Lean Back Offices Project

Back Office Process“Key” Distribution Process at

WSU Engineering Business Office

Abishek Anand Shruti Baug

Joel Fortgang Kara Wandrie Parag Kapile

Engineering Business Office (EBO)• Key Distribution Process to give key to open

engineering rooms consists of 2 employees: 1. Kathryn- Primary contact with the system. 2.Eman- Student assistant. She is responsible for placing keys on and off the rack, maintaining inventory and filling in spreadsheets.• 10 keys are requested per week.• Heavy load during the commencement of

semester.

Purpose of the Project

• Kathryn who is the primary contact with the system has to spend too much time and too much effort on the system.

• The purpose of the project is find the root cause of the problem, find the appropriate solution for the problem and to make Kathryn work easy and efficient.

Flow Chart for “Key” Process

Process Overview

New Key Request• Completed Key Request Form is submitted to

EBO. (10 mins)• Information from the form is filled in the EBO

system, excel sheet and print out is taken and maintained in a file.(15 mins)

New Request cont..• Tag # is obtained by entering the room # from

the system. (2 mins)• Tag # is located in the key box.(10 mins)

New Key Request cont...

• Corresponding key from the Tag # is selected.• Key is put in the envelope.• Key # is filled in the form, and envelope is

stapled to the request form and passed to front desk. (5 mins)

• Customer is emailed to pick up the key.• Customer must show ID and sign request at

pick up.

Current State Value Stream MapSupplier/Customer

Receive Form Review One Card Information

Custom Software

Enter information into Software

Print Out Docs

Excel

Enter Key into Spreadsheet

Find Tag Take Key Return Tag Give Student Key File Paperwork

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Total Lead Time = 18600 Seconds

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KPI Metrics

• Labor time spent per key– Total labor hours spent per keys issued in a week

= Total # of minutes spent/ #of keys issued per week = 15 minutes (from Gemba walk)

• Average Lead time– Total time taken from the time student drops off

form until receiving the key – Measured in minutes– Average lead time is 28.5 minutes

KPI Metrics

• Average number of keys issued– Number of keys issued per week

= Total # of keys issued / # of weeks = 131/13 = 10

KPI Metrics

Key Request per week

Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 130

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• Takt time– Available time / Customer demand

= 40 hours / 10 keys per week = 4 hours per key per week

KPI Metrics

• Kathryn and Eman utilize a lot of time distributing, ordering keys, and entering data into system. This consumes a lot of time for personnel in the engineering office. Current labor time spent per key is 15 minutes and the desired labor time is under 6 minutes.

Problem Statement

● 5 Hypotheses○ The physical access to the keys is challenging.○ The record keeping takes up a lot of valuable time.○ Keys are not returned so new keys must continually be

made.○ Takes too long to procure keys for the students.○ Wayne States key ordering process takes too much effort.

Plan – 5 WhysWhy are Kathryn and Eman are spending to much of their day working on distributing keys?

● 5 Hypotheses○ The physical access to the keys is challenging.○ The record keeping takes up a lot of valuable time.○ Keys are not returned so new keys must continually be

made.○ Takes too long to procure keys for the students.○ Wayne States key ordering process takes too much effort.

● Evidence○ Value Stream: Record keeping is where most of the active

time is spent.● Controllable: No

Plan – 5 WhysWhy are Kathryn and Eman are spending to much of their day working on distributing keys?

● 4 Hypotheses○ The Paper work is not uniformed○ The recording system is convoluted○ Paper Binders are hard to work with○ Inaccurate Paper Work

Plan – 5 WhysWhy does the record keeping take so much time?

● 4 Hypotheses○ The Paper work is not uniformed○ The recording system is convoluted○ Paper Binders are hard to work with○ Inaccurate Paper Work

● Evidence○ Gemba Walk: Operators complain about software system

● Controllable: No

Plan – 5 WhysWhy does the record keeping take so much time?

● 3 Hypotheses○ There are multiple systems being used○ The excel spreadsheet is too complicated○ The software design is confusing

Plan – 5 WhysWhy is the recording system problematic?

● 3 Hypotheses○ There are multiple systems being used○ The excel spreadsheet is too complicated○ The software design is confusing

● Evidence○ Flow Chart-The same work is done three times

● Controllable - Yes

Plan – 5 WhysWhy is the recording system problematic?

