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Office of Vocational Rehabilitation Services
INTRODUCTION TO LEAN
Office of Vocational Rehabilitation Services
PRIORITIZATION OF INITIATIVES – OVRS #06
1
OVRS INITIATIVE
TITLE
Streamline OVRS processes.
DESCRIPTION
Increase the effectiveness of the role of para-
professionals in VR by updating processes to
re-assign administrative work from counselors
2
Expected Outcomes
Increase consistency throughout VR Branches.
Clients will benefit by VRCs’ increased availability.
Clarify Support Staff role for VRCs’
Allow for consistency and improved training for Managers
supervising Staff.
Information to update the Business Manual.
By defining job descriptions the hope is Staff will feel secure with
their role, increasing morale and confidence in the ability to
understand and do the job.
Promote ownership and pride within the Field Staff by providing
a voice in developing the process.
3
What is Lean?
The relentless pursuit of waste management…
…listening and responding to the
voice of the customer
a leadership approach…
…a management philosophy
a set of tools…
…streamlining processes
building in quality…
4
Lean methods are best applied to . . .
• Repetitive tasks
• People-intensive processes
• Standard (or “standardize
able”) process activities
• Variety of sub-processes
included in each process
activity
• Activities with many
handoffs
• Error-prone processes
where quality control is
important
• Volume of work may vary
but is relatively predictable
over any given time period 5
Transformation highlights
Recent results from Rapid Process Improvement (RPI) events are promising:
CAF: Food Stamp program intake – this past year the number of families needing food stamps has
increased by 25.8 percent. All 59 Self-Sufficiency offices recently implemented a new process enabling
workers to provide same-day service to 92 percent of clients. Prior to implementing the new process, clients
could wait as long as two weeks to receive service.
PHD: Travel approval process – It used to take 12 days to obtain approval for out-of-state travel requests in
PHD. By reducing the cycle time from 12 to five days and the number of process steps from 17 to 11, PHD
has realized benefits through March totaling $34,500. Savings realized result from online booking and
early-bird registration discounts. Additional benefits include a reduction in error rate and increased
employee satisfaction with the process
OSH: Nurse hiring process – OSH has reduced the time required to recruit a qualified nurse from 80 to 7
days. As a result, OSH has added 15 additional nurses, increased the quality of patient care and safety,
and improved morale.
SPD: Processing time for Medicaid disability decisions drops from 83 to 45 days
Developmental disability services delivered faster through improvements in contract processing.
Participants in an RPI found ways to reduce the time to amend a contract from 84 to 30 days.
2009 Quarter #1 Progress Report:
http://www.dhs.state.or.us/tools/transformation/docs/progress_reports/09_quarter01.pdf
“Lean” is all about reducing waste, variability and inflexibility,
understanding these inhibitors is the first step to reducing them
Waste Variability Inflexibility
Using more resources Deviating from the Incurring additional
than needed to meet standard costs or not being
customer requirements able to give customers
“Voice of the exactly what they
customer” need/want
Standard deviation
“Voice of the process”
Typical focus of lean
improvements
Understanding these inhibitors is the first step
in reducing or eliminating them
Source: McKinsey 7
By reducing waste, variability and inflexibility DHS will improve
operating performance across many stakeholders
Stakeholders Impact
Client • Receives higher quality consistent service /
care
Organization • Reduces costs
• Improves quality
• Increases flexibility in operations
• Improves reputation
Employees • Makes work easier
• Creates a consistent work tempo
• Increases pride in work area and work quality
Who are the stakeholders that matter to District
processes?
8
LEAN IS AIMED AT MAXIMIZING VALUE-ADDED
ACTIVITIES
• Work or use of • Work that directly
resources that changes the
does not physical nature or
change the quality of a client’s
physical Value service
nature or added
quality of the
product or
service and is Waste
Any activity
currently • Work that does
avoidable or not directly add
unnecessary customer value,
to complete but which is
the product currently
Incidental work executed to
maintain
operations
Objective
The objective is to
minimize waste and
incidental activity
9
There are 8 sources of waste
8. Unnecessary 1. Waiting
Transportation Waiting on information paperwork,
Mailing/faxing documents that could
or decision making
be sent electronically)
7. Inventory 2. Over-servicing
Stacks of forms in storage, Serving clients that we
repossessed client items in office shouldn't’
6. Intellect 3. Rework
3.
