
Lean Six Sigma for Law, Second Edition
Published: 2025
Pages: 307
eBook: 9781837230815
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 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.
Table of Contents
Cover | Cover | |
---|---|---|
Title Page | i | |
Copyright | ii | |
Contents | iii | |
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® | 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 | |
Knowledge management | 299 | |
Looking to the future | 300 | |
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 | |
About Globe Law and Business | 307 |
Catherine Alman MacDonagh is an award-winning lawyer entrepreneur who serves as a catalyst for growth, is driven to help people work even better together, and assists organizations in developing competitive advantages. She is known as a legal pioneer and for leveraging her experiences in law, including as a corporate counsel and law firm executive, to consistently innovate and launch first-to-market offerings to the legal industry.
A Legal Lean Sigma® Black Belt, certified Six Sigma Green Belt, and Accredited Partner of the Smart Collaboration Accelerator, Catherine is the CEO and a founder of the Legal Lean Sigma Institute, which remains the first and only company to provide process improvement and project management certifications, courses, and workshops designed specifically for law.
Catherine created Legal Lean Sigma® to bridge the concepts employed so successfully in manufacturing and other industries to practical and relevant applications to the unique aspects of the legal industry. She also invented both the multi award-winning Legal WorkOut®, a collaborative method of engaging in process improvement that delivers rapid results and harnesses the power of diverse, cross-functional teams, and Legal Lean Sigma Design Thinking™, an amalgamation of methodologies and tools that unleashes creativity and produces innovative products and approaches.
Catherine is an adjunct professor at Suffolk Law School where her PI/LPM course is a requirement of the Legal Innovation and Technology concentration. She is a frequent guest lecturer at other academic institutions and a highly rated keynote and presenter at industry events.
Catherine also offers coaching, training, and strategy consulting services through String of Pearls Companies, including FIRM Guidance Consulting, and Mocktails LLC, where she is the Chief Enthusiasm Officer and conducts business development programs with a completely novel and experiential approach to networking training for lawyers (and everyone else).
Catherine is also a co-founder of the Legal Sales and Service Organization, which has presented the annual RainDance Conference since its launch in 2003 as well as coveted sales and service awards in law.
A serial entrepreneur from her childhood days, she is an idea factory who thinks that curiosity, “trying things”, and resiliency are vital for transformation. They are also keys to becoming a learning organization and fostering a culture of continuous improvement. Her early experiences in improv, theater, and working as a summer camp counselor allowed her to develop unique skills that are invaluable in working with professionals, especially in a legal environment.
She is a member of the Association of Legal Administrators; she currently serves on the Professional Development Advisory Committee and, as a member of the Standards Review Committee, contributed to the development of the Uniform Process Based Management System’s standard code set. She has a long history of involvement with the Legal Marketing Association, which elected her to the Hall of Fame, serving on the International Board, Northeast Regional Board, LMA New England Chapter President for two terms, co-chair of the Education and Sponsor Relations Committees, Annual Conference Advisory Committee and on many task forces.
Catherine lives in Florida, USA. She enjoys spending time with her family (of two and four legs), friends, and smart, nice people. She is committed to volunteer work and is active in her community, serving as the first president of her community’s HOA. She is a volunteer Chef for Lasagna Love, which feeds people, spreads kindness, and strengthens communities. A suicide loss survivor, Catherine has a particular interest in removing the stigma around depression and in preventing suicide. Her work in this area includes more than five years of service on the American Foundation for Suicide Prevention Greater Boston Board.
Catherine is the author of Lean Six Sigma for Law Firms, and this, the second edition of that title. She has also co-authored and contributed to numerous other publications.