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Lean Results

Lean Results . September 2012 . Lean Projects Completed or Implementation Underway. Time Accounting Streamlined standard process established, reducing errors Youth Recreational Facilities Program – Resulted in two process improvements in Capital Programs:

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Lean Results

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  1. Lean Results September 2012

  2. Lean Projects Completed or Implementation Underway • Time Accounting • Streamlined standard process established, reducing errors • Youth Recreational Facilities Program – Resulted in two process improvements in Capital Programs: • Changes to contract budget over 15% no longer require 4 week amendment process • Reduced time for AAG approval process for approx. 50% and eliminated approval altogether for 50%. Previously took 4-6 weeks for approval • DWSRF – Resulted in two improvements that impact Commerce processes: • Financial review process streamlined • Readiness to proceed and scoping processes move to DOH • OCVA STOP – Resulted in two process improvements: • Improvements to the application process • Reduced time for OCVA grant approval process • Invoicing • Streamlined standard process established. Implementation underway • Vehicle Accident Reporting • Streamlined standard process established • Web Content • Streamlined standard process established. Implementation underway • Legislative Reports • Standard process established. Implementation underway • Associate Development Organization • Standard process established. Implementation underway • DD Endowment • Current state mapped. Accelerated Improvement Workshop held on Data System. System moving towards completion • Projects on the Radar: • Purchasing (November) • Contract Monitoring (November) • Another (min-Lean) on STAR (December) 2

  3. Time Accounting • Analysis: • Types of errors reduced: • Cost distribution / MI codes • Leave slip coding • Mismatched date to work schedule • In addition to reduced error rates: • Reduced the number of forms from 3 to 1. HR now processing 325 documents, down from 500 (nearly 36% less) • Reduced time employees spent transporting documents and number of touches on documents • Reduced amount of time employees and HR spend fixing errors, saving about 1.5 FTE in staff time Baseline • Action Plan 3

  4. Capital Programs – AAG Approval Process • Analysis: • Prior to the process improvement, it took four to six weeks to obtain AAG approval. • Commerce and the AAG agreed that contractors that go through our competitive processes don’t need to be approved by the AAG after a contract boiler plate is agreed on. Only those that are direct appropriation will require AAG approval. • In Q5 six contracts were approved by the AAG. • One contract took 78 days. Commerce’s AAG and the Department of Ecology’s AAG worked through issues with our RCW and Ecology’s WAC, which were conflicting. • Action Plan 4

  5. Capital Programs – Budget Development and Amendment Process • Analysis: • It takes four to eight weeks cycle time to amend a contract. • Two contractors didn’t have to go through the processin Q4, which means their project closed/completed up to eight weeks sooner for each and they didn’t have to go though the process. • This saved about four hours of staff touch time per amendment, for a total of eight hours. Baseline 65 2 5

  6. OCVA Grant Approval Process • Analysis: • Early analysis indicates some delay may be attributable to later than usual coding availability. • Commerce is using this unit to test the new process, in hopes that it can be rolled out to the entire division. • The Community Services and Housing Division processes 781 contracts annually. 6

  7. Invoicing Process • Analysis: • Commerce processes more than 800 invoices per month. • The chart shows the average number of days it takes for an invoice to processed from the moment it arrives at Commerce to the moment it leaves the agency in the form of an Electronic Fund Transfer or Warrant. • Improvements will be based on lowering the number of handoffs in this process and therefore processing invoices in fewer days. This will take time off of invoicing and error rates should fall. More information to come. • For additional data, please view the table on the following slide. Baseline Jan. - June Action Plan 7

  8. Invoicing Process Baseline Jan. - June Invoices in CMS Each Month by Division 8

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