0:05 – Michael Gibeault

Welcome to TCDI Talks. I’m Michael Gibeault, your host, and TCDI Talks is where we spotlight people and ideas driving innovation in legal services and technology. So, today joining me is Geoff McPherson, TCDI’s Chief Operating Officer.

Geoff is not only a seasoned operations leader but also a Lean Six Sigma Master Blackbelt. He’s the architect behind TCDI’s Defensible Process Management program. Geoff is very passionate about proactively building better systems and outcomes for our clients.

So, Geoff, you wrote a blog and white paper that explores how Lean Six Sigma is transforming the way legal departments operate, helping them stay efficient, agile — future-ready, if you will. And we’re thrilled to dive into that topic today, so welcome, Geoff.

1:00 – Geoff McPherson

Thank you, Michael.

1:01 – Michael Gibeault

So, before we get too far into the topic today, would you mind, Geoff, sharing what Lean Six Sigma is for those who aren’t familiar with it?

1:11 – Geoff McPherson

Sure. Lean Six Sigma is a methodology that combines two powerful approaches:

• The first is “lean.” Lean has deep origins within Toyota manufacturing, and that focuses in on eliminating waste and improving process flow.
• The second one is “Six Sigma.” Developed by Motorola back in the 80’s, it targets eliminating or reducing variation and defects.

And so, by combining these two approaches, you create a continuous process improvement methodology that drives both process velocity and quality.

1:45 – Michael Gibeault

Geoff, TCDI has embedded Lean Six Sigma into its culture. How did that journey start? And what does it look like in day-to-day operations today?

1:55 – Geoff McPherson

Yeah, Michael, the journey started 13 years ago when the owners of the company were experiencing growing pains. They knew they needed a more process-centric culture.

They brought me in to head that effort through Lean Six Sigma training, implementation, and mentoring. Buy-in from the top is key for cultural immersion. Without that buy-in, Lean Six Sigma becomes something you do from time to time versus who you are as a company.

What does it look like in day-to-day operations? A company of empowered team members to make their work lives better.

We have 77 Lean Six Sigma trained team members. There’s 11 more finishing their yellow belt right now. That’s over 70% of the company trained at some level in Lean Six Sigma. We have ten black belts on staff, and that is rare for a company our size.

Our goal wasn’t to make a Lean Six Sigma department, or activity when a problem arises, but to create a workforce of Lean Six Sigma ambassadors.

2:54 – Michael Gibeault

Now, Geoff, legal departments are facing increasing pressure to do more with less. Why is Lean Six Sigma especially relevant right now?

3:04 – Geoff McPherson

Michael, that’s everyone’s own journey. For TCDI, Lean Six Sigma became relevant 13 years ago. For Motorola, it became relevant back in the 80’s. So, I guess it will be relevant to legal departments when they’re ready to make a substantial change for the better. I say no better time than the present.

3:23 – Michael Gibeault

In the article, Geoff, you stress that Lean Six Sigma is a mindset, not just a set of tools. Can you explain what you mean by that and how it applies to legal departments today?

3:35 – Geoff McPherson

Sure, Michael. I’ve worked at a lot of companies where employees had the “get your eight, and hit the gate” mentality. And then I’ve also worked in a lot of companies where management, you know, works the employees 11, 12, 13 hours a day until they burn out and quit.

When we think in terms of mindset, we think in terms of investment in people. We educate and empower everyone to show up and look for ways to make us better. You can teach the tools, but it’s a waste of time if you don’t use them.

As far as how it relates to legal departments, or any other department for that matter, empower your people to drive change through continuous process improvement, be it Lean Six Sigma or other similar methodologies.

4:19 – Michael Gibeault

So, let’s talk about legal teams. What are some common forms of legal waste, if you will, that Lean Six Sigma helps identify and eliminate?

4:30 – Geoff McPherson

Michael, legal waste is anything that consumes resources but doesn’t add value to the client. Errors and rework, underutilized talent, anything controllable that stalled the process. Lean Six Sigma helps teams pinpoint these inefficiencies, streamline workflows to reduce cost, and improve the turnaround.

