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LEAN ing  Toward Excellence LEAN ing  Toward Excellence

LEAN ing Toward Excellence - PowerPoint Presentation

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LEAN ing Toward Excellence - PPT Presentation

at MCCU Kathlynn McConnell CPLP CRO Director of Training Members Cooperative Credit Union 2188783653 k athlynnmcconnellmembersccuorg wwwmembersccuorg Six Thinking Hats Dr Edward de Bono ID: 648634

team process project improvement process team improvement project communicate lean current chart list ideas idea send confirm actions forces

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Slide1

LEANing Toward Excellence at MCCU

Kathlynn McConnell, CPLP, CRODirector of TrainingMembers Cooperative Credit Union218-878-3653kathlynn.mcconnell@membersccu.orgwww.membersccu.orgSlide2

Six Thinking HatsDr. Edward de Bono

WHITE: facts, data, informationwhat do we know/still need to knowYELLOW: Benefits, values, positive aspects, why it could workWhat are the positive aspects

BLACK:

difficulties, potential problems, why it may NOT work

What are the reasons why it may not workRED: feelings, hunches, gut, intuitionHow does everyone feel about the current issue/how does everyone feel now that we’ve worked on the issueBLUE: process, next steps, action plansWhat conclusions or summaries can we make in moving forward on this issue?GREEN: creativity, possibilities, alternatives, new ideasWhat are some creative ways to address this issue that haven’t been tried beforeSlide3

T

– TravelI – InventoryM – Motion and confusion

W

– Waiting

O – Over processingO – Over productionD – DefectsMUDA = waste

Meet “T.I.M. W.O.O.D.”

AKA: 7 forms of waste

http://youtu.be/mAYMcSUDcX0 Slide4

P.I.C.K.

ME! PICK ME!

Small Impact

Easy to Implement

Hard to Implement

Big Impact

P

ossible

I

mplement

K

ill

C

hallenge

D

eveloped by Lockheed Martin, for organizing process improvement ideas and categorizing them during the Identify and Prioritize Opportunities Phase of a Lean Six Sigma project.Slide5

P.I.C.K Chart Instructions

Materials Required:Flip Chart and markersPen/pencilPost-It notesColored sticky dotsBefore the activity starts, the facilitator should draw a P.I.C.K. Chart on the flip chart

Divide full group into teams of 3-5

Each group should have at least one person from a different department

Each participant is given (3) colored sticky dots and a pen/pencilEach table is given a pack of Post-It ® NotesParticipants are asked to INDIVIDUALLY and SILENTLY write down process improvement ideas they feel would be of benefit to the organization/customersAllow 3 minutes for thisNo discussion/talkingOne member from each team gathers the Post-It® Notes from their table and gives them to the facilitatorFacilitator mixes the notes and randomly gives several back to each team member until all have bee distributedEach team member takes the notes they were given and places each of the notes on the PICK Chart, in the quadrant they feel it fits the bestSit back down Facilitator then goes through each note on the chart, asking the group as a whole to agree on a quadrant that best fits the processSometimes the Post-It is moved, and sometimes it stays in the quadrant it was originally placedStarting with the Big Impact/Easy to Implement quadrant, and on a separate piece of flip chart paper, the facilitator prints a list of all the process improvement ideas from each notePrioritize the listed process improvement ideas

Each participant takes the 3 colored sticky dots and places them next to their top three choices of processes to work onOne sticky dot per processFrom this list of prioritized ideas, the facilitator identifies the same number of ideas as there are teams.From this, the teams will then select the process they would like to work on

Some teams stop at this quadrant, but you may proceed through the others if you want toSlide6
Slide7

5 WHY’s

(aka: Root cause):

·

List

the

main

problem

·

Ask

appropriate

why

?”

questions

until you reach the root cause

·

List

the

answers

to each

why

question

SITUATION

:

____________________________________________

____

1.

Why

i

s

this

happening

?

2.

Why

is

that

?

3.

Why

is

that

?

4.

Why

is

that?

5.

Why

is that?

ROOT

CAUSE:

______________________________________________________

Slide8

Please circle ALL the Stakeholders that are affected by the process improvement:

Accounting/Finance Human Resources UnderwriterBusiness Services Indirect Lending VendorsCollections IT Other: ____________Consumer Lending/FSC MarketingContact Center Members

I.E.

Managers

How will you communicate the process improvement to them?I.E. Anyone Who is DIRECTLY Involved in the Process

How will you communicate the process improvement to them?

I.E.: Not involved

in the process but would benefit from knowing about any changesHow will you communicate the process improvement to them?

I.E.:

May at some point in time have interaction with the processHow will you communicate the process improvement to them?

Higher

Power

Lower Power

Lower Interest

Higher InterestSlide9

IMPLEMENTATION PLANList the actions (countermeasures) that will address the root cause(s) identified, individual responsible for the action, due date, and follow up actions

ACTION

RESPONSIBILITY

DEADLINE

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FOLLOW UP ACTIONS (to confirm process works)

RESPONSIBILITY

DEADLINE

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  

 

Please indicate results of your lean idea (fill in all that apply):

Cost

savings

(annual): _________________________________________________

Time

savings: _____________________________________________________

Other

: ______________________________________________________________

Slide10

LEAN IDEA IMPLEMENTATION

ISSUES:

Cost of Items Sent Via Courier vs. Other Available Methods

Department:

all of MCCU

Date:

1/15/13

Team:

M.S., M.A., K.S., S.F., K.M.

BACKGROUND:

Explai

n

how this

problem affects MCCU’s goals,

is related to our values

, and/or T.I.M. W.O.O.D.

