project description problem statement :

Six Sigma Project : Visa Processing: Project No. OAS-06-005(2W)Project Title : Improvement of 9(e), 9(a) and other visa

processing within the Government & Community Relations Unit.

Team Leader : Eleonora WindischChampion : Cecile GregoryMentor : Andrew Villanoy Team Members : Antoniette Bihis; Sheila Sanga; Nerissa Loria;

Therese Chin; Recel Santiago (Amex Manager); Mercy Canuel (Amex)Date : 26 July 2006

PROJECT DESCRIPTION

PROBLEM STATEMENT :• The processing of 9(e), 9(a) and other visas requires a series of internal and external steps, involving three internal processing units (GR, TA and TS), and up to two government agencies (DFA, BID). • Customers feel that the processing time is too long and that special requests are difficult to entertain.

GOAL STATEMENT : • Target: 30% reduction of staff time and aggregated turn around time; • Optimize use of resources to improve visa processing; • Reduce duplications and streamline internal processes;• Increase efficiency and customer satisfaction.

DEFINEDEFINE Problem and Goal Statements

PROJECT DESCRIPTION (continued)

BUSINESS CASE :OAS is constantly striving to improve operational efficiency and customer satisfaction. The Government and Community Relations Unit, in cooperation with the Travel Section and the in-plant travel agency, is responsible for the processing of Philippine 9(e) and 9(a) visas and the facilitation of foreign visa issuance to ADB staff and guests in third countries.

On 31 Dec. 2005 the visa officer within the Gov. & Com. Rel. Unit retired. With the support of other OAS business units, the GR Unit absorbed the duties at current staff level and capacity. This in turn led to process inefficiencies. Improvements had to be made at various stages of the process, including the detailed collection of data of all visa requests in order to reduce staff time and enhance costumer satisfaction.

DEFINEDEFINE Problem and Goal Statements

PROJECT TIMELINE:In absence of adequate data and the cyclical pattern of visa applications, a baseline was established covering the months from January – March 2006.

DEFINEDEFINE Timeline

D M A I C

Nov.–March Jan.-March March-May May-June July

2005/2006 2006 2006 2006 2006

DEFINEDEFINE High Level Process Map

StartGRS/Amex receive visa

requestAssign tasks

Finalize all documentation

(NV)

Validate and sign NV

Submit documentation

to DFA

DFA processes visa

request

TA Liaison officer pays

visa fees

DFA approves visa request

DFA renews visa or sends visa cable to

Embassy

Requestor receives visa

or cable reference no.

End

Detailed Process MapDEFINEDEFINE

Detailed Process Map for Issuance of 9(e), 9(a) and other visa in the Gov. & Comm. Relations Unit

GR

S

Am

ex-T

AT

rave

l Sec

tion

DF

AR

equ

esto

rs

(HR

, Sta

ff,

Bus

ines

s U

nits

)

START

DFA processes

visa request

Visa request

Prep. of NV for 9e visa (new

staff)

Prep. of NV for 9e visa renewal

Prep. of NV for 9a visa and other visa

Submission of receipt to USO

at DFA

Passport with renewed 9e

visa

Approval of request

END

DFA takes 10 wd

DFA releases visa or visa

cable ref. no.

Delivery of NV and passport

to DFA

Payment of visa fee

Renewed visa and cable ref.

no.

Filing and assignment of budget code

Cable ref. no.

Receipt of visa cable ref.

no.

Receipt of NV for private 9a visa & foreign

visa

Signing of all NV by GRS supervisor

Validation & proofreading (NV of TA &

TS

Receipt of request and

assignment of tasks

Filing and accounting

DEFINEDEFINE SIPOC

CTQsCTQsSSupplier OOutputPProcessIInput CCustomer

Staff & dep.

Business Units

Visa request

Email

Memo

Supporting documents

Submit request

Validate and distrib. tasks

Finalize NV

Deliver NV and sup. doc. Pay fees

Obtain visa or cable ref. no.

Inform client Update files

Renewed visa

Note Verbale

Cable ref. no.

Staff & dep.

Business Units

Complete & correct data

On time processing

Constant communication with client & DFA

DEFINEDEFINEOutput Characteristics/

Project Y Relationship Matrix

Tim

e sp

ent

on

sp

ecia

l ca

ses

No

. o

f re

qu

ests

per

st

akeh

old

er a

nd

vis

a ca

teg

ory

Ag

gre

gat

ed t

urn

ar

ou

nd

tim

e p

er o

ffic

e

To

tal

staf

f ti

me

per

req

ues

t ca

teg

ory

Output Characteristics

Reduction of Staff Time and Increase in Efficiency

To

tal

nu

mb

er o

f re

qu

ests

Nu

mb

er a

nd

typ

e

of

com

pla

ints

No symbol - no relationship

Strong relationshipModerate relationshipWeak relationship

DEFINEDEFINE Critical to Quality

Output Characteristic

(Big Y)

None

High Level Need Reduction in Staff Time & Increase in Efficiency

Reduced total staff time and aggregated turnaround time (time of request spent in office)Output Unit

Timely issuance of visa

C T Q

Reduce overall staff time and aggregated internal turnaround time by 30% and increase efficiencyTarget

Defect Visa issued beyond 10 working days

Operations Definition Process starts when visa request is submitted and ends when visa is issued, NV written or cable refr. no. sent.

How process will be measured Total staff time and aggregated turnaround time; Visa and stakeholder categories / weekends and holidays not included.

Project Y (Little y) Measure

Specification Limits

DEFINEMEASURE Data Collection

Data Collection Sheet: GRS, TA

Date

Day of week

Requestor / Unit

Name of Applicant

Stakeholder Category

Nationality of Applic.

Visa category

Consultations No/time (min)

Special Request / reason

Validations No/time (min)

Data received / released - time

Total processing time (hrs) at GRS/TS/TA

Total staff time (min): wh/ot

Total processing time (wd) at DFA

Complaints / Remarks


Jan-March 2006

STAFF

Total no of requests

AVERAGE TIME

Per request in min

Per stand. request in min

Per exped. request in min

Per consult. only in min

Aggregated turn around time per request in hrs

Bihis 4 5 0

47.514.0

0

000

300

0

53.3314.00

0

00

0

Chin 39 9 15

4.925.005.27

4.935.335.27

4.924.33

0

000

8.175.615.93

Loria 287 258 383

2.194.344.08

1.783.213.41

3.525.483.81

3.106.295.65

5.142.563.23

Windisch 222 169 254

0.870.870.80

0.510.640.79

2.771.950.88

10.6715.000

0.470.500.34

Amex 139 88 87

4.923.581.55

5.613.961.62

1.752.001.15

3.250

0

8.178.91

8.20


April-June 2006

STAFF


AVERAGE TIME

Per request in min

Per stand. request in min

Per exped. request in min

Per consult. only in min


Bihis 8 8 4

17.5026.8811.40

60200

11.4240.00 5.00

025.8013.67

00

0

Chin 0 0 0 0 0 0

Loria 276 371 290

3.273.503.29

2.422.382.71

3.863.392.31

8.396.184.66

3.082.071.88

Windisch 231 35 14

0.604.000.71

0.611.120.71

0.6720.50

0

10.6710.00

0

0.160.050.10

Amex 98 166 88

1,751.912.59

1.663.002.52

3.403.004.67

3.2500

3.404.494.40


Jan-June 2006

STAFF

Requests Jan-March April-June

AVERAGE TIME – ALL REQUESTS


Total staff time in min

Average time/request in min


Bihis 4, 5, 0 8, 8, 4

920

260401

28.920.05

00

Chin 39, 9, 15 0

630

3160

5.020

8.17 0

Loria 287, 258, 383 276, 371, 290

928937

3,3153,156

3.573.37

5.22 2.31

Windisch 222, 169, 254 231, 35, 14

645280

542293

0.841.0

0.470.15

Amex 139, 88, 87 98, 116, 88

314302

1,134621

3.612.06

8.174.34

TOTAL Jan-MarchTOTAL April-June

1,9591,539

1,856 pm1,490 pm

2.842.91

3.452.29

TARGET: 30% reduction 1,299 1.9 2.4


Jan-June 2006

MonthTotal no of requests

Average Processing Time at DFA

AMEX Government Relations Unit

January 131 (A) 58 (GR)

