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Optimizing Legal Service Delivery
- 1. Optimizing Legal ServiceDelivery IFLP Session May 2018
- 2. • Grab aseat • Introduce yourself to your table • Review the project assignment • Get ready to do some work but have some fun too!
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- 4. PRESENTERS Amanda Grabarek PMP, LSSGB,CSM Seyfarth Shaw Kim Craig PMP, LSSBB, CSM Bold Duck Studio Andrew Medeiros JD, LSSBB, CSM Katten Muchin Rosenman Kyle Hoover JD, PMP, LSSBB, CSM Seyfarth Shaw
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- 6. Improve quality and efficiency waste =variation (defects) focus on process quality waste = unnecessary steps focus on process speed
- 7. LEAN SIX SIGMABELT LEVELS Yellow Belt: The classification given to those who have gained knowledge and understanding of lean six sigma tools, techniques and methodology through a formal education program which provides the opportunity for participants to demonstrate the application of those concepts through training exercises and interactive activities.
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- 9. Define the problemand why it needs to be solved. Define the client and their definition of value. Measure the current performance of the process to establish a baseline from which to measure improvements against. Analyze the current process through data collection to determine root causes of defects/waste. Improve the process by selecting solutions to prevent and eliminate sources of the problem. Test the solution(s) by piloting, auditing and validating process changes. Control the process by monitoring to ensure sustained process improvements. DMAIC Cycle DEFINE CONTROL IMPROVE ANALYZE MEASURE DMAIC – A framework for continuous improvement
- 10. Agenda 01 Disciplines andOverview 02 Define Phase & Exercises 03 Measure Phase & Exercises 04 Analyze Phase & Exercises 05 Improve Phase & Exercises 06 Control Phase & Exercises
- 11. 03 / problemframing
- 12. ©2018 SeyfarthLean Consulting NEVER-ENDING VOLUME &PACE Always feel behind Pulled in different directions and have to reprioritize daily Never-ending circle and battle of volume and prioritization The volume is part of the job Constantly interrupted Running from thing to thing Walk into the office and fall behind
- 13. Characteristics of agood problem statement q Limits the scope (don’t “boil the ocean”) q States what is wrong, not why it is wrong q Includes impact to the business q Is Measurable; how often, how much, when q Is Specific – avoids ambiguous words q Is Objective – does not imply blame q Does not include the solution Ø Always Ø Everyone Ø Sometimes Ø Rarely Ø Everyday Ø Nothing Ø Everything Ø Slows down Ø His/her fault Ø Just use technology Ø Just need training
- 14. Defining the problem •First attempt –The theater is always sold out of Hamilton tickets. Attempts to acquire tickets through web and social media platforms have not worked. The websites are difficult to use and it’s hard to coordinate with the other members of the group that want tickets. This delay has caused frustration and we still haven’t gotten to see Hamilton. If my brother would be more responsive, we would have gotten the tickets. • Try this instead –In the past three months, our group of five individuals has tried to purchase Hamilton tickets at least once a week for the Saturday matinee but have not been successful.
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- 18. Gaining customer insightsthrough VOCs “Voice of Customer” Interviews: The process of listening to the customer and clarifying their definition of value –Determine customer expectations, needs and wants –Identify customer pain points –Gain deeper understanding of customer’s business and concerns –Learn how to go from “good” to “excellent”
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- 20. “Great” customer serviceexamples – When have you experienced “great” customer service with a service provider (e.g., hotel, physician, restaurant, mechanic, etc.)? – What made it great? – What was the result? – What value have you gotten out of it? – What value has the service provider gotten out of it?
- 21. revisit and refinethe problem statement
- 22. 05 / definingthe process
- 23. we look atthe relationships between process steps to better our understanding of how the whole can improve 23
- 24. ASSUMPTIONS VS. REALITY Aswe think it is As it is As it should be
- 25. What is aProcess Map? • Graphical depiction of sequence of steps to produce an output • Defines tasks and may define resources, cycle times, tools (templates, guidelines, etc.) • Process maps can be simple or highly sophisticated • Process maps can be used during a number of the DMAIC phases
- 26. What a ProcessMap Shows Us • A process map is used to clarify and create a common understanding of the process • A process map makes it much easier to identify: – Roles & responsibilities – Bottlenecks – Unnecessary steps – Missing steps – Redundant steps – Rework • Provides an effective communication / training tool A picture is worth a 1000 words!!
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- 28. visual depiction ofreality create common understanding baseline for measuring improvements diagram to identify waste in the process forum to identify opportunities for improvement value of current state process mapping
- 29. real life canbe complicated
- 30. process mapping activity Gettingready for school/work • identify steps • write on post-its • sequence steps
- 32. revisit and refinethe problem statement
- 33. 06 / diggingdeeper
- 34. MUDA (“WASTE”) • astrain on an organization’s time and resources • no value add for the customer The more you can reduce Waste, the better!
- 35. 8 WASTES reduce inefficiencies, eliminate delays & add value Wasted Product toomany mistakes Delays waiting for the previous step in the process to complete Talent failure to match the right talent with each task Inventory overstaffing or backlog in process Motion unnecessary movement & time due to failure to batch Extra Processing too many steps to complete the job Overproduction unnecessary deliverables Transportation too many touchpoints
- 37. what where when who why how dig deep tounderstand the origination of the problem 37
- 38. Y = ƒ(x1,x2, x3, x4) y1 = ƒ(x1, x2, x3, x4) y1a = ƒ(x1, x2, x3, x4) output new output new output variables variables variables
- 39. Y = f(x)Example Y = f(x) Y = X X X X Late to work Traffic Kids Over Slept Weather What can we not control? Traffic, Weather Y = X X X X Over Slept Alarm clock sick stayed up did not sleep well did not wake me late What can we not control? Sick, did not sleep well Y = X X X X Alarm clock did Alarm clock hit snooze radio too set the time not wake me broken too many times low wrong
- 42. revisit and refinethe problem statement
- 43. 07 / sizingthe problem
- 44. data measurements • “Wecan see the problem, so why waste time with data collection?” – How big is the problem? – Is there just one problem? • Value of data collection – Facts or figures from which conclusions can be drawn – Can provide useful information for decision-making and solution selection
- 45. tips about datacollection • Determine: – what you want to measure – how you are going to measure it – who will measure it – length of time you will measure it • Develop data collection plan – collect only data needed (not too much, not too little) – get the right data for the problem – measure accurately • Consider leveraging current measurement systems already in use • Manual data collection may be necessary but labor intensive
- 46. data collection Problem: PizzaKing is receiving too many client complaints which is resulting in a loss of revenue. Pizza King wants to improve its client satisfaction. What data should we collect? Date Time Order was taken Customer Name Type of Pizza Ordered Time picked up by driver Driver name Time Delivered to Customer Complaint? (OK, Late, wrong, other)
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- 51. 1. Write as manyideas as possible (2”) 2. Pass list to person on your left 3. Review ideas passed to you 4. Let your mind expand 5. Elaborate on ideas and add more (2”) 6. Pass list to your left (repeat until circle is complete) 7. Put all ideas on whiteboard (grouping by type) 8. Distribute 10 dots to vote for your ideal solutions brain writing
- 52. further testing ofpotential solutions “Solutions Matrix”: A Solutions Matrix helps the team narrow down ideas by evaluating and prioritizing proposed solutions with regard to: • Effectiveness: How effective will the solution be in fixing the overall problem? • Feasibility: How feasible will it be to implement this solution considering time, cost, work, acceptance, approval levels, etc.? How much work will be required to deliver the solution?
- 53. solution matrix example #Solution Description Effectiveness Feasibility Overall Rating Recommendations 1 Hire more resources 9 2 11 Would need to increase FTE budget 2 Outsource this activity 8 2 10 Would likely increase budget 3 Streamline and remove waste from our current processes 7 7 14 Schedule process mapping session with full team; 4 More overtime for existing resources 6 2 8 Some OT is in budget but not enough to eliminate backlog Example Backlog of Requests
- 54. change management assessment SupportingForces: What forces exist to support the change Opposing Forces: What forces exist that will oppose and resist the changes?
- 55. force field analysissample Forces Driving Change (score) Forces Resisting Change Cost savings 10 7 Users not tech savvy Reduced user burden 7 4 Previous attempts to change process failed Faster response time 6 7 Time away from day jobs for training Strong Executive sponsorship 5 8 Ingrained in the old way Improved quality of work product 8 4 No “Burning Platform” “+” Forces total 36 30 “-” Forces total Example Streamline Process
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- 57. what is piloting? Pilotingis performing a small scale implementation in order to: – test solutions – evaluate feasibility – assess costs – estimate effort and timing – minimize risks – gather learnings – avoid wide scale project failure
- 58. piloting best practices •Be thoughtful on selecting your pilot group and length of pilot – Create champions – Convert skeptics – Engage Process Owners and participants as early as possible – Manage pilot team expectations • Include all deployment phases in your pilot – communication plan – training plan – support system • Collect feedback – Determine how you will collect feedback – Identify what works and what doesn’t • Adjust the piloted solution based on feedback and pilot results – modify training plan as necessary – identify what works and what doesn’t • Improve for full scale implementation
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- 60. project management lifecycle whodoes what when
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- 64. 10 / makingit stick
- 65. What are theprimary barriers to change? ME! YOU! HER! HIM!
- 66. BREAKING DOWN BARRIERSTO CHANGE • Employee engagement (Inclusion) • Effective communication (WIIFM) • Appreciation of culture (Culture Eats Strategy for Breakfast) • Assessing current state (What Is) • Understanding ecosystem complexities (Blueprint) • Empathy!
- 67. make change easier mistakeproofing design guardrails observe & monitor support systems feedback mechanisms
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