Upload
trantuong
View
217
Download
2
Embed Size (px)
Citation preview
Lean Office – Twelve Steps to Creating Money-Saving Company-Wide Efficiencies
John Berger VP of Quality and PI
March 19, 2014
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Overview
• What is Fiserv?
• Lean in the Office?
• What are the Twelve Steps?
• What’s Next?
2
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
About Fiserv
3
• Fiserv provides financial services technology solutions to financial institutions and businesses worldwide
• More than 16,000 clients trust Fiserv to help them achieve their goals for growth and efficiency • Financial institutions
• Retail establishments
• Telecommunications and utility companies
• Healthcare and insurance providers
• Payroll companies
• Government
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
About Fiserv Output Solutions
4
Card Manufacturing & Personalization Prepaid Debit Credit Contactless EMV ID Cards
Transaction Document Printing & Mailing Statements Checks/EOBs Business Documents Tax Forms
Electronic Document Delivery eArchive eStatement ePresentment
Marketing Solutions Acquisition, Activation & Retention Programs Campaign Strategy Commercial Print Database Analytics
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Fiserv Output Solutions – National Presence
5
St. Paul, MN Secure card Indianapolis, IN
Secure card & print
Hartford, CT Technology Center
Nashville, TN Secure card manufacturing
Houston, TX Headquarters Print & Card
Seattle, WA Print
St. Louis, MO Marketing Solutions
Austin, TX EDD
Walnut, CA Print
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Fiserv Output Solutions – Scale
6
During 2013…
• Mailed nearly 1 billion first class envelopes
• Manufactured, personalized and mailed over 250 million cards
• Mailed over 700 million printed statements
• Quality ratings nearly 100% • Timeliness ratings nearly 100%
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Overview
• What is Fiserv?
• Lean in the Office?
• What are the Twelve Steps?
• What’s Next?
7
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
“Office Space” (1999) – The TPS Reports Process
8
Bill Lumbergh: Hello, Peter. What's happening? Uh…we have sort of a problem here. Yeah. You apparently didn't put one of the new coversheets on your TPS reports. Peter Gibbons: Oh, yeah. I'm sorry about that. I, I forgot. Bill Lumbergh: Mmmm...yeah. You see, we're putting the coversheets on all TPS reports now before they go out. Did you see the memo about this? Peter Gibbons: Yeah. Yeah. Yeah. I have the memo right here. I just uh...forgot. But, uh, it's not shipping out till tomorrow, so there's no problem. Bill Lumbergh: Yeah. If you could just go ahead and make sure you do that from now on, that will be great. And uh, I'll go ahead and make sure you get another copy of that memo. Mmmkay? Bye bye, Peter. Peter Gibbons: No, I...I have the memo. I've got it. It's right... [Lumbergh isn't listening and walks away from Peter's cubicle]
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
How an Office IS like the Factory
9
• Both have processes to map • Both involve people • Both have goals
• Both have waste
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
How an Office is NOT like the Factory
10
• Processes can be unclear • People “own” their space • Metrics are uncommon
• Waste is hidden
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Overview
• What is Fiserv?
• Lean in the Office?
• What are the Twelve Steps?
• What’s Next?
11
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
What are the Twelve Steps?
12
1. “Busy” cannot be a crutch 2. Commit resources 3. Involve the key people 4. Macro manage 5. Identify value to the customer 6. Target waste 7. 5S 8. VSM 9. Problem Solving 10. Faster, better, cheaper – do all three 11. Productivity is O/I 12. Achieve year-over-year
Management support Identify the target Use the tools Measure success
Sustain and repeat
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Management Support
13
“Busy” cannot be a crutch
• What would happen if you stopped maintaining your home?
• There is always too much work or a crisis to consume your time
Commit resources
• What happens if you never assign an improvement task?
• Given time, the right people on the right problems will fix them
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Form the Right Team
14
Involve the key people
• What if someone cleaned your desk drawers without asking?
• If you don’t get buy-in the improvement won’t sustain
Macro manage
• Do you like it when your boss tells you how to do a task?
