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YOUR IDEAS ARE FLYING HIGH!

YOUR IDEAS ARE FLYING HIGH!. Rapid Process Improvement Lean Overview & Airplane Simulation. Office of Child Support Services. OCSS Rapid Process Improvement. OBJECTIVE:

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YOUR IDEAS ARE FLYING HIGH!

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  1. YOUR IDEAS ARE FLYING HIGH!

  2. Rapid Process ImprovementLean Overview &Airplane Simulation Office of Child Support Services

  3. 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.

  4. 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”

  5. 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

  6. 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?

  7. 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

  8. 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

  9. 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

  10. 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

  11. “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 Value Added –vs- Non Value Added Activities

  12. Product Leadtime Traditional Focus 95% 5% Lean Focus Typical Office Non-Value Adding activities Value Adding activities

  13. Eight Types of Waste • Batching • Bottlenecks • Rework • Inventory • Waiting • Extra processing • Motion of people, machines • Unused employees ideas

  14. Example of Waste

  15. Example of Batching In OCSS

  16. Lean Management Tools • 5 S • Layout / Flow • Batch Size Reduction

  17. 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 5 S Benefits of 5S

  18. 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

  19. Example of Visual Signal

  20. RPI Events • Same Day Service - Carrollton • Early Intervention - Dallas • Locate - Albany • Legal - Americus • Fatherhood Program - FH staff – Atlanta • All events - Dahlonega & Waycross

  21. 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

  22. 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”

  23. Summary • Continuous Improvement Environment • Increase Office Performance • Teamwork • Managers vs. Leaders • Improves quality of service

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