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EIPA: Lean for Judges nov2012 intro

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Inger Toft Thiersen
Inger Toft Thiersen

The goal for this lecture: 1. I would like to show you how to improve legal rulings with higher quality and in the same time secure a more efficient use of legal time and at low cost. 2. In introducing LEAN you need to analyse how you work today and then identify critical areas. 3. Then set up a future state and learn to use the many tools and hopefully have improved efficiency.

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Improving the Quality of Justice - Introduction to Lean By Inger Toft Thiersen, Managing Partner Viden Assistance (DK) November 2012 Skopje November 2012 1
Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 2
Maximizing Client Value while minimizing Waste 1. Improving legal rulings with higher quality, and in the same time secure a more efficient use of legal time and at low cost. 2. In introducing LEAN it is essential to analyze the current state and identify critical areas. 3. Then set up a future state and learn to use the many tools to improved efficiency and improvements. November 2012 3
Viden Assistance ? Founded – 2009 ? Mission – to optimize and maintain the knowledge sharing and communications in your business, and thereby develop your business workflows. ? Clients – SME Law firms, legal departments, courts, accountants, banks, insurance companies. ? Background – Lawyer 1986, working in Law offices, Ministry of Taxation, Wolters Kluwer DK, Ernst & Young & examiner in LEAN management at Copenhagen Business College. November 2012 4
LEAN – 5 principles ? Define what creates value for clients ? Establish the value-chain which creates the value ? Create flow in the value-chain ? Create pull (from clients) ? Ensure constant improvements November 2012 5 Who are clients Define value Establish value- chain Create pull
LEAN – how to get started ? Maximizing client value through reduction of work wastes ? Lean Management can be applied immediately and does not require any specialized training. ? Lean Management the work force as a whole is responsible for the improvement. November 2012 6 1. Add Value 2. Shift Focus 3. Delay Commitments 4. Discourage Departmental Evaluation 5. Adapt to New Change
Client focus Who is the client for judges and prosecutors? ? Lawyers in the court ? Colleagues / boss ? Police for prosecutors ? Clients appearing for the court ? Government / administration of budgets November 2012 7
LEAN – summary ? Goal is the creation of value for the client ? If no value – then wasteful, and a target for elimination. ? Working from the perspective of the client who consumes a service, "value" is defined as any action or process that a client would be willing to pay for. ? Lean is entered on preserving value with less work. November 2012 8
Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 9
Lean ? “We get brilliant results from average people managing brilliant processes, while our competitors get average results, or worse, from brilliant people managing broken processes.” [Toyota Chairman: Fujio Cho] Where are we now Understand current performance Reduce waste Implement improvement Improve continuously November 2012 10
7 types of wastes in administration 1. Transport 2. Waiting time 3. Movements 4. Storage 5. Defects 6. Over processing 7. Overproduction November 2012 11
7 types of wastes in legal work 1. Transport - Moving tasks between employees – transporting documents, letters, information between departments 2. Waiting time - Unnecessary delays – waiting for a case, for approval – waiting for a colleague at meetings – slow / old IT-systems 3. Movements – inappropriate placement of staff, equipment and materials – Inefficient management of files; – lack of knowledge management system, i.e., tracking down people with answers; – outdated technology or computer systems. November 2012 12
November 2011 13
7 types of wastes in legal work 4. Storage – unnecessary files and copies. – mess in physical storage 5. Defects – errors that require corrective actions – cases send back because information is missing – errors in case pleadings or papers; – failure to meet case deadlines—client or court imposed; – failure to keep client adequately apprised of case development. November 2012 14
7 types of wastes in legal work 6. Over processing – processes are not needed – over compensating – control of the work of others – send e-mails to too many people, or too many for a meeting – inefficient distribution of case information or materials; – involvement in unproductive regular internal meetings about the case; – lack of continuity within litigation team due to shifting workloads or turnover. 7. Overproduction - Production there is no need for – extra prints, copies, extra quantity – partner doing associate level tasks; – too much time being spent on non-critical case task; – unnecessary focus on perfection in performance of case development tasks, e.g., pleadings or motions. November 2012 15
Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 16
Exemplifying LEAN Video of how to make coffee for a meeting! ? please observe and see ? look at processes and ? look for improvements ? The video is in Danish with English subtitles. November 2012 17
7 types of wastes 1. Motion 2. Waiting time 3. Transport 4. Storage 5. Defect – Corrections 6. Over processing 7. Overproduction November 2012 18
Improving coffee November 2012 19
1. Go to sink after water (transport) 2. Look for filter (unnecessary movement) 3. Find spoon (unnecessary movement) 4. Look for coffee (unnecessary movement) 5. Get coffee (transport) 6. Fill coffee (unnecessary movement) 7. Replace extra coffee in cupboard (transport and storage) 8. Waste coffee (defect) 9. The spoon is bad equipment (inadequate process) 10. Count wrong (defect) 11. Spoon in the sink (unnecessary movement) 12. Wait without doing anything else (waiting time) 13. Look for thermos (unnecessary movement) 14. Pour out excess coffee (overproduction) November 2012 15. All coffee is useless (overproduction) 20 Waste in coffee production
Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 21
Tools ? 7 wastes ? 5 S system and order ? Mapping of value stream ? Constant improvements November 2012 22
5 S ? Sort ? Set in order ? Shine ? Standardise ? Sustain After 5 S Before 5 S November 2012 23
Analysing current state ? Analyze current state and identify critical areas. – Value Stream Mapping (VSM) ? Future state and learn to use the many tools to improved efficiency and improvements. – Value Stream Mapping (VSM) November 2012 24
Value Stream Mapping (VSM) ? Mapping the chains creating a compre- hensive and structured overview of the chain of activities ? Mutual understanding of processes ? Reduced waste, shorter time November 2012 25
Improvements ? Remove waste ? Re-define responsibilities (grades/tasks) ? Standardize the new process (map) ? Re-align caseload to reduce travel time/cost ? Introduce a balanced system of performance measurements (with routine corrective action) November 2012 26
LEAN house Understand clients and organise tasks Take control Measure and create visibility Rely on standards Clear responsibility Employees Create flow Improve- ments Avoid errors Client focus November 2012 27
Results from LEAN administration ? Shorter case delivery and better service ? Higher productivity ? Better quality ? Constant improvements ? Better work environment, – better overview, less frustrations & less stress November 2012 28
Results from LEAN administration November 2012 29 Employ ownership is key to success Lower costQuality
Contact: Inger Toft Thiersen, Managing Partner Viden Assistance Tel: +45 2442 6977 Mail: inger@videnassistance.dk Web: www.videnassistance.dk Profile on LinkedIn November 2012 30
www.videnassistance.dk November 2012 31

