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optimization of waiting time in CAF office
- 2. 2 Project Manager ⮚Nitin KALE Project Executives ⮚Stephen Donald ALBERT ⮚Aravindan ARUNACHALAM ⮚Omkar AMBEKAR ⮚ Youssef DEDOURI
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- 4. PROBLEM DESCRIPTION ❖ Customers are not satisfied by CAF services because of the time spent in every Application Process. ❖ Long lines for security check and overflowing of customers which leads to increase the waiting time. ❖ From the office perspective this delay is leading to more crowded lines, more confusion and less customer satisfaction. “More time is spent in CAF process than expected by customers” 4
- 6. PROJECT SCOPE Prefecture Process Time Limit Cost barrier CROUS Process CAF Process IN & Outs of Scope: CAF center “Welcome Desk, Federal University Toulouse “ Location At the afternoon (13.30 : 16.30) from monday to friday Time 6 weeks Project Duration Project objective: Decrease the process time in CAF office by 20% 6
- 7. Stakeholders Matrix Management plan: ● At the end of each week team need to report to the CAF office about the Project status. ● Communication with student and CAF employes to gain information about project work. ● Team members should work with only the existing resources. Stakeholder matrix Stakeholders: ● Customers- students,international students, CAF office employees, project team, Universities, House Owners, Communication plan: ● Communication between team members: team meeting (3-4 times a week)+ Daily sharing of info by through google drive. ● Communication between customers and Project team: Interviews, Experience of classmates. ● Communication between Project team and CAF office: F2F meeting + mail. ● Communication between P team and instructor: During F2F sessions + email after completion of every project phase. 7
- 8. SUPPLIER INPUT CUSTOMER PROCESS OUTPUT BANK HOUSE AGENCIES/ LANDLORD UNIVERSITIES/ SCHOOL STUDENTS DOC / INFO (PERSONAL INFO SOCIAL SECURITY) HELP DESK SECURITY WAITING CAF INFORMATION CAF CONFORMATIO N APPLICATION APPROVAL / REJECTION INCOMPLETE DOCUMENTS STUDENTS ONLINE APPLICATION DOC SUBMISSION SERVICE DESK SIPOC 8
- 9. Voice of customer Customer Expectations Critical to Satisfaction (Measure) Weight (High/Low/Medium) Less confusion Detect easily the stations in CAF office By using confusion matrix. High Less time in waiting area Reduce waiting time Measure the time (min, sec) High Require English speaking staff Improving staff proficiency Certify staff Medium People coming to submit documments Quick submission Standard process Medium VOICE OF CUSTOMER 9
- 10. Customer Expectations 1) Basic Expectations: Less time than actual process, Proper layout in the CAF office, Proper information in all services. 1) Satisfiers: Reducing the waiting time by 20%. 1) Delighters: There should be no waiting line in CAF office. Kano: Customer Needs 10
- 11. RISK ANALYSIS RISKS 1. Changes of CAF office layout. 2. 2 Weeks data may not be enough to get a good sample(exact results). 3. Strikes which will not enable us to implement Lean management. 4. Approval from Central office of CAF may be required for any changes since it’s a public operator. RISK MITIGATION PLANS 1. Communicating Layout changes will be Communicated/Approved by CAF way before we proceed on the project changes. 2. Need to work with additional days to counter. 3. Each team member should be instructed clearly to stick to the rules. 4. Need to re-plan. 11
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- 13. Data collecting ▪ 2 weeks - Monday to Friday in afternoon (13:30 - 16:30). ▪ Each day measurements will be taken for 10 persons at least. ▪ Each member in team should record timing for 1 day per week. ▪ Measurement for all the process is taken as step by step with help of stop watch. Data Collection Data collecting steps • Collecting time from arrival to end all the (added value activities) from Security tell stuff meeting. • Collect data between the moving from point A to B (necessary activity ). • Collecting data from waiting area (Non added value activity)to respected work desks. - Meeting CAF staff - Computer access - Submission documents 13
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- 16. Hypotheses: At Least a CAF service desk must be included Simplified Process Flow 16
- 17. Average Daily Process Timing Security Check = 0.35 Min Necessary activity Help Desk = 1.11 Min Move time= 0.15 Min Waiting Area = 18.10 Min Caf Service = 04.40 Min Necessary activity Necessary activity Non Value-added activity Value added activity 17