T

=

T

ravel

: layout, physical movement that doesn’t add value to process

I

=

Inventory

: outdated, junk drawers, unread emails

M

=

Motion

: searching for docs, moving e

quipment out of the way, reaching

W

=

Waiting

: idle time when schedules

-

people

-

equipment are not coordinated

O

=

Over

-

processing

: endless refinement, re

-

doing tasks

O

=

Over

-

production

: producing more than needed, extra forms that are outdated

D

=

Defects

in the system: missing information, wrong addresses, broken equipment

The current process involves the following wastes:

t

ravel,

m

otion, and

w

aiting

CURRENT CONDITION:

·

Draw a simple diagram/flow that illustrates how the current process

works.

·

Label the diagram so that anyone knowledgeable about the process can understand.

·

Note the major problems (put them in storm bursts to set them apart)

Send

Wait

Deliver

Cost in dollars

and wait time!!!

Currently, items such as biz/loan/mortgage files, lien cards, member payments (CC),

title cars, mort

gage papers (i.e. original disclosures) are sent through the interoffice

mail.

At times, team members end up searching for the sent documents (due to being

mistakenly sent to another branch) or waiting for the delivery date assigned to that

branch.

12 x/w

eek to Cloquet (send and receive)

9 x/week to Duluth (send and receive)

3 x/week to Aitkin/McGregor (send only)

Slide11

CURRENT CONDITION

(continued)Slide12

STAKEHOLDERS: Who are they in this process?

Higher

Power

Lower

Power

Lower Interest

Higher Interest

Please circle

ALL

the

Stakeho

lders

that are affected by the process improvement:

Accounting/Finance

Human Resources

Underwriter

Business Services

Indirect Lending

Vendors

Collections

IT

Consumer Lending/FSC

Marketing

Contact Center

Members

Front Line/MSR

Mort

gage

** Project affects all listed

I.E.: Managers

How will you communicate the process

improvement to them?

-

Submit the Lean Idea form to VP who

will then bring to/discuss with

Management Team

-

Lean Project Team will present idea t

o

Supervisors at meeting on 2/22/13

I.E.:

May at some point in time have

interaction with the process

How will you communicate the process

improvement to them?

-

Post document on the Intranet Lean

Site under “Current Projects”

I.E.:

Not in

volved in the process but

would benefit from knowing about

any changes

How will you communicate the process

improvement to them?

-

Post document on the Intranet

Lean Site under “Current Projects”

I.E.:

Anyone who is DIRECTLY

involved in the process

How wil

l you communicate the process

improvement to them?

-

Supervisors will communicate

“in person/face

-

to

-

face” with

each team member to explain

new process

-

Supervisors will communicate

questions and/or concerns with

project team

Slide13

ACTION

RESPONSIBILITY

DEADLINE

Compare Fed Ex and UPS delivery costs and email findings to

M.A.

1/25/13

project team (

M.S

.,

S.F

.,

M.A

.,

K.S

.,

K

M

.)

 

 

 

 

 

Identify annual cost savings between current courier process

M. A.

1/28/13

and Fed Ex or UPS, list in document and send to project team

 

 

 

 

 

Send Lean Idea Form to

VP,

who will discuss with

Mgmt

Team; Lean Project Team will then present idea at the Supervisors meeting on 2/22/13

Project Team

2/11/13

2/22/13

 

 

 

Compare overnight mailing costs and email project team:

8

oz

pkg

from Aitkin/McGregor to

Cloquet

- $12.95+, one day delivery

K.S.

1/25/13

 

 

 Create a list of “other sending options”; send to project team

K.M.

1/15/13 

 

 

Check with Accounting to confirm how checks are cut and sentS.F.

1/25/13To branches to purchase postage stamps

 

 

  

 

Confirm confines of contract with the courier service: can cancel with 30-day notice, route changes with 1 week noticeM.A.

1/25/13

 

  

Confirm process for necessary mortgage signatures: Steve Raj stated this would not be disrupted by courier changes, as two signers have now been identified (Teri and Ryanne)K.M.1/25/13

 

  

Confirm Facility Managers schedules: Mondays – G.V./Duluth

; Tuesdays – S.S./McGregor, Aitkin; Thursdays –G.V./Duluth

S.F.1/25/13

 

  

Present process improvement idea to Supervisors: “test” during month of March – unless absolutely necessary all team members will use the alternative options for sending documents within MCCU

Project Team2/21/13 

 

  

 

 

FOLLOW UP ACTIONS (to confirm process works)RESPONSIBILITY

DEADLINE

  

 

Test the new processAll MCCU team members

Month of March 2013 

 

 

IMPLEMENTATION PLAN

List the actions (countermeasures) that will address the root cause(s) identified, individual responsible for

the action, due date, and follow up actionsGoal: to utilize identified alternative methods for sending inter-office documents in place of the

current courier process

TOTAL ANNUAL SAVINGS: $14,000.00Slide14

Force Field Analysis

Restraining Forces

GOAL

DRIVING FORCESSlide15

Force Field AnalysisInstructionsDraw three rectangular boxes, one on top of the other, on a flip char page

Label the top box RESTRAINING FORCESLabel the middle box GOAL – name the specific goalLabel the bottom box DRIVING FORCESBeginning with the top RESTRAINING FORCES box, brainstorm all the different restraining forces that are restricting the desired goal from becoming a full realityList these in the top boxNext, brainstorm to identify all the positive DRIVING FORCESList these in the bottom boxEvaluate each factor you have listedAssess the strength and impact for each item listed in each boxUsing this information, brainstorm for ideas that:Help develop and prioritize specific actions to INCREASE or ADD to the driving forces and MINIMIZE or ELIMINATE the restraining forces

Force Field Analysis