PW - 3-15-13 CG South Bay Phone A3 Problem Solving
Concern/Problem
Install Central Garage Telephone in Work Bay
The only telephone for the shop is in the parts room.
Technicians waste too much time throughout the day going to the phone to call for
parts or seek advice from dealers.
Identify those
departments, divisions
Central Garage technicians:
Richard Fiedler
Kent Day
Record the date the
problem was identified December 2012 during an Central Garage CPI process meeting
Originator Kent Day
Contacts Penny Day
Problem Solving Team
• Bob Peck
• Kent Day
• Richard Fiedler
Describe Current
Situation
• The shop area has 1 telephone available in the parts room.
• The phone is shared by 3 technicians and the Fleet Superintendent who works
with the parts inventory.
• It takes an average of 1 minute per trip to go from the south bay to the parts
room.
• Each technician makes at least 10 trips per day.
Analysis
• Time is wasted walking from the farthest work bays to the parts room to use the
phone.
• Time can be saved by installing a phone (and later on a computer) at the south
end of the garage.
Make Recommendation
• Recommend installing a telephone in the closet at the southeast work bay.
• The closet will function like a phone booth and will minimize shop noises that
interfere with the communication.
Labor and Cost Savings XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
Cost savings N/A
Labor savings
Installing new phone at designated location will save each employee 30 seconds per
trip
1 technician x 10 trips per day to use the phone x 30 seconds = 5 min/day
3 technicians x 5 min/day x 248 days (5 days/wk x 52 wks – 12 holidays) = 3,720
min/60 min/hr = 62 hours
Employee Benefits • Reduced time spent walking through the shop to the parts room.
• Quicker response time to vendors and customers.
Implementation Plan
• Central Garage employees will clean the closet, paint the walls, and install a
small desk for the phone and related information systems.
• Finance will furnish a phone.
• Nextech will install phone (est $120) using existing wiring from the temporary
office area used during the office remodel.
Attachments
BEFORE:
AFTER:
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: 3/12/2013
Name: James E Teutsch
Comments: Good job
Director’s Approval
Instructions: Approval authority is delegated to each Director for all
recommendations that results 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: 3/13/13
Name: Mike Fraser
Approved/Denied: Sounds like a 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:3/15/2013
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: