Peer to Peer Magazine

WWW.ILTANET.ORG 85 for what a future, ideal state could look like. We'll use some other tools from Six Sigma such as the group cause analysis tool, and, throughout, we're looking at mechanisms to help control the process. The tools we use most frequently for process mapping depend on the complexity of the engagement and whether we're remote or on location. We might use large customized Post-It notes or a Visio add-on called TaskMap, which allows us to dynamically link checklist templates to specific tasks. We can record how long the task should take, who should do the particular task, and, using TaskMap, we can convert that to a project plan in Microsoft Project. To take things to the next level, one of the other tools we use is Seytmap, which is a way to bring our process maps to life with workflow, making sure we're serving up tasks to the right people at the right time with all the job aids and materials needed to complete a task efficiently and effectively. It also allows us to build in controls for quality and risk mitigation. When we think about process mapping — and we've done hundreds of process maps internally, jointly with clients and now solely with clients — it's one of the tools we use for scoping budget, looking for value- add/non-value-add tasks. The technology tool we use most often would be our TaskMap tool. What were some of the challenges in starting SeyfarthLean Consulting? Kim: The biggest challenge has been keeping up with the enthusiasm and demand. The consulting service has been received well internally by our attorneys and, more important, is getting a great reaction from clients. While we consider our team strong change agents, this transition is creating a company from within a law firm. This is a bold move without an exact model or lessons learned to guide us. We've had to redefine our processes, which has required enormous flexibility, patience and creativity to successfully move us into this new endeavor. Andrew: We started off as a cost center but then turned into a value center. We were a part of the client dialogue and the client experience for Seyfarth's clients. Becoming a revenue center is challenging, and different parties can have different expectations. It's a change we're excited about, but, as Kim mentioned, change is hard — even for those of us who are always trying to lead the way. What were some of the pleasant surprises you encountered during the startup? Andrew: For me, it was how easily clients took to the idea. We haven't done a huge marketing blitz or PR campaign around everything; we just wanted to let people know that the change had occurred and that we're getting our legs under us. Even without banging our drums too hard, we've had a lot of interest from clients, and from that we've been able to create dialogues about their problems and what they'd like to see. Kim: Clients look to us as experienced in change management, and that's wonderful. They're confident that if we could influence and change the behaviors within a law firm we can surely help their team of five or 20 since it's a much less sizable initiative to take on. They know we've gone through some of their struggles and can leverage those lessons learned in our work. LEADING THE WAY SeyfarthLean Consulting continues their tradition of leading the way for legal process improvement. By applying established methods for process improvement and breaking new ground to meet overwhelming client demands for legal project management, SeyfarthLean Consulting is setting the standard for innovation in technology solutions, data solutions and efficiently producing the highest quality legal services for their clients. Andrew Baker Andrew Baker is the Global Director of Legal Product and Technology for SeyfarthLean Consulting. Andrew is focused on enhancing the delivery of legal services through the use of technology, knowledge management, process improvement, business analysis and project management. As an attorney and a technologist, he regularly provides technology consultation to clients and Seyfarth Shaw attorneys. Andrew is a proven innovator and has overseen the completion of dozens of complex legal technology projects. Contact him at abaker@seyfarth.com. Kim Craig Kim Craig, PMP is the Global Director of Legal Process Improvement for SeyfarthLean Consulting. She leads one of the industry's largest teams of legal project managers and process improvement consultants. These professionals help innovate business solutions by applying their expertise in process improvement and change management. Kim also provides consultation to in-house legal teams and Seyfarth Shaw attorneys to improve the practice of law. Contact her at kcraig@seyfarth.com. LISTEN TO THE RECORDED INTERVIEW ONLINE: www.iltanet.org/podcasts

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