(Underleveraged skills) Correcting errors due to
Any failure to fully utilize staff additional information captured
time and talents. or worker error.
5. Over Processing and
unnecessary delays 4. Unnecessary Motion
Multiple hand-offs/waiting Entering same information into
for a specific signature. the system twice
10
Effective performance management is…
Metrics Primary Performance Effective
Visual dialogues performance
Display “huddles” management
(PVD) system
• Drives fact • Effective • Drives
based communication corrective
discussion on goals and actions
priorities
• Tells you how • Enables giving
your process • Enables real feedback
is performing time status
against a updates and • Ensures
target. continuous accountability
improvements
11
What is a RPI?
Rapid Process Improvement:
Systematic process of
continuous, incremental improvement
of an activity to create more
value and less waste.
12
What is an RPI?
What is a RPI?
“Process” Service or
Sequencing steps that create value to the client Activity
“Baseline”
Understanding how the process is currently Current State
operating
“Vision”
Designing the most efficient process Future State
“Action”
Implementation of the future state using Lean Implementation
tools
13
OVRS HIGH VALUE STREAM MAP
Client Plan File
Orientation Intake Eligibility Service Employment
contact Development Closure
CLIENT
CONTACT ORIENTATION
INTAKE ELIGIBILITY
PLAN
SERVICE
DEVELOPMENT
FILE
EMPLOYMENT
CLOSURE
14
Client Contact through Orientation Data
Collected from OVRS Offices
Baseline Data:
19 OFFICES CONDUCT GROUP ORIENTATION
• THE VARIOUS ORIENTATION FACILITATORS IS INCLUSIVE
OF:
Branch Manager: 2
VRC Rotation: 6
Lead : 4
Support Staff: 7
• GROUP ORIENTATION FREQUENCY
Is from 2 Orientations per week to 2 Orientations per
month
• LENGTH OF GROUP ORIENTATION
Is from 20 minutes to 1.5 hour
15
SCHEDULE ORIENTATIONS
For the offices that offer scheduling orientation
clients wait time to attend a scheduled Orientation
Is from 1 week to 6 weeks
ORIENTATION ATTENDANCE
The maximum number attending an orientation is
20 people.
WAIT TIME FOR INTAKE APPOINTMENT
Is less than 1 week with the maximum being up 10
weeks
VRC Intake Appointment Branch Requirements
Minimum is 2 per week and maximum is 9 per week
16
FORMS
Personal Information Form
9 Offices have added pages to the
standardized form or they have instituted the
usage of Branch created forms
PowerPoint Presentation
used by 9 out of 19 Offices
Brochures/information sheets
There is a huge variance among the sites. Clients
may receive at minimum 0 items at some locations and
at others they can receive up to 30 pages.
With variance in the materials provided from
outdated information, photo copies of brochures that
we have in our offices, etc.
17
Office of Vocational Rehabilitation Services
Lean Daily Management System &
What Are They All About?
There are many Components of Lean Daily
Management System (LDMS)
DAILY AS NEEDED
Intact work group Site, departmental, company
Primary visual display performance
Huddle Attendance Skills versatility status and
cross-training plans
“News” update
Status and plans for long-term
Goals & activities for today process improvement issues
Kaizen Action Sheet status / Company initiatives and news
actions Introductions of new team
Prior day’s quality and members and visitors
performance issues Congratulation, rewards,
Other important metrics recognitions
5S reminders
Other needed actions
LDMS provides the structure and tools necessary for work
groups to manage and improve processes
• visual control to simplify communication
• Helps to identify and solve problems, not work around them
• Drives higher performance expectations “down” through the
organization
• timely measurement and corrective action
• employee involvement in problem solving
• long-term improvement objectives
• Needed to help organizations develop the new culture and
discipline necessary for lean success and ………LDMS is that
process
20
Primary Visual Display (PVD)
Typical displays could include:
• Attendance
• Skill Versatility
• Group Metrics (Daily, Weekly, Monthly)
• Kaizen Action Sheets
• Major Customers
• Quality Issues
21
OVRS Clackamas Branch Primary Visual Board
22
Huddle Attendance Visual Display
TODAY
Employee DATE
Name 3/5 3/6 3/7 3/8 3/9 3/10 3/11 3/12 3/13 3/14
Larry PD V V
Bob
Curly
Moe V V PD
Sally PD
Roberta
Present Excused Absence/ Unexcused Absence PD = Personal Day
Late V = Planned Vacation
23
[23]
Skills Versatility Visual Display
.. Or Task
..
