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Why Process Improvement?

Why Process Improvement?. Laura Jankovich. Process improvement video (McDonald’s). https://youtu.be/jTageuhPfAM. Overview. Education, Career, and Family History of Process Improvement Available Process Improvement tools Potential C hallenges

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Why Process Improvement?

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  1. Why Process Improvement? Laura Jankovich

  2. Process improvement video (McDonald’s) • https://youtu.be/jTageuhPfAM

  3. Overview • Education, Career, and Family • History of Process Improvement • Available Process Improvement tools • Potential Challenges • Importance of “Continuous” Process Improvement • Group Discussion: Success Stories in Your Areas

  4. Education, Career, and Family • 1991 - Bachelors of Science in Accounting from Mississippi College • 1992 - Entered Federal Service as GS-7/12 auditor at Eglin AFB, FL • 1994 - Tyler Jankovich at Eglin AFB • 1996 - Promoted to GS-13 Auditor Manager at Wright-Patterson AFB, OH • 1998 - Chris Jankovich at Wright Patterson AFB • 1999 - Voluntary downgrade to GS-12 to Shaw AFB, SC • 1999 - Certified Public Accountant

  5. Education, Career, and Family (cont) • 2000 - Certified Internal Auditor • 2000 - GS-13 Audit Manager at QLQ, Wright Patterson AFB, OH • 2002 - GS-13 Budget Analyst at HQ AFMC (4 months) • 2002 - GS-14 Supervisory Auditor with DFAS Internal Review at Columbus, OH • 2003 - Zach Jankovich in Kettering, OH • 2005 - GS-15 with DFAS in Indianapolis, IN • 2008 - MBA from Strayer University

  6. Education, Career, and Family (cont) • 2009 - SES (Tier 2) with DFAS as the Director, Internal Review • 2010 - SES (Tier 2) reassignment to be the DFAS CFO • 2012–Applied for a downgrade(Tier 1) and selected to be the US Army in Europe G8, Wiesbaden, Germany • 2014 – Selected (Tier 2) as the Deputy Assistant Secretary of the Army, Financial Operations, Pentagon, Washington DC • 2015–“Back Home” with the AFAA • 9 positions, 13 years with the Air Force, 10 years with DFAS, 3 years Army, • 3 civilian career series; proudly serving our military for over 26 years – • a trulyrewarding adventure each and every day!

  7. https://youtu.be/jTageuhPfAM

  8. History of Process Improvement • Late 13th century - Traced back to medieval Europe –craftsmen organized into unions called guilds • Early 20th century – Manufacturers integrated quality processes into daily operations • 1947 – Industrial Organization for Standardization – Created to develop unified standards for 156 countries, based off Greek word ISOS – meaning “equal”, thus the term ISO • Strategic Plans – updated periodically, pace the change but not stagnant • Standards make a huge contribution to our lives, although often that contribution is invisible; unless they are not being followed or working properly

  9. Available Process Improvement Tools • Lean Methods: • Remove non-value added waste • Thus, improving speed or process lead time • Six Sigma Methods: • Grounded in the DMAIC methodology • Attacks variation • Thus, improving quality • Combined Lean and Six Sigma: • Faster cycle times, decreased costs, and improved quality • Thus, more satisfied customers

  10. Available Process Improvement Tools (cont) • Define: Describe the problem quantifiably, visualize the process, and understand customer needs Measure: Understand the process and its current performance Define • Analyze: Identify the true root cause(s) that has the biggest impact on process performance Measure Analyze • Improve: Brainstorm and develop improvement solutions to attack root cause(s) Improve Control: Implement the solutions and sustain the gains Control 9

  11. Potential Challenges AGA DAG AG AM PM AD AAG Prepare Red Folder Draft 1 Draft 1 Draft #1c Draft 1 w/edits Draft 1 w/edits Draft #1c w/edits Draft 1a w/edits • Resistance to change • Takes too long • Too busy – no time to do process improvement Draft 1a Draft 1a w/edits Draft 1a w/edits Approve Draft 1b Draft 1b Draft 1b Reject Draft 1b w/edits Draft 1b w/edits Draft 1c Draft 1c Draft 1c Draft #1c w/edits Prepare Red Folder Draft #1d Draft #1d Draft #1d Draft #1d Draft #1d Draft #1d w/edits Draft #1d w/edits Prepare Red Folder Approve Draft 1e to client Draft #1e Draft #1e Draft #1e Draft #1e Front Office Directorate

  12. Importance of Process Improvements • Nothing is perfect • We all have good ideas • Nothing stays the same • Standard processes = efficient and effective operations • Everything is a competition • We strive to continually improve • Flip phone to smart phone Manual to Automatic Transmission

  13. Importance of Process Improvements (cont) • Why Continuous Improvement Is Implemented - Organizations dedicated to continuous improvement recognize the importance of these actions for strengthening the quality of a product, improving customer satisfaction, and for improving efficiency, productivity, and profits. • Standards make a huge contribution to our lives, although often that contribution is invisible; unless they are not being followed or working properly. • National Defense Strategy - Lines of Effort: • Increase readiness & build more lethal, resilient and agile force • Strengthen alliances • Reform business practices and culture • Audit is one of the many tools available for improvement

  14. Group Discussion: Success Stories in Your Areas • Week of 13 August 2018 – Front Office • Letter – missing information • Budget update – number variance • Project update – number variance • Travel voucher – missing information • Final report format – vary among division • Audit report – number variance

  15. Words to Live By

  16. Process Measures (an ‘X’), measure the effectiveness of the process to convert Process Inputs into Process Outputs • Input Measures (an ‘X’), measure the quality and quantity of the inputs into the process • Output Measures (the ‘Y’), measure the performance of the completed process, as experienced by the Customers and the Business Components Customers Outputs Start End Suppliers Process Inputs Fries at table Order taken from customer • Take Order • Prep/Cook • Season • Package • Signal server • Serve Fries Output Metrics (Y) Input Metrics (X) Process Metrics (X) • Order accuracy Quality • Accuracy of order • Staff expertise • Time from order placed to served • # fries over/under cooked • Time to receive order • Time to season fries • Time to package fries • Wait time for server pickup • Server responsiveness Speed • Cost of order of fries • # of servers • Amount of fries cut for cooking Cost • French Fry Example • Server • College kids • Faculty • Locals • Truckers • Completed Order Ticket • French Fries • Potatoes • Customer Order Ticket • Oil • People • Equipment • Paper Goods • Condiments • Electricity • Farmer • Servers • Paper Company • Food Company • Electric Company

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