8.70 - LEAN ENTERPRISE OFFICE.
8.70 LEAN ENTERPRISE OFFICE.
1. For purposes of this section, "lean" means a
business-oriented system for organizing and managing product
development, operations, suppliers, and customer relations to create
precise customer value, expressed as providing goods and services
with higher quality and fewer defects and errors, with less human
effort, less space, less capital, and less time than more traditional
systems.
2. The office of lean enterprise is established in the department
of management. The function of the office is to ensure
implementation of lean tools and enterprises as a component of a
performance management system for all executive branch agencies.
Staffing for the office of lean enterprise shall be provided by an
administrator appointed by the director of the department of
management.
3. The duties of the office of lean enterprise may include the
following:
a. Create strategic and tactical approaches for lean
implementation, including integration into state governance and
operational systems.
b. Lead and develop state government's capacity to implement
lean tools and enterprises, including design and development of
instructional materials as needed with the goal of integrating
continuous improvement into the organizational culture.
c. (1) Create demand for lean tools and enterprises in
departments.
(2) Communicate with agency directors, boards, commissions, and
senior management to create interest and organizational will to
implement lean tools and enterprises to improve agency results.
(3) Provide direction and advice to department heads and senior
management to plan and implement departmental lean programs.
(4) Direct and review plans for leadership and assist with the
selection of process improvement projects of key importance to agency
goals, programs, and missions.
d. (1) Identify and assist departments in identifying
potential lean projects.
(2) Continuously evaluate organizational performance in meeting
objectives, identify and structure the direction the lean
implementation should take to provide greatest effectiveness, and
justify critical and far-reaching changes.
e. (1) Lead the collection and reporting of data and learning
related to lean accomplishments.
(2) Widely disseminate lean results and learning with Iowans,
stakeholders, and other members of the public to demonstrate the
benefits and return on investment.
f. (1) Evaluate the effect of unforeseen developments on
plans and programs and present to agency directors, boards,
commissions, and senior management suggested changes in overall
direction.
(2) Provide input related to proposals regarding new or revised
legislation, regulations, and related changes which have a direct
impact over the implementation.
g. Lead the development of alliances and partnerships with
the business community, associations, consultants, and other
stakeholders to enhance external support and advance the
implementation of lean tools and enterprises in state government.
h. Lead relations with the general assembly and staff to
build support for and understanding of lean work in state government.
Section History: Recent Form
2009 Acts, ch 13, §1