- 18. Actual Scenarios Timings Security+Help+Waiting+CAF Service 00:24:35 Security+Help+Waiting+CAF Service+Deposit of doc 00:21:57 Security+Help+ Waiting+CAF Service+Online file creation 00:23:36 Security+Help+Waiting+CAF Service+Deposit of doc+ Online app 00:30:16 Avg time 00:25:06 Actual Vs Ideal Process Ideal Scenario Without Waiting Time. Timings Security+Help+CAF Service 00:06:26 Security+Help+CAF Service+Deposit of doc 00:03:47 Security+Help+CAF Service+Online creation 00:05:26 Security+Help+CAF Service+Deposit of doc+ Online app 00:12:07 Avg ideal scenario 00:06:56 Avg Total time for a process with waiting time 25.06 Min Avg Ideal Total time for a process 06.56 Min 93% 7% 23.50 Min 18
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- 20. Why process time in CAF office for students is too time consuming? Why there is more confusion regarding various process like (CAF, Prefecture & CROUS)? 02 03 05 Why these processes are not flexible and properly sequenced? Why there are too many people in waiting area? Because there is more confusion regarding various process like (CAF, Prefecture, CROUS). Because these processes are not flexible and properly sequenced. Because there is no proper process layout for CAF, Prefecture & CROUS. Because the waiting area is taking huge amount of time. 01 02 03 01 05 Why there is no proper process layout for CAF, Prefecture & CROUS 04 Because there are too many people in waiting Area which causes problem to layout. 04 Why there is a longer waiting area time ? Five Whys 20
- 21. Ishikawa Diagram Longer CAF waiting area Time Machine People Method Environment ● No proper computers & printer layout. ● Seats are not arranged in proper sequence. ● Customers for different activities wait in the same waiting area. ● Slaggy computer ● Printers breakdows ● Slow loading CAF website ● Crowded area environment. ● Confusions about who is next. ● Multiple tasks done randomly. Material Measure ● Letter from CAF ● Incomplete required documents ● More number of people in waiting area. 21
- 23. Delay Factors Delays out of waiting area but affecting it ⮚ E.P: Document submission ⮚ E.P: Online File Creation ⮚ E.P: Xerox ⮚ N.U.T: Customer Assistant Staff. ⮚ M: Worker movement to print copies ⮚ D: Uncompleted Doc. Delays linked to waiting and CAF Staff ⮚ M : Non organised waiting area ⮚ M: People Flow. ⮚ M: Process layout E.P = Extra Processing N.U.T = Non-utilized Talent M = Motion D = Defects 23
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- 25. MOTION Problem • Worker movement to print copies • Process layout • Non organized waiting area Solution • Placing the printers near service desk • Redesign the process layout • Making Sequence of chairs based on FIFO Impact • Less worker movement (Approx 15%) • Reduced process time (Approx 8%) • Less confusion about who is first / saving time with comfortable seating DEFECT Problem • Incomplete document Solution • Information booklet and removed document submission process. Impact • Reduction in waiting time (less than 5% total time) NON-UTILIZED TALENT Problem • Customer assistant staff . Solution • Occupying the 3rd desk for full time Impact • Increasing the Service desk productivity by 50% and from service desk 33% & reduced the time EXTRA PROCESS Problem • Document submission. • Xerox. • Online file creation Solution • New mailbox • Information booklet Impact • Reduce waiting time • Elimination from CAF process • Decrease waiting time Impact of solutions on the problems 25
- 26. Modified Layout Main changes ● Mail Box ● Sign boards ● Computers layout ● Information booklet ● Waiting area chair sequence ● Additional service desk ● Printers layout 26
- 27. Optimized Time Layout change 8% from the entire process NON - UTILIZED TALENT : 33 % from service desk DEFECT: 5% from total time MOTION : 15% from the service desk EXTRA PROCESS : 8% 6.03 MINUTES Actual = 23.50 Min Future projected = 17.47 Min ● Actual Service Desk (33%*4.40) = 1.32 Min ● Actual Service Desk (15%*4.40) = 0.42 Min ● 21% Reduction from waiting time = 18.10 *(21%) =.3.49 Min Total = 1.32+0.42+3.49 = 6.03 27
- 28. Risk Solution - FMEA 28
- 29. 29 # Action Items Who When 1 Online Documents CAF 1-Apr 2 Talent utilization CAF 20-Mar 3 Document copies Students Each visit 4 Information Booklet CAF 20-Mar 5 Sign Boards CAF 1-Apr 6 Layout PTeam 1-Apr Action Plan Pugh Matrix
- 30. 30 Actor group Initial situation Actions Final situation Positive stakes Negative stake Students The students are passing through the entire process to submit the signed documents. Installation of new mailbox at the entrance. The students post the signed documents in the new mailbox No waiting time for the concerned students. Reducing the waiting time for the other students No confirmation of delivered documents CAF office employees Movement between service desk and printer Changes in the layout of the printers near the CAF staff. Easy access to printers - No need to walk (save time) No need to walk (save time) Reduced space near the service desk. Change Management Plan
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- 32. 32 Thank You!