7.46.3

February 85 44

6.75.8

March 78 89

6.76.6

April 92 72

6.76.0

May 116 100

6.78

June 83 83

6.97.2

Processing time as prescribed by DFA: 10 wd

Average real processing time at DFA Jan - June: 7 wd

Problems at DFA

DEFINEMEASURE Data Collection – Problem Areas

Jan-June 2006

Month Special Cases

No. of cases

Issues Time spent in min

Jan. 1 9(e) visa extension in Manila (Phil. Embassy gave wrong information)

120

April 2 Visa conversion from investor visa to 9(e); Visa waiver for dependent parents

137

May 4 Visa conversion from investor visa to 9(e); Visa waiver for dependent parents; Staff returns from SWOP, no valid visa, one way ticket; Staff wants certificate on 9(e) visa, wants to renew passport one year ahead of time.

361

Problem Areas

May - June Problems at DFA:– Increased follow up – Visa cable not sent on time

Change of staff at Amex:– 2 visa officers leave, realignment, new officers need to be trained (increase in staff time in June)


Jan-June 2006

STAFF

Requests Jan-MarchApril-June

AVERAGE TIME - EXCLUDING SPECIAL CASES


Total staff time in min

Average time/request in min


Bihis 3, 5, 0 7, 2, 4

813

140151

17.511.62

00

Chin 39, 9, 15 0

630

3160

5.020

8.17 0

Loria 287, 258, 383 271, 363, 290

928924

3,3153,035

3.574.79

5.22 2.31

Windisch 222, 169, 254 228, 27, 14

645269

542167

0.840.62

0.470.15

Amex 139, 88, 87 98, 116, 88

314302

1,134 621

3.612.06

8.174.34

TOTAL Jan-MarchTOTAL April-June

1,9581,508

1,816 pm1,325 pm

2.782.64

3.452.29

TARGET: 30% reduction 1,370 1,271 1.9 2.4



DEFINEANALYZESpecification Limits and Process Sigma Levels

PEOPLE PROCEDURES

Time of Time of request request in office in office and and overall overall staff staff timetime

EQUIPMENT

Lack of electronic transmittal to DFA - Email connection - Frequency of trips to DFA -

ENVIRONMENT

Offices are dispersed (info flow) - Inadequate signs for office location - Staff workload – no provision for overtime -

Approval process takes too long - Bureaucratic (too many layers)- Confusion about responsibilities - Lack of procedures or not updated - Procedures not known or not communicated well - Wrong communication tools- OAS website not user friendly - Ineffective communication plan - No back up procedure in place -

Cause & Effect Brainstorming

ANALYZEANALYZEP

RO

CE

SS

ING

ST

AF

F

ST

AK

E -

HO

LD

ER

Lack of appropriate training and poor client handling skills - Lack of competence - Communication problem - Insufficient team work - Lack of responsiveness - Inexperienced and ineffective staff - No leverage with government - Impatience and arrogance - Impolite and demanding - Ignorance & lack of awareness - Mistrust -

PEOPLE PROCEDURES

Time of Time of request request in office in office and and overall overall staff staff timetime

EQUIPMENT ENVIRONMENT

1. Bureaucratic procedures (too many layers) - 2. Ineffective communication plan -

ANALYZEANALYZEP

RO

CE

SS

ING

ST

AF

F

ST

AK

E -

HO

LD

ER

1. Lack of electronic transmittal to DFA - 2. Frequency of trips to DFA -

1. Offices are dispersed (info flow) - 2. Inadequate signs for office location -

1. Lack of appropriate training and poor client handling skills - 2. Communication problem (language barriers) -

1. Ignorance & lack of awareness - 2. Impatience and arrogance - 3. Impolite and demanding -

Cause & Effect Prioritized

DEFINEANALYZE Quick Win

Streamline process by cutting layers (number of processing units) and reducing the number of steps involved:

• Travel Section Assistant: work will be taken on by Government Relations Unit;

• Validation and proofreading for NV to be eliminated.

