I intend to provide a concrete way forward to our elected and appointed federal government officials to replace the Phoenix pay system. It frustrates me to no end that in 2018 we have to pay for failed IT systems that use approaches firmly rooted in the 1960s, when I and many other software people know that we could ship most if not all of the system, with substantially better quality, at a cost that’s at least one if not two orders of magnitude lower.

...

My proposal is to start with a small, handpicked team of perhaps a dozen people from a number of disciplines and grow only when there’s enough pain to warrant growth. Let that team work outside the normal government bureaucracy, with the backing of the highest levels of elected officials and members of the federal public service. Stay out of that team’s way and let them deliver a high quality system that is extremely well-tailored to the needs of the users and stakeholders, and does what it’s supposed to do… pay people in the public service.

Related: Testing Smarter with Mike Bland - Better Management in Government

W. Edwards Deming, from page 198 of Out of the Crisis 

Government service is to be judged on equity as well as on efficiency.

Which he follows with a quotes from Oscar Ornati “We have forgotten that the function of government is more equity oriented than efficiency oriented.”

Our team at Community Solutions is adapting IHI’s quality improvement methodology and Breakthrough Series Collaborative model to help communities end homelessness among veterans and chronically homeless people. To date, 10 of the 70 communities we’re coaching have ended homelessness for at least one of these populations, and another 22 communities are reducing the number of people experiencing homelessness month-over-month. These communities are applying systems thinking, real-time measurement, and quality improvement methods to methodically drive down homelessness over time.

The 2017 Washington State Government Lean Transformation Conference is taking place now.  Follow the link to view past presentations on YouTube and download slides and session materials (2012 through 2016 and I would imagine 2017 will be added soon).

Webcasts include

• Continuous Improvement and Personal Kanban by Jim Benson (Modus Cooperandi)
• We're not robots - reorganize for speed! by John Dickson (Spokane County)
• Embracing employee ideas by Alex Ogunji (Los Angeles County) and Tracy O'Rourke (Integris)
• Lean Transformation in Government by Jim Womack Lean Enterprise Institute
• Developing Problem Solving Capability in Others through Coaching by Hollie Jensen (Results Washington, Office of the Governor)
• Build Your Management System First, Then Optimize Lean: The Department of Retirement Systems Case Study by John Bernard and Marcie Frost (Department of Retirement Systems)

In the 5th episode of Lean Agile Management Podcast, change management expert and a governmental Lean-Agile professional Mike Burrows answers questions about transforming teams, organizations, and governments into lean thinkers and agile practitioners.

The team was able to identify needless handoffs delaying the review process of many permits. A common handoff occurred when a permit writer sent an application to the engineering staff to make the determination of whether that particular truck posed any threats to bridges along the proposed route. By trimming wasteful work and providing new training opportunities, the department reduced the total number of steps in the approval process from 17 to 12, with plans to reduce it even further in the future.

Mark Graban and Harry Kenworthy discuss Harry's new book.

Harry said that Lean government is not only happening in the US, but in other countries as well. His consulting company has a very strong relationship with the United Kingdom, and also has links with Australia, and Canada.

...

Practising lean is just living that [idea that] people are the most important resource, and the high-level respect for individuals and developing

your people, I guess that’s how I would sum it up.

Tower Hamlets Adult Mental Health inpatient wards reduced violence by over 40% and by 60% on the acute admissions wards, using a Quality Improvement approach. 

The change ideas that have helped in general adult settings work on 2 main drivers:

1. Increasing teams ability to identify and predict risks of violence and to take action proactively as a team. Two change ideas work on this; Safety Huddles and the Broset Violence Checklist

The mission of LeanOhio is to make government services in Ohio simpler, faster, better, and less costly. Using the improvement methods of Lean and Six Sigma, Ohio's state agencies are cutting red tape, removing inefficiencies, improving customer service, and achieving measurable results. 

The LeanOhio Network includes hundreds of state employees who have been involved in Kaizen events and other improvement projects. Many have earned Lean certifications. The Network includes state employee unions and members who promote Lean, improve processes, and partner with the state to teach Lean tools and strategies.

At the Office of Quality Improvement, Cotter developed organizational excellence services, including project management, process improvement, and change management. She also coordinated the development and implementation of UW-Madison’s strategic plan over the course of 20 years. She now works as a special assistant in the Division of Continuing Studies.

The government’s main goals are to:

• Improve the satisfaction of Nakano residents / constituents by delivering excellent customer service
• Improve the satisfaction of Nakano-ku employees
• Improve the effectiveness and efficiency of city hall

Mr. Nagata explained that the ward delivers on its goals is by developing people to work self-reliantly to improve the satisfaction of constituents. In order for employees to “give great satisfaction” to constituents, employees must enjoy what they are doing!

I was one of the founding board members on the ASQ Public Sector Network (now the ASQ Government Division). I also, created and have maintained the Public Sector Continuous Improvement web site for a decade (some additional details on my background).

There have been many great efforts in the government, but still so much more needs to be done. 

 Here are articles exploring what has been done:

• Doing More With Less in the Public Sector: A Progress Report from Madison, Wisconsin by William G. Hunter, Jan O’Neill, and Carol Wallen
• Transformation and Redesign at the White House Communications Agency by March Laree Jacques

As mayor, Jarrett experimented with Deming’s approach in the public sector. As a result, the city reduced its budget by 20 percent while improving and increasing services. For example, through process improvement, the city’s permitting team slashed the time for approving most re-model permits from 90 days to only three days.

“Deming’s influence lives on in any team or organization seeking to continuously improve. Two decades after his passing, his insights remain fresh, relevant and, all too often, astonishing to those new to his work.”

 

City Manager Tommy Gonzalez began implementing the Lean Six Sigma program in Irving, Texas, in 2006. As a result of eliminating unnecessary steps in city operations, he says the city is performing services more quickly, departments are working cooperatively, and morale is higher among city employees. American City & County Contributing Editor Jennifer Grzeskowiak spoke with Gonzalez about the effects Lean Six Sigma has had in Irving.