PW - 4-23-13 Printing SA Route Books Process Review Report April 2013
Use this report to identify waste and update processes
Use the A3 Report when solving a specific problem
Process Title Printing Route Books
Process Number 340-000-001
Date 4/10/13
Originator • Christina Franklin
• Shawn Dunstan
Team Members
• Christina Franklin
• Shawn Dunstan
• Tommy Highsmith
• Jim Teutsch
• Ron Parker - CT
Objective Create a new route book that will eliminate paper waste, reduce time spent on
preparing route books, and reduce the cost of binders.
Identify waste
• Excess movement to change paper
• Data entry mistakes in running the AS400 route books
• Friction with driver and office staff in reading through the route book
Make
Recommendations
• Create a user friendly route book report in Microsoft Access
• Change printing presentation from landscape to portrait and 2 sided
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Immediate Results:
• Reduce paper cost
• Reduce employee time spent on printing route books
• Reduce binder cost
• Eliminate data entry mistakes
• Reduce confusion in reading of route books
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Long Term Results:
• Reduce paper cost
• Reduce employee time spent on printing route books
• Reduce binder cost
• Eliminate data entry mistakes
• Reduce confusion in reading of route books
Labor and cost savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
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Annual dollar savings:
• Paper Savings:
Old Style Route Book: $29.00/case x 10 cases/year = $290.00
New Style Route Book: $29.00/case x 6 cases/year = $174.00
Total Cost Savings for Paper: $116.00
• Binder Savings:
Old Binder: $30.00 x 8 routes = $240.00
New Binder: $5.00 x 8 routes = $40.00
Total Cost Savings for Binders = $200.00
• Total Annual Dollar Savings:
Paper Savings $116.00 + Binder Savings $200.00 = Total Savings
$316.00
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Annual hours of increased capacity:
• Old Takt Time = 35min x 5 days/wk x 52 weeks/ year = 9,100 minutes
• New Takt Time = 16.25min x 5 days/wk x 52 weeks/ year = 4,225 minutes
• Total Time Savings = 4,875 minutes or 81.3 hours
Identify how these hours can be used productively, or can they be banked for
elimination at some future time when opportunities arise?
• Extra hours will be used to perform other tasks within the Department.
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Use bullet points to identify customer service or employee benefits:
• Less time spent on printing route books
• Better understanding of notes in route book
• No data entry mistakes
Implementation plan • Start using access to print route books
Recommended changes
in employee process
roles
• N/A
Technologies that could
be applied to this
process
• Microsoft Excel
• Microsoft Access
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)
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: 4/19/13
Name: James E. Teutsch
Comments: Good job!
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: 4/22/13
Name: Mike Fraser
Approved/Denied:
Comments: Very good idea
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: 4/23/2013
Approved/Denied:
Comments:
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: