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YOUR IDEAS ARE FLYING HIGH!. Rapid Process Improvement Lean Overview & Airplane Simulation. Office of Child Support Services. OCSS Rapid Process Improvement. OBJECTIVE: - PowerPoint PPT Presentation
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YOUR IDEAS ARE FLYING HIGH!
Rapid Process Improvement
Lean Overview &Airplane Simulation
Office of Child Support Services
OCSS Rapid Process Improvement
OBJECTIVE:
To transform our operations to offer Faster, Friendlier and Easier services to our customers by developing a customer focused culture of continuous improvement.
OCSS Customer Service Initiative
• Governor’s commission for Georgia to become best managed state in the nation
• Customer Service Task Force created Jan 2005• Customer Service Task Force Recommendations• “Team Georgia…Ready to Serve”• Governor’s Office of Customer Service• DHR commitment “Faster , Friendlier, Easier
Services”
CS Task Force Recommendations
• Develop a “Customer Focused” culture• Imbed a process improvement methodology to
speed up service delivery• Improve performance of existing call centers• Create a GIC-General Information Center as the
single point of access for state services• All recommendations are approved by the Governor
OCSS Rapid Process Improvement
• What is Lean Management? • What is Rapid Process Improvement?• What is Value Stream Mapping? • Why is OCSS implementing this methodology?• How does RPI impact OCSS? • What is the goal?
Rapid Process Improvement Defined
• “Lean Management methodology better known as “Rapid Process Improvement”
• Tool used to develop an environment of continuous improvement
• Fundamentally, a common sense approach to process improvement
• SME… Subject matter experts• Focus is to increase “Value-Added” activities for the
customer• Strategy to decrease time between Application and
delivery of services requested
Learning Objectives
• Learn techniques to improve OCSS processes• Learn how to identify waste• Identify how “waste reduction” impacts:
– Productivity– Quality of Services– Customer Satisfaction– Employee Satisfaction
• “Value-Added” activities –vs- “Non Value-Added” activities
Value Stream Map
• It is a set of all required actions to deliver a product or service
• It identifies where our operation currently stands
• It identifies the entire value stream for each product or service
• It identifies the value added and non-value added waste activities
OCSS Macon Value Stream Map
• Establishment– Cycle Time = 4.85 Hours– Process Time = 119 Days
• Enforcement– Cycle Time = 1.08 Hours– Process Time = 126 Days
Value Added –vs- Non Value Added Activities
“Value-Added” Activities– Transform materials to
product– Meets customer
expectations– Customers would pay for
it!
“Non Value-Added” Activities– Do not add value– Are not necessary– Should be Eliminated,
Simplified, Reduced or Integrated
Product Leadtime
95% 5%
Traditional Focus
Lean Focus
Value Adding activitiesNon-Value Adding activities
Typical Office
Eight Types of Waste
• Batching• Bottlenecks • Rework• Inventory • Waiting• Extra processing • Motion of people, machines• Unused employees ideas
Example of Waste
Example of Batching In OCSS
Lean Management Tools
• 5 S• Layout / Flow• Batch Size Reduction
5 S
• Sort• Set in Order• Shine• Standardize• Sustain
• Removes safety hazards
• Eliminates waste caused by disorder
• Increases employee morale and pride
• Impresses current &/or potential customers
Benefits of 5S
Visual Controls / Monitoring / Reporting
• Simple visual signals• Efficient • Self-regulating• Worker managed• Simple reporting process• Accountability…“What gets measured gets
done”• Positive Thinking…yields…Positive Results
Example of Visual Signal
RPI Events
• Same Day Service - Carrollton• Early Intervention - Dallas• Locate - Albany• Legal - Americus• Fatherhood Program- FH staff – Atlanta• All events - Dahlonega &
Waycross
Why Implement Rapid Process Improvement?
• Develops environment of “Continuous Improvement”• Increases productivity • Drives and supports standardization and uniformity • Improves quality of customer service provided• Makes “Management by Walking Around” more
effective • Builds trust • Improves Training and office performance • Encourages more “Lean Thinking” among employees• Promotes team environments
Management Ownership and Support
• Managers roles change to Leaders• Employees roles change to Subject Matter
Experts• This is a partnership and not a “Special
Project”• This is NOT a competing priority.. But the
means to the end result”• RPI requires discipline• Senior Leadership Team is committed to RPI • Avoids “yet another program syndrome”
Summary
• Continuous Improvement Environment • Increase Office Performance• Teamwork• Managers vs. Leaders • Improves quality of service
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