Detailed Process MapANALYZEANALYZE


GR

S

Am

ex-T

AT

rave

l Sec

tion

DF

AR

equ

esto

rs

(HR

, Sta

ff,

Bus

ines

s U

nits

)

START

DFA processes

visa request

Visa request

Prep. of NV for 9e visa (new

staff)

Prep. of NV for 9e visa renewal

Prep. of NV for 9a visa and other visa


at DFA

Passport with renewed 9e

visa

Approval of request

END

DFA takes 10 wd


cable ref. no.


to DFA

Payment of visa fee

Renewed visa and cable ref.

no.


Cable ref. no.


no.

Receipt of NV for private 9a visa & foreign

visa


Validation & proofreading (NV of TA &

TS)

Receipt of request and

assignment of tasks


END

START

PHASE I: from submission of request to delivery to DFA PHASE II: from submission to DFA to approval and return to staff

DEFINEIMPROVEImplementation Plan

Problem areas Action taken Date implemented Target

Efficiency and Streamlining

Reduction of layers: Travel Section April 10

Elimination of proofreading and validation: Gov. Rel. April 10

Teamwork: regular meetings between Amex & Gov. Rel. April 24 ongoing

Simplified data collection sheet April 10

Use of electronic signature for all standard requests

(Control measure: limit access, counter initial, spot checks)

May 4 ongoing

Client Orientation and Outreach

Client orientation session for visa team org. by OAFA-CS, internal Gov. Rel. meetings

April 11, June 16 monthly

Client orientation training for selected OAS staff Aug.-Sept.

Effective writing workshop: all Gov. Rel. staff attended June 5-16

Briefing for ADB SA (35 attendees) April 20 October

Briefings for new ADB staff, incl. follow up emails April 6, 27; May 31; June 26; July 24

ongoing

Development of visa application monitoring form to help DFA officer monitor application, approval, payment and dispatch status

June

DEFINEIMPROVEImplementation Plan

Problem areas Action taken Date implemented Target

Communication Communication plan: EmCS icon and url, banner up April 21, May 19, June

July/Aug.

EmCS in signature block of visa processing staff June

Internal newsletters and publications: ADB Today, OAS e-Newsletter, OAS Website, ADB Portal, ADB Forum, Memo to Heads of Departments

April 18, 21, 24, 28; May 5, 11, 12, 16, 18, 19, 23, 25, 26, 29, 30, 31; June 2, 13, 22, 26, 30; July 19

ongoing

Improvement of Gov. Rel. website: FAQ, cross links to Travel Section webpage

June July/Aug.

Development of templates, check lists, inserts, table toppers

May, June July/Aug.

Revision of EmCS alerts: revised text and new fields added

June 14

Further Process Improvement – May

IMPROVEIMPROVE


GR

S

Am

ex-T

AD

FA

Req

ues

tors

(H

R, S

taff,

B

usin

ess

Un

its)

START

Visa request

Receipt of request and prep. of NV for 9a and

other visa

Receipt of request and prep. of NV for 9e visa

renewal


Receipt of NV for private 9a & foreign visa


to DFA

DFA processes

visa request

Payment of visa fee


at DFA


cable ref. no.

Renewed visa and cable ref. no. for 9e and

9a visa

Passport with renewed 9e visa or

visa cable ref. no for 9e renewal abroad

Cable ref. no. for 9a visa


no. END



END

START

DFA takes 10 wd

Approval of request


DEFINEIMPROVEImplemented e-Solutions

EmCS icon OAS website

OAS e-Newsletter

Signature block


EmCS – ADB Portal What’s New?


EmCS – ADB Forum May Edition


EmCS – Revised Alerts


EmCS – Additional Fields for Dependents

Before After


EmCS – Additional Fields for Dependents

Announcements in ADB Today 22, 26 June

DEFINEIMPROVEImplemented Solutions

EmCS – Banners and Inserts


9(e) and

9(a) visa

OAS e-Newsletter

ADB Today

DEFINECONTROLSpecification Limits and Process Sigma Levels

DEFINECONTROLSpecification Limits and Process Sigma Levels

Category Mean/USL Target DPMO Sigma Level

Aggregated Turn Around Time

January - March 199.58 139.71 49999 1.5

April - June 138.06 341807.3 1.91

Staff Time / Request

January – March 2.73 1.91 500122.6 1.5

April – June 2.62 489180.4 1.53

DEFINECONTROL Control Procedures

Failure Mode and Effect Analysis (FMEA)

Objective

• Save overall staff time

• Lower aggregated internal turnaround time

Key Failure Causes

• Bureaucratic procedures

• Lack of training and knowledge about process

• Ineffective communication tools


FMEA – (cont.)

