Lean Government Working Smarter and Faster for

Environmental Protection

July 2010

What is Lean?

Why use Lean?

Who is using Lean? State, EPA, and other federal Lean efforts

EPA’s Lean Government Initiative

Supplementary Information:

What does it take to do Lean?

Linking Lean to EPA priorities

Lean deployment

Potential future directions for Lean at EPA

Outline

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What Is Lean?

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Lean:Lean is a set of principles and tools that help people

“learn to see” and eliminate wasteSix Sigma is a collection of tools that identify sources of

variation in any process to improve quality

Lean government:Enables environmental agencies to work more effectively and

efficiently to protect human health and the environment by identifying and eliminating waste in government processes

Methods include: Value stream mapping and kaizen eventsKaizen = “change for the good of all”

What Is Lean?

Typical Wastes Targeted by Lean

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Wastes ExamplesInventory Backlog of Work (permits, plan approvals),

Excess Materials/ Info

Defects Data Errors, Missing Info

Overproduction Unneeded Reports and Copies, Doing Work Not Requested

Complexity Unnecessary Process Steps,Confusing Instructions/Requirements

Waiting Approval Cycles, Incomplete Applications or Plans

Excess Motion Trips to Printer, Copier & Files, Unnecessary Meetings & Travel

Moving Items Report Routing, Document Storage

3-5 day event with cross-functional team

Strong leader commitment w/ experienced facilitator

Training on Lean methods

Mapping the current process

Identifying improvement opportunities

Mapping a new, improved process

Rapid implementation of new process and measurement of results

What Is a Kaizen Event?

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“House of Lean” Methods

71 Point of Use Storage

Continuous ImprovementKaizen

Just-in-Time/Kanban Cellular DesignMistake-Proofing

Quality at Source POUS1 Quick Changeover

Standardized Work Batch Reduction Teams

Visual Controls 5S (or 6S) Flow/Layout

ValueStreamMapping

3P (Production Preparation Process)/Design for Lean Six Sigma

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Facilitated by Lean professional / trainer

Problem Identification/Planning• Identify key people• Develop a charter – problem definition, metrics, goals• Identify and gather data required

3-5 Day “Event”• Day 1 - “Just-in-time” training in Lean for participants• Value Stream Map or Kaizen event• Day 3 (or 5): Develop Implementation Plan

Follow-up and Implement• May take a few days or several months• Document • Additional events if needed• Review progress at 30/60/90 day intervals• Communicate successes

How Does Lean Work?

Why Use Lean?

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Achieves environmental results Ensures better customer service Reduces process complexity Enhances process speed Produces quality products and services Improves staff morale

Lean is “common sense uncommonly applied”

Why Use Lean?

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Example Results

Agency Process Anticipated Results

EPA Region 7 & 4 States

NPDES Wastewater Program

• Decreased time for EPA review of a state wastewater program by 75-68% (from 4-19 months to 1-6 months)

• Eliminated 67% of the process steps (39 to13 steps)

Connecticut DEP

Coastal Permit Program

• Reduced review period from 500 days to <120 days

Delaware DNREC

Air Construction Permits

• Cut backlog of permits from 199 to 25• Reduced average permit processing time to <76 days

Nebraska DEQ

Ethanol Plant Air Construction Permits

• Reduced permit review time 50% • Cut permitting backlog by 55%

Minnesota PCA

Wastewater Permitting Process

• Increased percent of permits issued within 180 days from 9% to 75% (Six Sigma project)

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Is Lean another “flavor of the month”?

How does it differ from TQM and other improvement efforts?

Why Lean is different:

Focuses on rapid, immediate, real-time change Delivers fast results to build momentum Emphasizes doing over planning Keeps all eyes on what matters thru metrics/visual

systems Builds continuous improvement culture by

empowering workforce to own the process and its effectiveness

What Makes Lean Different?

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Backlog of review and approval actions (e.g., SIPs, permits, standards)

Slow and inefficient human resource and hiring processes

Inefficient grant and contract management processes

What Problems Can Lean Solve?

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Results

Accountability

Empowerment

Action

Excellence

What Is Powerful About Lean?

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Who Is Using Lean?State, EPA, and Other Federal Lean Efforts

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Origins:

Lean Six Sigma

70% of U.S. manufacturing firms report using Lean (Industry Week 2008)

Rapidly expanding use of Lean in government and service sectors

Who Is Using Lean and Six Sigma?

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Lean at State Environmental Agencies

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- State Lean Events Completed*- States Interested in Lean

- State Lean Events Completed- States Interested in Lean

28 States have completed Lean events8 States are interested in Lean*Events EPA is aware of as of June 2010.

Iowa Department of Natural Resources

Air Quality New Source Construction Permits Kaizen Event

Before Lean: Issue ~2,000 permits per year Average lead time: 62 days

After Lean Implementation: Lead time reduced to 12 days (down to 6 after 6 months) Process steps cut by 70% Internal agency handoffs cut from 18 to 4 600 permit application backlog eliminated in 6 months More customer friendly process and improved staff

morale

Compelling State Lean Results

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Compelling State Lean Results

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Old Process

Future Process

Percent Decrease

Permit Issuance

Time542 Days 34 Days 94%

Steps 150 38 75%

Decisions 31 5 84%

Handoffs 18 6 67%

Delays 39 3 92%

Vermont Department of Environmental Conservation

NPDES Water Quality Permitting Kaizen Event

Note: Results reflect anticipated improvements after implementation is complete.

Compelling State Lean Results

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State Agency

Permitting Process

Time Before(days)

Time After(days)

Percent Decrease

Idaho DEQ

Permit to construct

270 97 64%

Indiana DEM

Title V permit modifications

164 144 12%

Iowa DNRStandard air construction

permits62 6 90%

Iowa DNRAir quality complex permits

214 180 16%

Michigan DEQ

Major air construction

permits422 98 77%

Michigan DEQ

Minor air construction

permits143 50 65%

Air Permitting Process Improvements with Lean

Note: Results reflect anticipated improvements after implementation is complete.

AO

Federal Government Lean Activity

21Over 20 federal agencies have used Lean to improve the speed & effectiveness of their processes

Nuclear Regulatory Commission (NRC) Target Process: Hiring Results: Cut hiring time by 50%

Federal Bureau of Investigation (FBI) Target Process: Multiple processes Results: 36% reduction in work process steps; $3M+ in savings

Pension Benefits Guaranty Corporation (PBGC) Target Process: Human Resources Results: 60% average efficiency gain from Lean

U.S. Department of Housing and Urban Development (HUD)

Target Processes: Procurement and Hiring Results: Loan application approval time reduced 22-30%

Compelling Federal Lean Results

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Federal Improvement Team (FIT) Community of Practice (CoP)Sharing intellectual capital and collaborating, including best

practices, training, and lessons learned on Lean, Six Sigma, & other agency improvement efforts

Performance Improvement Council (PIC)Executive Order, Improving Government Program Performance,

11/07Assist President, through OMB in making recommendations to

CongressPerformance Improvement Officer (PIO) – SES from each agency

Working Group on Process Improvement (WG-PI) for PICMembers include subset of FIT CoP

Cross-Agency Federal Organizations & Activities

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Federal Improvement Team Agencies

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Defense Agencies:• Defense Logistics Agency• Office of Under Secretary

of Defense for Acquisition, Technology, and Logistics

• U.S. Air Force• U.S. Army• U.S. Coast Guard• U.S. Joint Forces

Command• U.S. Marine Corps• U.S. Navy

• Environmental Protection Agency

• Federal Aviation Administration

• Federal Bureau of Investigation

• Internal Revenue Service• National Archives and

Records Administration• National Institutes of Health• National Oceanic and

Atmospheric Administration• Office of Management and

Budget• Pension Benefit Guaranty

Corporation• U.S. Dept. of Agriculture

• U.S. Dept. of Homeland Security

• U.S. Dept. of Housing and Urban Development

• U.S. Dept. of Labor• U.S. Dept. of the Treasury,

Comptroller of the Currency• U.S. Dept. of Veterans Affairs• U.S. Forest Service• U.S. General Services

Administration• U.S. Geological Survey• U.S. House of Representatives• U.S. International Trade

Commission• U.S. Nuclear Regulatory

Commission• U.S. Postal Service

Goal - Improve the performance of Federal functions

Provide advice (analyses, options, & recommendations) to help:

Increase capacity and capabilities to improve performance through process improvement (e.g., BPA)

Improve the performance of targeted operational functions (e.g., hiring)

Link and promote the development and use of effective improvement practices throughout the Government. (e.g., FIT, PIC, other councils)

Working Group on Process Improvement (WG-PI )

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Joint Events with Other State & Federal Agencies:

4 State-EPA Region 7 Clean Air Act State Implementation Plan (January 2010)

4 State-EPA Region 7 Wastewater Permitting Review (August 2008)

EPA OW Endangered Species Act Consultation with USFWS & NOAA Fisheries (May 2008)

4 State-EPA Region 7 Water Quality Standards Review (June 2007)

EPA-only Events:

EPA Region 6 Pesticides Enforcement Case Review (October 2009)EPA Region 4 funded five State events (August – December 2009)EPA OCFO Annual Budget Review (June 2009)EPA OCFO Corrective Action Tracking (December 2008)

EPA Lean Kaizen Activity

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Compelling EPA Lean Results

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Process Time Before Lean

Improvements

Process Time After Lean

Improvements

Percent Reduction

OCFO OIG Correction

Action Tracking Process

324 hours 104 hours 68%

Region 6 Pesticide

Enforcement Case Resolution

455 days 216 days 53%

Region 7 / Four State Clean Air

Act SIP Process7.4 years 3.2 years 56%

Note: Results reflect anticipated improvements after implementation is complete.

State-EPA Lean Collaboration: Clean Air Act State Implementation Plan

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EPA R7 & HQ, Iowa, Kansas, Missouri, & Nebraska

Clean Air Act State Implementation Plan (SIP) Kaizen Event

Approach: 5-day kaizen event in January 2010; follow-up activities Scope: Improve SIP process from time EPA promulgates a rule

that requires States to prepare/modify a SIP to final EPA approval

Results: Improved working relationships, collaboration, and efficiencies When fully implemented, the new SIP process is expected to:

Reduce total processing time from 7.4 to 3.2 years (↓56%) Cut best case delay time from 4.7 to 1.1 years (↓77%) and

worst case delay time from 8 to 1.3 years (↓84%) Decrease process steps from 165 to 134 (↓19%) Free staff time to address and prevent backlogs

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EPA R7 & HQ, Iowa, Kansas, Missouri, & Nebraska

Water Quality Standards Review Kaizen Event

Approach: Focus on improving State-EPA collaboration 5-day kaizen event in June 2007; follow-up activities

Results: Process steps reduced from 50 to 26 Cut non-value added time in the process 50% drop in number of EPA decisions needed Common understanding of and documented new improved

process Clarified roles & responsibilities, built trust, change

relationships

State-EPA Lean Collaboration: Water Quality Standards

EPA R7 & HQ, Iowa, Kansas, Missouri, & NebraskaNPDES Permitting & Enforcement Process Kaizen Event

Approach: Focus on Inspection Lists Submittal, Review, and Approval 5-day Kaizen Event in August 2008; follow-up meetings

Goals/Objectives: Assure programs exceed acceptable level of performance Reduce number of permits that merit objection Develop common understanding of process Clarify roles & responsibilities, build/building trust Document new improved process Reduce/focus process steps and reporting where possible

State-EPA Lean Collaboration: NPDES Water Pollution Discharge Elimination

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EPA’s Lean Government Initiative

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Launched in 2005 in Office of Policy Outgrowth of EPA Lean & Environment Initiative 1.5+ FTE

Partnership with ECOS: EPA grant ($150K) to ECOS for State Agency Lean efforts March 2010 ECOS-Lean Government Memorandum of

Understanding

Key Initiative activity areas:1. Tool development2. Networking and coordination3. Communications and outreach4. EPA Lean event support

EPA’s Lean Government Initiative

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1. Tool Development Working Smart for

Environmental Protection Lean Government Primer (2006)

Lean in Air Permitting Guide (2008)

Lean in Government Starter Kit, Version 2.0 (2009)

Lean Government Metrics Guide (2009)

Lean case studies (2006–2010)

EPA’s Lean Government Initiative

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2. Networking and Coordination EPA-ECOS coordination and collaboration

EPA Lean Practitioners Network Reps from EPA offices and regions

Federal Improvement Team Community of Practice and OMB PIC Working Group on Process Improvement

Participating in network of federal Lean implementers

EPA’s Lean Government Initiative

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3. Communications and Outreach EPA Lean Government website

www.epa.gov/lean/leangovernment

Presentations on Lean Government within EPA

Presentations/displays at meetings and conferences

Inventory of State environmental agency Lean activity

EPA’s Lean Government Initiative

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4. EPA Lean Event Support Assisting EPA offices with planning and

conducting Lean events

Direct participation in selected EPA Lean events

Maintenance of a Lean Facilitators List

Post-event case study documentation

Briefings on Lean for EPA managers

EPA’s Lean Government Initiative

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Contact: Kimberly Green-Goldsborough(202) 566-2255green-goldsborough.kimberly@epa.gov

Website: http://www.epa.gov/lean/government/

For More Information

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Supplementary Information

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What Does It Take To Do Lean?

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Successful process improvement requires organizational commitment over the long term

You must DRIVE change from the top down

Communication

Proactive Frequent Consistent

External stakeholders at the table

What Does It Take to Do Lean?

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Participate actively and visibly

Set vision and define boundaries

Remove obstacles to change

State unwavering support for Lean team’s work and the new process

Help people shift to value-added roles – overcome resistance from the middle

Display passion for “pursuit of perfection”

Emphasize “no job loss”– Make a commitment that no one will lose his/her job due to continuous improvement activities

Leaders Must…

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Expect initial staff resistance:

“We’ve already tried that.”

“The focus on streamlining processes may erode environmental protections.”

“We don’t have time to focus on process improvement.”

Common Reactions to Change

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C.A.V.E. People: Citizens Against Virtually Everything

Proactive communication and demonstration

of positive results can alleviate concerns

Visible leadership commitment is essential to success

Scope Lean events carefully to address real needs and build momentum

Know who the customer is and involve them

Set realistic expectations given the process type

Success blooms from sustained and effective follow-up

“Vision is not enough, it must be combined with venture. It is not enough to stare up the steps, we must step up with stairs.”

-Vaclav Havel, former President of the Czech Republic

How Can You Plan a Successful Lean Initiative?

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Linking Lean to EPA Priorities

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How Lean Relates to EPA’s Mission

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Lean government enables environmental agencies to work more effectively and efficiently to protect human health and the environment

Example Lean Applications:• Wastewater discharge permitting• Air construction permitting• State Implementation Plan review• RCRA corrective actions• Grants• Hiring