More Related Content

EIPA: Lean for Judges nov2012 intro

  • 1. Improving the Quality of Justice - Introduction to Lean By Inger Toft Thiersen, Managing Partner Viden Assistance (DK) November 2012 Skopje November 2012 1
  • 2. Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 2
  • 3. Maximizing Client Value while minimizing Waste 1. Improving legal rulings with higher quality, and in the same time secure a more efficient use of legal time and at low cost. 2. In introducing LEAN it is essential to analyze the current state and identify critical areas. 3. Then set up a future state and learn to use the many tools to improved efficiency and improvements. November 2012 3
  • 4. Viden Assistance ? Founded – 2009 ? Mission – to optimize and maintain the knowledge sharing and communications in your business, and thereby develop your business workflows. ? Clients – SME Law firms, legal departments, courts, accountants, banks, insurance companies. ? Background – Lawyer 1986, working in Law offices, Ministry of Taxation, Wolters Kluwer DK, Ernst & Young & examiner in LEAN management at Copenhagen Business College. November 2012 4
  • 5. LEAN – 5 principles ? Define what creates value for clients ? Establish the value-chain which creates the value ? Create flow in the value-chain ? Create pull (from clients) ? Ensure constant improvements November 2012 5 Who are clients Define value Establish value- chain Create pull
  • 6. LEAN – how to get started ? Maximizing client value through reduction of work wastes ? Lean Management can be applied immediately and does not require any specialized training. ? Lean Management the work force as a whole is responsible for the improvement. November 2012 6 1. Add Value 2. Shift Focus 3. Delay Commitments 4. Discourage Departmental Evaluation 5. Adapt to New Change
  • 7. Client focus Who is the client for judges and prosecutors? ? Lawyers in the court ? Colleagues / boss ? Police for prosecutors ? Clients appearing for the court ? Government / administration of budgets November 2012 7
  • 8. LEAN – summary ? Goal is the creation of value for the client ? If no value – then wasteful, and a target for elimination. ? Working from the perspective of the client who consumes a service, "value" is defined as any action or process that a client would be willing to pay for. ? Lean is entered on preserving value with less work. November 2012 8
  • 9. Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 9
  • 10. Lean ? “We get brilliant results from average people managing brilliant processes, while our competitors get average results, or worse, from brilliant people managing broken processes.” [Toyota Chairman: Fujio Cho] Where are we now Understand current performance Reduce waste Implement improvement Improve continuously November 2012 10
  • 11. 7 types of wastes in administration 1. Transport 2. Waiting time 3. Movements 4. Storage 5. Defects 6. Over processing 7. Overproduction November 2012 11
  • 12. 7 types of wastes in legal work 1. Transport - Moving tasks between employees – transporting documents, letters, information between departments 2. Waiting time - Unnecessary delays – waiting for a case, for approval – waiting for a colleague at meetings – slow / old IT-systems 3. Movements – inappropriate placement of staff, equipment and materials – Inefficient management of files; – lack of knowledge management system, i.e., tracking down people with answers; – outdated technology or computer systems. November 2012 12
  • 14. 7 types of wastes in legal work 4. Storage – unnecessary files and copies. – mess in physical storage 5. Defects – errors that require corrective actions – cases send back because information is missing – errors in case pleadings or papers; – failure to meet case deadlines—client or court imposed; – failure to keep client adequately apprised of case development. November 2012 14
  • 15. 7 types of wastes in legal work 6. Over processing – processes are not needed – over compensating – control of the work of others – send e-mails to too many people, or too many for a meeting – inefficient distribution of case information or materials; – involvement in unproductive regular internal meetings about the case; – lack of continuity within litigation team due to shifting workloads or turnover. 7. Overproduction - Production there is no need for – extra prints, copies, extra quantity – partner doing associate level tasks; – too much time being spent on non-critical case task; – unnecessary focus on perfection in performance of case development tasks, e.g., pleadings or motions. November 2012 15
  • 16. Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 16
  • 17. Exemplifying LEAN Video of how to make coffee for a meeting! ? please observe and see ? look at processes and ? look for improvements ? The video is in Danish with English subtitles. November 2012 17
  • 18. 7 types of wastes 1. Motion 2. Waiting time 3. Transport 4. Storage 5. Defect – Corrections 6. Over processing 7. Overproduction November 2012 18
  • 20. 1. Go to sink after water (transport) 2. Look for filter (unnecessary movement) 3. Find spoon (unnecessary movement) 4. Look for coffee (unnecessary movement) 5. Get coffee (transport) 6. Fill coffee (unnecessary movement) 7. Replace extra coffee in cupboard (transport and storage) 8. Waste coffee (defect) 9. The spoon is bad equipment (inadequate process) 10. Count wrong (defect) 11. Spoon in the sink (unnecessary movement) 12. Wait without doing anything else (waiting time) 13. Look for thermos (unnecessary movement) 14. Pour out excess coffee (overproduction) November 2012 15. All coffee is useless (overproduction) 20 Waste in coffee production
  • 21. Maximizing Client Value while minimizing Waste Programme: ? Introduction to lean vs. quality ? Exemplifying lean – 7 wastes ? Video ? Lean tools November 2012 21
  • 22. Tools ? 7 wastes ? 5 S system and order ? Mapping of value stream ? Constant improvements November 2012 22
  • 23. 5 S ? Sort ? Set in order ? Shine ? Standardise ? Sustain After 5 S Before 5 S November 2012 23
  • 24. Analysing current state ? Analyze current state and identify critical areas. – Value Stream Mapping (VSM) ? Future state and learn to use the many tools to improved efficiency and improvements. – Value Stream Mapping (VSM) November 2012 24
  • 25. Value Stream Mapping (VSM) ? Mapping the chains creating a compre- hensive and structured overview of the chain of activities ? Mutual understanding of processes ? Reduced waste, shorter time November 2012 25
  • 26. Improvements ? Remove waste ? Re-define responsibilities (grades/tasks) ? Standardize the new process (map) ? Re-align caseload to reduce travel time/cost ? Introduce a balanced system of performance measurements (with routine corrective action) November 2012 26
  • 27. LEAN house Understand clients and organise tasks Take control Measure and create visibility Rely on standards Clear responsibility Employees Create flow Improve- ments Avoid errors Client focus November 2012 27
  • 28. Results from LEAN administration ? Shorter case delivery and better service ? Higher productivity ? Better quality ? Constant improvements ? Better work environment, – better overview, less frustrations & less stress November 2012 28
  • 29. Results from LEAN administration November 2012 29 Employ ownership is key to success Lower costQuality
  • 30. Contact: Inger Toft Thiersen, Managing Partner Viden Assistance Tel: +45 2442 6977 Mail: inger@videnassistance.dk Web: www.videnassistance.dk Profile on LinkedIn November 2012 30

Editor's Notes

  • #12: Regular forms of waste found in legal services are over processing, overproduction, motion, and defect. Of these forms of waste, over processing is often difficult to detect in a litigation environment because it may be confused with “doing more” for the client, or the case. Yet, if these services exceed the client’s goals for the legal services without adding value at no cost, they are merely waste.
  • #24: Sort - important from not important Set in order – define a “home” – eg. on your desk, files, Finding the newest version? Shine – Systemise cleaning and tidy up Standardise – define and keep Sustain – keep standards
  • #26: Green time – value added Yellow time – Necessary but not value added Red time – Unnecessary and waste of time
  • #28: Understand clients and organise tasks – Ability to predict input and know what to be done Take control – Ability to put yourself in front and take control for own flow and tasks. Measure and create visibility – Ability to always know if you are in control over flow and tasks. Rely on standards – Ability to transfer controlled processes as a standard in your work Clear responsibility – Ability to secure the responsibility and mandate to decisions are unique. Create flow – Ability to make productivity independent of volume Improvements – Ability to work intensively with change, and secure “here-and-now” improvements. Avoid errors – Ability to use problems with quality as a platform for change. client focus – Ability to secure, that all changes increase value for clients!
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