Plan - 4S for Excess Time Consumption

Order

Skill Suppliers

SystemsSurrounding

s

Key manufacturer

Key delivery from the manufacturer

Unreadable Forms

Untrained Employee

Manpower Shortage

Software Duplication Software

Outdated

Sending Multiple Reminders/e-mails Concerned

customer not available

Disorganized key cabinet

Excess time consumption

Surrounding Suppliers

Systems

Delivering key without form

Customers Losing key

Customers returning key

Reordering new keys

Unassigned keysMismatch Keys

Untagged keys

Excess Cost

Plan- 3S for Excess Cost

Plan- Future State Value Stream MapSupplier/Customer


Check software for Tag # and if Key is

AvailableCustom Software

Enter User info into Software

Find Tag Take Key Return Tag Give Student Key

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Plan- Improvements in Future State• Eliminated 2 process steps• Added 2 levels of status communication• Lead time

– Current State = 28.5 minutes– Future State = 14.5 minutes

• Labor time– Current State = 15 minutes– Future State = 3 minutes

Plan – Design Decisions To MergeRecording Processes

• Decision Variable– Time to Process Key– Cost in dollars– Training Requirements– Support / Stability– Data Import / Initial Data Entry– Oversight

Plan – Design Alternatives

• One System– Paper Only– Excel Spreadsheet Only– Existing Custom Software– New Software

Plan – New Software Alternatives

• Custom - $ Unknown• Key Wizard- $1200

– http://www.keywizard.net/• Tracer 9 - $900

– https://www.dlaco.com/tracerxt/• Key Organizer - $600

– https://www.aidex-software.com/en/key-organizer/

Plan – Evaluation Matrix

Criteria WeightPaper System

Spread Sheet

Existing Software

Custom Software

Key Wizard Tracer 9

Key Organizer

Process Time 5 1 2 2 4 4 3 3

Cost in dollars 8 4 4 4 1 3 3 2

Training 1 2 2 1 4 3 3 3

Support / Stability 2 1 1 2 2 3 2 4

Import / Initial 3 2 2 4 4 2 2 2

Oversight 3 1 1 1 4 3 4 3

Totals 50 55 61 68 77 69 70

Do - Method for Small Scale Test

• Obtain Key Wizard Trial Version• Train Eman (Student Assistant) in Key Wizard• For One Week • Enter Data into Both System• Record Time for Each System

Check - Small Scale Test• Compare Average Times to Process for Existing• Evaluation Time Savings per Week• Compute New KPI

– Average Labor Time Per Key• Determine ROI on Key Wizard• Present Findings to Lara (Office Manager)• Lara Determines if Plan should be

implemented, or go back to plan

Act - Full Implementation• Determine Week of Low Key Demand from

Historic Data• Convert Existing Data into Key Wizard• Train Staff (Kathryn, Lara and Eman)• Begin Processing Keys

Expected Results• Key Process Labor Time Reduction from 15

minutes to under 6 minutes• Greater Long Term Stability of System• Better Oversight for Office Manager (Lara)

Review/Loop-Do we need to Keep going• Ongoing

– Review Key Process Numbers Every Semester for Employee performance

– Contact Key Wizard Manufacturer for Updates Once a year

• Another PDCA Cycle– Look at all KPI’s – Revisit Customer Viewpoint– Determine if another Cycle is needed

A3- ReportProjected Business Performance Improvement Story [BPIS]

Prior State Problem Statement Process Analysis

Gemab Walk, Flow Chart, Current VSM Map

KPI Definitions, Key Performance Metrics 5 Why Analysis, Fishbone Diagram

Design Initiatives Implementation Results

Future Value Stream, Solution Criteria, Solution Alternatives, Evaluation Matrix

Do Explanation, Check Explanation, Act Explanation, Review and Loop

Expected Results Explanation, Process Labort Reduced 23 %

Questions• This is how we climb the Staircase

● Standardize Form● Place Forms On-Line● Review Software Alternatives with Staff for

better evaluation criteria● Organize Key Boxes● Replace Key Boxes

Appendix -Further Recommendations

● Develop Online Request System● Record phone number of student● Prevent graduation for non-return keys● Charge a deposit

Appendix -Further Recommendations

● http://www.prosystech.ca/overviewsk.aspx● http://www.keywizard.net/prices.html ● https://www.dlaco.com/tracerxt/tracer1.htm● http://www.instakey.com/key-control-software/● http://www.morsewatchmans.com/product/keywatcher/key-con

trol-software/● https://www.aidex-software.com/en/key-organizer/

https://www.keytracker.com/Product/Category/Key-Control-Software

● Software Written By Computer Science Class

Appendix - Software List

http://www.prosystech.ca/overviewsk.aspx

http://www.keywizard.net/prices.html

https://www.dlaco.com/tracerxt/tracer1.htm

http://www.instakey.com/key-control-software/

http://www.morsewatchmans.com/product/keywatcher/key-control-software/

http://www.morsewatchmans.com/product/keywatcher/key-control-software/

https://www.aidex-software.com/en/key-organizer/



● Hypotheses○ The physical access to the keys is challenging.

■ Evidence - The key cabinet is hard to access and is very un-organized.○ The record keeping takes up a lot of valuable time.

■ Evidence - Value Stream: Record keeping is where most of the active time is spent.

○ Keys are not returned so new keys must continually be made.■ Evidence - They have a set process to follow if a key is requested and

cannot be found because someone else didn’t return it after use.○ Takes too long to procure keys for the students.

■ Evidence - They make the students come to the office just to fill out paper work then leave and make them come back when the key is ready.

○ Wayne States key ordering process takes too much effort.■ Evidence -he students have to come in to fill out forms and then later

have to come back to pick it up.

Appendix – 5 WhysWhy are Kathryn and Eman are spending to much of their day working on distributing keys?

● Hypotheses○ The Paper work is not uniformed

■ Evidence - Gemba Walk: Inspection of Paperwork○ The recording system is convoluted

■ Evidence- Gemba Walk: Operators complain about software system

○ Paper Binders are hard to work with■ Evidence- Gemba Walk: Photos of binders

○ Inaccurate Paper Work■ Evidence - Gemba Walk: Interview with Kathryn

Appendix – 5 WhysWhy does the record keeping take so much time?

● Hypotheses○ There are multiple systems being used

■ Evidence - Flow Chart: The same work is done three times

○ The excel spreadsheet is too complicated■ Evidence - Gemba Walk: Example of the spreadsheet

○ The software design is confusing■ Evidence - Gemba Walk: Photos of interface

Appendix– 5 WhysWhy is the recording system problematic?

Appendix- Key Order Flowchart

Appendix- Current Value Stream Map of all Processes



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Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 60 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 120 Seconds

W/T 14400 Seconds

U/P 100%

Shifts 1

C/T 60 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 120 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 120 Seconds

W/T 3600 Seconds

U/P 100%

Shifts 1

C/T 600 Seconds

W/T 3600 Seconds

U/P 100%

Shifts 1

C/T 5 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 28800 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 300 Seconds

W/T 14400 Seconds

U/P 100%

Shifts 1

File Paperwork

120 Seconds

3600 Seconds

120 Seconds

3600 Seconds

C/T 120 Seconds

W/T 3600 Seconds

U/P 100%

Shifts 1

File Paperwork

C/T 120 Seconds

W/T 3600 Seconds

U/P 100%

Shifts 1

File Paperwork

C/T 120 Seconds

W/T 3600 Seconds

U/P 100%

Shifts 1

120 Seconds

3600 Seconds

Customer

PC = Manager

Intermittent

Intermittent

Intermittent


600 Seconds

0 Seconds

30 Seconds

0 Seconds

20 Seconds

0 Seconds

5 Seconds

0 Seconds

120 Seconds

3600 Seconds

5 Sets of Paperwork



C/T 60 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 5 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 120 Seconds

W/T 3600 Seconds

U/P 100%

Shifts 1


Custom Software


Print Out Docs

Excel


30 Seconds

0 Seconds

5 Seconds

14400 Seconds

360 Seconds

600 Seconds

180 Seconds

0 Seconds

360 Seconds

0 Seconds

C/T 5 Seconds

W/T 14400 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 120 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 30 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

C/T 120 Seconds

W/T 0 Seconds

U/P 100%

Shifts 1

Intermittent

Daily

Del

iver

y of

Key

s

Daily

Del

iver

y of

App

licati

ons

Intermittent When there is a Problem Intermittent When there is a Problem

Key

Requ

este

d

• Returned keys per week– Number of keys that are returned back to the

office per week • Keys ordered per week

– Number of keys ordered per week by back office when the keys requested are either unavailable or inventory for the key is low

Appendix - KPI Metrics

Documents

Lean Back Offices Project