To subscribe: http://www.ksmartin.com/subscribe
To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/.
This is a presentation I gave at the American Society for Quality World Conference on Quality and Improvement in St. Louis, MO in May 2010.
Cybersecurity Awareness Training Presentation v2024.03
The New Face of Quality in Office and Service Environments
1. The New Face of Quality in
Office and Service Processes
American Society for Quality
World Conference on Quality and Improvement
May 25, 2010
Company
LOGO
17. Current State Value Stream Map
Supplies Purchasing - Current State VSM
Purchasing — Non-repetitive purchases less than $5,000
Inititate Req.
1
Originator
31
PT = 10 mins.
C&A = 10%
Supplies
Hard Copy
Form File
File Maker
Quicken
Vendor
Website
Excel
ERP
Data Entry
Review
Budget
2
Review Req.
Finance
PT = 5 mins.
C&A = 60%
0.25 days
4 hrs.
PT = 5 mins.
C&A = 95%
0.5 days
5 mins.
20 Reqs
Review 4
Requisition
40 hrs.
PT = 5 mins.
C&A = 90%
8 hrs.
PT = 5 mins.
C&A = 100%
1 days
5 mins.
8 hrs.
7
10 Reqs
1
PT = 10 mins.
C&A = 95%
4 hrs.
PT = 15 mins.
C&A = 98%
0.5 days
10 mins.
Approve in
ERP
24 hrs.
PT = 5 mins.
C&A = 90%
3 days
15 mins.
Submit PO
to Supplier
8
63 Reqs
9
10
External
Supplier
Corp Purchasing
Manager
1
Admin Asst
Financial Mgr
1
1 days
5 mins.
Enter
Requisition
Review 6
Requisition
IS Manager
1
1
5 days
5 mins.
Review 5
Requisition
Sys Engineer
Supervisor
2
6
2 hrs.
3
Corp Purchasing
6
56 hrs.
PT = 15 mins.
C&A = 98%
7 days
5 mins.
80 hrs.
PT = 20 mins.
10 days
15 mins.
LT = 28.4 days
PT = 65 mins.
AR = 0.477%
RFPY = 4.2%
Customer Demand:
615 requisitions per y ear
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activ ity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Y ield
18. Future State Value Stream Map
Supplies Purchasing - Future State VSM
Purchasing — Non-repetitive purchases less than $5,000
Additional
IT access
Enter Req.
in ERP
Integrate Form
File with File
Maker
1
Originator
31
PT=30 mins.
C&A = 85%
Supplies
Requisition
Checklist
Vendor
Websites
File Maker
Cross
Training
Approval
Additional
IT access
2
4 hrs.
6 hrs.
0.75 days
5 mins.
Place
Order
3
4
5
External
Supplier
6
PT=20 mins.
80 hrs.
PT=20 mins.
C&A = 98%
1 days
5 mins.
Dedicated
Buyers
Corp Purchasing
8 hrs.
PT=5 mins.
C&A = 90%
PT=5 mins.
C&A = 95%
0.5 days
Approve
in ERP
Dept.
Manager
1
Supervisor
2
Use budget in place
of Quicken
Auto Notify
Standard
Work for
review
Review
Req.
ERP
10 days
20 mins.
LT = 12.3 days
PT = 30 mins.
AR = 0.508%
Customer Demand:
615 requistions per year
PT = Process Time
LT = Lead Time
C&A = % Complete & Accurate
AR = Activity Ratio (PT/LT x 100)
RFPY = Rolled First Pass Yield
RFPY = 71%
21. MBPM Post-it Conventions
Step #
Activity
(Verb / Noun)
Function that
performs the
task
# Staff
(if relevant)
Barriers to flow
(if relevant)
% Complete &
Accurate
PT (process time)
LT (Lead time)
22. Current State Metrics-Based Process Map
PT Units
Seconds
Hours
Minutes
Days
LT Units
Seconds
Hours
Minutes
Days
Process Details
Specific Conditions Domestic orders through sales force
Occurrences per Year 37,500
Hours Worked per Day 8
Date Mapped 26-Nov-07
Step # ?
Function /
Department
Mapping Team
Dianne O'Shea
Sean Michaels
Sam Parks
Paul Dampier
Michael Prichard
Process Name Order Fulfillment
6
7
Ryan Austin
Mary Townsend
8
9
Activity
PT
LT
%C&A
Activity
PT
LT
%C&A
Activity
PT
LT
%C&A
Approve PO
15
240
100%
Fax PO to
Account Manager
5
20
100%
Notify customer
when they can
expect delivery
15
300
95%
Review and
approve PO; send
to Order Entry
5
240
Activity
PT
LT
100%
Enter order into
SAP
10
240
Customer
Sales Rep
Account Manager
Order Entry
Finance / Credit
28. Root Cause Analysis: 4 Key Tools
Cause-and-Effect Diagram
5 Why’s
People
Material / Info
Lack of experience
Budgets
Submitted Late
Forecast in other system
Manual vs. PC
System avail.
