in IT and HR helped identify the processes that would have the greatest impact on their team’s workload, and would have the most significant impact on the end user. They worked with these stakeholders throughout the engagement to understand, from their perspective what needed to change. People involved in the project now look at everything they do on a daily basis completely differently, and the excitement about the possibilities of Lean across the institution Based on the five HR and IT processes, there was a lot of work to continues to grow. be done in just four months. The identified processes were mapped and to keep momentum going, the project teams identified ‘quick wins’ and future-state opportunities. The ‘quick wins’ were areas that could be changed immediately in order to have a profound impact on the operational processes. The future state opportunities are projects on the horizon. The short timeline helped drive momentum, and kept the project team engaged and focused on the end goal. For many involved, it was the first time to see the end-to-end view of a process, which they found to be an eye-opening experience, and another factor that helps instill a culture of continuous improvement. People involved in the project now look at everything they do on a daily basis completely differently, and the excitement about the possibilities of Lean across the institution continues to grow. Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 5 Shaking up the routine The traditional way of working means management is focused on emails, meetings and fighting fires, leaving them no time to coach, mentor and develop their people. That leaves staff unclear on daily priorities or where they should be focusing their efforts. Peaks and lulls in demand lead to a disparity in resources where some teams are significantly over-burdened with work, while others have greater capacity. This constant state of flux means problems are rarely fully resolved with workarounds put in place in an effort to save time. By removing these layers of band-aid solutions – and getting to the root cause of the problem – organizations can unlock significant capacity and improve productivity to deliver more efficient and better quality services, quickly with limited capital investment. So where do you start? Our approach to creating a mindset of continuous improvement in organizations is underpinned by Lean principles and techniques. They’ve proven to be effective in delivering substantial benefits by improving and sustaining organizational performance. It brings senior management closer to day-to-day operations, and engages front line staff in problemsolving. Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 6 Spotlight Thinking Lean in Saskatchewan Finding efficiencies has become a key mandate for governments in Canada as citizens’ needs increase, infrastructure depletes and costs continue to climb. The Government of Saskatchewan embarked on a government-wide project to improve the It’s estimated that effectiveness of government services and create a culture of $20M in costs have continuous improvement within the civil service. Saskatchewan is the first province in North America to deploy Lean across all aspects been avoided, and of the provincial government. process cycles and wait times have Our team was selected for Lean consulting, training and been reduced. implementation across executive government ministries and some crown corporations. We’ve been developing and customizing training material, and have trained executives and frontline staff through a full suite of Lean tools and techniques. Staff have been following our “See, Learn, Do” approach to complete knowledge transfer and become proficient in operational performance methodologies. To date, we’ve trained over 250 deputy ministers, assistant deputy ministers and executive directors in Lean fundamentals. We’ve trained almost 3,500 managers, supervisors and front-line staff in basic Lean tools and techniques. Over the last four years we’ve assisted about 20 ministries and crown corporations to complete more than 250 continuous improvement events and an additional 300 events have been completed by internal resources. As a result of efficiencies and resource capacity that’s been freed up across government. It’s estimated that $20M in costs have been avoided, and process cycle and wait times have been reduced. All of these efficiencies have resulted in a return on investment of over 10 times the project cost. Lean philosophy will continue to play a major part in how the Government of Saskatchewan works, how leadership leads and how the civil service thinks about and performs work in all areas of government. Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 7 Demystifying Lean A common misconception about Lean in the public sector is that it’s about reducing the size of government. Lean, as a philosophy, strives to create value in the most efficient way, freeing up capacity for more important work to get done. Originating from the Toyota Production System, Lean Thinking has been developed and applied to various industries in the last few decades. The administration, development and delivery of public services are burdened by bureaucratic processes that divert focus away from end-users’ needs. Lean Thinking, with its focus on waste elimination, flow and value creation, has proven to be an effective response to dramatically improving public service processes. Lean techniques such as value stream mapping and kaizen rapid improvement events identify and eliminate unnecessary and non-value added activities that have built up over time. Lean efforts aren’t just about fixing broken processes. Public sector organizations have found that these methods allow them to understand how their processes work on the ground and to build a culture of continuous improvement. By getting process activities and procedures to function smoothly and consistently, you’re able to free up staff time to focus on higher value activities. While successfully implementing Lean requires hard work and commitment, the results can be instantly impressive. Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 8 10 steps to success: Perform Perform is our approach to operational excellence that enhances what staff do, how they do it, and the tools they use. It’s based on Lean best practices, but focuses on long-term, sustainable behavioural changes. Perform is about improving productivity – A 10 module performance elevating the inputs, resources and processes to deliver the desired management system business outcomes. It’s a 10 module performance management system introduced incrementally through weekly learning cycles introduced incrementally and supported through daily on-site coaching. through weekly learning cycles and supported Perform addresses cross-functional or cross-organizational through daily on-site issues by bringing the right stakeholders to the table to problemcoaching. solve. Perform creates a culture of measurement, accountability and continuous improvement and addresses the root causes of why many “traditional” Lean programs fail. It drives radical improvements in the performance of teams within an organization and is deployed throughout, locking in the gains for good. Because the benefits stem from behavioural change, it’s quicker and cheaper than traditional process redesign and IT investments. Celebrating success Information centres Coaching and capability Process confirmation Performance reviews Perform Standards and value stream mapping 5S and visual management Vision Problem solving Shifting mindsets, increasing capacity Learning cycle Design Review Training and coaching Construct Implement Routines and practices www.pwc.com/ca/operationalexcellence 9 Spotlight Lean in health care: Engaging staff, improving patient outcomes One example of where Lean is being employed is in a clinical setting at one of Canada’s largest health care organizations. Over What we’ve been able the last three years we’ve been engaged in helping realign what to achieve is aligning frontline teams and clinical staff work on by mapping their skills people with the highest and capabilities to the work that they’re doing. skills and capabilities focused on the highest patient needs and priority clinical activities. What we’ve been able to achieve is aligning people with the highest skills and capabilities focused on the highest patient needs and priority clinical activities. We’ve done that by engaging all the clinical teams to identify the key metric or area of focus. For instance, in the nursing and clinical care teams we’ve been working to align them on a single day of discharge for each patient. This has a direct impact on improved patient care. How we’ve been able to do this is simple: by engaging staff. We worked to put plans in place to help monitor performance with the patient’s family, the various clinical sub groups as well as the logistical teams. By focusing on that we’ve seen 20% to 30% improvements in attaining a single day of discharge, which frees up bed space, resulting in a big impact on wait times, overall patient experiences and clinical outcomes. Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 10 How we can help The transfer of skills and capabilities are core to our Lean and Perform approaches. We train groups of employees, or Change Agents, so that operational excellence becomes a part of the organization’s culture. Over a 10-12 week period, Change Agents are identified, trained and coached, becoming self-sufficient to lead operational improvement projects moving forward. We do this in three important phases: See, Learn, Do. See We work with you to implement 10 modules that drive new behaviours to deliver a step change in performance. Learn We teach you Lean and Perfrom mindsets and coach Change Agents on behaviours to build transformational skills across teams, from top-down and bottom-up. Do Organizations become self-sufficient, driving continuous improvement in everything they do. By creating a culture of continuous improvement, the Lean and Perform approach helps public sector organizations drive efficiencies to improve service delivery, create added capacity and increase productivity. Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 11 For further information contact: Haneef Chagani Partner, Consulting & Deals [email protected] 604 806 7071 James McLean Partner, Consulting & Deals [email protected] 403 509 7535 Shifting mindsets, increasing capacity www.pwc.com/ca/operationalexcellence 12
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