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Six Sigma Project : Visa Processing: Project No. OAS-06-005(2W)Project Title : Improvement of 9(e), 9(a) and other visa
processing within the Government & Community Relations Unit.
Team Leader : Eleonora WindischChampion : Cecile GregoryMentor : Andrew Villanoy Team Members : Antoniette Bihis; Sheila Sanga; Nerissa Loria;
Therese Chin; Recel Santiago (Amex Manager); Mercy Canuel (Amex)Date : 26 July 2006
PROJECT DESCRIPTION
PROBLEM STATEMENT :• The processing of 9(e), 9(a) and other visas requires a series of internal and external steps, involving three internal processing units (GR, TA and TS), and up to two government agencies (DFA, BID). • Customers feel that the processing time is too long and that special requests are difficult to entertain.
GOAL STATEMENT : • Target: 30% reduction of staff time and aggregated turn around time; • Optimize use of resources to improve visa processing; • Reduce duplications and streamline internal processes;• Increase efficiency and customer satisfaction.
DEFINEDEFINE Problem and Goal Statements
PROJECT DESCRIPTION (continued)
BUSINESS CASE :OAS is constantly striving to improve operational efficiency and customer satisfaction. The Government and Community Relations Unit, in cooperation with the Travel Section and the in-plant travel agency, is responsible for the processing of Philippine 9(e) and 9(a) visas and the facilitation of foreign visa issuance to ADB staff and guests in third countries.
On 31 Dec. 2005 the visa officer within the Gov. & Com. Rel. Unit retired. With the support of other OAS business units, the GR Unit absorbed the duties at current staff level and capacity. This in turn led to process inefficiencies. Improvements had to be made at various stages of the process, including the detailed collection of data of all visa requests in order to reduce staff time and enhance costumer satisfaction.
DEFINEDEFINE Problem and Goal Statements
PROJECT TIMELINE:In absence of adequate data and the cyclical pattern of visa applications, a baseline was established covering the months from January – March 2006.
DEFINEDEFINE Timeline
D M A I C
Nov.–March Jan.-March March-May May-June July
2005/2006 2006 2006 2006 2006
DEFINEDEFINE High Level Process Map
StartGRS/Amex receive visa
requestAssign tasks
Finalize all documentation
(NV)
Validate and sign NV
Submit documentation
to DFA
DFA processes visa
request
TA Liaison officer pays
visa fees
DFA approves visa request
DFA renews visa or sends visa cable to
Embassy
Requestor receives visa
or cable reference no.
End
Detailed Process MapDEFINEDEFINE
Detailed Process Map for Issuance of 9(e), 9(a) and other visa in the Gov. & Comm. Relations Unit
GR
S
Am
ex-T
AT
rave
l Sec
tion
DF
AR
equ
esto
rs
(HR
, Sta
ff,
Bus
ines
s U
nits
)
START
DFA processes
visa request
Visa request
Prep. of NV for 9e visa (new
staff)
Prep. of NV for 9e visa renewal
Prep. of NV for 9a visa and other visa
Submission of receipt to USO
at DFA
Passport with renewed 9e
visa
Approval of request
END
DFA takes 10 wd
DFA releases visa or visa
cable ref. no.
Delivery of NV and passport
to DFA
Payment of visa fee
Renewed visa and cable ref.
no.
Filing and assignment of budget code
Cable ref. no.
Receipt of visa cable ref.
no.
Receipt of NV for private 9a visa & foreign
visa
Signing of all NV by GRS supervisor
Validation & proofreading (NV of TA &
TS
Receipt of request and
assignment of tasks
Filing and accounting
DEFINEDEFINE SIPOC
CTQsCTQsSSupplier OOutputPProcessIInput CCustomer
Staff & dep.
Business Units
Visa request
Memo
Supporting documents
Submit request
Validate and distrib. tasks
Finalize NV
Deliver NV and sup. doc. Pay fees
Obtain visa or cable ref. no.
Inform client Update files
Renewed visa
Note Verbale
Cable ref. no.
Staff & dep.
Business Units
Complete & correct data
On time processing
Constant communication with client & DFA
DEFINEDEFINEOutput Characteristics/
Project Y Relationship Matrix
Tim
e sp
ent
on
sp
ecia
l ca
ses
No
. o
f re
qu
ests
per
st
akeh
old
er a
nd
vis
a ca
teg
ory
Ag
gre
gat
ed t
urn
ar
ou
nd
tim
e p
er o
ffic
e
To
tal
staf
f ti
me
per
req
ues
t ca
teg
ory
Output Characteristics
Reduction of Staff Time and Increase in Efficiency
To
tal
nu
mb
er o
f re
qu
ests
Nu
mb
er a
nd
typ
e
of
com
pla
ints
No symbol - no relationship
Strong relationshipModerate relationshipWeak relationship
DEFINEDEFINE Critical to Quality
Output Characteristic
(Big Y)
None
High Level Need Reduction in Staff Time & Increase in Efficiency
Reduced total staff time and aggregated turnaround time (time of request spent in office)Output Unit
Timely issuance of visa
C T Q
Reduce overall staff time and aggregated internal turnaround time by 30% and increase efficiencyTarget
Defect Visa issued beyond 10 working days
Operations Definition Process starts when visa request is submitted and ends when visa is issued, NV written or cable refr. no. sent.
How process will be measured Total staff time and aggregated turnaround time; Visa and stakeholder categories / weekends and holidays not included.
Project Y (Little y) Measure
Specification Limits
DEFINEMEASURE Data Collection
Data Collection Sheet: GRS, TA
Date
Day of week
Requestor / Unit
Name of Applicant
Stakeholder Category
Nationality of Applic.
Visa category
Consultations No/time (min)
Special Request / reason
Validations No/time (min)
Data received / released - time
Total processing time (hrs) at GRS/TS/TA
Total staff time (min): wh/ot
Total processing time (wd) at DFA
Complaints / Remarks
DEFINEMEASURE Data Collection
Jan-March 2006
STAFF
Total no of requests
AVERAGE TIME
Per request in min
Per stand. request in min
Per exped. request in min
Per consult. only in min
Aggregated turn around time per request in hrs
Bihis 4 5 0
47.514.0
0
000
300
0
53.3314.00
0
00
0
Chin 39 9 15
4.925.005.27
4.935.335.27
4.924.33
0
000
8.175.615.93
Loria 287 258 383
2.194.344.08
1.783.213.41
3.525.483.81
3.106.295.65
5.142.563.23
Windisch 222 169 254
0.870.870.80
0.510.640.79
2.771.950.88
10.6715.000
0.470.500.34
Amex 139 88 87
4.923.581.55
5.613.961.62
1.752.001.15
3.250
0
8.178.91
8.20
DEFINEMEASURE Data Collection
April-June 2006
STAFF
Total no of requests
AVERAGE TIME
Per request in min
Per stand. request in min
Per exped. request in min
Per consult. only in min
Aggregated turn around time per request in hrs
Bihis 8 8 4
17.5026.8811.40
60200
11.4240.00 5.00
025.8013.67
00
0
Chin 0 0 0 0 0 0
Loria 276 371 290
3.273.503.29
2.422.382.71
3.863.392.31
8.396.184.66
3.082.071.88
Windisch 231 35 14
0.604.000.71
0.611.120.71
0.6720.50
0
10.6710.00
0
0.160.050.10
Amex 98 166 88
1,751.912.59
1.663.002.52
3.403.004.67
3.2500
3.404.494.40
DEFINEMEASURE Data Collection
Jan-June 2006
STAFF
Requests Jan-March April-June
AVERAGE TIME – ALL REQUESTS
Total no of requests
Total staff time in min
Average time/request in min
Aggregated turn around time per request in hrs
Bihis 4, 5, 0 8, 8, 4
920
260401
28.920.05
00
Chin 39, 9, 15 0
630
3160
5.020
8.17 0
Loria 287, 258, 383 276, 371, 290
928937
3,3153,156
3.573.37
5.22 2.31
Windisch 222, 169, 254 231, 35, 14
645280
542293
0.841.0
0.470.15
Amex 139, 88, 87 98, 116, 88
314302
1,134621
3.612.06
8.174.34
TOTAL Jan-MarchTOTAL April-June
1,9591,539
1,856 pm1,490 pm
2.842.91
3.452.29
TARGET: 30% reduction 1,299 1.9 2.4
DEFINEMEASURE Data Collection
Jan-June 2006
MonthTotal no of requests
Average Processing Time at DFA
AMEX Government Relations Unit
January 131 (A) 58 (GR)
7.46.3
February 85 44
6.75.8
March 78 89
6.76.6
April 92 72
6.76.0
May 116 100
6.78
June 83 83
6.97.2
Processing time as prescribed by DFA: 10 wd
Average real processing time at DFA Jan - June: 7 wd
Problems at DFA
DEFINEMEASURE Data Collection – Problem Areas
Jan-June 2006
Month Special Cases
No. of cases
Issues Time spent in min
Jan. 1 9(e) visa extension in Manila (Phil. Embassy gave wrong information)
120
April 2 Visa conversion from investor visa to 9(e); Visa waiver for dependent parents
137
May 4 Visa conversion from investor visa to 9(e); Visa waiver for dependent parents; Staff returns from SWOP, no valid visa, one way ticket; Staff wants certificate on 9(e) visa, wants to renew passport one year ahead of time.
361
Problem Areas
May - June Problems at DFA:– Increased follow up – Visa cable not sent on time
Change of staff at Amex:– 2 visa officers leave, realignment, new officers need to be trained (increase in staff time in June)
DEFINEMEASURE Data Collection
Jan-June 2006
STAFF
Requests Jan-MarchApril-June
AVERAGE TIME - EXCLUDING SPECIAL CASES
Total no of requests
Total staff time in min
Average time/request in min
Aggregated turn around time per request in hrs
Bihis 3, 5, 0 7, 2, 4
813
140151
17.511.62
00
Chin 39, 9, 15 0
630
3160
5.020
8.17 0
Loria 287, 258, 383 271, 363, 290
928924
3,3153,035
3.574.79
5.22 2.31
Windisch 222, 169, 254 228, 27, 14
645269
542167
0.840.62
0.470.15
Amex 139, 88, 87 98, 116, 88
314302
1,134 621
3.612.06
8.174.34
TOTAL Jan-MarchTOTAL April-June
1,9581,508
1,816 pm1,325 pm
2.782.64
3.452.29
TARGET: 30% reduction 1,370 1,271 1.9 2.4
TARGET: 25% reduction 1,468 1,362 2.1 2.6
TARGET: 20% reduction 1,566 1,453 2.2 2.8
DEFINEANALYZESpecification Limits and Process Sigma Levels
DEFINEANALYZESpecification Limits and Process Sigma Levels
DEFINEANALYZESpecification Limits and Process Sigma Levels
DEFINEANALYZESpecification Limits and Process Sigma Levels
PEOPLE PROCEDURES
Time of Time of request request in office in office and and overall overall staff staff timetime
EQUIPMENT
Lack of electronic transmittal to DFA - Email connection - Frequency of trips to DFA -
ENVIRONMENT
Offices are dispersed (info flow) - Inadequate signs for office location - Staff workload – no provision for overtime -
Approval process takes too long - Bureaucratic (too many layers)- Confusion about responsibilities - Lack of procedures or not updated - Procedures not known or not communicated well - Wrong communication tools- OAS website not user friendly - Ineffective communication plan - No back up procedure in place -
Cause & Effect Brainstorming
ANALYZEANALYZEP
RO
CE
SS
ING
ST
AF
F
ST
AK
E -
HO
LD
ER
Lack of appropriate training and poor client handling skills - Lack of competence - Communication problem - Insufficient team work - Lack of responsiveness - Inexperienced and ineffective staff - No leverage with government - Impatience and arrogance - Impolite and demanding - Ignorance & lack of awareness - Mistrust -
PEOPLE PROCEDURES
Time of Time of request request in office in office and and overall overall staff staff timetime
EQUIPMENT ENVIRONMENT
1. Bureaucratic procedures (too many layers) - 2. Ineffective communication plan -
ANALYZEANALYZEP
RO
CE
SS
ING
ST
AF
F
ST
AK
E -
HO
LD
ER
1. Lack of electronic transmittal to DFA - 2. Frequency of trips to DFA -
1. Offices are dispersed (info flow) - 2. Inadequate signs for office location -
1. Lack of appropriate training and poor client handling skills - 2. Communication problem (language barriers) -
1. Ignorance & lack of awareness - 2. Impatience and arrogance - 3. Impolite and demanding -
Cause & Effect Prioritized
DEFINEANALYZE Quick Win
Streamline process by cutting layers (number of processing units) and reducing the number of steps involved:
• Travel Section Assistant: work will be taken on by Government Relations Unit;
• Validation and proofreading for NV to be eliminated.
Detailed Process MapANALYZEANALYZE
Detailed Process Map for Issuance of 9(e), 9(a) and other visa in the Gov. & Comm. Relations Unit
GR
S
Am
ex-T
AT
rave
l Sec
tion
DF
AR
equ
esto
rs
(HR
, Sta
ff,
Bus
ines
s U
nits
)
START
DFA processes
visa request
Visa request
Prep. of NV for 9e visa (new
staff)
Prep. of NV for 9e visa renewal
Prep. of NV for 9a visa and other visa
Submission of receipt to USO
at DFA
Passport with renewed 9e
visa
Approval of request
END
DFA takes 10 wd
DFA releases visa or visa
cable ref. no.
