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Process Improvement

Transcript: Lessons Learned The "way we've always done it" only helps us get where we've been, not where we want to be Doing it "my way" only helps ourselves. We are here to help each other and the lawyers to improve how they deliver their services We don't always have the luxury of starting at the "Identify" phase and that's ok The processes designed by others or ourselves should always be reevaluated. Nothing is perfect and there's always room for improvement Don't be afraid to design and test processes. We don't win or lose. We win or learn The Common Process The Desired Process Identify Check Implement Identify Process Revise, As Needed Design Improve Implement What's missing? Arts and Crafts Time My Experiences at Almost Every Organization Play it safe Do what you've always done Worry about the results, not the process Reinvent the wheel over and over and over... There's no time to make changes Worry about the who, what, when and where, but never the why Teams Kimberly, Michael H. and Missy Emily, Eric and Lisa Justin, Michael F., Nicole and Reena Rules Build the tallest freestanding structure Entire marshmallow has to stand on top Use as much or as little of the kit Break up the spaghetti, tape or string You have 18 minutes to complete "Insanity: doing the same thing over and over again and expecting different results." -Albert Einstein Why We Need to Improve What is Process Improvement? We work on a lot of inter-departmental projects, a lot of which are ad hoc, and they can be very complicated with our current systems We get a lot of last minute requests We want to be more efficient and more effective We're all different people with different personalities and different styles Process improvement is an aspect of organizational development in which a series of actions are taken by a process owner to identify, analyze and improve existing business processes within an organization to meet new goals and objectives, such as increasing profits and performance, reducing costs and accelerating schedules. These actions often follow a specific methodology or strategy to increase the likelihood of successful results. Process improvement may include the restructuring of company training programs to increase their effectiveness. Process improvement is also a method to introduce process changes to improve the quality of a product or service, to better match customer and consumer needs. Process Improvement King & Spalding

Process Improvement

Transcript: SUBTITLE Process Improvement Ideas Option A Option A Inform COs of In-Scope Safes with a disclaimer that they may change before they are reviewed. During 5&9 Review During 5 & 9 Review Include Safe Mapping in each 5 & 9 package. Collect a list of all in-scope accounts related to the package (remove duplicates) This Mapping is not a reflection of the final package. It is point in time data for the CO CyberArk Safes Scoping CyberArk Scoping Create a Scoping Document containing In-Scope Safes In-Scope Accounts from SEC 5 & 9 Packages In-Scope Accounts from SEC 6 Packages CyberArk Inventory Report In-Scope Safe List SEC 6 & 7 CyberArk Reviews SEC 7 & SEC 6 CyberArk Reviews SEC 7: SEC 6: All Team AD Groups with Access to 5 & 9 In-Scope Safes All accounts and AD Groups, not reviewed in SEC 7 review with access to SEC 5 & 9 and SEC 6 In-Scope Safes Do not provide the Safe Mapping with the 5 & 9 reviews. Provide this information once the SEC 6 & SEC 7 reviews are underway Option B Option B

Process Improvement

Transcript: Cycle Tiem: 3h Quality: 80% Lead Time: 1w Review the process, collect and write down facts, assumptions, questions and simplify by eliminating waste: redundancy loops - what are the route cause of the loops wait for multiple approval unnecessary steps which does not lead to the process goals and deliverable unnecessary complexity environmental waste (network, file location... etc) Taks 2 by NIH IT Review the process, determine the deliverable(s), goals of the process, participants / customers Cycle Time: 1h Quality: 100% Lead Time: 0 Visualization Discuss the facts, assumptions and questions come up then provide suggestions of rework the process value Step 7: Take ownership Summary review the input / output material of the process (rules, guidelines, descriptions, standards) and look for ambiguous statements and possible confusion source Step 1: Review Materials Core team: Ferenc Pajor, Ferenc Dulovics, Sandor Toth János Szép, László Szilágyi Step 3: Measure Cycle Time: 5h Quality: 95% Lead Time: 1w Process Improvement need Step 6: Validate Step 2: Collect Assign one owner to the process who will be responsible for executing the process and makes sure the "rules" are followed. Communicate the change! Input Example How to measure? Using Value Stream Mapping What is Value Stream? A series of steps that must be performed in the proper sequence to create value for a customer Create a flow chart of the current process Taks 4 Definitions: Quality of the process / task: percentage of first run success Cycle time: time to complete a step / task Lead time: delay / wait between steps / tasks customer Cycle Time: 1h Quality: 100% Lead Time: 2d Taks 1 Step 4: Examine Cycle time (CT) of the process: 1h + 5h + 1h + 3h = 10h Quality of the process: 100% x 95% x 100%x 80% = 76% Total Lead Time LT: 0 + 8d + 2d + 8d = 18d = 144h (1d = 8h) Value Added CT / LT = 10h / 144h = 6.94% Review if the deliverable is the same as it was of the original process by involving the business Ask for input about issues from the individuals who are participating in the process Questions? Taks 3 Step 5: Rework

