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Value Stream Mapping Process PUBLIC INFORMATION MEETINGS

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Facilitators: Barbara DeHaven, Terry Deputy, Ray Blondin. Delaware ... Chemistry Cluster report to Governor Spring, 2004. Listening ... a blueprint for ... – PowerPoint PPT presentation

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Title: Value Stream Mapping Process PUBLIC INFORMATION MEETINGS


1
Value Stream Mapping ProcessPUBLIC INFORMATION
MEETINGS
  • December 8, 12 14, 2005
  • Del-Tech Community College
  • Facilitators Barbara DeHaven, Terry Deputy, Ray
    Blondin
  • Delaware Economic Development Office

2
Delaware Economic Development Office
  • Why
  • Chemistry Cluster report to Governor Spring, 2004
  • Listening to voice of customer
  • DNREC asked to identify specific process and
    Regulation 2 selected
  • Stakeholders
  • Public
  • Industry
  • DNREC
  • Improve permitting process
  • Reduce processing time
  • Create business certainty
  • Optimize DNRECs resources for other functions
  • Improve environmental quality

3
History
  • DNREC / DEDO Value Stream Mapping Process
  • June 05 Initial Meeting
  • July 05 Planning Session
  • August 05 3 Day Training / Implementation Plan
  • Sept 05 30 Day Deployment Plan Review
  • Oct 05 60 Day Deployment Plan Review
  • Nov 05 90 Day Development Plan Review

4
  • Value Stream Mapping Process

5
  • Improve environmental permitting process
  • Decreasing cycle time
  • Eliminating waste
  • Utilize value stream mapping (tool)

6
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7
What is a Value Stream?
A value stream involves all the steps in a
process, both value added and non value added,
required to complete a product or service from
beginning to end.
What is a Value Stream Map?
  • Visual Representation of a Value Stream
    or the work process
  • Pencil Paper Tool with lots of post its
  • Helps Reveal Waste Problems with the Flow
  • It Establishes a common language to document a
    processes
  • Provides a blueprint for improvement

What makes them Unique???
8
Value Stream Maps
  • It allows you to Visualizes the process flow from
    a Systems Perspective
  • It includes Information Flow and links it to
    process flow
  • It documents Performance of the process

9
Using the Value Stream Mapping Tool
Value Stream Scope
Determine the Value Stream to be improved
Understanding how things currently operate.
This is the foundation for the future state
Current State Drawing
Designing a lean flow
Future State Drawing
Standardize for later improvement
Developing a detailed plan of implementation to
support objectives (what, who, when)
Implementation Plan
Implementation of Improved Plan
The goal of mapping!
10
Current State
Future State
Grasp the Situation Where Are We? vs. Where
Should We Be?
11
Business Plan Deployment Is a PDCA Cycle
Countermeasure Action Plans
1
BPD Plan
4
Plant Master Plan
Tasks
Do the Plan
2
3
Check (evaluation)
Plan
Do
2
x
Check
Act
12
DNREC Value Stream Mapping Air Permitting Process
Future State
  • PLUS
  • Top Down Commitment
  • Cross Functional Communications
  • Employee Involvement
  • First Time Quality
  • Partnership Support
  • Customer Focus and Communications

SEPTEMBER, OCTOBER NOVEMBER 05
  • MINUS
  • Reduced Waste in
  • Motion
  • Waiting
  • Processing
  • Rework
  • Lead time

Current State
Created a permitting process that is
environmentally sound, operationally flexible and
achievable.
13
Value Stream Mapping Process
14
Value Stream Mapping Process
  • Improve the permitting process without weakening
    regulatory requirements.
  • Capture the experience of those who have to meet
    the regulatory requirements.
  • Process to be transparent to the public and the
    regulated community.

15
Value Stream Mapping Process
  • Created a web page for the Value Stream Mapping
    project
  • http//www.dnrec.state.de.us/DNREC2000/VSM/Index.h
    tm
  • All materials are available on the web page

16
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17
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18
Mapping the Current State
  • Created the goal for the session
  • Defined what was in scope and out of scope.
  • Mapped the Current State of the Reg. 2 Permitting
    Process.

19
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20
Mapping the Current State
  • Lesson learned
  • majority of process problems stem from the permit
    applications!

21
Mapping the Current State
  • Identified opportunities for improvement called
    Kaizen Bursts.
  • Kaizen are rapid improvement processes
    focused on eliminating waste, improving
    productivity, and achieving continual
    improvement.
  • Kaizen Bursts were used to help create the
    Future State.

22
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23
Creating the Future State
  • Defined our future state
  • where we wanted to be in one year.

24
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25
Achieving Our Future State
  • Identified and scheduled specific tasks to
    accomplish. These tasks included
  • creating visual tracking boards
  • implementing a First-In-First-Out system
  • creating permitting checklists
  • modifying our applications to make them more user
    friendly and
  • collecting performance metrics.

26
Visual Tracking Board
27
Project Highlights
  • Surveyed several applicants to discuss why they
    submitted incomplete applications and learned
    important information.
  • Reduced our permitting backlog (as defined by our
    Permit Tracking System) from 199 Reg. 2 permits
    on 8/24/2005 to 59 on 11/30/2005.
  • Implemented a First-In-First-Out system.
  • Now issuing Reg. 2 construction permits within 61
    days of receiving a complete application

28
Important Process Improvements
  • Future State includes three important changes to
    the permitting process
  • The Pre-Submittal Meeting
  • The Administratively Complete Gate and
  • The Technically Complete Gate.

29
Pre-Submittal Meeting
  • The pre-submittal meeting process will progress
    as follows
  • The meeting will be scheduled
  • The applicant will submit a draft application 1
    week prior to the meeting
  • AQM will review the application and identify any
    deficiencies at the meeting
  • The applicant should have a complete application
    at the close of the meeting or shortly thereafter.

30
Pre-Submittal Meeting
31
Administratively Complete Gate
  • The Administratively Gate
  • AQM reviews the application for Administrative
    Completeness
  • When application is administratively complete,
    the applicant is notified by postcard
  • Application will move to the next step in the
    process

32
Administratively Complete Gate
  • Application is incomplete, AQM contacts applicant
    to notify them of the deficiency and give them 7
    days to correct it
  • Information not received within 7 days, AQM sends
    letter to applicant giving them 14 days to
    correct deficiency
  • Deficiency not corrected within 14 days, the
    application will be returned

33
Administratively Complete Gate
34
Technically Complete Gate
  • Technically Gate
  • Engineer/Scientist assigned to process the
    application will review it within 7 days of
    receipt
  • Application is technically complete it will move
    to the next step in the process

35
Technically Complete Gate
  • Application technically incomplete, the
    Engineer/Scientist contacts applicant to notify
    of deficiency and gives them 7 days to correct it
  • Deficiency not corrected within 7 days, a letter
    is sent via Certified Mail requesting information
    within 14 days
  • Information not submitted within 14 days, the
    application will be returned.

36
Technically Complete Gate
37
Next Steps
  • We are still working on some of the items
    required to implement the process.
  • We are seeking volunteers to participate on the
    application development review team.
  • Once all of the items have been completed and the
    process is ready for roll-out, AQM will hold
    workshops to fully describe the new permitting
    process (target early 2006).

38
Delaware Economic Development Office
  • Partnership with businesses and DNREC
  • Improving environment for businesses
  • Solving business challenges
  • Insuring quality of life of all citizens
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