1B project MS V2
- 1. LCS/OEE Lean Accreditation Scheme Lean Practitioner Evidence Portfolio
- 2. © OEE 2013 2 LCS/OEE Lean Accreditation Scheme Lean Practitioner Evidence Portfolio Name Malcolm Sanders Organisation HP Date 01/06/2015
- 3. © OEE 2013 3 Background and Experience Please summarise your experience of implementing Lean tools and techniques in service organisations (Duration, organisations, positions held) Assisted in lean methodology implementation into Waltham Cross and Linford sites: • Performance meetings • CI • 5S • Performance measuring • Process mapping/NVA • Process Confirmation • Encourage staff involvement Please list any relevant qualifications that you already hold 1A accreditation 07/06/2013 Have you previously applied for Lean Accreditation, through oee or any other body? If so, what was the outcome? As per above 1A accreditation, this was in conjunction with RBS Group through Cardiff University. Please provide some background information to help us understand your experience
- 4. © OEE 2013 4 Overview of Portfolio Tool or Technique Evidenced Team/Department/Area Implemented Types of Evidence Submitted Process Mapping- 2 levels Removal of NVA steps Understanding & influencing customer expectations DMAIC in relation to Waste Spotting Business Performance - MI See attached PPT Please list on this page the contents of your Portfolio
- 5. © OEE 2013 5 Understanding Lean Thinking In your own words, define “Lean” and describe how you would implement Lean effectively and sustainably into an organisation. Your answer should fit into the box below. I would define Lean as a way in which to identify and remove areas of risk and process deficiencies, improve work flow and eliminate waste and striving to be the best you can be through continuous improvement. Taking into account your customers needs and asking yourself what services you would pay for. I would look to implement Lean effectively by firstly engaging with my team so that they understand what is required, the methodologies, who has the responsibility and how important they are as they have the experience and knowledge to help transform what they do. Ensure relevant Key Performance Metrics and measures are introduced so individuals can identify what they do to our own and customer’s service levels. I would then introduce different aspects of Lean methodology based on the speed of understanding ensuring that each element has been taken on-board and working before introducing the next. Working with Team Leads, smaller staff teams and or SME’s to: Introduce daily meetings for two way performance feedback, discuss and log issues. Map out processes to identify waste opportunities and increase efficiencies creating standard operating procedures. Gain individual/team ownership with ‘Champions’ of various activities such as CI/Waste, 5S. Ensure benefits are tracked and reported back to the team(s) Complete regular reviews to ensure tasks are being carried out correctly and performance criteria measurements are still relevant and effective. It is paramount that staff feel engaged and can see the benefits being derived from these processes and even how creating this capacity is used are understood. Ensuring that there is a good 2 way feedback process in place to aid this can make a huge difference in staff sustainability and future engagement.
- 6. © OEE 2013 6 Tool or Technique Submission Please describe your experience in detail, focusing on the business problem, the solution you implemented and the business benefits delivered Tool or Technique Process Mapping Business Area and Client Contact Name* Business Performance Team - Management Information Please describe the business problem that you encountered Duplication of effort/time due to the number of reports for R&A MI being completed that overlapped or meant data was being transferred from one report to another. Background. Over time various MI reports had been requested for seemingly one off issues or requirements but had never been closed or stopped. As such a staff member would spend 50 minutes per day updating them when no one was using some of the data. Please describe the solution that you implemented We reviewed the current requirements for MI production for R&A and cross checked these with all of the various reports being completed on a daily basis. We found that one particular spreadsheet being completed covered the requirements and would therefore remove 2 other spreadsheets from requiring daily updates. Please describe the business benefits that you delivered This would reduce the overall time spent updating these reports by 30 minutes a day so releasing capacity into the team, reducing stress levels on busier days and improving morale by removing non value add tasks. There is also the reduction in risk associated with multiple hand offs where information was previously being copied and pasted. Supporting evidence provided See attached Power Point
- 7. © OEE 2013 7 Statement of Authorship In submitting this portfolio, I certify that the contents, and all supporting evidence, represent either: My own work, or Work I carried out jointly with another Lean team member, who has been suitably credited in the relevant sections of this document, or Work completed by members of a client team or department, working under my direct guidance and coaching None of the evidence submitted represents the work of others except as described above By making this submission I give my consent to an OEE assessor contacting other members of my team, and any of the client contacts named, to verify that the work described is my own work and was completed to the standards I have described I understand that, should this declaration prove (now or in the future) to be untrue, the relevant part of this evidence portfolio will become invalid. Should the evidence portfolio be weakened as a result, OEE reserve the right to revoke Lean accreditation should the revised submission no longer provide a suitably strong case.