Process
Team Member
..
Larry 96
..
Bob 13
. . . . . .. . . . . .. .
..
Moe
.. 42
Sally 56
..
Task Flexibility 100 50 42
.. 56 37 86 80 62
Task Coverage 9/9 1/9 2/9
.. 3/9 4/9 6/9 2/9
24
[24]
Continuous Improvement Action Sheet
Date: Item #:
Manager or Supervisor: Area or Process Name: Person doing this sheet:
Problem Description: Actions to be taken: Expected results/benefit:
Before improvement (draw picture) After improvement (draw picture):
Outputs measured/to be measured to determine impact of changes:
25
Continuous Process Improvement Action Sheet
Date: Item #:
Manager Or Supervisor Area Or Process Name Person Doing This Sheet
Patrick Social Security Verification Staff name
Problem Description: Actions To Be Taken: Expected Results/Benefit:
Time burden for VRC VRC will enter a request
after a SSA data request New file will not sit in VRC’s
if needed at intake.
is made. office. Cont. flow of new file.
HSA will look up the
verification the next day
when creating new file.
Before Improvement (draw picture): After Improvement (draw picture):
Outputs Measured/To Be Measured To Determine Impact Of Changes:
Continuous Process Improvement Register
Date: Page of
Manager Or Supervisor Area Or Process Name Person Responsible For
This Sheet
Item Problem Person Date Percent
Corrective Action
# Description: Accountable Due Complete
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
100 25
75 50
27
Why Hold These Meetings?
Communication with every team member a minimum of once per
day/week in person
• provides immediate and timely feedback for everyone
• enables employees to make well informed decisions faster
• provides ample opportunities to recognize good work or offer
help when needed
• Better Communication / Stronger Team
• To create a high level of team involvement
Data is formally collected / updated by each worker communicated
to all:
These actions quickly lead to resolutions of problems and build a
teamwork bond among the work group
28
Daily/Weekly Work Team Meetings (Huddles)
The Daily/weekly Huddle meeting is a forum for
communicating and sharing information
Planned daily/weekly meeting with a workgroup
Expedite the sharing of information
Provide disciplined approach that mandates/drives small
continuous improvements
Provide the forum for building team spirit
Influence changes in behavior a little every day
A consistent approach to communication
A focal point for updating and/or presenting updates to a
team’s Primary Visual Display Board
29
How Do These Huddle Meetings Work?
Hold them in the work area in front of the Primary Visual
Display Board (PVD)
Make them “standup” meetings – maximum 10 minutes
Assign a meeting facilitator
Document decisions, actions, and next steps on the Primary
Visual Display
Planning and discussions should be taken off-line
Use the Primary Visual Display as your Agenda!
Clackamas Huddle
31
5 S – A Well Organized Workspace
Maintain and continuously improve the
Identify and eliminate waste
workplace/equipment
Sort Straiten Shine Standardize Sustain
Separate Designate a place Keep the Define and Manage and
Objective unnecessary for all necessary work-place, implement maintain
from items. materials standards for performance.
necessary organized optimal
items. and tidy. conditions.
Use the Use floor Define the Define, validate Use audits and
Activities frequency, markings, bins, organization and implement the visual manage-ment
urgency, and signs, labeling, procedure and safest, most to increase
quantity of etc. to keep all frequency of efficient, and most compliance.
use to items in specific compliance economical Maintain procedures
identify what locations methods. to current model
items are used.
required. Continuously
Remove improve.
unnecessary
items.
32
5 S – A Well Organized Workspace
• Commitment to create a more effective work environment
• Arrangement for creating and maintaining a high-performance
workplace
• A discipline that, when embraced by everyone in the organization,
becomes part of the culture that’s capable of achieving excellence
It’s physical evidence of the pride we take in our work
Before 5S After 5S
33
EVALUATIONS
!!!
Please Take
Time to
[34]
Complete 34
Questions?
35
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