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Lean Back Offices Project
- 1. Back Office Process “Key” Distribution Process at WSU Engineering Business Office Abishek Anand Shruti Baug Joel Fortgang Kara Wandrie Parag Kapile
- 2. Engineering Business Office (EBO) • Key Distribution Process to give key to open engineering rooms consists of 2 employees: 1. Kathryn- Primary contact with the system. 2.Eman- Student assistant. She is responsible for placing keys on and off the rack, maintaining inventory and filling in spreadsheets. • 10 keys are requested per week. • Heavy load during the commencement of semester.
- 3. Purpose of the Project • Kathryn who is the primary contact with the system has to spend too much time and too much effort on the system. • The purpose of the project is find the root cause of the problem, find the appropriate solution for the problem and to make Kathryn work easy and efficient.
- 4. Flow Chart for “Key” Process
- 6. New Key Request • Completed Key Request Form is submitted to EBO. (10 mins) • Information from the form is filled in the EBO system, excel sheet and print out is taken and maintained in a file.(15 mins)
- 8. New Request cont.. • Tag # is obtained by entering the room # from the system. (2 mins) • Tag # is located in the key box.(10 mins)
- 10. New Key Request cont... • Corresponding key from the Tag # is selected. • Key is put in the envelope. • Key # is filled in the form, and envelope is stapled to the request form and passed to front desk. (5 mins) • Customer is emailed to pick up the key. • Customer must show ID and sign request at pick up.
- 11. Current State Value Stream Map Supplier/Customer Receive Form Review One Card Information Custom Software Enter information into Software Print Out Docs Excel Enter Key into Spreadsheet Find Tag Take Key Return Tag Give Student Key File Paperwork 30 Seconds 0 Seconds 5 Seconds 14400 Seconds 360 Seconds 600 Seconds 180 Seconds 0 Seconds 360 Seconds 0 Seconds 600 Seconds 0 Seconds 30 Seconds 0 Seconds 20 Seconds 0 Seconds 5 Seconds 0 Seconds 120 Seconds 3600 Seconds 5 Sets of Paperwork Value Added Time = 1710 Seconds Total Lead Time = 18600 Seconds C/T 5 Seconds W/T 14400 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 5 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 3600 Seconds U/P 100% Shifts 1 Production Control Intermittent when problems DailyDeliveryofKeys DailyDeliveryofApplications Daily Delivery of Applications Daily Delivery of Keys Intermittent when problems Intermittent
- 12. Current State Value Stream Map Supplier/Customer Production Control Intermittent when problems Daily Delivery of Applications Daily Delivery of Keys Intermittent when problems Receive Form Review One Card Information Custom Software Enter information into Software 30 Seconds 0 Seconds 5 Seconds 14400 Seconds 360 Seconds 600 Seconds 0 Seconds C/T 5 Seconds W/T 14400 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 IntermittentPrint Out Docs Excel Enter Key into Spreadsheet Find Tag Take Key 180 Seconds 0 Seconds 360 Seconds 0 Seconds 600 Seconds 0 Seconds 30 Seconds 0 Seconds 0 Sec C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 Intermittent when problems Return Tag Give Student Key File Paperwork 20 Seconds 0 Seconds 5 Seconds 0 Seconds 120 Seconds 3600 Seconds 5 Sets of Paperwork Value Added Time = 1710 Seconds Total Lead Time = 18600 Seconds C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 5 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 3600 Seconds U/P 100% Shifts 1 Supplier/Customer Production Control Intermittent when problems Daily Delivery of Applications Daily Delivery of Keys Intermittent when problems
- 13. KPI Metrics • Labor time spent per key – Total labor hours spent per keys issued in a week = Total # of minutes spent/ #of keys issued per week = 15 minutes (from Gemba walk)
- 14. • Average Lead time – Total time taken from the time student drops off form until receiving the key – Measured in minutes – Average lead time is 28.5 minutes KPI Metrics
- 15. • Average number of keys issued – Number of keys issued per week = Total # of keys issued / # of weeks = 131/13 = 10 KPI Metrics
- 16. Key Request per week 24 16 11 3 8 10 12 6 15 13 6 1 6 0 5 10 15 20 25 30 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Gemba Walk Key Request/Week
- 17. • Takt time – Available time / Customer demand = 40 hours / 10 keys per week = 4 hours per key per week KPI Metrics
- 18. • Kathryn and Eman utilize a lot of time distributing, ordering keys, and entering data into system. This consumes a lot of time for personnel in the engineering office. Current labor time spent per key is 15 minutes and the desired labor time is under 6 minutes. Problem Statement
- 19. ● 5 Hypotheses ○ The physical access to the keys is challenging. ○ The record keeping takes up a lot of valuable time. ○ Keys are not returned so new keys must continually be made. ○ Takes too long to procure keys for the students. ○ Wayne States key ordering process takes too much effort. Plan – 5 Whys Why are Kathryn and Eman are spending to much of their day working on distributing keys?
