# Presentation: 535872

## BAPD Data Acquisition, Analysis, and Reporting Process
Kaizen Event - January 14-18, 2008

- Kaizen Event - January 14-18, 2008

## Team Picture

## Team Members

- Rich Macy
- Nicole Williams
- Dave Harvey
- Jim Dacey
- Myrna Mahabir
- Tanya Palacio
- Chris Jeffrey
- Robert Pierce
- Daniel Lee
- Kimberly King
- Romaine Nelson

- Tom Stephanos
- Monique Coleman
- Thomas Hopkins
- Joseph Cole
- Tonya Wilson
- Faria Hasan
- Esteban Rostro
- Ruth Huang
- John Graul
- Karen Dunbar

## The Kaizen Approach

- Strong bias for action
- Input from key stakeholders
- Decision making based on data
- Expertise from those doing the job
- Emphasis on value-adding activities
- Risk taking and “just try it” approach
- Process review from the customer perspective

## Scope and Objectives

**SCOPE**
- Streamline the data Acquisition Process with Measurable Improvements and Cycle Time Efficiency and Effectiveness
**Goals**
- Reduce Individual Tasks and Overall Cycle Time
- Reduce Rework
- Reduce Database Errors
- Increase in Quality: Fewer Appeals and Appeal Referrals

## The Current State 

- How do things work?
- How is work processed?
- How do we work together?
- How do our customers interact with us?
- How do we know we are doing a good job?
- Why? Why? Why? Why? Why?

## Current State Business Process Flow Map

## Value Adding Activities

- Customer Cares
- Transformation
- Is Done Right the First Time

## Seven Categories of Waste

- Defects and Rework
- Transportation
- Waiting
- Unnecessary Processing
- BackLogs
- Excess Motion (Hunting and Searching)
- Overproduction

## Greatest Waste of All

- Loss of Human Ingenuity and Creativity

## What’s Wrong with this Picture?

**TEAM BRAINSTORMING LIST**
**Lack of Understanding the Reasons for the Delays**
**Meeting System Milestones (vs. Value Adding)**
**Waiting to Receive Information from DISC/Outside **
**Multiple Requests for Data**
**Lack of Communication & Team Ownership**
**Stopping and Starting**
**Functional Tasks (silos)**
**Redundant Documentation**
**Reworked**
**BatchCase Process**
**Missing Info**

## What’s Wrong with this Picture?

**TEAM BRAINSTORMING LIST**
**Incomplete Info**
**Didn’t Understand all the Elements of the Entire Process and How They Work**
**Reactive**
**Review and Reporting that Added Time to Process but not Value**
**Data Stored in non Database Applications**
**Didn’t take Advantage of Legal Power to Obtain Documents and Data**
**Lots of Reconciliation**
**No flow/Lack of Understanding**
**Lack of Trip Focus**
**Records Drove Process**

## Designing the Future State

## Future State Process Map

## Earlier Data Collection

- Complete and Accurate Data as Early as Possible (Done Right the First Time)
- Request Required Data Prior to Trusteeship
- Change Trusteeship Agreement to Clearly Communicate Expectations and Authority

## Data Acquisition Plan

- Team Function
- Identify Requirements
- Planning
- Simplified Documentation

## Database Construction

- Uninterrupted Database Construction in Field or In-House
- Quality and Documentation Built into the Process
- Concurrent vs. Sequential Process

## Process Map Metrics

|  |  |  |  |
| --- | --- | --- | --- |
|   |   |   |   |
|   | Current | Future | Change |
| Steps (Process) | 66+ | 22 | > 67% |
| Decisions | 15 | 3 | 80% |
| Handoffs (Physical) | A Bunch | Far Fewer |  |
| Loopbacks | 7 Major | 1 | 86% |
| Delays | 19 | 2 | 90% |
| Lead Time (Months) | 18 | 3 | 83% |
| Value Added Steps | 8 | 8 |  |
| Value Added Percentage | < 10% | 36% | +360% |

## Accomplishments 

- New Process
- Embraced Kaizen Culture
- Pilot Plan and Rollout
- Identified System Improvements
- Value Adding Activities vs. Milestones
- Employees Empowered to Think Outside the Box

## 30 Day Homework

| KAIZEN  NEWSPAPER  PAGE ONE |  |  |  |  |
| --- | --- | --- | --- | --- |
| # | Item | Who | Date | Status |
|  |  |  |  |  |
|  | Audit Program/Data Acquisition Plan | Toni | 1/31 |  |
|  | DISC Letter- More Docs. | Thomas | 1/31 |  |
|  | New Trusteeship Agreement | Rich | 1/31 |  |
|  | 4042(d) Stronger Language | John | 1/31 |  |
|  | Pre-Trip Planning Memo | Nicole | 1/31 |  |
|  | Standard Subpoena | John | 1/31 |  |
|  |  |  |  |  |

## 30 Day Homework

| KAIZEN  NEWSPAPER  PAGE ONE |  |  |  |  |
| --- | --- | --- | --- | --- |
| # | Item | Who | Date | Status |
|  |  |  |  |  |
|  | DDR Modified for User Defined Fields | Tanya | 1/31 |  |
|  | LEO Modified for User Defined Fields | Tanya | 1/31 |  |
|  | Plan Summary and Plan Document Listing Database Application | Tom | 1/31 |  |
|  | Being Able to Use Above Applications in the Field | Chris | 1/31
 |  |
|  | Develop Template/Checklist for Database Construction Memo | Monique | 1/31
 |  |

## Team Learning 

- Creates Excitement and Satisfaction fro Really Improving Process
- Knew that we Were Doing Things we Didn't Need to do but Did it Anyway
- The Journey has only just Begun
- Can Design Team with the Right Disciplines and Skills
- A New Respect for What Everyone else has to do.

- Team Independence and ProAction
- Cross-Functional Change
- Implementation and not just Improvement
- Policy Can Change
- Procedures Can Change
- Total Picture Understanding
- Culture and Attitude Can Change
- Tam Solution/Dialoging, 10 Heads are better than 1.

## Team Learning 

- Great Team Effort Everyone was Open and Respectful
- It doesn’t End with This
- Value Adding Elements
- Use Knowledge vs. Position to Make Decisions and Improve Process
- What’s required vs. Legacy

- Work as a Team from Beginning to End
- Focused/Concentrated Improvement Effort
- Stakeholder Support and Sponsorship
- Improvements are Not Recommendations, they are Real

## Questions