EPA Strategic Plan Goals

Cutting Waste Increases Time for “Mission Critical” Work

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Wasted time Unnecessary work and

process steps Unnecessary approvals

and handoffs Ineffective meetings Inaccurate or incomplete

information Errors in documents Excess emails and copies

of documents

Clean Air and Global Climate Change

Clean and Safe Water

Land Preservation and Restoration

Healthy Communities and Ecosystems

Compliance and Environmental Stewardship

Process Wastes

1.Taking Action on Climate Change Lean was referenced in EPA’s proposed PSD &Title V GHG

tailoring rule as an important strategy for improving permitting capacity

Lean concepts could be used to design new processes associated with the GHG rules for mobile sources and large stationary sources

2. Improving Air Quality Lean is an effective tool for improving core agency

processes, such as those in Administrator Jackson’s 1/12/10 priorities memo: “Improved monitoring, permitting and enforcement will

be critical building blocks for air quality improvement.”

Lean as a Tool for Advancing Administrator Jackson’s Priorities

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3. Assuring the Safety of Chemicals Lean could help improve: chemical safety review, health

assessment, and chemical management plan development processes

4. Cleaning Up Our Communities Lean could help improve: Superfund cleanup process,

Brownfields Program (e.g., grants process, assistance/incentive programs), and enforcement processes

Lean as a Tool for Advancing Administrator Jackson’s Priorities (cont.)

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5. Protecting America’s Waters Lean could help improve: water quality regulatory and

enforcement processes, grant processes, and new efforts such as the Urban Waters Initiative

6. Expanding the Conversation on Environmentalism and Working for Environmental Justice

The kaizen methodology of Lean fits with the spirit of this priority: Lean focuses on implementation, is team based, and people with outside perspectives are included in events

A Lean value stream mapping event with the Children’s Health Office could create a future state vision & implementation plan in 3-4 days

Lean as a Tool for Advancing Administrator Jackson’s Priorities (cont.)

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7. Building Strong State and Tribal Partnerships This priority speaks to the need for environmental

agencies to do more with fewer resources (Lean’s goal), and how “EPA must do its part to support state and tribal capacity”

EPA and ECOS entered into a Lean government MOU in March 2011 to continue joint agency commitments and partnerships to improve federal-state processes

National Program Manager guidance in FY 2011 calls on Regions to identify collaborations to improve state-EPA processes & promote continuous improvement with Lean

Lean as a Tool for Advancing Administrator Jackson’s Priorities (cont.)

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7. Building Strong State and Tribal Partnerships, continued EPA’s Lean Government Initiative supports EPA, State,

and other government agency Lean efforts through:o Tool developmento Networking and coordinationo Communications and outreacho EPA-State Lean events

Lean as a Tool for Advancing Administrator Jackson’s Priorities (cont.)

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Lean Deployment

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Lean Deployment Models

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Model Type Characteristics

Agency-Wide Model Top down drivenComprehensiveRapid, highly visible deploymentMajor culture change

Department/Division Model

Department leadership but agency management supportDepartment pilot for agencyComprehensive at the department levelCulture change

Targeted Model Top management leadershipFocused on a few specific agency problemsDriven by a desire for strategic impactCulture change is not a deployment objective

Grass Roots Model Originates at the bottom of the agencyProject or problem specificHighly motivated individuals lead the effortCulture change is not an objective

Lean Deployment Models – Considerations

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Model Type Deployment Considerations

Agency-Wide Model Requires significant, sustained investment and solid leadership from top management

Large infrastructure and full-time staff Significant planning and management, including

integration with other management systemsNeed for common language and methodologyNeed to address cross-agency processes5+ years to achieve lasting culture change

Department/Division Model

Similar to agency-wide model but on a smaller scale Easier to start due to smaller scaleSlower pace is possible; scale up after initial successGreater use of consultants and outside trainingLess integration with management systemsRisk of not getting beyond the department level

Lean Deployment Models – Considerations (cont.)

