This video from the Idaho Transportation Department describes an innovative signal light best practice that allows practitioners to maintain and repair signal lights efficiently.

As part of a series of videos on ITD's Best of the Best program, this video provides an overview of the continuous improvement efforts undertaken at ITD. This video outlines goals, partnerships, and innovative practices at ITD.

This video covers the ITD Best of the Best Awards in 2016, including information on the winners and improvements to the program itself, which encourages continuous improvement. The categories in which an award may be received for an innovative solution are safety, customer service, economic opportunity, cost savings, mobility, time savings, and employee development.

This state-specific webpage provides an overview of Missouri DOT's Innovations Challenge program. The program challenges Missouri DOT employees to create innovative solutions and shares best practices as part of a continuous improvement effort. The site includes links to best practices in projects and productivity, and categories such as bridge maintenance, preventative maintenance, and winter operations, as well as videos from the program's annual showcase event.

This state-specific webpage communicates ongoing process improvement efforts at Colorado DOT. This continuous improvement webpage outlines strategies, active process improvement efforts, everyday ideas for a lean management approach, tools, and additional resources.

State DOTs rely on the skills and experience of their workforces to plan, fund, design, construct and maintain multi-modal transportation systems. Knowledge about what to do, when and how to do it, AND what not to do is critical to success – and much of this knowledge resides only in the heads of employees, especially the most experienced employees. This guide was developed because KM offers promising solutions to DOT challenges, yet relatively few DOTs have implemented agency-wide approaches to KM.

This synthesis report addresses challenges and related to establishing and strengthening state DOT training, development, and education programs. The report presents a literature review and survey of 24 states, supplemented by interviews.

In June 2000, TRB sponsored a workshop for state DOT CEOs to provide a forum for peer-to-peer discussion of experience in managing internal and external change. Transportation Research Circular 501, Strategic Management Research Needs for State Departments of Transportation (December 2000), documented the activity. Many CEOs who attended the workshop subsequently commented on the positive experience they had, being able to learn about national trends and exchange ideas with their peers on changes affecting and being initiated in their organizations. Consequently, other NCHRP projects have enabled similar exchanges in more recent years: a second workshop in May, 2003 (NCHRP Project 20-24(29)), a research riew on CEO Engagement Options initiated in 2004, and the State DOT Leadership Forum—2006 (NCHRP Project 20-24(51)).

The 2009 forum built on several recent NCHRP projects in the 20-24 series that have developed guiding principles for establishing comparative performance measures and case-study examples of willing DOTs working together to establish such measures in key strategic management areas relevant to many DOTs. These measures are used for identifying best management practices and lessons learned that may then be shared among all agencies. In 2007, AASHTO’s Performance Based Highway Program Task Force presented to the Congressionally-mandated National Surface Transportation Policy and Revenue Study Commission examples of performance management to indicate how state DOTs can refine current performance-based management approaches to support an effective nationwide program in preparation for the next transportation funding reauthorization. Performance-based program management was the topic focus of the 2009 DOT CEO Management Forum.

The objective of this research project was to plan, organize, and hold a DOT CEO Management Forum in 2009. The forum followed the model represented by earlier forums, entailing an initial review of literature, current research, and recent state DOT experience on performance-based program management and a survey DOT CEO’s on the major issues and concerns surrounding this topic and its relationship to legislative program and policy development and management, particularly as applicable to federal-aid programs. A white paper was prepared to inform and stimulate discussion among forum participants, focused particularly on practical experience with performance-based program management and issues agencies face in adopting this approach. The forum was held at the University of Minnesota in Spring 2009.

This guide provides informational support for organization leaders who seek to create a culture of continuous improvement. It focuses on leadership behaviors and methodologies that are targeted to empower every employee in a business.

This toolkit is aimed to help organizations in the Highway Agency's supply chain to determine the extent to which they have transformed themselves to adopt Lean principles in line with the Agency.

This collection of documents focuses on the Wisconsin DOT's five main goals and additional performance measures for the MAPSS Performance Improvement Program. The five goals include: mobility, accountability, preservation, safety, and service.

This report provides an overview and the updated results of the Oversize / Overweight Permits Process Improvement Project. The project results have been continuously updated and includes a new, state-of-the-art permitting system that provides self-issued permits for some customers.

