Yesterday's posting about the government's justice reform initiative yielded an email from one of the province's most innovative lawyers, my friend Chilwin Cheng, a founder of, among other things, FiredWithoutCause.com, FairDismissal.com, and most recently ContractTailor.com, all of which are examples of how technology is increasingly, and fundamentally, transforming access to justice. Reproduced below is a portion of Chilwin's note to me, which in turn includes links to some interesting work he and his colleagues are doing on how process reform methodology can improve justice system efficiency.
Recently, I began a series on how legal organizations can use concepts from Operations Research and Strategy to improve legal organization effectiveness and efficiency. We started our series with the concept of minimizing wait times, demonstrating how a law firm could double revenue capacity for a simple will offering by reorganizing the work process - without additional expenditure on marketing, staffing, etc. Further in the series, we will be exploring the role of geography and physical proximity, resource utilization, resource levelling, and other topics commonly debated in manufacturing research and applying them to legal organizations.
Here is a link to the first of the articles, an introduction to the Toyota Production System and our interpretation for law firms: http://wp.me/p20LW4-1s.
This is a link to our "minimizing wait time and shortening cycle time" article: http://wp.me/p20LW4-23
I thought that, if you had time, these short articles might prove useful (or at least interesting) to you or someone you know involved in the process.
These are genuine attempts at contributing to the conversation about how lawyers can lead a change within industry to serve clients and the public better. The vast majority of thinking around legal reform in the private bar is generally centered around alternative billing strategies and its consequences. In the public sector, stakeholder management seems to be a dominant theme. We firmly believe that the view of operations research can bring non-partisan and fresh thinking to our collective desire to reform the "System".
I am keen to speak with whomever will listen and be open to new ideas about how we can ensure that the system serves the public interest in an increasingly complex world.
Thank you for receiving this email, for your past interest and support for my work, and for conversations in the future.
Chilwin C. Cheng, LLB, MBA
Co-Founder and CEO