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Model Type Deployment Considerations

Targeted Model Easy to get startedCan work in smaller agencies Infrastructure needs are small; generally use contracted

resources Little systematic integration with management systemsQuick results because problems identified ahead of timeRisk of not sustaining the gains

Grass Roots Model Relatively easy to do but difficult to sustain over timeVery vulnerable to changes affecting staffing Few if any initial infrastructure needs; no integration with

management systems Often rely on external Lean consultants Lean implementation approach may vary across agency Can generate good results from individual projects Track record for sustainable improvement is not good

Deployment Model Selection Factors

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Desired Impact Deployment ModelBusiness Transformation

Agency-wide deployment Major culture change

Agency-wide ModelDepartment/Division Model

Strategic Improvement Targeted deployment on critical problems Projects necessary for success or survival

Targeted Model

Problem-solving Specific operational problems Incremental improvements in agency

performance

Grass-Roots Model

Department of Defense (Agency-Wide Deployment Model)• Services began using Lean over 10 years ago as individual

agencies, now it is systematically deployed across multiple agencies

• DoD launched “Continuous Process Improvement and Lean Six Sigma” (CPI/LSS) initiative in April 2007 to accelerate LSS implementation in DoD and to make deployment more consistent

• Extensive use of Lean consultants and in-house Lean expertise

Nuclear Regulatory Commission (Agency-Wide Deployment Model)

• Launched a Lean Six Sigma initiative in 2007, creating a program, training staff and managers, and executing several Lean projects

• Significant internal resources dedicated to Lean capacity building, training, and execution throughout the agency

Lean Deployment—Examples from Other Federal Agencies

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• Nuclear Regulatory Commission, Early Lean Implementation (Targeted Model)

• NRC’s Commissioner launched a Lean initiative in 2007 targeted initially on improving the agency’s hiring process

• Add anything on reliance on external consultants?• After this initial success, NRC has established support infrastructure for Lean

and expanded implementation across the agency (agency-wide deployment)

• Housing and Urban Development (Department/Division Deployment Model)

• HUD started using Lean in January 2008 in the Office of Housing, focusing initially on loan application processes

• HUD has used outside consultant support and is working on building internal capacity

• HUD is in the early stages of Department/Division Deployment Model deployment

Lean Deployment—Examples from Other Federal Agencies (cont.)

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Federal Bureau of Investigation (Grassroots Deployment Model) FBI began implementing Lean in 2006. Ten staff members conduct events internally Conducted ~10 lean events in the 1st year without outside

support Very limited reliance on consultant support for staff training

Pension Benefit Guaranty Corporation (Grass Roots Deployment Model) PBGC started a Lean office in 2007 and has 3 FTEs Lean implementation has focused on addressing specific

individual problems through kaizen events

Lean Deployment—Examples from Other Federal Agencies (cont.)

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Potential Growth of Lean Activity Over Time

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Source: “Five Phases of the Transformation Roadmap” from Flinchbaugh, Jamie and Andy Carlino, The Hitchhiker’s Guide to Lean: Lessons from the Road. (Dearborn, MI: Society of Manufacturing Engineers. 2006) page 67.

Phase Zero:Exploration

Phase 1:Building the Foundation

Phase 2:Expanding with Tools and Deeper Thinking

Phase 3:Integration & Reinforcement

Phase 4:Building Momentum

Lean

Act

ivity

Lev

el

Education, Communication, Infrastructure, Application of Tools and Methodology, and Demonstrating Results are important to all of the phases

Another View: Potential Growth of Lean Activity Over Time

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Continuous improvement is everyone's job

Improvement is driven by strategy & scorecard

Lean is "the way we work"

Result: Value delivered to taxpayers & customers

Management team leads process improvement

Opportunity-focused clusters

Managers applying the Lean methodology

Result: Better strategy execution, better performance, and expertise established

Lean teams drive deployment

Ad hoc projects focused on specific problems

Learning the Lean and Six Sigma tools

Result: Identify and eliminate waste, improvements in specific processes

Five or more years to a Lean culture

Tran

sfo

rmin

gO

pti

miz

ing

Imp

rovi

ng

Grass RootsDeployment

(Opportunistic)