• Tell the team what needs to get done and let them figure out how
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Example: Improve Postage Billing Process
15
• Client sends in file for processing • Includes personalization data • Billing is based on counts,
weights, and rates for each item • Contracts set agreed-upon rates
• Info is routed to several teams • Data Processing: process the data • Operations: make the statement • Shipping: apply the postage • Implementations: setup system • Client Services: create the bill • Accounting: enter the bill
• Billing depends on many inputs • Contracts / rates • Counts • Rates • Weights
• Billing is a manual effort
• Billing must be done to get paid
• Challenge: Do on-time for
every client, every month without making errors!
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 16
Original Postage Billing Process VSM
Client File
Data Processing
Output Processing
Job Tracking
Contract Rates
Manual Data Entry
Counts Weights Counts
Excel Bill
Client Bill
Acct Entry USPS Rates
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 17
Postage Billing Process Questions
• Why so many data sources? • Why use manual entry? • How can we eliminate reports? • How can we eliminate manual entry? • Can we automate the process? • Where can we combine steps? • Which steps can we eliminate? • How can we better coordinate? • What if we involved fewer systems? • How can IT help us simplify? • Where can we reduce errors?
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 18
Current Postage Billing Process VSM
Client File
Output Processing
Contract Rates
Billing Table
Standard Counts and
Weights
Linked Excel Bill
Client Bill
Standard Acct Entry
USPS Rates
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 19
Postage Billing Process Changes Made by the Team
• Eliminated multiple data sources in the process • Revised remaining report to streamline information • Gained accounting agreement on accuracy of billing • Replaced manual entry with standard linked report • Single source of truth for data simplifies maintenance • Standard fields in report simplify the billing process • Replaced repeated manual entry with a Rates Table • Faster billing for completed client orders • Reduced oversight of the client billing
• Results: Saved Many CSR Hours every Month Captured over $100K in Added Billings!
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Identify the Target
20
Identify value to the customer
• What do customers want when they buy your product?
• Identify what your customers are willing to pay for
Target waste
• Where does your company waste resources?
• Identify what your customers are NOT willing to pay you for
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Use the Tools
21
VSM, 5S, and Problem Solving
• Which tool is the right one and how do I know when to use it?
• 5S for clutter, VSM to identify value and waste, then problem solving
Faster, better, cheaper – do all three
• How can I get all three without needing a trade-off?
• Game-changers establish a whole new level of performance
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
• Client faxes setup information • Describes products they want • Use for configuration settings • Provides billing information
• Info is routed to several teams • Sales: log and coordinate activity • Graphics: create logos, etc. • Proofing: obtain approvals • Implementations: setup system • Accounting: setup billing • Operations: make test card
• Must complete all tasks to go live • Challenge: Coordination!
22
Example: Improve Order Processing
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 23
Original Order Processing VSM
ITS
L/T Wks2
Account Manager
Process Time Mins15-25
% C&A %70
System
Priority
Implementation
Process Time Mins
% C&A %
System
Priority=Go Live
Keys
Process Time Mins5
% C&A %
Priority
Build New Product ID
Process Time Mins5
% C&A %90
Unify
Priority=Go Live
Staff Staff1
Control Files
Process Time Mins5-10
% C&A %90
System
Priority
Staff Staff1
PCA
Process Time Mins5
% C&A %
System
Priority
Staff Staff1
Build Proof
Process Time Mins10-30
% C&A %60
Priority=Go Live
Staff Staff1
Internal Approval
Process Time Mins5-7
% C&A %90
Priority=Go Live
Staff Staff1
Gadget
Data
ITS Approval
W/T Hrs0.1
Staff Staff1
Client Approval
% C&A %
Visa
Process Time Mins3
On-line BMAS
Graphics Approval
Process Time Mins3
Staff Staff1
Test File
Process Time Mins2
% C&A %
CCP
Test Card
Process Time Mins15
% C&A %
ITS Approval
Client Approval
Implementation
Process Time Mins1
% C&A %
System
Priority
New Customer Sticker1st Live Sticker
Process Time Mins5
% C&A %
Run
Implementation Approve Run #1
Process Time Mins1
% C&A %98
Staff Staff1
Ship & BillW/T Hrs24 W/T Hrs1.5
W/T Days2
W/T Days3-14
New Client Setup Form
Email/Fax
Artwork
Billing
Process Time Mins5-10
% C&A %50
Unify
AccPac
Staff Staff1
W/T Days1-7
Implement:Collect Approvals
Process Time Mins1
Staff Staff1
W/T Days1W/T Hrs3
W/T Days1-10
W/T Days1-10
W/T Days1-5
W/T Hrs24
ITS Value StreamCurrent State MapNovember 8, 2007
5 Mins
0 Hours
5-10 Mins
0 Hours
5 Mins
24 Hours
5 Mins
Hours
Mins
Hours
15-25 Mins 1 Mins
Hours
10-30 Mins
Hours
5-7 Mins
72-336 Hours
3 Mins
Hours
3 Mins
Hours
1 Mins
2 Mins
24 Hours
15 Mins
24-240 Hours
0 Mins
0 Hours
1 Mins
24-120 Hours
5 Mins
24 Hours
5-10 Mins
40 Hours
Staff Staff2
100 Hours
3 Hours
1 Mins
24 Hours
Takt = 6-7/ Wk
Operations
Billing Gra
phic
s
Implementations Sales
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 24
Order Processing Questions
• Why involve Sales? • What are the green folders for? • How can we eliminate paper? • How can we eliminate faxes? • Can we work in a workcell? • Where can we combine steps? • Which steps can we eliminate? • How can we better coordinate? • What if we worked in the same area? • How can the client help us? • Where can we reduce errors?
