Senate File 98 - Reprinted
SENATE FILE
BY COMMITTEE ON STATE
GOVERNMENT
(SUCCESSOR TO SSB 1060)
Passed Senate, Date Passed House, Date
Vote: Ayes Nays Vote: Ayes Nays
Approved
A BILL FOR
1 An Act establishing a lean enterprise office within the
2 department of management.
3 BE IT ENACTED BY THE GENERAL ASSEMBLY OF THE STATE OF IOWA:
4 SF 98
5 ec/rj/jh/26
PAG LIN
1 1 Section 1. NEW SECTION. 8.70 LEAN ENTERPRISE OFFICE.
1 2 1. For purposes of this section, "lean" means a
1 3 business=oriented system for organizing and managing product
1 4 development, operations, suppliers, and customer relations to
1 5 create precise customer value, expressed as providing goods
1 6 and services with higher quality and fewer defects and errors,
1 7 with less human effort, less space, less capital, and less
1 8 time than more traditional systems.
1 9 2. The office of lean enterprise is established in the
1 10 department of management. The function of the office is to
1 11 ensure implementation of lean tools and enterprises as a
1 12 component of a performance management system for all executive
1 13 branch agencies. Staffing for the office of lean enterprise
1 14 shall be provided by an administrator appointed by the
1 15 director of the department of management.
1 16 3. The duties of the office of lean enterprise may include
1 17 the following:
1 18 a. Create strategic and tactical approaches for lean
1 19 implementation, including integration into state governance
1 20 and operational systems.
1 21 b. Lead and develop state government's capacity to
1 22 implement lean tools and enterprises, including design and
1 23 development of instructional materials as needed with the goal
1 24 of integrating continuous improvement into the organizational
1 25 culture.
1 26 c. (1) Create demand for lean tools and enterprises in
1 27 departments.
1 28 (2) Communicate with agency directors, boards,
1 29 commissions, and senior management to create interest and
1 30 organizational will to implement lean tools and enterprises to
1 31 improve agency results.
1 32 (3) Provide direction and advice to department heads and
1 33 senior management to plan and implement departmental lean
1 34 programs.
1 35 (4) Direct and review plans for leadership and assist with
2 1 the selection of process improvement projects of key
2 2 importance to agency goals, programs, and missions.
2 3 d. (1) Identify and assist departments in identifying
2 4 potential lean projects.
2 5 (2) Continuously evaluate organizational performance in
2 6 meeting objectives, identify and structure the direction the
2 7 lean implementation should take to provide greatest
2 8 effectiveness, and justify critical and far=reaching changes.
2 9 e. (1) Lead the collection and reporting of data and
2 10 learning related to lean accomplishments.
2 11 (2) Widely disseminate lean results and learning with
2 12 Iowans, stakeholders, and other members of the public to
2 13 demonstrate the benefits and return on investment.
2 14 f. (1) Evaluate the effect of unforeseen developments on
2 15 plans and programs and present to agency directors, boards,
2 16 commissions, and senior management suggested changes in
2 17 overall direction.
2 18 (2) Provide input related to proposals regarding new or
2 19 revised legislation, regulations, and related changes which
2 20 have a direct impact over the implementation.
2 21 g. Lead the development of alliances and partnerships with
2 22 the business community, associations, consultants, and other
2 23 stakeholders to enhance external support and advance the
2 24 implementation of lean tools and enterprises in state
2 25 government.
2 26 h. Lead relations with the general assembly and staff to
2 27 build support for and understanding of lean work in state
2 28 government.
2 29 SF 98
2 30 ec/rj/jh/26