Quality issue requiring
rework
Staffing/absenteeism
Order entry error
Changing customer
requirements w/ no
adjustment to expected
delivery
Equipment failure
Tally
||||| ||
|||||
|||
||||| |||||
||||| ||||| |||
|
No standard work
Email vs. FedEx
Check Sheets Quantify Occurrences
Material shortage
Changing schedule
Input rec’d late
No sense of import
Machine
Reason
No stnd spread sheet
Time availability
Why?
Why?
Why?
Why?
Why?
Method
No milestones
$ vs. units
Measurement
Weather delays
Dispersed sales force
Environment
39. The Power of Checklists
New Employee Onboarding Checklist
Before Employee Arrival
Ensure workplace readiness (Location, office supplies, computer, phones, etc.)
Arrange email and other software access
Secure computer (desktop or laptop), printer designation and phone/voicemail setup
Order business cards/stationary if applicable
Set up introductory/orientation meetings for new employee with key people with whom they will be working
Assign an Ambassador to serve as a go-to resource
First Days
Provide an overview of the department policies (vacation, sick leave, holidays, dress code, etc.)
Review job schedule and hours
Review initial job assignments and training plans
Review job description and performance expectations
Tour facility (break room, printer/copier area, supply area, mailbox, restrooms, and emergency exits)
Make initial introductions (team, support, liaison, internal customers, etc.) in person or by email as appropriate
Ensure employee badge is activated
Familiarize new employee with email, intranet, etc.
Explain telephone and voicemail system
Coordinate Division Manager Welcome Meeting
Onboarding Follow-ups
Conduct 90 day follow-up meeting (discuss employee's performance, development plans, and engagement)
Conduct 5-month follow-up meeting (discuss employee's performance, development plans, and engagement)
39
43. Future State Value Stream Map
Outpatient Imaging Services
Customer Demand:
15 patients per Day
(Takt Time = 32 minutes)
8 hours per day
%C&A = 85%
Cross
Training
Standard
Work
CT=Cycle Time
LT=Lead Time
%C&A=% Complete & Accurate
Work
Balance
Co-locate
Schedule appt
Pre-register
Patient
Refer Patient
(Physician)
3
6
Cycle T ime = 11 mins.
Lead T ime = 45 mins.
% C&A = 98 %
% C&A = 85 %
Standard
Work
Lead T ime = 5 days
Risk
Reduction
(Joint Commision)
Symposium
E Pay
Remove
Redundant
Check-in
Excel
Meditech
Set-up
Reduction
Standard
Work
Prep Patient,
Conduct Exam,
T ransmit Images
(T ech)
Check-in
Patient
(Imaging)
5 mins.
3
4
60 mins.
0.0833 hrs.
5
2
Cycle T ime = 1 mins.
% C&A = 98 %
120 mins.
PACS
Continuous
Flow
6
420 mins.
5S
2
7
Standard
Work
Print
Reports
(Imaging)
2 mins.
Cycle T ime = 1 mins.
% C&A = 95 %
7 hrs.
15 mins.
Rework Loop
via Fax 10% of
the time
Batch
Reductions
Review
/Sign
(Radiologist)
Cycle T ime = 15 mins.
% C&A = 95 %
2 hrs.
28 mins.
Fax Order
Solutions
Waiting Room
Management
System
Visual
Workplace
2
Us Mail 15%
Voice
Recognition
Read/Dictate
Exam
(Radiologist)
Cycle T ime = 28 mins.
% C&A = 90 %
1 hrs.
1 mins.
Internet
Auto Fax 80%
MD Mailbox 5%
Value Stream
Alignment
Pull System
(Supplies
Kanban)
Reduce Data
Entry
Requirements
1
2
Lead T ime = 45 mins.
2
Send
Reports
(Imaging)
8
30 mins.
Cycle T ime = 1 mins.
% C&A = 99 %
0.0333 hrs.
6
0.5 hrs.
1 mins.
9
Cycle T ime = 3 mins.
% C&A = 90 %
1 mins.
LT = 11.4 hrs.
3 mins.
CT = 49 mins.
CT /LT Ratio = 7.14%
Value Stream Champion: Paul Scanner
Created July 20, 2005
RFPY = 59%
Rolled First Pass
yield = 59%
49. Mapping Resources
The Complete Lean
Enterprise, Beau Keyte &
Drew Locher
(Value Stream Mapping)
The Kaizen Event Planner,
Karen Martin & Mike
Osterling
(Ch 12 – Metrics-Based
Process Mapping)
Metrics-Based Process
Mapping: An Excel Tool,
Karen Martin & Mike
Osterling