19 o Preparing documentation too far in advance o Printing too much o Too much unbilled prep time o Too many communications * Waiting and delays o Unable to get the right people to meetings o Waiting for information from external/internal parties o Slow IT systems o Unproductive environments * Non-utilised talent o Partners completing work which should be done by others at a lesser cost o Using Associates and Executives to do high‐ value work through structure * Transportation o Sending printed documents when electronic will do o Billing manually and through print when electronic is desired or acceptable o Too many manual or electronic touchpoints How does Lean deliver improvements? Lean uses the acronym DMAIC to structure improvement, generally continuous improvement, which is essential for a law firm today. DMAIC is always applied in the order below and stands for: * Define o Identify the business/process issue o Record the requirements of the client and the firm o Finalise the project focus o Define the project scope * Measure o Collect the required business data o Determine the performance of the process o Clarify the business opportunity o Identify quick wins where possible * Analyse o Undertake root cause analysis o Quantify the opportunity for gain o Prioritise root cases * Inventory/WIP o Matters sat in dispute o Too much unused stationery sat on desks o Unanswered voicemails and emails o Too many printers, servers or other IT systems * Improve o Understand and develop potential solutions o Develop and select evaluation method and criteria o Evaluate risks o Optimise solution * Motion of people o Poor workflows (manual and IT) o Poor placement of physical resources o Too much travel * Control o Monitor and adjust o Ensure desired gains are delivered and sustained o Standardise gains through standardisation * Extra processing o Too many authorisations o Too much research o Too many manual interventions Now if the potential here does not excite you then you may be in trouble. If you also think you are already all over these elements, then I can almost guarantee that you won't be. There is always room for improvement but it's about prioritisation. Prioritising which improvements will deliver the greatest gain for the firm and, ultimately, the client. I'm a big believer in win-win relationships, the client must be your partner, not simply a bill payer. An Educational And Informational Resource For Legal Administrators