The Legal Process Improvement Toolkit

Understand and use LPI as a critical tool to deliver enhanced legal services

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Description

Some form of consistent process underpins ALL legal work. Without it, law firms simply could not sustain growth or profits.

Forward-thinking firms are turning to legal process improvement (LPI) to define, document and optimise their processes, to drive efficiency and deliver superior value to their clients.

And so can you! Like to know how?  

Managing Partner’s Legal Process Improvement Toolkit provides a practical introduction for firms looking to understand and use LPI as a critical tool to deliver enhanced services.

It looks at the evolution of LPI, how it fits into the changing legal sector and the impact that new technologies and business models have on legal processes.

Using practical examples the report then provides a 12 tool starter kit outlining the primary methodologies for delivering process improvement within your own firm. These include how to:

  • Build a simple process map of your organisation;
  • Follow a structured approach to identify critical legal business processes;Use models to assess process maturity;
  • Plan a process maturity action programme;
  • Organise and manage process improvement initiatives;
  • Use Six Sigma to improve the quality of your process outputs;
  • Effectively document and map your processes;Analyse the potential causes and effects of process problems;
  • Deliver process efficiencies using lean principles;
  • Implement process principles of 5S;
  • Capture and use VOC (voice of the client) data; and 
  • Implement LPI as a fundamental component of a successful legal project management programme.

Real-world case studies provide vital insight into the ground-breaking strategies of leading law firms that will prove invaluable when scoping and beginning your own LPI initiative. These include:  

  • Berwin Leighton Paisner LLP and Thames Water – Designing the managed legal service;
  • Linklaters and Metastorm BPM – Automating the ‘paper job bag’;
  • Novus Law LLC – Bringing world class process excellence to big ticket litigation;
  • Seyfarth Shaw LLP – Lean in action;
  • Integreon Managed Services – Tripartite process innovation in action;
  • Epiq Systems Ltd – Reinventing the ‘where’ of e-discovery.

 

Contents

Chapter 1: Before the tipping point

Chapter 2: Law firm clients drive change

Chapter 3: Technology finally shifts working practices

Chapter 4: Collective process improvement transforms three legal markets

Chapter 5: The internet disrupts the legal market

Chapter 6: 2012 and beyond – Process experts acquire law firms

Tool 1: Building a simple process map of your organisation

Tool 2: Identify business-critical processes

Tool 3: Assess process maturity

Tool 4: Planning a process maturity action programme

Tool 5: Organising process improvement initiatives

Tool 6: Six Sigma DMAIC

Tool 7: Process documentation and mapping

Tool 8: Cause and effect analysis

Tool 9: Lean

Tool 10: 5S

Tool 11: Voice of the client

Tool 12: LPM process improvement phase

Case study 1: Novus Law LLC – Bringing world class process excellence to big ticket litigation

Case study 2: Seyfarth Shaw LLP – Lean in action

Case study 3: Integreon Managed Services – Tripartite process innovation in action

Case study 4: Berwin Leighton Paisner LLP and Thames Water – Designing Managed Legal Service

Case study 5: Epiq Systems Ltd – Reinventing the ‘where’ of e-discovery

Case study 6: Linklaters LLP and Metastorm BPM – Automating the ‘paper job bag’

Check our Executive Summary and full table of contents here

Authors

Chris Bull
Chris Bull is a founding Executive Director of professional services consultancy Kingsmead Square.

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