Process Improvement

Transcript: Introduce time outs prior to anesthesia induction to ensure antibiotic is present. Reinforce pre-incision time out to check that antibiotic was given Antibiotic not given within 30-60 minute window? Process change, education, review, re-educate as needed Process Improvement Chart review random sample of operative patient's EHR using AIMS technology for preoperative antibiotic time Utilize alerts that prompt antibiotic administration after anesthesia induction Review charts with AIMS to ensure adherence to process Continual periodic monitoring Re-educate as needed Periodic monitoring and review of EHR using AMS technology Anesthesia Information Management System Time out Review Charts Ensure staff understands needs

PowerPoint Game Templates

Transcript: Example of a Jeopardy Template By: Laken Feeser and Rachel Chapman When creating without a template... http://www.edtechnetwork.com/powerpoint.html https://www.thebalance.com/free-family-feud-powerpoint-templates-1358184 Example of a Deal or No Deal Template PowerPoint Game Templates There are free templates for games such as jeopardy, wheel of fortune, and cash cab that can be downloaded online. However, some templates may cost more money depending on the complexity of the game. Classroom Games that Make Test Review and Memorization Fun! (n.d.). Retrieved February 17, 2017, from http://people.uncw.edu/ertzbergerj/msgames.htm Fisher, S. (n.d.). Customize a PowerPoint Game for Your Class with These Free Templates. Retrieved February 17, 2017, from https://www.thebalance.com/free-powerpoint-games-for-teachers-1358169 1. Users will begin with a lot of slides all with the same basic graphic design. 2. The, decide and create a series of questions that are to be asked during the game. 3. By hyper linking certain answers to different slides, the game jumps from slide to slide while playing the game. 4. This kind of setup is normally seen as a simple quiz show game. Example of a Wheel of Fortune Template https://www.teacherspayteachers.com/Product/Wheel-of-Riches-PowerPoint-Template-Plays-Just-Like-Wheel-of-Fortune-383606 Games can be made in order to make a fun and easy way to learn. Popular game templates include: Family Feud Millionaire Jeopardy and other quiz shows. http://www.free-power-point-templates.com/deal-powerpoint-template/ Quick video on template "Millionaire" PowerPoint Games Some games are easier to make compared to others If users are unsure whether or not downloading certain templates is safe, you can actually make your own game by just simply using PowerPoint. add logo here References Example of a Family Feud Template PowerPoint Games are a great way to introduce new concepts and ideas You can create a fun, competitive atmosphere with the use of different templates You can change and rearrange information to correlate with the topic or idea being discussed. Great with students, workers, family, etc. For example: With games like Jeopardy and Family Feud, players can pick practically any answers. The person who is running the game will have to have all of the answers in order to determine if players are correct or not. However, with a game like Who Wants to be a Millionaire, the players only have a choice between answers, A, B, C, or D. Therefore, when the player decides their answer, the person running the game clicks it, and the game will tell them whether they are right or wrong.

Process Improvement

Transcript: ACHIEVEMENTS! Strategic Initiative 6 Jayde Cohen About Us Fiona Johnson Melissa Peros Thank you! Manhattan Processes & Manhattan User Experience - is responsible for improving the overall Manhattan User experience. One of Fiona's key responsibilities is to manage the Manhattan Request for Change register. Fiona will work with the requestor to identify, scope and prioritise requests to deliver a better experience for all users. Reporting Portal Knowledge Hub Request for Change Process Building Industry Leading Processes Building Industry Leading Processes Business Processes Project Lead - is responsible for the review of all business processes. The key objective of this project is to deliver consistent, repeatable and efficient processes ultimately reducing complexity and improving usability. Jayde has completed the initial review of all corporate documentation and will commence the review of Account documentation over the coming months. Reporting Portal and SharePoint - has been assisting with the development of the BGIS Reporting Portal which will provide a single platform for all business reporting. Mel has also been working on the development of SharePoint for the Operations Teams to create a standardised approach for all users.

Process Improvement

Transcript: Fin Pipe Cutting Headers Process Flow SMI Burr Oak Results Coil Assembly CEBI Hi-Tech Tridan Copper straightening & cutting Circuiting & Brazing Hairpin Testing & Packaging Assembly Hairpin Bender Drilling End Closing Process Pipe Drilling Stud Brazing Fin process Copper tube process Coil assembly Tube expansion Tube end preparation Circuiting Brazing Leak Test Body assembly Control Box assembly Electric components assembly Functional testing Packaging / Crating Fin Press Current Process Hairpin bender Manual Bend Input 3 BLM Brazing CEBI Hi-tech Kr manufacturing procee T-Drill Pre-Assembly End Plates

Process Improvement

Transcript: Process Improvement Haven & Laura BRAINSTORMING Our team decided to look at invoices submitted to Accounts Payable that were over 90 days past due. A query was created: FX_AP_INVOICES_BY_AGE Provides volume of invoices and total dollars for our 3 main BU's. Dollars from different aging buckets. Results: 6% of vouchers are 90 days or greater. $34 million dollars potentially in the incorrect period. reflects 1% of total dollars. Benefits: Aid in proper recording of financials. Improve our customer service. Pros: Provide more timely payments to vendors. Payment term discounts. Decrease vendor inquiries. A proposal for a change to current policy was submitted to the Director of Accounting for review and approval. In summary, although the director did not approve the proposed policy change, he suggested reevaluating at a later date. Measures/Observations: Due to Director veto, measures were unattainable at this time. However, once we have moved past several quarters, data will be available and collected. This data can then be used to verify that invoices are submitted in a timely manner. Beginning script: This idea came about approximately one year ago during month-end close. Disbursements receives a great amount of invoices during year-end close that are past due by greater than 90 days. The purpose of this process improvement was to discourage this practice by implementing a policy change. This change would require a VP approval for any invoices greater than 90 days past the original invoice date. Query bullet script: A query was developed to pull information from Services, Corporate & FCIS. This query provides the volume of invoices received and the total dollars recorded in periods of 0-30 days, 31-60 days and 61-90 days for the 2011 fiscal year. Query results script: According to the query analysis, 6% of our vouchers are in the 90 days or greater category. That is approximately $34 million dollars potentially recorded in the incorrect period, which represents 1% of total dollars. Benefits script: The benefits will aid in proper recording of financials and also improve customer service. Pros script: We will be able to provide more timely payments to vendors, take advantage of payment term discounts and decrease the number of vendor inquiries by phone & email. Dave's memo script: Proposal for a change to current policy was submitted to the Dir. of accounting for review & approval. This would require VP approval on any invoices greater than 90 days old that are submitted to disbursements for payment. Dave's response script: although the director did not approve our proposal to a policy change, he was interested in the idea. He is in favor of revisiting this in the future. Measures/Observations script: Due to Director veto, we have been unable to collect measurable data at this time. However, once we move past several quarters, the data should become available. We can then use this information to assure invoices have been submitted in a timely manner. Next steps bullet script: Where we will go from here: The query we have in place will need to be modified in order to pull results by cost center. The results from that data will then be monitored on a monthly basis and repeat offenders will be notified to reach a solution. (cc) photo by Metro Centric on Flickr doodles QUESTIONS? notes Budapest San Francisco Notes Stockholm (cc) photo by jimmyharris on Flickr (cc) photo by Franco Folini on Flickr Measures Double click to crop it if necessary Invoices past due over 90 days. Implementing policy change. Require VP approval for invoices greater than 90 days. Research outlook photo frame Place your own picture behind this frame! (cc) photo by Metro Centric on Flickr details Assets map What the next steps will be: the query will be modified to pull results by cost center Results will be monitored on a monthly basis and repeat offenders will be notified. Important Details

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