- 20. ● 5 Hypotheses ○ The physical access to the keys is challenging. ○ The record keeping takes up a lot of valuable time. ○ Keys are not returned so new keys must continually be made. ○ Takes too long to procure keys for the students. ○ Wayne States key ordering process takes too much effort. ● Evidence ○ Value Stream: Record keeping is where most of the active time is spent. ● Controllable: No Plan – 5 Whys Why are Kathryn and Eman are spending to much of their day working on distributing keys?
- 21. ● 4 Hypotheses ○ The Paper work is not uniformed ○ The recording system is convoluted ○ Paper Binders are hard to work with ○ Inaccurate Paper Work Plan – 5 Whys Why does the record keeping take so much time?
- 22. ● 4 Hypotheses ○ The Paper work is not uniformed ○ The recording system is convoluted ○ Paper Binders are hard to work with ○ Inaccurate Paper Work ● Evidence ○ Gemba Walk: Operators complain about software system ● Controllable: No Plan – 5 Whys Why does the record keeping take so much time?
- 23. ● 3 Hypotheses ○ There are multiple systems being used ○ The excel spreadsheet is too complicated ○ The software design is confusing Plan – 5 Whys Why is the recording system problematic?
- 24. ● 3 Hypotheses ○ There are multiple systems being used ○ The excel spreadsheet is too complicated ○ The software design is confusing ● Evidence ○ Flow Chart-The same work is done three times ● Controllable - Yes Plan – 5 Whys Why is the recording system problematic?
- 25. Plan - 4S for Excess Time Consumption Order Skill Suppliers Systems Surrounding s Key manufacturer Key delivery from the manufacturer Unreadable Forms Untrained Employee Manpower Shortage Software Duplication Software Outdated Sending Multiple Reminders/e-mails Concerned customer not available Disorganized key cabinet Excess time consumption
- 26. Surrounding Suppliers Systems Delivering key without form Customers Losing key Customers returning key Reordering new keys Unassigned keys Mismatch Keys Untagged keys Excess Cost Plan- 3S for Excess Cost
- 27. Plan- Future State Value Stream Map Supplier/Customer Receive Form Review One Card Information Check software for Tag # and if Key is Available Custom Software Enter User info into Software Find Tag Take Key Return Tag Give Student Key 30 Seconds 0 Seconds 5 Seconds 14400 Seconds 60 Seconds 600 Seconds 120 Seconds 0 Seconds 600 Seconds 0 Seconds 30 Seconds 0 Seconds 20 Seconds 0 Seconds 5 Seconds 0 Seconds Value Added Time = 870 Seconds Total Lead Time = 15000 Seconds C/T 5 Seconds W/T 14400 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 5 Seconds W/T 0 Seconds U/P 100% Shifts 1 Production Control Weekly DailyDeliveryofKeys DailyDeliveryofApplications Daily Delivery of Applications Daily Delivery of Keys Intermittent when problems Intermittent Weekly
- 28. Plan- Future State Value Stream Map Supplier/Customer Production Control Weekly Daily Delivery of Applications Daily Delivery of Keys Intermittent when problems Weekly Supplier/Customer Production Control Daily Delivery of Applications Daily Delivery of Keys Intermittent when problems Receive Form Review One Card Information Check software for Tag # and if Key is Available Custom Software Enter User info into Software 30 Seconds 0 Seconds 5 Seconds 14400 Seconds 60 Seconds 600 Seconds 120 Seconds 0 Seconds 0 Seconds C/T 5 Seconds W/T 14400 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 Weekly Dail Intermittent Weekly Find Tag Take Key Return Tag Give Student Key 600 Seconds Seconds 30 Seconds 0 Seconds 20 Seconds 0 Seconds 5 Seconds 0 Seconds Value Added Time = 870 Seconds Total Lead Time = 15000 Seconds C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 5 Seconds W/T 0 Seconds U/P 100% Shifts 1 Daily
- 29. Plan- Improvements in Future State • Eliminated 2 process steps • Added 2 levels of status communication • Lead time – Current State = 28.5 minutes – Future State = 14.5 minutes • Labor time – Current State = 15 minutes – Future State = 3 minutes
- 30. Plan – Design Decisions To Merge Recording Processes • Decision Variable – Time to Process Key – Cost in dollars – Training Requirements – Support / Stability – Data Import / Initial Data Entry – Oversight
- 31. Plan – Design Alternatives • One System – Paper Only – Excel Spreadsheet Only – Existing Custom Software – New Software
- 32. Plan – New Software Alternatives • Custom - $ Unknown • Key Wizard- $1200 – http://www.keywizard.net/ • Tracer 9 - $900 – https://www.dlaco.com/tracerxt/ • Key Organizer - $600 – https://www.aidex-software.com/en/key- organizer/
- 33. Plan – Evaluation Matrix Criteria Weight Paper System Spread Sheet Existing Software Custom Software Key Wizard Tracer 9 Key Organizer Process Time 5 1 2 2 4 4 3 3 Cost in dollars 8 4 4 4 1 3 3 2 Training 1 2 2 1 4 3 3 3 Support / Stability 2 1 1 2 2 3 2 4 Import / Initial 3 2 2 4 4 2 2 2 Oversight 3 1 1 1 4 3 4 3 Totals 50 55 61 68 77 69 70
- 34. Do - Method for Small Scale Test • Obtain Key Wizard Trial Version • Train Eman (Student Assistant) in Key Wizard • For One Week • Enter Data into Both System • Record Time for Each System
- 35. Check - Small Scale Test • Compare Average Times to Process for Existing • Evaluation Time Savings per Week • Compute New KPI – Average Labor Time Per Key • Determine ROI on Key Wizard • Present Findings to Lara (Office Manager) • Lara Determines if Plan should be implemented, or go back to plan
- 36. Act - Full Implementation • Determine Week of Low Key Demand from Historic Data • Convert Existing Data into Key Wizard • Train Staff (Kathryn, Lara and Eman) • Begin Processing Keys
- 37. Expected Results • Key Process Labor Time Reduction from 15 minutes to under 6 minutes • Greater Long Term Stability of System • Better Oversight for Office Manager (Lara)
- 38. Review/Loop-Do we need to Keep going • Ongoing – Review Key Process Numbers Every Semester for Employee performance – Contact Key Wizard Manufacturer for Updates Once a year • Another PDCA Cycle – Look at all KPI’s – Revisit Customer Viewpoint – Determine if another Cycle is needed
- 39. A3- Report Projected Business Performance Improvement Story [BPIS] Prior State Problem Statement Process Analysis Gemab Walk, Flow Chart, Current VSM Map KPI Definitions, Key Performance Metrics 5 Why Analysis, Fishbone Diagram Design Initiatives Implementation Results Future Value Stream, Solution Criteria, Solution Alternatives, Evaluation Matrix Do Explanation, Check Explanation, Act Explanation, Review and Loop Expected Results Explanation, Process Labort Reduced 23 %
- 40. Questions • This is how we climb the Staircase
- 41. ● Standardize Form ● Place Forms On-Line ● Review Software Alternatives with Staff for better evaluation criteria ● Organize Key Boxes ● Replace Key Boxes Appendix -Further Recommendations
- 42. ● Develop Online Request System ● Record phone number of student ● Prevent graduation for non-return keys ● Charge a deposit Appendix -Further Recommendations
- 43. ● http://www.prosystech.ca/overviewsk.aspx ● http://www.keywizard.net/prices.html ● https://www.dlaco.com/tracerxt/tracer1.htm ● http://www.instakey.com/key-control-software/ ● http://www.morsewatchmans.com/product/keywatcher/key- control-software/ ● https://www.aidex-software.com/en/key-organizer/ https://www.keytracker.com/Product/Category/Key-Control- Software ● Software Written By Computer Science Class Appendix - Software List
- 44. ● Hypotheses ○ The physical access to the keys is challenging. ■ Evidence - The key cabinet is hard to access and is very un-organized. ○ The record keeping takes up a lot of valuable time. ■ Evidence - Value Stream: Record keeping is where most of the active time is spent. ○ Keys are not returned so new keys must continually be made. ■ Evidence - They have a set process to follow if a key is requested and cannot be found because someone else didn’t return it after use. ○ Takes too long to procure keys for the students. ■ Evidence - They make the students come to the office just to fill out paper work then leave and make them come back when the key is ready. ○ Wayne States key ordering process takes too much effort. ■ Evidence -he students have to come in to fill out forms and then later have to come back to pick it up. Appendix – 5 Whys Why are Kathryn and Eman are spending to much of their day working on distributing keys?
- 45. ● Hypotheses ○ The Paper work is not uniformed ■ Evidence - Gemba Walk: Inspection of Paperwork ○ The recording system is convoluted ■ Evidence- Gemba Walk: Operators complain about software system ○ Paper Binders are hard to work with ■ Evidence- Gemba Walk: Photos of binders ○ Inaccurate Paper Work ■ Evidence - Gemba Walk: Interview with Kathryn Appendix – 5 Whys Why does the record keeping take so much time?
- 46. ● Hypotheses ○ There are multiple systems being used ■ Evidence - Flow Chart: The same work is done three times ○ The excel spreadsheet is too complicated ■ Evidence - Gemba Walk: Example of the spreadsheet ○ The software design is confusing ■ Evidence - Gemba Walk: Photos of interface Appendix– 5 Whys Why is the recording system problematic?
- 47. Appendix- Key Order Flowchart
- 48. Appendix- Current Value Stream Map of all Processes Value Added Time = 30065 Seconds Total Lead Time = 7200 Seconds 30 Seconds 0 Seconds 30 Seconds 0 Seconds 60 Seconds 0 Seconds Supplier Online Form External Processing Key is Ready Email Key Pick Up KeyNeeds tobe made Enter Key into Software Enter Key into Spreadsheet ForStock Put Key in Envelope ForHandingOut Send Pick Up Email Pick up of Key KeyExists Receive Key After Use Enter Key into Software Enter Key into Spreadsheet Find Tag Put Tag on Key Return Tag with Key KeyReturn Go to Key Request Loop KeyDoesn’tExist Find Tag Put Tag on Key Return Tag with Key 300 Seconds 14400 Seconds 28800 Seconds 0 Seconds 5 Seconds 0 Seconds 600 Seconds 3600 Seconds 120 Seconds 3600 Seconds 120 Seconds 0 Seconds 30 Seconds 0 Seconds 60 Seconds 0 Seconds 120 Seconds 14400 Seconds Value Added Time = 30155 Seconds Total Lead Time = 21600 Seconds 30 Seconds 14400 Seconds 120 Seconds 7200 Seconds 120 Seconds 0 Seconds 60 Seconds 0 Seconds 30 Seconds 0 Seconds 30 Seconds 0 Seconds Value Added Time = 390 Seconds Total Lead Time = 21600 Seconds C/T 30 Seconds W/T 14400 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 7200 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 14400 Seconds U/P 100% Shifts 1 C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 3600 Seconds U/P 100% Shifts 1 C/T 600 Seconds W/T 3600 Seconds U/P 100% Shifts 1 C/T 5 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 28800 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 300 Seconds W/T 14400 Seconds U/P 100% Shifts 1 File Paperwork 120 Seconds 3600 Seconds 120 Seconds 3600 Seconds C/T 120 Seconds W/T 3600 Seconds U/P 100% Shifts 1 File Paperwork C/T 120 Seconds W/T 3600 Seconds U/P 100% Shifts 1 File Paperwork C/T 120 Seconds W/T 3600 Seconds U/P 100% Shifts 1 120 Seconds 3600 Seconds Customer PC = Manager Intermittent Intermittent Intermittent Find Tag Take Key Return Tag Give Student Key File Paperwork 600 Seconds 0 Seconds 30 Seconds 0 Seconds 20 Seconds 0 Seconds 5 Seconds 0 Seconds 120 Seconds 3600 Seconds 5 Sets of Paperwork Value Added Time = 1710 Seconds Total Lead Time = 18600 Seconds C/T 60 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 5 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 3600 Seconds U/P 100% Shifts 1 Receive Form Review One Card Information Custom Software Enter information into Software Print Out Docs Excel Enter Key into Spreadsheet 30 Seconds 0 Seconds 5 Seconds 14400 Seconds 360 Seconds 600 Seconds 180 Seconds 0 Seconds 360 Seconds 0 Seconds C/T 5 Seconds W/T 14400 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 30 Seconds W/T 0 Seconds U/P 100% Shifts 1 C/T 120 Seconds W/T 0 Seconds U/P 100% Shifts 1 Intermittent DailyDeliveryofKeys DailyDeliveryofApplications Intermittent When there is a Problem Intermittent When there is a Problem Key Requested
- 49. • Returned keys per week – Number of keys that are returned back to the office per week • Keys ordered per week – Number of keys ordered per week by back office when the keys requested are either unavailable or inventory for the key is low Appendix - KPI Metrics