YOUR IDEAS ARE FLYING HIGH!

Rapid Process Improvement

Lean Overview &Airplane Simulation

Office of Child Support Services

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.

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”

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

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?

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

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

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

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

Value Added –vs- Non Value Added Activities

“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

Product Leadtime

95% 5%

Traditional Focus

Lean Focus

Value Adding activitiesNon-Value Adding activities

Typical Office

Eight Types of Waste

• Batching• Bottlenecks • Rework• Inventory • Waiting• Extra processing • Motion of people, machines• Unused employees ideas

Example of Waste

Example of Batching In OCSS

Lean Management Tools

• 5 S• Layout / Flow• Batch Size Reduction

5 S

• 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

Benefits of 5S

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

Example of Visual Signal

RPI Events

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

Waycross

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

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”

Summary

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