Agency-wide & Department/Division

Deployment(Culture Change)

TargetedDeployment(Strategic)

Potential Future Directions for Lean at EPA

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Environmental agencies fully adopt a continuous improvement culture

Environmental agencies systematically use lean methods to operate more efficiently and effectively

Environmental agencies consistently achieve better environmental results with less resource investment

A Vision for the Future

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EPA Lean Government Logic Model

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INPUTS OUTPUTS OUTCOMES

What we invest- 1 to 2 FTEs at Office of Policy

- EPA Lean Practitioners Network

- Partnership with ECOS and grant

- Contractor resources

ACTIVITIES PARTICIPANTS SHORT TERM MEDIUM TERM LONG TERM

What we do1. Networks and

Coordination 2. Communications and

Outreach3. Product Development4. Lean Event Support for

EPA and States

Whom we reach- EPA managers and staff

- State environmental agency managers & staff

- Other government agencies implementing lean (federal, state, local)

- The public (e.g., through website)

Environmental agencies (and EPA Offices) can be divided into two types:

(1) Agencies/Offices that are new to lean

(2) Agencies/Offices at the second stage (have done at least 1 lean event)

What the short term results are- Increased adoption and use of lean at EPA and state environmental agencies

- Improvements to individual agency processes

What the long term results are- Environmental agencies have begun adopting a continuous improvement culture (e.g., the culture has changed in parts of an agency).

- Environmental agencies sustain the results from individual lean events.

- Environmental agencies shift from piloting lean events to department-wide lean deployment.

What the ultimate impact(s) are- Environmental agencies fully adopt a continuous improvement culture.

- Environmental agencies systematically use lean methods to operate more efficiently and effectively.

- Environmental agencies consistently achieve better environmental results with less resource investment.

PERFORMANCE MEASURES

- # of EPA lean events (total & per year)

- # of state environmental agencies using lean

- Results from lean events (reductions in lead time, process steps, backlogs, defects, costs, etc.)

- # of EPA offices/ programs and state environmental agencies adopting lean at a department/program level

- Environmental results (outputs and outcomes)

- Environmental results (outputs and outcomes) per FTE and/or per total dollar investment

Support EPA Lean events Plan and conduct additional EPA and EPA-State Lean

events

Develop new tools/products Lean Leadership Guide / Executive’s Guide to Strategic

Lean Deployment Guide to Scoping Lean Events

Continue networking and communication activities

Develop an EPA Lean Deployment Strategy Identify priority focus areas and sequencing for Lean

activities Determine level of leadership commitment to Lean Develop EPA Lean capacity building and funding strategy

Future Directions

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What might a major EPA commitment to Lean look like?

Administrator-level support and attention to Lean deployment

Establishment of an EPA Lean Government Office and/or cross-agency Lean Steering Committee

4-6 FTE, including Lean event facilitation expertise $500-700K in extramural resources to support EPA

Lean events, tool development, etc. Resources and contract vehicles established for

supporting Lean activity in EPA offices, divisions, and regions

Development of Agency-wide Lean deployment and capacity-building strategy

Future Directions

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Options for Supporting EPA Lean Activity:

1. Diffused Approach: EPA offices, divisions and regions fund and contract for their own Lean activity with limited technical assistance from EPA’s Lean Government Initiative

2. Centralized Contract: Office of Policy establishes centralized Lean services contract and provides some matching funding to EPA offices for Lean activity

3. Coordinated Competition: Establish a competitive internal process to select EPA offices or divisions for concerted Lean activity each year (similar to Program Evaluation competition)

Future Directions

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Should we create a Lean Steering Committee and/or a “Lean Office”?

Do we need a standard approach for Lean (e.g., use a centralized Lean contract, standard training program, etc.)?

Should we build internal Lean competency (train our own Lean facilitators)?

How will we evaluate our performance over time?

Future Directions – Questions to Consider

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