This collection of documents includes the Lean project results for every project within the Wisconsin DOT Government Initiative. The topic areas of the projects include mobility, accountability, preservation, safety, and service.

The objective of this “Raising the Bar” document is to highlight some of the lean tools and techniques, which demonstrate a positive impact on Health, Safety and Well-being.

This article provides insight into New Brunswick's successful Continuous Improvement initiative through four key elements. These elements include: build employee-driven CI into Core Management System; take full advantage of financial crises; conduct a measured rollout; use multiple methods to get at the different types of problems.

This document provides a comprehensive list of Continuous Improvement tools. It can be used as a quick reference on various CI tools and how to use them.

This document consists of descriptions of various process improvement measurement tools and when to use them.

This guide provides informational support to assist agencies planning and supporting a Change Initiative project. It includes the required roles and responsibilities, list of project types, guidance for the tollgate process, conditions for a successful Change Initiative.

This collection of documents includes an introduction and CIRIA guides for sustainability, Benefits Realization Management, construction and BIM, selecting a Lean consultant, and for client organizations.

This collection of resources informs, guides, and documents how Highways England organizations use Lean management principles to eliminate inefficiency.

This guide provides organizations in the Highways England supply chain with guidance on practical strategies for implementing Lean visual management in their projects.

This strategy plan describes how Highway England plans to use Lean methods to deliver their Road Investment Strategy efficiently in addition to improving customer service safely.

This guidance explains the concepts supporting the Collaborative Planning System, a lean methodology comprising a series of tools, approaches and processes. The Collaborative Planning System incorporates production control, collaborative mapping, and process improvement. This guide is intended for transportation practitioners who already have an understanding of basic lean principles and wish to implement the Collaborative Planning System in their organization.

This guide provides informational support for organizations in the Highways England supply chain to determine the extent to which they have adopted Lean principles.

This guide captures benefits accruing from the use of Lean techniques and methods in Lean Improvement Projects in the HA Supply Chain.

This starter kit provides guidance and background information for government agencies on how to use Lean methods to reduce waste in agency processes. It also includes a bibliography of Lean References and additional resources, tools, and templates that support Lean implementation efforts.

This guide is intended to assist environmental agencies better understand the Lean methods and the correct usage of each method. It focuses on Lean production, an organizational improvement philosophy that allows agencies to reduce waste in government processes.

This guide provides informational support for government agencies' implementation of Lean and Six Sigma, two methods for improving an agency's organizational performance. It includes extensive metrics experience from the U.S. Environmental Protection Agency, state environmental agencies, and other federal agencies.

The presentation STIC, Every Day Counts and Innovation from the Colorado Department of Transportation, describes the Colorado State Transportation Innovation Council's Every Day Counts program. The presentation also introduces its RoadX program intended to reduce congestion, improve safety, and increase mobility.

The presentation Lean California White Belt Training from the California Government Operations, introduces the origins of Lean and identifies Lean tools and principles to improve customer service, value and outputs. This presentation also provides strategies for implementing Lean principles for a sustainable workplace.

The report Cutting Red Tape in Colorado State Government Pits and Peeves 2.0 – Progress in Motion Report from the Colorado State Government, provides an update on Lean efforts with the focus to reduce regulatory burdens and cut red tape. Some Department of Transportation achievements are described, including savings on work with Right of Way and savings from going paperless in the Maintenance Training Academy.

A document summarizing a number of Lean initiatives undertaken by the Connecticut Department of Transportation. The individual summaries address the challenges, the initiatives, and the impacts observed and/or measured.

A compilation of Wisconsin DOT resources on Lean and related topics.

This article discusses the Hoshin Kanri method for strategic planning in organizations. It includes a step-by-step framework that guides users to create 3-5 year goals and strategies with this method.

This presentation from the February 2017 Transportation Lean Forum includes detailed presentations from the Vermont Agency of Transportation, Delaware DOT and Lean Interchange.

This presentation from the December 2016 Lean Forum includes detailed presentations from the Idaho Transportation Department, Saskatchewan Ministry of Highways and Infrastructure, and SCOPM Business Meeting Organizational Excellence Task Force Update.

