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
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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 toSlide6Slide7
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