CPI Four Year Assessment Study Session Powerpoint Presentation
C ONTINUOUS
P ROCESS
I MPROVEMENT
FOR C ITIES
S ALINA, K ANSAS
- 4 Year Assessment
Nov 2012 thru Dec 2016
Bryon Johnson
Director of Process Improvement
# Improvements
Total = 892
296
300
261
250
223
200
150
88
100
50
24
-
2012 2013 2014 2015 2016
Increased capacity by 39,483 hours =
the equivalent of 22.2 employees
45,000
39,483
40,000
35,000
30,000
24,288
25,000
15,782
20,000
15,000
7,904
10,000
1,660
5,000
5,765
3,892
3,673 3,672
-
222
2012 2013 2014 2015 2016
Cumulative Increased Capacity CPI Activities
For every hour spent on CPI Activities
4.1 hours was saved
Total net CPI Benefit 2012-2018
2012 thru 2016 = $2,882,448
2012 thru 2018 = $5,394,604
Includes both Cost Reduction and Cost Avoidance
$1,600,000
$1,400,000
$1,346,078
$1,166,078
$1,200,000
$1,070,934
$1,000,000
$931,937
$800,000
$649,339
$600,000
$400,000
$200,000
$68,587
$8,456
$-
2012 2013 2014 2015 2016 2017 2018
Key Strategies
Leave a Legacy
1-Standarize
5-Use small
efficient
teams of
processes
experts to
2-Identify
L
work on high
workload
e
impact
requirements
projects
a
n
3-Engage everyone in eliminating waste
4-Engage management in applying lean principles
------------------------
empower employees
Pure Production Time = the
sum of the Time Per Task
without any interruptions, etc.
Takt Time = Pure Production
time, plus allowances for
breaks, training,
interruptions, etc.
(1.25 X PPT when unknown)
Eliminate all forms of waste
from every step of the process
Waiting
Mistakes
Excess Movement or Motion of Workers
Do it Right the First Time
Inefficient Processes
Always do the Right Thing
Transporting Work
Excess Inventory
After identifying waste, improve the process,
and update the process documentation form
Process Documentation
1,767 Complete / 4,115 Potential
80%
71%
70%
63%
59%
57%
60%
53%
49%
50%
38%
36%
40%
28%
28%
30%
21%
20%
43% Complete
10%
0%
Account Clerk II
Pure Takt
Annual Takt
Time Time
Number Process Documentation Summary Frequency
Time (Hrs)
(Min) (Min)
790.100.001 Payroll 26 32.5 26 14.1
790.100.002 Poll Fuel Site 27 33.75 249 140.1
790.100.003 Repair Orders & Shop Time Records 14 17.5 249 72.6
790.100.004 Fuel Delivery 7 8.75 52 7.6
790-100-005 Changes to Fleet Databases 17 21.25 25 8.9
790.100.006 VISA Accounts Payable 115 143.75 24 57.5
790.100.007 Customer Service 75 93.75 249 389.1
790.100.008 Office Janitorial 15 18.75 52 16.3
790.100.009 Training, Meetings & Office Coverage 150 187.5 12 37.5
790.100.010b Monthly Report 153 191.25 12 38.3
790.100.011 KDHE Monthly Inform Reports 7 8.75 12 1.8
790.100.012 KDHE Annual Inform Reports 75 93.75 1 1.6
790.100.013 Changes to Fuelmaster Database 30 37.5 12 7.5
790.100.014 NON-VISA Accounts Payable 30 37.5 52 32.5
Total 741.0 926.3 825.1
Takt Time - Before Takt Time - After
1800 2000
1760 1760
1530
1800
1600
1600
1400
1165
1400
1200
1200
1000
825
1000
800
800
600
600
400
400
200
200
0
0
Account Admin I(a) Admin I(b)
Clerk Admin I(a) Admin I(b)
by 6.25 employees (none this year)
-allocated workload and changed
duties for 7 positions (these changes
made it possible to hire a Public Safety
Technology Support Specialist and a
Police Information Analyst at no
additional cost to the City
-tuned operations, and balanced
workload for 6 reclassified Police
Support Specialist positions
in 13 positions
We invite everyone to leave
a legacy of improvement
* increasing capacity
* reducing costs
* improving service quality
1.Waiting wasted time waiting for the
next step in a process
2.Mistakes/Defect s anything that creates
rework, scrap, or incorrect information
3.Excess Movement of Workers
unnecessary movements by people
4.Do it Right The First Time build
quality into the process
5.Inefficient Processes part of the process
adds no value
6.Always Do the Right Thing always do
what is morally, ethically, and legally
correct
7.Transporting Work unnecessary
movements of products or materials
8.Excess Inventory products and
materials are not being used
2016 Year End Results
296 Total Improvements
260
300
250
200
150
100
28
8
50
0
Process A3 Report Quick Fix
Review
st
1 Landfill Alternate Cell Liner
-Reduced costs by $24,952 a
year for the next 147 years
nd
2 Canine Deployment
-Increased capacity by 223 hours
annually
