te pre-audit process final dmaic report - lean...
TRANSCRIPT
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TE Pre-Audit Process
Final DMAIC Report
Skye Sun, Leo Lu, Sarah Congleton, Annie Lane
April 17, 2015
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1. INTRODUCTION &
REFRESHMENTS
2. PRESENTATION
3. FEEDBACK
AGENDA
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Champions:
Korrina Thomas &
Tim Ogonek
Process Owner:
Jennifer Snyder
Team Members:
Evan Jones, Helga Mattingly,
Andy Wood, Tina Pike,
Judy Reid
PROJECT PARTICIPANTS
Data Analytics:
Jessica Gravely &
Alex Roman
Survey Expert:
Pamela Allen
Project Coach:
Cheryl Dickerson
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Define Phase
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The Travel and Expense pre-audit process
at Ohio Shared Services takes too long. In
2014, 67% of travel and expense requests
were satisfactorily completed within 3 days
of receipt compared to a target of 80%.
PROBLEM STATEMENT
Problem Statement: Originated from Korrina Thomas
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Reports processed by the TE team
post-traveler submission and pre-reimbursement
PROJECT SCOPE
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Traveler:
1. Decrease pre-audit cycle time
2. Reduce/eliminate need for report resubmission
VOICE OF CUSTOMER
TE Team:
1. Reduce/Eliminate rework
2. Better system design
OSS Managers:
1. Increase consistency in 3 day cycle time to 80%
2. Improve customer satisfaction
3. Standardize process
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VOICE OF CUSTOMER: CTQC
Fast Processing of
Reports
100% of receipts & supporting docs for expense
100% of docs are submitted same date as submission
100% of conversation is recorded
TE emails traveler within 2 days of holding report
TE resubmits report if traveler does not respond within 1 day
Report worked within 3 days of submission
Need Drivers CTQC
Necessary Documents Provided
Good Traveler/TE Communication
Quick Response by TE Associate
# of On-Hold + # of resubmitted
KPIs
Date of Approval - Date of Submission
Team Efficiency # of ER worked / Total ER
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BUSINESS CASE
↑ Efficiency = ↑ Customer Satisfaction
• Decreases cycle time of report
• Less calls to call center
• Allows OSS to grow by introducing more
service lines (potential reallocation)
• Reduces cost to state agencies
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DELIVERABLES
1. Establish team productivity standard
2. Validate or revise standard operating
procedure/work distribution
3. Timely & accurate processing of TE
reports
4. Improved customer satisfaction
5. Develop new customer satisfaction
measure/survey
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Measure Phase
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In 2014, 33% of ER were processed in more
than 3 days.
2014 BASELINE PERFORMANCE
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2014 WORK DISTRIBUTION
The charts demonstrate that work is evenly distributed, but
not evenly accomplished.
A
C B
D
E F
G
E
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EFFICIENCY METRICS
Old calculation shows that process has great variability with no
clear goal. Efficiency recalculated to reduce variability. New
metric reveals process is stable.
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GAP from 2015 Data
Average activity takes ~3 mins (Jessica’s time study).
Working goal of 200 reports per day is not reached. This
goal requires 25% of total available capacity.
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RESUBMISSIONS
Majority of reports show as approved at first pass (1). First
pass reports have longer cycle times. Moving forward:
figure out why.
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RESUBMISSION PARETO
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This chart
demonstrates
there is a
relatively low
percentage of
total ERs put on
hold.
ON-HOLD BREAKDOWN
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CUSTOMER SATISFACTION
Conclusions: Scoring well overall. Need to focus on timeliness
and solution satisfaction consistency. Pareto shows VOC.
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CUSTOMER SATISFACTION
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KEY TAKEAWAYS
1. Project is focused on voice of customer
• Decrease cycle time defects (>3day processing time)
• Increase customer satisfaction
2. Key metrics: cycle time, # reports requiring extra
attention, efficiency
3. Resubmissions have a significantly shorter cycle time
4. Current data is very good, but not complete.
• Large gap between goal and performance identifies
that potentially a large portions of daily activity are not
recorded by system.
