PW - 6-24-13 Central Garage Form 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 Central Garage Monthly Report
Process Number 790.000.010
Date 6/20/13
Originator (Identify the individual(s) or team who initiated this review)
• Kay Jennings
Team Members
(Identify all those who participated in reviewing this process)
• Kay Jennings
• Cathy Boll
• Bob Peck
• Penny Day
• Jim Teutsch
• Surveys from Department Heads
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 time
• Expedite process
• Create electronic access requested by departments
• Improve customer service
Identify waste
Identify the waste in each step of the process (non-value added, transporting,
excess movement or motion, waiting, mistakes, rework, verifications or
duplications, data entry issues, excess inventory, friction, failure to do it right the
first time, failure to do the right thing)
• Excess amount of time to produce
• Excess amount of paper to produce
• Excess use of ink cartridges
• Transporting time by way of interoffice mail
Make Recommendations
(Identify those actions that will eliminate or at least minimize waste)
• Create electronic reports
• Develop department files/folders on P:Drive
• Import the reports to the files/folders on P:Drive
• Notify departments by e-mail when monthly report is accessible
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Results: (using bullet points list those results which would accrue upon
implementation)
Immediate Results:
• Monthly report available to departments electronically
• Less time
• Less paper
• Response to customer requests
Long Term Results:
• Current and past monthly reports available in one location
• Monthly reports in Excel for the departments’ convenience
• Quick reference of information for budget purposes
• Quick reference useful in vehicle justification (buy/sell/trade/transfer)
Labor and cost savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
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Annual dollar savings:
Ream of paper cost $2.90 / 500 sheets per ream = $.0058 per sheet
Old process: 325 sheets paper @ $.0058 ea =$1.885 x 12 mos = $22.62
New process: 40 sheets paper @ $.0058 ea = $.232 x 12 mos = $2.78
$22.62 - $2.78 = $19.84 savings per year in paper
Ink cartridge cost $103.52 prints 6,500 pages = $.0159 per page
Old process: 3,900 pages X $.0159 per page = $62.01
New process: 480 pages x $.0159 per page = $7.63
$62.01 - $7.63 = $54.38 savings per year in ink cost
TOTAL SAVINGS $19.84 + $54.38 = $74.22
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Annual hours of increased capacity:
Old process takt time 439.4 min = 7.3 hrs = 87.6 annual hours
New process takt time 191.3 min = 3.2 hrs = 38.4 annual hours
87.6 -38.4 hours = 49.2 annual hours of increased capacity
These hours may be banked for elimination at some point in the future.
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Use bullet points to identify customer service or employee benefits:
• Answers customers’ requests for electronic monthly reports
• Easy access to the reports
• Departments can cut/paste information for personal use
• Departments availability to reference previous reports
• Access to long-term information will be helpful to departments at budget
time and in justification of equipment requests
Implementation plan
(briefly describe the implementation plan upon approval of this project)
• Create electronic reports
• Develop department files/folders on P:Drive
• Incorporate the reports to the files/folders on P:Drive
• Notify departments when monthly reports are accessible
Recommended changes
in employee process
roles
(identify those changes in employee roles where duties would be transferred to
another employee, division, or department)
N/A
Technologies that could
be applied to this process
(Identify any software or hardware that could be applied to this process)
Reports available in PDF, Excel, Word direct from fleet program
N/A
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)
• New electronic process and old process pictures
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: 6/20/13
Name: Robert Peck
Comments:
Operations Manager
Review
and others in the Chain of
Command
Instructions: This form is submitted through the chain of command to the
Director.
Date: 6/20/13
Name: James E. Teutsch
Comments: Great job on a much needed area of improvement
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: 6/24/13
Name: Mike Fraser
Approved/Denied:
Comments: 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: 6/24/13
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:
OLD PROCESS
NEW PROCESS