Now in a completely revised second edition, Lean Six Sigma for Law Firms offers in-depth strategic and tactical guidance on the application of Lean and Six Sigma in law firms, the different approaches firms are taking, where to get started, and case studies highlighting the success stories of those who have already implemented it.
The book defines Lean and Six Sigma as they relate to the legal profession, highlights the interdependent relationships between Lean, Six Sigma and Project Management, and demonstrates the different ways in which Lean and Six Sigma may be employed in law firms.
The title features contributions, case studies, and insight from leading law firms, corporate counsel, and a wide range of internationally renowned experts on legal process improvement and project management.
Rezensionen / Stimmen
"Lean Six Sigma for Law, Second Edition" by Catherine Alman MacDonagh JD is even more relevant today than when its First Edition was released a decade ago. The now updated, groundbreaking resource succinctly explains how to design and implement proven process improvement methodologies into law practice and astutely tackles arguably the biggest hurdle to such an undertaking - the change management problem in law. In the AI Era, legal practitioners will face increasing pressure to achieve operational excellence in delivering legal services while also still producing superb results for clients. Readers will find a roadmap, precedent, and practical strategies for fostering a culture of Continuous Improvement - the quintessential ingredient for operational excellence in professional services. Professor MacDonagh's work is now, more than ever, an essential reference for legal practitioners and knowledge management/innovation professionals alike. -- Scott R. Jablonski Describing many of the hurdles to simply getting on with the activities of lawyering, MacDonagh explores pinch-points in process terms and illustrates approaches to their deconstruction, streamlining and improvement. -- Tom Proverbs-Garbett
Auflage
Sprache
Verlagsort
Zielgruppe
Editions-Typ
Produkt-Hinweis
Broschur/Paperback
Klebebindung
Maße
Höhe: 234 mm
Breite: 156 mm
Dicke: 23 mm
Gewicht
ISBN-13
978-1-83723-079-2 (9781837230792)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Catherine Alman MacDonagh
Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
About the author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv
About the Legal Lean Sigma Institute . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxi
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xxiii
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .xxvii
Chapter 1: An introduction to Lean and Six Sigma for law (plus some project management) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
What is process improvement? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Process basics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Process measurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
What are Lean and Six Sigma? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Lean's eight kinds of waste . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Six Sigma - getting to error-free . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Mapping process improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Project management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
The art and science of legal process improvement . . . . . . . . . . . . . . . . . . . 18
Chapter 2: The five key principles of Lean Sigma . . . . . . . . . . . . . . . . . . . . . . 21
Maintaining the client's perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
1. Specify value in the eyes of the client . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
2. Reduce waste and variation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3. Make value flow at the pull of the client . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
4. Align and empower employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
5. Continuously improve in pursuit of perfection . . . . . . . . . . . . . . . . . . . . 25
The "laws" . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Applying the Lean Sigma principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Chapter 3: DMAIC - A data-driven, problem-solving framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Using DMAIC for projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Why DMAIC is effective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
The five steps of DMAIC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
The Kaizen approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
In DMAIC we trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Chapter 4: Additional process improvement methodologies . . . . . . . . . 53
DMADV . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Legal WorkOut (R) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Plan, Do, Check, Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
Pure technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
AI and the transformation of law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60
Business process redesign / reengineering . . . . . . . . . . . . . . . . . . . . . . . . . . . 62
Theory of Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64
5S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Gemba Walk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Chapter 5: Process improvement projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Process selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Case studies - intake . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
PI practitioners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78
PI project roles and responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Team success factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Chapter 6: Mastering key PI tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Project charters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Stakeholder analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
Process mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Chapter 7: The case for process improvement . . . . . . . . . . . . . . . . . . . . . . . . . 95
Most processes fall short of their potential . . . . . . . . . . . . . . . . . . . . . . . . . . 95
The profession is a business, and it has changed . . . . . . . . . . . . . . . . . . . . . 96
The risks are greater than the challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99
Gaining buy-in for process improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Linking quality and performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Understanding changing client expectations . . . . . . . . . . . . . . . . . . . . . . . . 104
People and competitive advantages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
Clients expect efficient processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107
The pressure to deliver value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110
Uptake of Lean Six Sigma in law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Chapter 8: Assessing organizational readiness and change management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117
The P+ Ecosystem, Continuum, and Scorecard . . . . . . . . . . . . . . . . . . . . . . . 118
Assessing operational excellence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 123
What is change management? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
The five critical questions for addressing change . . . . . . . . . . . . . . . . . . . . 126
Change management models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127
Integrating change management and Lean Six Sigma . . . . . . . . . . . . . . . 131
Change strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131
Chapter 9: Getting started and structuring for success . . . . . . . . . . . . . . . 135
Develop skills and learn a common language . . . . . . . . . . . . . . . . . . . . . . . . 137
Process architecture - a systematic approach . . . . . . . . . . . . . . . . . . . . . . . . 139
Process improvement program steering committee . . . . . . . . . . . . . . . . . 142
Demonstration projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
Align with clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145
Use precedent - learn from others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Chapter 10: Seizing opportunistic approaches for improvements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Pain points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154
Don't let a good crisis go to waste . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156
People first - talent, DEIA, and generational challenges . . . . . . . . . . . . . . 157
Mergers and acquisitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
Capturing effort - time-keeping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
Chapter 11: Process improvement, pricing, and procurement . . . . . . . . 175
Pricing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
Procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
Chapter 12: Strategic, systematic, and structured approaches . . . . . . . . 193
Learning from other industries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
Early adopters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
Law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
Chapter 13: Case studies and success stories . . . . . . . . . . . . . . . . . . . . . . . . . . . 229
Legal departments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 230
Legal aid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 232
Law firms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 233
Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 243
Military . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
Chapter 14: Using process improvement to collaborate with clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255
Success stories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 257
Collaborating to improve processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 266
A collaborative approach to process improvement . . . . . . . . . . . . . . . . . . 272
Chapter 15: Creating a culture of continuous improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281
Why being a human in the workplace is hard . . . . . . . . . . . . . . . . . . . . . . . . 283
Approaches to process improvement in law . . . . . . . . . . . . . . . . . . . . . . . . . 288
Legal Lean Sigma training for continuous improvement - methods and qualifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 291
Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 296
Knowledge management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 299
Looking to the future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 300
About Globe Law and Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 307