- 8. Southill Cornbury Park Charlbury Oxfordshire OX7 3EW t: +44 (0) 1608 811900 training@oeeuk.com www.oeeuk.com www.oee-training.com
- 9. MI Duplication Malcolm Sanders, Linford Forum Site Manager
- 10. 1. Project Information: Project Title: R&A Management Information Collation process Project Number: Start Date: 01/06/2015 Implementation Area: Business Performance Team Project Lead: Malcolm Sanders Target Completion Date: 30/04/2016 Site: Linford Sponsor: Deane Sheppard Duration: 10 months2. Problem Statement / Opportunity: • The purpose of this project is to eliminate NVA steps from the R&A MI reporting process and reduce the current timeframe for completion. • Duplication of effort/time due to the number of reports for R&A MI being completed that overlapped or meant data was being transferred from one report to another. • The combined resource time across the site is 50 mins per day. • The process is used as a performance guide of the account against the internal outstanding caseload target although RBSG are aware and is discussed at a monthly Review of HP performance. Measures of Success: Actual emphasis & targets to be agreed / sign off 3. Goals / Objectives: Goal(s): Successful Implementation will mean: • A reduction in resource time allocated to the process. • Removal of NVA steps. • Removal of potential for errors in copying and pasting data. 4. Scope / Risks / Dependencies: Scope: R&A MI process with Business Performance Team Out of scope: All other processes with the Business Performance team Risk: Incorrect information could be supplied to the client Dependency: RBSG approval for their AYiC test audit. Assumption: Approval: 1 Date 2 Date 3 Date 4 6. Project Plan-Key Milestones: Key Milestone Planned Date 1.Team workshop – Process Mapping ‘ As – is’ 2.Team Workshop – Brainstorming Session 3.Team workshop – Process Mapping ‘Future’ and solutions 4.Staff briefing – Introduction of changes 5.Team workshop – Lesson learnt and process approval 19th June 2015 26th June 2015 31st July 2015 31st August 2015 31st October 2015 7. Team and Location: Resource 1: Malcolm Sanders – Site Manager, Linford Kim Deery – Business Performance Clerk, Linford John Fox – RBS Industry and Operational Assurance Specialist, Premier Place, London Measure Base-line Target Timeframe Time taken to complete MI tasks 50 minutes 30 minutes 1 month Number of Steps in process 14 8 1 month
- 11. Background • Management Information is gathered on behalf of the Royal Bank of Scotland and internally to the Linford site in respect of Research and Adjustment volumetrics. These show the number of items per error type received, and therefore outstanding, or closed. • This information is used to review movement in error type volumes, highlight spikes in volume received and provide a visual breakdown of outstanding cases to enable monitoring against internal targets. • Over the years a number of one off MI requests had been actioned but not closed off and as such there is a lot of duplication of effort, data being copied and pasted from one sheet to another, wasted resource time and during peak times, stress. • During a Gemba the issue was overheard by the Site Manager and as such a review was undertaken.
- 12. Current R&A MI Produced • MIRA On / Off report - System produced report saved to a local drive. • R&A Caseload Spreadsheet – 10 minutes per day produced but data transferred from the On / Off report. • R&A Open / Closed report – 20 minutes per day. Data transferred from the On / Off report.
- 13. Approach Taken • A meeting was requested to discuss the approach review the current customer and internal requirements. • Process mapping of the R&A Management Information tasks. • This was then used to identify duplication and NVA steps. • A revised flow was agreed upon and introduced into the team.
- 14. Process Maps of current state.
- 15. Brainstorming Changes to Process • We demonstrated though that all of the relevant detail required as part of the audit was available in the MIRA reports that are saved and could be accessed at any point. • Subsequently they have agreed to the change and have amended their control audit process. Potential Solution Cons Pros Take forward? To remove the R&A Caseload spreadsheet. This would require approval from the customer as they used this as part of their internal AYiC (Are You in Control) audits Would remove 30 minutes Yes Get the spreadsheets to link Effort needed for this wouldn’t be well spent, as NVA info would still be being transferred Would remove duplication of effort & time spent No To stop all of the logging- Does the customer need it? Customer confirmed it was needed in some format for their testing Would remove 50 minutes No Can the customer not access the information directly Customer doesn’t have access to our systems Would remove 50 minutes No
- 16. New Process Maps
- 17. Summary of Results Quality- Reduced risk of error as information isn’t being copied from one sheet to another. The new process still conforms with the customers Audit system Cost- Savings of 30 minutes daily within the team which is reinvested in training and Ci activity Delivery- The time saving has meant that the information is in it’s completed form 30 minutes earlier Safety not affected Morale: less frustration & pressure at peak times due to NVA activity being removed
- 18. Lessons learnt • There is still work to be done in ensuring that staff feel empowered to actively stop and assess what they do. • That GEMBA is an extremely useful tool in which to keep abreast of how teams and individuals are feeling & where there might be opportunity for improvement • You can change the customers requirements by highlighting NVA activity.