Control measures and actions

• Ensure that knowledge is not lost at staff turnover

• Team meetings and continuous training

• Templates, check lists to minimize mistakes

• Automated processes

* EmCS alerts, webpage

* Electronic signature

• Continuous information flow: case studies

• Briefings, newsletters, announcements


How to move forward and sustain gains?

• Continue data gathering using a simplified data

collection sheet

• Fully implement communication plan

• Keep up team meetings

• Monitor staff training requirements

• Ensure regularly that procedures in place are

adequate (templates, spot checks, alerts)

Improved Detailed Process Map – July

CONTROLCONTROL

Detailed Process Map for Issuance of 9(e), 9(a) and Other Visa in the Gov. & Comm. Relations Unit (July 2006)

GR

S

Am

ex-T

AD

FA

Req

ues

tors

(H

R, S

taff,

B

usin

ess

Un

its)

START

Visa request

Receipt of request; prep. of NV for 9a and other visa; electronic

signature

Receipt of request and prep. of NV for 9e visa

renewal

Receipt of NV for private 9a & foreign visa

DFA processes

visa request

Payment of visa fee


at DFA


cable ref. no.

Renewed visa and cable ref. no. for 9e and

9a visa

Passport with renewed 9e visa or

visa cable ref. no for 9e renewal abroad

Cable ref. no. for 9a visa


no. END



END START

DFA takes 10 wd

Approval of request



to DFA

DEFINECONTROL High Level Process Map

GRS/Amex receive visa

request

GRS/AMEX finalize all

documentation (NV)

AMEX submits documents to

DFA

DFA processes /

approves visa request

AMEX Liaison officer pays

visa fees

DFA renews visa or sends visa cable to

Embassy

Requestor receives visa or cable reference

no.

End

9(e) and 9(a) Visa Processing – July 2006

START

Signatory signs NV or GR Asst. attaches electr.

sign.

Requestor receives NV for

private 9a & foreign visa


Process FMEA

Objective

• Control procedures in place for all process steps

Key Failure Causes

• Lack of training and knowledge about process

• Change in staff

Control Measures

• Training, awareness raising, coordination, process

automation, increased teamwork & communication

DEFINECONTROL Taking Stock

Gains since implementation of improvements

Time

• Reduction of aggregated turn around time by over 30%

• Reduction of over all staff time by 25% and of average

time/request by 4%

Efficiency

• Reduction of total number of requests handled by 20%

• Elimination of bottlenecks, layers, duplications

• Improved competence through training

• Clear division of roles and responsibilities


Gains - (cont.)

Increased internal and external communication

• Strengthened teamwork betw. Gov. Rel. and AMEX

• Improved management of expectations

• Fine tuning of communication tools: alerts, emails,

website, briefings

• Responsiveness and immediate feedback

• Address quality system at source


REDUCTIONS

• Overall staff time by 25%.

• Average time per request by 4%.

• Total number of requests handled by 20%.

• Aggregated turn around time by over 30%.

DEFINECONTROL Lessons Learned

Six Sigma forces project team to make decisions based on

collected data only. We often make assumptions about a process which are not supported by data. Assumptions may be unfounded and divert resources.

Buy-in from project members, open communication and active participation are essential.

Critical thinking and basic understanding of process are key in moving a project forward and applying the appropriate tools.

Inconsistency and sloppiness in data collection, lack of understanding of scope and importance of project, and tardy submission of data cause unnecessary delays.

project description problem statement :

Documents

visa processing

visa officer

visa fees dfa

dfareceipt of visa cable

e visa new staff

receipt of nv

processing time

e visadelivery of nv