No Check Acceptance List Process Review Report
Use this report to identify waste and update processes
Use the A3 Report when solving a specific problem
Process Title No Check Acceptance List
Process Number 140.001.052
Date 10/23/2012
Originator (Identify the individual(s) or team who initiated this review)
Cindy Wolff
Team Members
(Identify all those who participated in reviewed this process)
Cindy Wolff, Jane Eilers, Cindy Lamer, Rod Franz, Lieu Ann Elsey
Objective
(Begin your objective statement with an action word that describes the goal
desired – create, develop, eliminate, reduce, change, modify, improve, increase,
expedite, etc.)
Reduce the amount of time spent on producing the report and evaluate
the benefits of the report to other departments.
Make Recommendations XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXX Immediate: (using bullet points list those results which would accrue immediately
upon implementation)
No longer create or send out reports. They are not being used by many
of the departments and with new technology over the years they are able
and have been able to track it within their own department.
Use features in department’s software that aids in tracking customers
that owe money and return check fees.
Use other means of collections, such as license and permit suspension,
processing of applications, District Court, Set Off, and Collection
agencies.
XXXXXXXXXXXXXXXXX Long Term: (using bullet points identify those results which may accrue as this
proposal is kept in place long term)
If a problem arises on insufficient payments for services that are not
recoverable, look at the option of not accepting checks at those locations
(e.g. one day admission to Kenwood Cove, one time golf fees)
Possible online payments being accepted in other departments in the
future.
Labor and cost savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
XXXXXXXXXXXXXXXXX Annual dollar savings: None
XXXXXXXXXXXXXXXXX Annual hours of increased capacity: 62.83 hours
XXXXXXXXXXXXXXXXX
Use bullet points to identify customer service or employee benefits:
Employee will have more time to better serve the public and dedicate
hours to other job duties and department projects.
Implementation plan
(briefly describe the implementation plan upon approval of this project)
A list will no longer need to be circulated or printed off by each of the
departments. Departments will continue or implement a way to track with in
department software.
Recommended changes
in employee process
roles
(identify those changes in employee roles where duties would be transferred to
another employee, division, or department)
Lean Six Sigma
principles applied to this
process
List the major categories of waste that are to be eliminated (see page 19 of the CPI
workbook) or the lean principles that are to be applied (see page 68 of the CPI
workbook)
Eliminated non-value, eliminating transporting, reduce time, eliminated
verifications, eliminate data entry issues
Technologies that could
be applied to this process
(Identify any software or hardware that could be applied to this process)
ActiveNet, FullCourt, Sweet, Water, HTE (Water Accounting), QuickBooks,
WasteWorks, GovPartner
Overview of workgroup’s
participation
Highlight those words which best describe this workgroup: non-participative,
uncooperative, hostile, turbulent, halfhearted, disinterested, divided,
collaborative, participating, supportive, enthusiastic
Attachments (include current and proposed process documentation forms, or before and after
photos, or other before and after descriptions as appropriate)
Process Document Forms, Time Chart, Affinity Diagram, Cause & Effect Diagram
XXXXXXXXXXXXXXXXX Approval Process
See next page for approval process
Supervisor’s Review
and others in the Chain of
Command
Instructions: This form is submitted through the chain of command to the
Director.
Date: 10-24-2012
Name: Lieu Ann Elsey
Comments: It was determined that the report was no longer beneficial to the
other departments because of the following findings:
Can only be applied to walk-in payments;
Inaccuracy in reporting;
Very few repeat offenders;
Number of checks being written has reduced and other forms of payment
is being presented.
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that result in $5,000 or less in annual savings, or 250 hours or
less of annual increased capacity. This form is sent to the Process Improvement
Director for his approval
Date: 10/25/2012
Name: Rod Franz
Approved/Denied:
Process Improvement
Director’s Approval
Instructions: Upon approval this form is sent to the CMO Executive Assistant,
who forwards a copy to members of the Executive Support Team. They determine
how to convert hours into budgetary savings.
Date: 10/25/2012
Approved/Denied:
City Manager’s Approval
Instructions: Final sign off for all recommendations that exceed $5,000 in annual
savings, or 250 hours of annual increased functional capacity is by the City
Manager, who also signs off on any plans to convert hours to budgetary savings.
The CMO Executive Assistant converts the approved form into a pdf file that is
saved on the P drive and in Laserfiche.
Date:
Approved/Denied: