Lean Office Twelve Steps to Creating Money-Saving Company-Wide Efficiencies

Transcription

1 Lean Office Twelve Steps to Creating Money-Saving Company-Wide Efficiencies John Berger VP of Quality and PI March 19, 2014

2 Overview What is Fiserv? Lean in the Office? What are the Twelve Steps? What s Next? 2

3 About Fiserv Fiserv provides financial services technology solutions to financial institutions and businesses worldwide More than 16,000 clients trust Fiserv to help them achieve their goals for growth and efficiency Financial institutions Retail establishments Telecommunications and utility companies Healthcare and insurance providers Payroll companies Government 3

4 About Fiserv Output Solutions Card Manufacturing & Personalization Transaction Document Printing & Mailing Electronic Document Delivery Marketing Solutions Prepaid Debit Credit Contactless EMV ID Cards Statements Checks/EOBs Business Documents Tax Forms earchive estatement epresentment Acquisition, Activation & Retention Programs Campaign Strategy Commercial Print Database Analytics 4

5 Fiserv Output Solutions National Presence Seattle, WA Print St. Paul, MN Secure card Indianapolis, IN Secure card & print Hartford, CT Technology Center Walnut, CA Print Nashville, TN Secure card manufacturing Austin, TX EDD Houston, TX Headquarters Print & Card St. Louis, MO Marketing Solutions 5

6 Fiserv Output Solutions Scale During 2013 Mailed nearly 1 billion first class envelopes Manufactured, personalized and mailed over 250 million cards Mailed over 700 million printed statements Quality ratings nearly 100% liness ratings nearly 100% 6

7 Overview What is Fiserv? Lean in the Office? What are the Twelve Steps? What s Next? 7

8 Office Space (1999) The TPS Reports Bill Lumbergh: Hello, Peter. What's happening? Uh we have sort of a problem here. Yeah. You apparently didn't put one of the new coversheets on your TPS reports. Peter Gibbons: Oh, yeah. I'm sorry about that. I, I forgot. Bill Lumbergh: Mmmm...yeah. You see, we're putting the coversheets on all TPS reports now before they go out. Did you see the memo about this? Peter Gibbons: Yeah. Yeah. Yeah. I have the memo right here. I just uh...forgot. But, uh, it's not shipping out till tomorrow, so there's no problem. Bill Lumbergh: Yeah. If you could just go ahead and make sure you do that from now on, that will be great. And uh, I'll go ahead and make sure you get another copy of that memo. Mmmkay? Bye bye, Peter. Peter Gibbons: No, I...I have the memo. I've got it. It's right... [Lumbergh isn't listening and walks away from Peter's cubicle] 8

9 How an Office IS like the Factory Both have processes to map Both involve people Both have goals Both have waste 9

10 How an Office is NOT like the Factory es can be unclear People own their space Metrics are uncommon Waste is hidden 10

11 Overview What is Fiserv? Lean in the Office? What are the Twelve Steps? What s Next? 11

12 What are the Twelve Steps? 1. Busy cannot be a crutch 2. Commit resources 3. Involve the key people 4. Macro manage 5. Identify value to the customer 6. Target waste 7. 5S 8. VSM 9. Problem Solving 10. Faster, better, cheaper do all three 11. Productivity is O/I 12. Achieve year-over-year Management support Identify the target Use the tools Measure success Sustain and repeat 12

13 Management Support Busy cannot be a crutch Commit resources What would happen if you stopped maintaining your home? What happens if you never assign an improvement task? There is always too much work or a crisis to consume your time Given time, the right people on the right problems will fix them 13

14 Form the Right Team Involve the key people Macro manage What if someone cleaned your desk drawers without asking? Do you like it when your boss tells you how to do a task? If you don t get buy-in the improvement won t sustain Tell the team what needs to get done and let them figure out how 14

15 Example: Improve Postage Billing Client sends in file for processing Includes personalization data Billing is based on counts, weights, and rates for each item Contracts set agreed-upon rates Info is routed to several teams Data ing: process the data Operations: make the statement Shipping: apply the postage Implementations: setup system Client Services: create the bill Accounting: enter the bill Billing depends on many inputs Contracts / rates Counts Rates Weights Billing is a manual effort Billing must be done to get paid Challenge: Do on-time for every client, every month without making errors! 15

16 Original Postage Billing VSM Client File Data ing Output ing Job Tracking Contract Rates Counts Weights Counts USPS Rates Manual Data Entry Excel Bill Acct Entry Client Bill 16

17 Postage Billing Questions Why so many data sources? Why use manual entry? How can we eliminate reports? How can we eliminate manual entry? Can we automate the process? Where can we combine steps? Which steps can we eliminate? How can we better coordinate? What if we involved fewer systems? How can IT help us simplify? Where can we reduce errors? 17

18 Current Postage Billing VSM Client File Output ing Contract Rates Standard Counts and Weights USPS Rates Billing Table Linked Excel Bill Standard Acct Entry Client Bill 18

19 Postage Billing Changes Made by the Team Eliminated multiple data sources in the process Revised remaining report to streamline information Gained accounting agreement on accuracy of billing Replaced manual entry with standard linked report Single source of truth for data simplifies maintenance Standard fields in report simplify the billing process Replaced repeated manual entry with a Rates Table Faster billing for completed client orders Reduced oversight of the client billing Results: Saved Many CSR Hours every Month Captured over $100K in Added Billings! 19

20 Identify the Target Identify value to the customer Target waste What do customers want when they buy your product? Where does your company waste resources? Identify what your customers are willing to pay for Identify what your customers are NOT willing to pay you for 20

21 Use the Tools VSM, 5S, and Problem Solving Faster, better, cheaper do all three Which tool is the right one and how do I know when to use it? How can I get all three without needing a trade-off? 5S for clutter, VSM to identify value and waste, then problem solving Game-changers establish a whole new level of performance 21

22 Example: Improve Order ing Client faxes setup information Describes products they want Use for configuration settings Provides billing information Info is routed to several teams Sales: log and coordinate activity Graphics: create logos, etc. Proofing: obtain approvals Implementations: setup system Accounting: setup billing Operations: make test card Must complete all tasks to go live Challenge: Coordination! 22

23 Original Order ing VSM Implementations Sales Keys PCA Control Files Build New Product ID Implementation Account Manager / Fax New Client Setup Form ITS % C&A % Artwork L/T 2 Takt = 6-7/ Wk Wks % C&A % % C&A % % C&A 90 % % C&A 90 % System % C&A 70 % W/T 24 Hrs W/T 1.5 Hrs System Unify Priority=Go Live System Ship & Bill Priority System Priority Priority=Go Live Priority Priority 24 Hours 0 Hours 0 Hours Hours Hours 40 Hours Hours ITS Approval Billing Implementation Approve Run #1 Graphics 100 Hours Build Proof % C&A 60 % Priority=Go Live Hours Internal Approval % C&A 90 % Priority=Go Live 72-1 W/T 0.1 Hrs Client Approval Day W/T 2 s % C&A % Visa 3 Day W/T 3-14 s On-line BMAS Hours Graphics Approval 1 3 Hours Implement: Collect Approvals % C&A 50 % Day W/T 1-7 s Unify AccPac 5-10 Billing % C&A 98 % W/T Run Hrs 24 Hours Hours Test File Test Card ITS Approval Implementation New Customer Sticker 1 st Live Sticker 2 15 W/T 1-10 Day s 1 5 % C&A % W/T 3 Hrs CCP % C&A % Day W/T 1 s % C&A % System Priority % C&A % Day W/T 1-5 s Client Approval W/T Day 1-10 s 3 Hours 2 24 Hours 15 0 Hours Hours Hours 5 24 Hours Gadg et Data Operations ITS Value Stream Current State Map November 8,

24 Order ing Questions Why involve Sales? What are the green folders for? How can we eliminate paper? How can we eliminate faxes? Can we work in a workcell? Where can we combine steps? Which steps can we eliminate? How can we better coordinate? What if we worked in the same area? How can the client help us? Where can we reduce errors? 24

25 Current Order ing VSM Graphics Implementations ITS Approval #6 Scanner #1 Reassign Account Mgr #3 Update ITS Form Implement: Collect Approvals W/T Hrs Implementation Graphics Cell / Fax Sales New Client Setup Form ITS 1 1 Client Approval W/T 2 Day s % C&A % % C&A % System Priority #5 Group Mailbox Artwork L/T Takt 2 7 Wks Wks Visa #4 ITS Cell #2 Customer Agreement Hours W/T On-line BMAS 3 Day s Hours #7 Green Folder 40 Hours Billing Billing % C&A 70 % W/T 1-7 Day s Unify #8 New Customer Sticker AccPac 5-10 ITS Approval Test File 2 % C&A % W/T CCP Priority 3 Hrs Test Card 15 % C&A % W/T 1 Day s W/T 1-10 Client Approval W/T 1-10 Day s Day s Implementation 1 % C&A % System Priority Customer Order W/T Run 24 Hrs Ship & Bill ITS Value Stream Future State Map November 9, Hours 2 24 Hours Hours 0 0 Hours Hours 24 Hours 0 24 Hours 0 Operations 25

26 Order ing Changes Made by the Team Eliminated Sales involvement in the process Revised client form to streamline information Gained client agreement on accuracy of submitted forms Replaced client faxes with s to a shared box Shared access to the box allows parallel work Folders in shared box organize incoming requests Work in process is identified with flags reflecting status Shared drive archive for completed project documents Reduced oversight of the initial test and production orders Results: Eliminated hours of Sales effort 50% Reduction in Lead! 26

27 Measure Success, Sustain, and Repeat Productivity = Output / Input Achieve year-over-year How will I know I ve made a difference? How do I make sure and sustain a key process change? Monitor input resources and output metrics to see productivity Make the metric visible and audit the process changes 27

28 Overview What is Fiserv? Lean in the Office? What are the Twelve Steps? What s Next? 28

29 Lean Office is the Next Frontier 90% of companies are using Lean and making progress But Service productivity lags Manufacturing productivity 29

30 Get Started Now and Stay Ahead of the Lion Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning a lion wakes up. It knows it must outrun the slowest gazelle or it will starve to death. It doesn t matter whether you are a lion or a gazelle: when the sun comes up, you d better be running. 30