Delivery of NV and passport
to DFA
Payment of visa fee
Renewed visa and cable ref.
no.
Filing and assignment of budget code
Cable ref. no.
Receipt of visa cable ref.
no.
Receipt of NV for private 9a visa & foreign
visa
Signing of all NV by GRS supervisor
Validation & proofreading (NV of TA &
TS)
Receipt of request and
assignment of tasks
Filing and accounting
END
START
PHASE I: from submission of request to delivery to DFA PHASE II: from submission to DFA to approval and return to staff
DEFINEIMPROVEImplementation Plan
Problem areas Action taken Date implemented Target
Efficiency and Streamlining
Reduction of layers: Travel Section April 10
Elimination of proofreading and validation: Gov. Rel. April 10
Teamwork: regular meetings between Amex & Gov. Rel. April 24 ongoing
Simplified data collection sheet April 10
Use of electronic signature for all standard requests
(Control measure: limit access, counter initial, spot checks)
May 4 ongoing
Client Orientation and Outreach
Client orientation session for visa team org. by OAFA-CS, internal Gov. Rel. meetings
April 11, June 16 monthly
Client orientation training for selected OAS staff Aug.-Sept.
Effective writing workshop: all Gov. Rel. staff attended June 5-16
Briefing for ADB SA (35 attendees) April 20 October
Briefings for new ADB staff, incl. follow up emails April 6, 27; May 31; June 26; July 24
ongoing
Development of visa application monitoring form to help DFA officer monitor application, approval, payment and dispatch status
June
DEFINEIMPROVEImplementation Plan
Problem areas Action taken Date implemented Target
Communication Communication plan: EmCS icon and url, banner up April 21, May 19, June
July/Aug.
EmCS in signature block of visa processing staff June
Internal newsletters and publications: ADB Today, OAS e-Newsletter, OAS Website, ADB Portal, ADB Forum, Memo to Heads of Departments
April 18, 21, 24, 28; May 5, 11, 12, 16, 18, 19, 23, 25, 26, 29, 30, 31; June 2, 13, 22, 26, 30; July 19
ongoing
Improvement of Gov. Rel. website: FAQ, cross links to Travel Section webpage
June July/Aug.
Development of templates, check lists, inserts, table toppers
May, June July/Aug.
Revision of EmCS alerts: revised text and new fields added
June 14
Further Process Improvement – May
IMPROVEIMPROVE
Detailed Process Map for Issuance of 9(e), 9(a) and other visa in the Gov. & Comm. Relations Unit
GR
S
Am
ex-T
AD
FA
Req
ues
tors
(H
R, S
taff,
B
usin
ess
Un
its)
START
Visa request
Receipt of request and prep. of NV for 9a and
other visa
Receipt of request and prep. of NV for 9e visa
renewal
Signing of all NV by GRS supervisor
Receipt of NV for private 9a & foreign visa
Delivery of NV and passport
to DFA
DFA processes
visa request
Payment of visa fee
Submission of receipt to USO
at DFA
DFA releases visa or visa
cable ref. no.
Renewed visa and cable ref. no. for 9e and
9a visa
Passport with renewed 9e visa or
visa cable ref. no for 9e renewal abroad
Cable ref. no. for 9a visa
Receipt of visa cable ref.
no. END
Filing and assignment of budget code
Filing and accounting
END
START
DFA takes 10 wd
Approval of request
PHASE I: from submission of request to delivery to DFA PHASE II: from submission to DFA to approval and return to staff
DEFINEIMPROVEImplemented e-Solutions
EmCS icon OAS website
OAS e-Newsletter
Signature block
DEFINEIMPROVEImplemented e-Solutions
EmCS – ADB Portal What’s New?
DEFINEIMPROVEImplemented e-Solutions
EmCS – ADB Forum May Edition
DEFINEIMPROVEImplemented e-Solutions
EmCS – Revised Alerts
DEFINEIMPROVEImplemented e-Solutions
EmCS – Additional Fields for Dependents
Before After
DEFINEIMPROVEImplemented e-Solutions
EmCS – Additional Fields for Dependents
Announcements in ADB Today 22, 26 June
DEFINEIMPROVEImplemented Solutions
EmCS – Banners and Inserts
DEFINEIMPROVEImplemented e-Solutions
9(e) and
9(a) visa
OAS e-Newsletter
ADB Today
DEFINECONTROLSpecification Limits and Process Sigma Levels
DEFINECONTROLSpecification Limits and Process Sigma Levels
DEFINECONTROLSpecification Limits and Process Sigma Levels
DEFINECONTROLSpecification Limits and Process Sigma Levels
DEFINECONTROLSpecification Limits and Process Sigma Levels
Category Mean/USL Target DPMO Sigma Level
Aggregated Turn Around Time
January - March 199.58 139.71 49999 1.5
April - June 138.06 341807.3 1.91
Staff Time / Request
January – March 2.73 1.91 500122.6 1.5
April – June 2.62 489180.4 1.53
DEFINECONTROL Control Procedures
Failure Mode and Effect Analysis (FMEA)
Objective
• Save overall staff time
• Lower aggregated internal turnaround time
Key Failure Causes
• Bureaucratic procedures
• Lack of training and knowledge about process
• Ineffective communication tools
DEFINECONTROL Control Procedures
FMEA – (cont.)
Control measures and actions
• Ensure that knowledge is not lost at staff turnover
• Team meetings and continuous training
• Templates, check lists to minimize mistakes
• Automated processes
* EmCS alerts, webpage
* Electronic signature
• Continuous information flow: case studies
• Briefings, newsletters, announcements
DEFINECONTROL Control Procedures
How to move forward and sustain gains?
• Continue data gathering using a simplified data
collection sheet
• Fully implement communication plan
• Keep up team meetings
• Monitor staff training requirements
• Ensure regularly that procedures in place are
adequate (templates, spot checks, alerts)
Improved Detailed Process Map – July
CONTROLCONTROL
Detailed Process Map for Issuance of 9(e), 9(a) and Other Visa in the Gov. & Comm. Relations Unit (July 2006)
GR
S
Am
ex-T
AD
FA
Req
ues
tors
(H
R, S
taff,
B
usin
ess
Un
its)
START
Visa request
Receipt of request; prep. of NV for 9a and other visa; electronic
signature
Receipt of request and prep. of NV for 9e visa
renewal
Receipt of NV for private 9a & foreign visa
DFA processes
visa request
Payment of visa fee
Submission of receipt to USO
at DFA
DFA releases visa or visa
cable ref. no.
Renewed visa and cable ref. no. for 9e and
9a visa
Passport with renewed 9e visa or
visa cable ref. no for 9e renewal abroad
Cable ref. no. for 9a visa
Receipt of visa cable ref.
no. END
Filing and assignment of budget code
Filing and accounting
END START
DFA takes 10 wd
Approval of request
PHASE I: from submission of request to delivery to DFA PHASE II: from submission to DFA to approval and return to staff
Delivery of NV and passport
to DFA
DEFINECONTROL High Level Process Map
GRS/Amex receive visa
request
GRS/AMEX finalize all
documentation (NV)
AMEX submits documents to
DFA
DFA processes /
approves visa request
AMEX Liaison officer pays
visa fees
DFA renews visa or sends visa cable to
Embassy
Requestor receives visa or cable reference
no.
End
9(e) and 9(a) Visa Processing – July 2006
START
Signatory signs NV or GR Asst. attaches electr.
sign.
Requestor receives NV for
private 9a & foreign visa
DEFINECONTROL Control Procedures
Process FMEA
Objective
• Control procedures in place for all process steps
Key Failure Causes
• Lack of training and knowledge about process
• Change in staff
Control Measures
• Training, awareness raising, coordination, process
automation, increased teamwork & communication
DEFINECONTROL Taking Stock
Gains since implementation of improvements
Time
• Reduction of aggregated turn around time by over 30%
• Reduction of over all staff time by 25% and of average
time/request by 4%
Efficiency
• Reduction of total number of requests handled by 20%
• Elimination of bottlenecks, layers, duplications
• Improved competence through training
• Clear division of roles and responsibilities
DEFINECONTROL Taking Stock
Gains - (cont.)
Increased internal and external communication
• Strengthened teamwork betw. Gov. Rel. and AMEX
• Improved management of expectations
• Fine tuning of communication tools: alerts, emails,
website, briefings
• Responsiveness and immediate feedback
• Address quality system at source
DEFINECONTROL Taking Stock
REDUCTIONS
• Overall staff time by 25%.
• Average time per request by 4%.
• Total number of requests handled by 20%.
• Aggregated turn around time by over 30%.
DEFINECONTROL Lessons Learned
Six Sigma forces project team to make decisions based on
collected data only. We often make assumptions about a process which are not supported by data. Assumptions may be unfounded and divert resources.
Buy-in from project members, open communication and active participation are essential.
Critical thinking and basic understanding of process are key in moving a project forward and applying the appropriate tools.
Inconsistency and sloppiness in data collection, lack of understanding of scope and importance of project, and tardy submission of data cause unnecessary delays.