city of salina-public works webinar about continous process improvement & lean six sigma
TRANSCRIPT
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This Webcast is sponsored by the League of Kansas
MunicipalitiesAugust 6, 2015
How the City of Salina, Kansas is applying CPI
(Lean Six Sigma) principles within the
Public Works Department
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ModeratorsBryon JohnsonDirector of ProcessImprovementCity of Salina, Kansas
Jim TeutschOperations ManagerPublic Works DepartmentCity of Salina, Kansas
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CONTINUOUSPROCESS IMPROVEMENT
FOR CITIES SALINA, KANSAS MODEL
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Salina2015 YTD Results
2012 2013 2014 2015 YTD
0
50
100
150
200
250
24
88
223
88
# Improvements Per Year
Total = 423
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Salina2015 YTD Results
Comparison of the total hours spent on CPI Activities to the total hours saved
2012 2013 2014 2015 -
5,000
10,000
15,000
20,000
25,000
Increased Capacity CPI Activities
This equals a cumulative ratio of 2.44 hours saved for every hour spent on CPI Activities
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Salina2015 YTD Results
2012 2013 2014 2015 YTD
0
2000
4000
6000
8000
10000
12000
222
5,098
10,017
5,103
Increased CapacityTotal = 20,440 hours= the equivalent of
11.5 employees
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Ongoing
Plus Cost Avoidance = $339,307
Salina2015 YTD Results
2012 2013 2014 2015 2016 2017 2018
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$8,456 $68,587
$314,329
$784,206
$373,346
$603,346
$783,346
Total net CPI Benefit 2012-2018
$2,935,616
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6Sigm
a
CPI Basics
Key Strategies for CPI in
Cities
3-Engage everyone in eliminating waste 4-Engage
management in applying lean principles
5-Use small teams of
experts to work on
high impact
projects
1-Standardize efficient processes2-Identify workload
requirements
Lean
CONTINUOUSPROCESS IMPROVEMENT
FOR CITIES SALINA, KANSAS MODEL
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Implementing CPI in Public
Works
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Public Works
82 Improvements (thru June 2015)
1,079 Hours of Increased Capacity
$99,639 Ongoing Reduction in Costs
$747,819 One-Time Cost Reduction
$339,281 One-Time Cost Avoidance
Plus $640,000 more cost reductions between 2016-2018
Total Benefit = $1,826,739
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Quick FixCriteria: < $1,200 in annual
savings < 104 hours of
increased capacity within supervisor’s authority does not conflict with current
policy
Methodology: Describe waste removed,
customer service improved or problem solved
Indicate equipment costs/other expenses, $ amount of savings (money), hours of increased capacity (time), other benefits
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A3 Problem Solving
Criteria: Used for problem
solving >$1,200/yr. > 104 hrs Requires dept. head
approval
Methodology: Describe current situation Identify the root cause Select solutions Implement an action plan Follow-up to ensure success
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Process Review Report
Criteria: Review a singleprocess, single position, or an entire unit (divisionor department)
Methodology: Define: creates objective Measure: collect/display data Analyze: discussion points Improve: ID all improvements Control: “Plan, Do, Check, Act”
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Identifying Waste in Government
Waiting Mistakes Excess Movement or
Motion Do it Right the First Time Inefficient Processes Always Do the Right Thing Transporting Work Excess Inventory
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Waiting
Occurs anytime these sit idle: people paperwork information supplies equipment
It is symptomatic that something isn’t right; delays or queue time built into the
process.
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Waiting
HHW (Quick Fix): Added a caller ID system to the facility phone line Allows staff to retrieve telephone
numbers versus missing calls Staff can contact citizens who
leave messages without leaving a phone #
Results: Other benefit: Improved
communications and customer relations; reduced waiting time
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Mistakes
Mistakes typically occur due to: human error ineffective methods defective materials defective equipment environmental conditions
These can occur any time, any where; create need for re-work or
additional inspections.
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MistakesEN (Quick Fix): Clarified criteria that
help staff identify sidewalk code violations
Added guidelines to make sidewalk violations easier to spot such as presence of brick, missing sidewalk, vegetative growth and problems with driveway approaches
Results: Other benefit: Reduced staff errors;
improved appearance of community; reduced potential slips, trips and falls.
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Excess Movement
Needless motion or movement to pick up: supplies/materials tools/equipment others
Typically Caused by: poor worksite design poor method or process
Elimination improves efficiency; reduces errors, delays and costs;
improves safety.
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Excess Movement
CG (Quick Fix): Purchased mobile service carts for mechanics Reduces the # of trips to and from the
mechanics’ main tool box, parts room, metalwork area, fluid and filter storage locations, etc.
Results: Increased capacity: 89 hrs/yr.
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Excess MovementLF (Process Review): 6S Project: Sort, Set in order, Shine, Safety, Standardize and Sustain Created specific
locations for tools, equipment and supplies
Results: Increased capacity: 88.4 hrs/yr. Other benefit: Reduced friction
among workers; reduced reaction time for pumps & hoses; improved customer experience; reduced time separating trash in roll-off container
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Do it Right the 1st Time
Build quality into processes w/right: equipment people place time preparation
Error-proof each step to: remove potential mistakes provide service faster
ID best practices & standardize them for everyone’s use.