This presentation from the October 2016 Lean Forum includes specific presentations from the State of Illinois, New Brunswick DOT and Infrastructure, Colorado DOT, and SCOPM Organizational Excellence Task Force.

This presentation from the September 2016 Transportation Lean Forum includes detailed presentations on Lean Transformation, Organizational Excellence Task Force, Bureau of Innovations, and Lean Interchange forum updates.

This presentation from the January 2016 Lean Forum includes detailed presentations from the California DOT, Idaho DOT, and Lean Interchange updates. It also includes the January Newsletter and information about the March Forum.

This presentation from the November 2015 Lean Forum includes detailed presentations from the Vermont Agency of Transportation and the Texas DOT. It also includes the December Newsletter, planning information for the January and March Forum, and Lean Interchange Updates.

This presentation from the September 2015 Lean Forum includes detailed presentations from Lean in the Netherlands, Lean British Columbia, and AASHTO SCOPM Organizational Excellence Task Force.

This presentation from the 2015 July Lean Forum includes detailed presentations from the Tennessee DOT, Wisconsin DOT, and Missouri DOT. The topics discussed were the LEAN Experience, Using Lean Six Sigma & Kepner-Tregoe, and Innovations Challenge.

This presentation from the May 2015 Lean Forum includes a detailed presentation from the Nevada DOT on "Grassroots" Process Improvement.

This presentation from the March 2015 Lean Forum includes detailed presentations from the Tennessee DOT and Texas DOT.

This presentation from the January 2015 Lean Forum includes a detailed presentation on Lean of Transport Canada and a brief section on change of management at the Colorado DOT.

This presentation from the October 2014 Lean Forum includes detailed presentations on Lean at the New Hampshire DOT and Metrics and Measurement.

This presentation from the August 2014 Lean Forum includes detailed presentations on Lean at the DOT in New Brunswick and Lean at ConnDOT.

This presentation from the May 2014 Lean Forum includes a detailed presentation on Lean at the Minnesota DOT and information on process improvement interns.

This presentation from the February 2014 Lean Forum includes detailed presentations from the Ohio DOT, North Carolina DOT, ASQ Government Division. It also provides an update on the Consortium for Lean in State/Provincial Governments.

This tool provides information and guidance on the Define, Measure, Analyze, Improve and Control methodology. This methodology assists lean project teams' activities by identifying and eliminating variation in a process.

This tool is a checklist for the major elements needed to implement a successful Lean Rapid Improvement Event.

This LeanOhio toolkit includes detailed descriptions of common tools that yield significant improvements in an agency's workplace. The tools include Continuous Improvement, Lean, and Six Sigma methodologies.

This video serves as a Lean Tool and shows the IDEO Shopping Cart Project's DeepDive methodology in practice.

This exercise was originally created by the Minnesota Office of Continuous Improvement as a standard work tool for Lean methodology.

This tool provides guidance for the 6S method that is crucial to the Lean approach. It includes evaluations, checklists, and tips for successful implementation of the 6S method.

This summary addresses the reference "Extreme Government Makeover: Increasing our Capacity to Do More Good", which discusses the lack of capacity with government agencies and how to improve this dilemma.

This tool provides status updates for Colorado DOT's larger improvement projects as of March 2015. These projects are all cross-functional and strive to make Colorado DOT's services more efficient and effective.

This webpage provides two summaries of results from Colorado DOT's improvement efforts in 2013.

This webpage provides information about Colorado DOT's full incorporation of Lean principles into its Department of Regulatory Agencies.

This tool provides all of the Colorado DOT's Lean Everyday Ideas from 2012 to present. These Everyday Ideas are front-line improvements that Colorado DOT has implemented with Lean methodology.

This webpage summarizes the reference "We Don't Make Widgets" that discusses the three major myths that inhibit government agencies from continuous improvement.

This tool provides a template and guidelines for a Lean Project Charter.

This tool includes a recorded webcast and slides originally presented by LeanOhio on the state's continuous improvement efforts.

This presentation provides all the information and tools a facilitator needs for a kaizen. It includes an introduction to continuous improvement concepts for team members, project and event agendas, and help with report out slides.

This video provides a first-year progress report on Minnesota's DOT WIG program; a program that prioritizes public fees and taxes to be used for maximum effect and value. It also provides insight on the four project teams and the four disciplines of execution of the WIG program.