Continuous Improvement (Lean in an Hour) - Technology ‐ Continuous Improvement (Lean in an Hour) CSU AOA Conference Presentation Eric Olsen 13Jan14 01

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<ul><li><p>Information Technology Continuous Improvement </p><p> (Lean in an Hour) CSU AOA Conference Presentation </p><p>Eric Olsen </p><p>13Jan14 </p><p>01 </p></li><li><p>What is Lean? </p><p>Maintaining or increasing value </p><p> while reducing waste by </p><p>involving associates in problem solving. </p><p>Eric Olsen Cal Poly 4 - 2 </p></li><li><p>Maintaining or increasing value </p><p>Eric Olsen Cal Poly 4- 3 </p><p>VALUE </p><p>Time </p><p>Quality </p><p>Cost </p><p>Through the Eyes of the Customer </p></li><li><p>reducing waste </p><p>Eric Olsen Cal Poly 4- 4 </p><p>Eric Olsen Cal Poly Industrial Technology </p><p>2 </p><p>Flow Charting For Value </p><p>The Any Process Lead Time Model </p></li><li><p>Examples of Office Process Waste </p><p> Too many signature levels </p><p> Unclear job descriptions </p><p> Obsolete databases/files/folders </p><p> Purchase orders not matching quotation </p><p> Errors typos, misspelling, wrong data </p><p> Waiting for information, at meetings, etc. </p><p> Poor office layout </p><p> Unnecessary E-mails </p><p>Eric Olsen Cal Poly 4- 5 </p><p>- Lean Office Series: Lean office Value Streams (Factory Strategies Group LLC, 2009) </p></li><li><p>involving associates in problem solving </p><p>Standard Work and Kaizen </p><p>Eric Olsen Cal Poly 6 </p><p>Impro</p><p>vem</p><p>ent </p><p>Time </p><p>Cowboy Kaizen </p><p>K </p><p>K </p><p>K </p><p>SW </p><p>SW </p><p>SW </p></li><li><p>The ITS Connection </p><p>Use Kaizen Events to clean up and simplify the work flow BEFORE you automate. </p><p>Advantages </p><p> Less to automate </p><p> Better understanding of customer value </p><p> Better understanding of the process </p><p> Better communication between process partners. </p><p> Ultimately less work, faster response, better quality. </p><p>Eric Olsen Cal Poly 7 </p></li><li><p>What is a Kaizen Event? </p><p> Select a process to be improved. </p><p> Get a sponsor. </p><p> Gather a cross-functional/cross-level team of people involved in the process. </p><p> Meet for a specified, short period of time. </p><p> Learn, see, understand, plan, and act TOGETHER. </p><p> Present results and plans to upper management. </p><p> Celebrate! </p><p>Eric Olsen Cal Poly 8 </p></li><li><p>What does a Kaizen Event look like? </p><p>Eric Olsen Cal Poly 9 http://erico.phanfare.com/5946850 </p><p>Define the VALUE! </p><p>http://erico.phanfare.com/5946850http://erico.phanfare.com/5946850</p></li><li><p>What does a Kaizen Event look like? </p><p>Eric Olsen Cal Poly 10 http://erico.phanfare.com/5946850 </p><p>Analyze the current PROCESS! </p><p>http://erico.phanfare.com/5946850http://erico.phanfare.com/5946850</p></li><li><p>What does a Kaizen Event look like? </p><p>Eric Olsen Cal Poly 11 http://erico.phanfare.com/5946850 </p><p>Understand TOGETHER! </p><p>http://erico.phanfare.com/5946850http://erico.phanfare.com/5946850</p></li><li><p>What does a Kaizen Event look like? </p><p>Eric Olsen Cal Poly 12 http://erico.phanfare.com/5946850 </p><p>Plan </p><p>TOGETHER! </p><p>http://erico.phanfare.com/5946850http://erico.phanfare.com/5946850</p></li><li><p>Practical Problem Solving </p><p>Eric Olsen Cal Poly 13 </p></li><li><p>Cal Poly Kaizen History </p><p>17 Incident Response Process - 2014 </p><p>16 Authentication Request Process </p><p> - 2013 </p><p>15 Employee Intake Process - 2013 </p><p>14 Helical Sale to Order Process </p><p> - 2013 </p><p>13 SLO County GSA Customer </p><p> Service Process - 2013 </p><p>12 SLO County Facility Services </p><p> Maintenance Work Order </p><p> Process - 2012 </p><p>11 SLO County Parks &amp; Recreation </p><p> Reservation Process - 2011 </p><p>10 2nd Floor Admin Layout - 2011 </p><p> 9 Lecturer and TA Appointment </p><p> Process - 2011 </p><p>8 Course Approval Process - 2011 </p><p>7 HR Staffing Process - 2011 </p><p>6 Voler Pack and Ship Process - 2010 </p><p>5 Commencement Budgeting </p><p> Process -2010 </p><p>4 Course Substitution Process - 2010 </p><p>3 Academic Program Review Process </p><p> - 2010 </p><p>2 Cash Gift Process - 2009 </p><p>1 Grant Contracting Process - 2009 </p><p>Eric Olsen Cal Poly 14 </p></li><li><p>Building an electronic </p><p>approval form </p><p>Cal Poly State University </p><p> By Darren Kraken Application Integration Supervisor </p><p>An adventure in going paperless for </p><p>temporary faculty appointments </p><p>[Note: One of three presentations </p><p>taken from Lean Information </p><p>Technology Lean Leadership Forum </p><p>Dec13] </p></li><li><p>Background: </p><p> Temporary faculty contracts are </p><p>renewed each quarter </p><p> 80-85% of all academic </p><p>appointments (300+/term) </p><p>Goal: To improve the process by which the university hires temporary faculty and teaching associates. </p></li><li><p>Once there was paper . . . </p><p>AP101 HR Form E </p><p>Payroll Hiree Provost Academic Personnel Dean </p><p>Dept </p><p>Coordinator </p><p>Dept Chair </p><p>College Analyst </p><p>Offer Letter </p></li><li><p>o Academic Personnel </p><p>o Payroll </p><p>o College/Department Users </p><p>o Information Services </p><p>o Human Resources </p><p>o Lean Business Process </p><p>Consultant Eric Olsen </p><p>18 </p><p>Kaizen </p><p>December 12, 2013 Lean Information Technology </p></li><li><p>o 58 steps </p><p>o 62 days to process hire </p><p>o Players </p><p> Hiring Department </p><p> College / Dean </p><p> Academic Personnel </p><p> Provost </p><p>19 </p><p>Process defined </p><p>December 12, 2013 Lean Information Technology </p></li><li><p> 14 verification steps out of the 58 </p><p> Sneakernet used to route forms </p><p> Departments overwhelmed with </p><p>paperwork </p><p> Rework required due to data entry </p><p>errors </p><p> Many electronic systems didnt talk </p><p>20 </p><p>Issues </p><p>December 12, 2013 Lean Information Technology </p></li><li><p>Background: </p><p> Temporary faculty contracts are </p><p>renewed each quarter </p><p> 80-85% of all academic </p><p>appointments (300+/term) </p><p>Process Improvement </p><p>eAP101 eliminates </p><p>paper! </p><p>Eliminate unneeded validation </p><p>steps </p><p>Consistent process across </p><p>campus </p><p>Standardized Offer Letters </p></li><li><p>ITS, Academic Personnel, HR, </p><p>Payroll, College Analysts </p><p>Gather requirements </p><p> 2% problem </p><p>Phased approach </p><p> Standardize offer letter </p><p>Time to build an electronic workflow . . . </p><p>All we need is a few signatures, right? </p></li><li><p> Additional workflow API for group </p><p>routing and security </p><p> Creation of 130+ new groups </p><p> eAP101 portlet </p><p> Generating tiff files of completed </p><p>eAP101 and offer letter </p><p> Importing tiff files into payrolls </p><p>ImageNow system </p><p>23 </p><p>Implementation </p><p>December 12, 2013 Lean Information Technology </p></li><li><p> Transparent electronic routing and </p><p>signatures </p><p>No more manually copying data </p><p>Users are notified if contract data </p><p>changes during routing </p><p>Reduces need to batch appointments </p><p>Reduced errors by 35% </p><p>Return rate now &lt; 2% </p><p>Success! </p></li><li><p>Results </p><p>Average time to process 62 days to 15 days </p><p> 90% complete in 20 days </p><p> Fastest = 10.5 hours </p><p>58 steps -&gt; 40 steps </p><p>Offer letter automatically generated Postage cost eliminated </p></li><li><p>Continuous Improvement </p><p> Periodically meet with stakeholders </p><p>to discuss future improvements </p><p> Dashboard to be developed for better </p><p>metrics </p><p> Process and technical improvements </p><p>addressed periodically </p><p> 4-5 enhancements per quarter </p><p> 15 mods YTD </p></li><li><p>Recommendations for Success </p><p>1. Develop and operational strategy around whats most important. </p><p>2. Get leadership buy-in [but dont wait]. </p><p>3. Use kaizen events to cleanup and tee-up processes for automation. </p><p>4. Automate sparingly. </p><p>5. Learn by doing and repeat. </p><p>6. Celebrate often. </p><p> Eric Olsen Cal Poly 27 </p></li><li><p>Eric Olsen Cal Poly 28 </p><p>Eric Olsen, PhD Cal Poly - Orfalea College of Business - Industrial Technology </p><p>Bldg: 03 Rm: 435, 1 Grand Ave, San Luis Obispo, CA 93407-0383 </p><p>office: 805 756-1754 cell: 805 602-0228 e-mail: eolsen@calpoly.edu </p><p>webpage: www.cob.calpoly.edu/faculty/eric-olsen/ </p><p>Central Coast Lean - www.cob.calpoly.edu/centralcoastlean/ </p><p>Building a local community of lean practice across business, education, nonprofits, and government. </p><p>mailto:eolsen@calpoly.edumailto:eolsen@calpoly.eduhttp://www.cob.calpoly.edu/faculty/eric-olsen/http://www.cob.calpoly.edu/faculty/eric-olsen/http://www.cob.calpoly.edu/faculty/eric-olsen/http://www.cob.calpoly.edu/faculty/eric-olsen/http://www.cob.calpoly.edu/centralcoastlean/http://www.cob.calpoly.edu/centralcoastlean/</p></li><li><p>Eric Olsen Cal Poly 29 </p><p>ALeanerFutureApplyandexpandleaninyourorganization</p><p>http://www.cob.calpoly.edu/centralcoastlean/summit/</p><p>Thursday, February 20, for Pre-Summit Workshop and/or </p><p>Friday, February 21 for the Summit At Cal Poly </p></li></ul>

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