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 25
Current Order Processing VSM
ITS
L/T Wks2
Takt Wks7
ImplementationGraphics
Cell
Process Time Mins
% C&A %90-95
System
Priority
Gadget
Data
ITS Approval
W/T Hrs0.1
Staff Staff1
Client Approval
% C&A %
Visa
Process Time Mins3
On-line BMAS
Test File
Process Time Mins2
% C&A %
CCP
Priority
Test Card
Process Time Mins15
% C&A %
ITS Approval
Client Approval
Implementation
Process Time Mins1
% C&A %
System
Priority
Run Ship & Bill
W/T Days2
W/T Days3-14
New Client Setup Form
Email/Fax
Artwork
Billing
Process Time Mins5-10
% C&A %70
Unify
AccPac
Staff Staff1
W/T Days1-7
Implement:Collect Approvals
Process Time Mins1
Staff Staff1
W/T Days1W/T Hrs3
W/T Days1-10
W/T Days1-10
W/T Hrs24
ITS Value StreamFuture State MapNovember 9, 2007
Hours
45-82 Mins
40 Hours72-336 Hours
3 Mins3 Mins
2 Mins
24 Hours
15 Mins
24-240 Hours
0 Mins
0 Hours
1 Mins
24-120 Hours 24 Hours
0 Mins
5-10 Mins
0 Mins
3 Hours
#8New Customer Sticker
#2Customer Agreement
#3 Update ITS Form
#5Group Mailbox
#7Green Folder
#1Reassign Account Mgr
#4ITS Cell
#6Scanner
Customer Order
24 Hours
Operations Bi
lling
Graphics Implementations
Sales
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office 26
Order Processing Changes Made by the Team
• Eliminated Sales involvement in the process • Revised client form to streamline information • Gained client agreement on accuracy of submitted forms • Replaced client faxes with emails to a shared email box • Shared access to the email box allows parallel work • Folders in shared email box organize incoming requests • Work in process is identified with flags reflecting status • Shared drive archive for completed project documents • Reduced oversight of the initial test and production orders
• Results: Eliminated hours of Sales effort
50% Reduction in Lead Time!
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Measure Success, Sustain, and Repeat
27
Productivity = Output / Input
• How will I know I’ve made a difference?
• Monitor input resources and output metrics to see productivity
Achieve year-over-year
• How do I make sure and sustain a key process change?
• Make the metric visible and audit the process changes
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Overview
• What is Fiserv?
• Lean in the Office?
• What are the Twelve Steps?
• What’s Next?
28
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Lean Office is the Next Frontier
29
90% of companies are using Lean and
making progress
But… Service productivity lags
Manufacturing productivity
© 2012 Fiserv, Inc. or its affiliates. 20140319 – Enterprise MN – Lean Office
Get Started Now… and Stay Ahead of the Lion
30
Every morning in Africa, a gazelle wakes up. It knows it must run faster than the
fastest lion or it will be killed.
Every morning a lion wakes up. It knows it must outrun the slowest
gazelle or it will starve to death.
It doesn’t matter whether you are a lion or a gazelle: when the sun comes up,
you’d better be running.