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Do it Right the 1st Time
LF (A3 Report): Rebuilt 20-year old
old truck scale in lieu of replacement
Installed prefab deck and replaced structural & mechanical parts as needed
Results: $ Saved: $42,590 (cost avoidance) Other benefit: Reduced
inconvenience to landfill customers (less time to repair than replace)
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Do it Right the 1st Time
TC (A3 Report): Repurposed an old
trailer as a recycling container for aluminum
Increased revenue into the general fund - aluminum is more valuable than mixed metals, which are sold as “scrap iron”
Results: $ Increased Revenue: $800
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Inefficient Processes
Occur when entire process or step is: unnecessary lacking value shouldn’t be done able to be
done better
It is anything that results in: duplication of effort friction or chronic annoyance
Includes work a customer wouldn’t pay for if they knew
about it.
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Inefficient Processes
LF (Process Review): Right-size cells Survey internally Pre-excavate cells New leachate pond Gravity line vs.
force mains Electrical vs. pneumatic pumps Reduce sand for leachate
conveyance CAT-certified rebuild vs. new Open 1 hour later on Saturdays Balance workload of LF staff Reduce tire punctures Adjust tipping fees
Results: $ Saved: $1,077,114
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Inefficient ProcessesStreets (A3 Report): Improved City Code
for turf, grass, vegetation and weed ordinance
Reduced total acreage of the right-of- way mowing contract and placed more equitable responsibilities on property owners to maintain the ROW.
Results: $ Saved: $70,500/3-yr. contract Other benefit: Improved community
standards, developed FAQ, sent individualized letters to about 800 affected citizens
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Inefficient Processes
Streets (Quick Fix): Avoided costs by
converting a 1999 dump truck with a chassis-mounted salt spreader into a flat-bed truck by using salvaged bridge planks enabling it to be used as a salt- spreader, water truck or a flat-bed utility truck.
Results: Other benefit: Extends its useful
life and expands its capabilities
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Inefficient Processes
Streets (A3 Report): Repaired & modified
a 2003 Sanitation packer truck into a leaf collection truck
Avoided the need to purchase a used truck or new leaf system
Results: $ Saved: $46,333.40 (cost
avoidance) Other benefit: Extends its
useful life and expands capacity over previous truck, packer unit can be reinstalled
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Always Do the Right Thing
Always do/enforce what is correct: morally ethically legally safely
This includes always being: professional & courteous considerate & helpful
“The way you treat a customer, when you don’t owe them
anything, is the ultimate test of character.”
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Always Do the Right Thing
Streets (A3 Report): Built a post driver
that attaches to front of a wheel loader to set posts during special events
Employee no longer must hold pole while its being driven
Reduces the number of bent poles Enables faster installation Results: Increased capacity: 8 hrs/year Other benefit: Reduced employee
safety risks considerably
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Always Do the Right Thing
DPW (A3 Report): Created directional
traffic flow within Public Works grounds to improve line-of -sight when employees exit
Reduced the likelihood of accidents for employees and the public
Preserved 4 much-needed employee parking spaces
Results: Other benefit: Reduced likelihood
of employee/public accidents
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Transporting of Work
No (little) value in transporting: materials products information services
Each time, there is risk of: loss or damage inadvertent change
In many service processes, paperwork loops back multiple
times & it waits in a queue.
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Transporting of WorkDPW/EN (Quick Fix): Added scan
capability to office copier/printer
DPW: Eliminated need to drive to another building for scanning
EN: Scans/emails excavation permits in lieu of printing/distributing them
Results: $ Saved: $6/year Increased capacity: 4 hrs/year Other benefit: Increased
productivity
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Transporting of WorkCG (Process Review): CG: Eliminated need
to print/distribute monthly reports for fuel/parts/labor reports to depts.
CG: Created electronic reports, developed dept. files, imports files & notifies depts. automatically
EN: scans/emails excavation permits in lieu of printing/distributing them
Results: $ Saved: $74.22/year Increased capacity: 49.2 hrs/year Other benefit: Faster response
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Excess Inventory
Anytime materials, work, goods aren’t: immediately consumed worked on shipped to final customer
Typically results from: overproduction over-purchasing
Negotiate for just-in-time shipping vs. ordering bulk
quantities that require storage over time.
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Excess Inventory
CG/Admin/EN: CG: Reduce quantities
of on-hand parts and implement a just-in -time inventory system
Admin/EN: Implement retention and electronic imaging policy (scan/save documents to Laserfiche) to improve records management
Results: To Be Determined
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Other Projects: CG
Built Portable Welding Screens
Built Gas Bottle
Storage Cage
V&E Salvage Rebuild Program
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FC, Streets, TCBuilt Flood
BarricadeTrailer
Built Mowing/
Landscape Trailer
Replaced Traffic
Loops/ICW
Pavement
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StreetsBuilt StakePulling Device
6S Project for Streets Quonset
Hut
Concrete /Tire Fence Poles for
Pavement
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Future Projects
10% 20%
40%
30%
Hike & Bike Trail Composition
Course Road Sand1/4" Stone ChipsCS-2 Existing MaterialAB-1 Aggregate Base
Standardize mix design & eliminate cost of hiring contractor for hike/bike trail by using City staff.
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Future Projects
Hike & Bike Trail Composition
Reduce the amount of staff time spent collecting litter by 50 percent annually. Potential Increased Capacity: 750 - 875 hours
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Questions
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Bryon JohnsonDirector of Process
785-309-5790
Jim TeutschPublic Works
Operations [email protected]
785-309-5750
For More Information