-Reduced annual costs by $10,088
-Avoided spending $49,432
rd
3 911 Quality
Assurance
-Improved
medical call
performance
quality to 93%
compliant,
which is 3%
above the
standard
Municipal Court -
Administration
105
Improvements
Improved Efficiency
15%
2016 Special Achievement Award
Service Quality
Hours Increased
13%
Capacity Only
1,652 Hours
52%
Capacity & Savings
12%
21 months in a row with
Annual
at least one achievement
Savings
Only
8%
$16,254
Municipal Court - Prosecution
Created a new victim/witness program to
provide personal assistance to victims and
witnesses throughout the entire Court
process
Municipal Court Admin & Prosecution
Offered a voluntary extension of probation
when it appears that a defendant might not
be able to meet the conditions of their
probation. Defendants may now request a
voluntary extension of their probation
without appearing
in Court. Early
results report a 37.5%
use of this option.
Parks & Recreation
Obtained a grant from the Greater Salina
Community Foundation to hire employees
with disabilities to assist with the
Therapeutic Recreation Summer Day
Camp
Police Department
Transferred 5 police officers to patrol duties,
who had previously been assigned to the
front counter desk
Modified the Records Clerk position to include
the front counter desk duties, and renamed
Created a new tier advancement program for
that permits advancement by experience,
education, and certifications
Public Works:
315 E. Elm.
employees to remove and replace the
existing fuel island
Public Works:
Replaced the leachate storage containers with
a 7.9 million gallon storage pond. The pond
is used to evaporate leachate. The use of the
pond during 2016 resulted in 634 loads (2.5
million gallons) not having to be hauled for
disposal. This increased capacity by 615
hours in 2016.
Public Works:
Obtained a new customer for the Landfill -
Solomon Corporation. This will increase
Landfill revenue and help replace the loss of
business. With this increase
the Landfill processed 85,229 tons of waste
during 2016.
x
x
x
x
Public Works:
Replaced the entire deck of the Lakewood
Pedestrian Bridge. This bridge was fabricated
in 1887 and was designed to carry pedestrian,
and horse and buggy traffic on Ohio Street
over the Smoky Hill River. In 2005 it was
moved to its current location adjoining
Lakewood Park.
The City rebuild of the bridge was
estimate.
Maximize Efficient Develop Close Increase Improve Customer Facilitate
Labor Utilization Relationships Efficiency Service Change
Every point of
Treat the Create an effective Minimize Create a culture
view is important
entire 6S program (Sort, processing of continuous
organization as Set in Order, Shine, time create improvement by
one system, Safety, a continuous writing
eliminate silos Standardize, flow system improvements
Sustain) down
Use VOC - solicit
Treat vendors Buildquality into Take frequent
talents, skills, and feedback
as partners each process DĻƒĬğ walks
knowledge to the through
Create a JIT standardize, - Go and see -
fullest extent? interviews,
inventory eliminate waste,
surveys, focus
system mistake proof,
groups, etc.
Use the right Use work cells Take action and
employees, and minimize your learn from your
the right number steps, cross-train mistakes
of employees employees, share
resources
Level the Implement TPM Schedule
workload (Total Productive opportunities
Maintenance)for
improvement
Engage Measure outcomes Improve the
employees in that drive the right likelihood of
eliminating waste behaviors success
Use visual displays Celebrate
Success
Earned Green Belt Certification this year
16 employees are Green Belt
certified, and 12 were recognized
for superior performance during
2016. Green Belts assist
Department Heads with high
impact projects, and assist
employees document their
improvements
Public Works
st
1
nd
Police Department 2
Police Department
rd
3
Municipal Court
T HE I NTENDED
O UTCOME
Create a culture of continuous
1.
has been identified and adopted by
all employees
2.
known for every process, position
and work group
3.
contribute to improving processes
4.
principles
5.
focused on by small groups of
highly trained employees
create an efficient, as well as effective
City government!
Leave a legacy that you are proud to share!