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Analyze Phase
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FISHBONE DIAGRAM
PROCESSING TIME OF ERS GREATER THAN 3
DAYS
MaterialsMachines
Information EnvironmentPeople
CALL CENTER USING TE ASSOCIATE WHEN IT ISN'T THEIR CRM DAY
MULTIPLE BREAKS TAKEN THROUGHOUT THE DAY
MUST DOWNLOAD MULTIPLEDOCUMENTS COMPENSATION BASED ON
QUALITY NOT QUANTITY
POOR COMMUNICATION METHOD BETWEEN TE ASSOCIATE AND TRAVELER
SLOW PROCESSING TIME IN OAKS
HAVE TO GO IN AND OUT OF ER TO RETRIEVE RECEIPTS
DISTRACTING WORK PLACE
CALL CENTER USING TE'S TO DO THEIR WORK
Methods
LOW MORALE IN TEAM
OTHER RESPONSIBILITIES IN OFFICE
LACK OF CLARITY FROM TRAVELER'S AS TO WHAT IS INCORRECT WITH ER
NO VISIBILITY OF PERFORMANCE
INDIVIDUAL MENTALITY
CALL CENTER CASES DISRUPT FIFO
NOT REGULARLY UPDATING QUERY VARIABLE OPINION OF WHEN
DAILY WORK IS FINISHED
INCONSISTENCY OF WORK FINISHED
WORK IS MONOTONOUS/BORING
POOR EFFICIENCY METRIC
CRM DAYS GIVE TE AN EXCUSE TO DO LESS WORK
STANDARDIZED RESPONSES REQUIRE ADDITIONAL COMMENTS
POOR ACCURACY OF REPORT FROM TRAVELER
CALCULATION OF TAX WITH CALCULATOR
SLOW COMPUTER PROCESSING
LOOKUP PER DIEM
NO VISIBILITY: % OFREPORTS WITHIN 3 DAYS
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ROOT CAUSES
MUST DOWNLOAD MULTIPLE
DOCUMENTS
THE SYSTEM ALLOWS
REPORTS TO BE
SUBMITTED WITHOUT ALL
REQUIRED INFO/DOCS
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POOR ACCURACY OF REPORT
FROM TRAVELER
ROOT CAUSES
POORLY
DESIGNED
SYSTEM
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POOR EFFICIENCY METRIC
ROOT CAUSES
CALCULATION DOES NOT
INCLUDE QUEUE OF
REPORTS FROM PREVIOUS
DAY
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NO VISIBILITY: % OF
REPORTS PROCESSED WITHIN 3 DAYS
ROOT CAUSES
NOT RECORDED ON
DAILY SCORECARD
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VARIABLE OPINION OF WHEN DAILY
WORK IS FINISHED
ROOT CAUSES
NO STANDARD FOR
INDIVIDUAL DAILY
WORKLOAD
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BREAKS TAKEN THROUGHOUT THE DAY
ROOT CAUSES
WORK IS
MONOTONOUS
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Improve Phase
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RECOMMENDATIONS
AND
IMPLEMENTATION
PLAN
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Include queue in beginning balance
Include metric into daily scorecard
Put daily scorecard in visible space
Short-term goal of 50% efficiency
Long-term goal of 70% efficiency
Recalculate Efficiency Metric
1 SHORT-TERM
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Include % of Reports Processed
Within 3 Days
2
Include metric into daily scorecard
Put daily scorecard in visible space
SHORT-TERM
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Define Standard for when Daily
Work is Completed
3 SHORT & LONG-TERM
1
200 ERs
2
SH
OR
T-T
ER
M
LONG-TERM
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Create New Standard Operating
Procedure for Updating Queue
4
Run new query at 9am and 1pm
SHORT-TERM
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Eliminate CRM Days
5
Calls go to TE who worked on
report initially
SHORT-TERM
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Improve Team Morale
6
Monday Morning Meetings
SHORT-TERM
Review
performance from
previous week
Discuss team
goals, obstacles,
work conflict
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Computer Training Session
7 SHORT-TERM
Teach
keyboard
shortcuts
Discuss best
way to do
reports
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Create New Customer
Satisfaction Survey
8 SHORT-TERM
Create
Survey Manager
Approval
Send to
Customers
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SAMPLE SURVEY
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Redesign system
9
Freeze correct parts of report
View all attachments in one window
Categorize receipts
Traveler cannot submit ER without all necessary documents
LONG-TERM
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Reallocate People to Other Roles
10 VERY LONG-TERM
= 50% CAPACITY
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KEY TAKEAWAYS
1. A lot of flaws in the system allow imperfections into the
process, increasing cycle time
2. New metrics allow for better understanding of current
performance by the TE team
3. More standards are needed in order to increase team
efficiency & morale, and in order to achieve better
customer service
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Control Phase
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1. Cycle time
2. Efficiency
3. Daily work (# reports processed)
TRACK KPI’s
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CYCLE TIME
Breakdown of Processed Report
Cycle Time CURRENTLY
REPORTED
NEW ADDITION
Note: Data shown are not related.
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CYCLE TIME (Approval Date – Submission Date)
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EFFICIENCY # ERs Worked/(Beginning Balance + # ERs Received)
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2015 EFFICIENCY METRICS
New calculation will be used moving forward. Short term
goal of 25%, scaling to 50%, and eventually 70%+.
Team Efficiency
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DAILY WORK (# Reports Processed)
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2015 DAILY WORK COMPLETED
Goal of 200 reports per day rarely reached. Productivity spiked when we
were at OSS and again on 3/31. There has been an increase in variability
during March 2015.
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NEW DAILY SCORECARD
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SPECIAL THANKS
Ohio Shared Services
Korrina Thomas
Tim Ogonek
Jennifer Snyder
Alex Roman
Jessica Gravely
Evan Jones
Helga Mattingly
Tina Pike
Judy Reid
Andy Wood
Pamela Allen
The Ohio State University
Cheryl Dickerson
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What questions do you
have for us?
FEEDBACK
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APPENDIX
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CURRENT PROCESS
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TIME ALLOCATION STUDY
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What are we missing? How do you use your
time? What other tasks are being done?
ADDENDUM: UTILIZATION
GOAL:
200 reports/day x 5 days/week = 1,000 reports/week
CURRENT PERFORMANCE:
3 min/report x 1,000 reports/week = 3,000 min/week
TIME AVAILABLE:
5 people x 40 hours/week x 60 mins/hr = 12,000 mins/week
UTILIZATION:
3,000/12,000 = 25%
25%
75%Total time
available
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Of the ERs that
had received
receipts, we
determined that
49% of those
receipts came in
after the
submission of the
report.
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