4:51 – Michael Gibeault

Alright, you talk about standardizing and automating processes, Geoff. For legal [departments] that want to become more “lean,” which processes are usually the best candidates for improvement?

5:03 – Geoff McPherson

Out of gate: routine, high volume, repeatable processes are the best candidates for improvement.

Client onboarding, managing contracts, generating litigation related documents. They’re all great candidates for automation and streamlining to reduce variation and increase speed. Also, workflows with heavy document management, internal and external handovers —                         processes like that are also great starting points for standardization.

5:34 – Michael Gibeault

Well, along those same lines, many legal teams are also exploring AI. How does Lean Six Sigma help lay the groundwork for that kind of innovation?

5:45 – Geoff McPherson

Good question, Michael. Lean Six Sigma prepares the groundwork for AI by standardizing and cleaning up legal processes. A messy, inefficient process will only produce a chaotic, automated system. Lean defines and optimizes the workflow, and then the data driven nature of Six Sigma helps to identify the most impactful areas for the use of AI.

6:07 – Michael Gibeault

So, Geoff, in the article you talk about feedback loops. Can you share how feedback loops can lead to a significant performance plan?

6:15 – Geoff McPherson

Sure, Michael. Feedback loops keep you from going down the wrong path.

One of the core concepts of Lean Six Sigma is the VOC: the “voice of the customer.” So, if we can identify who the customers are, internal and external, and we understand what their critical to qualities are, and then we create feedback loops through our improvements, we can ensure we’re consistently meeting the critical to qualities of our internal and external customers.

6:44 – Michael Gibeault

So, Geoff, what are some of the biggest misconceptions legal teams have when they first hear about Lean Six Sigma?

6:52 – Geoff McPherson

It’s that:

• “It only applies to manufacturing.”
• “It’s too rigid for legal work.”
• “It will stifle creativity.”
• “It’s just focused on cost cutting rather than value.”

The list could go on, but that’s a good solid four. In reality, the methodology is adaptable to all service industries. It frees up time for more creativity by eliminating waste and focuses on delivering greater value to the client.

7:19 – Michael Gibeault

So, Geoff, what’s a good starting point for legal teams who want to achieve great results through process improvement but have never used this kind of approach before?

7:30 – Geoff McPherson

Yeah. Start small. Start small. Pick a high volume, low complexity process, and map it out. Free online mapping tools — Visio — you know, whatever you have. Whiteboard and whiteboard markers.

Start small. Pick a high volume, low complexity process, and map it out. Something like client onboarding or a common type of filing. Identify bottlenecks, error-prone tasks, and non-value-added steps within that process once it’s mapped out.

Once you’ve done that, then come back and apply the Lean Six Sigma principles to improve it. Starting here creates a small success that will build momentum for broader transformation.

8:14 – Michael Gibeault

So, how do you see Lean Six Sigma evolving in legal departments over the next, say, 3 to 5 years?

8:21 – Geoff McPherson

Michael, I see it becoming more embedded in legal operations, not just as a tool for efficiency, but as a strategic enabler for emerging technologies like AI and predictive analytics.

As I mentioned, a messy, inefficient process will only produce a chaotic automated system.

8:37 – Michael Gibeault

Geoff, you know, what excites you the most about the future intersection of lean thinking, legal technology, and innovation?

8:42 – Geof McPherson

Being part of it, Michael. You know, emerging technologies are forcing us to question the status quo. The status quo and how we’ve been approaching and doing work for the past few decades. We’re truly in an exciting and transformative time. And what excites me most is being part of it.

9:06 – Michael Gibeault

Well, Geoff, thanks for joining us today. And thank all of you for joining us on TCDI Talks.

If you’d like to learn more about how lean thinking can transform your legal department, check out Geoff’s article. We’ll have a link below this. And thanks for your time.

9:36 – Geoff McPherson

Thank you, Michael.