Value Stream Mapping Event - PowerPoint PPT Presentation


Title: Value Stream Mapping Event


1
Value Stream Mapping Event UW-System Future
State Maintenance Work Order Process July
8th-31st, 2009
2
Participants
Participants Campus
Hank Klos UW La Crosse
Tom Fell UW La Crosse
Sherry Goggans UW Milwaukee
Robert Rozanski UW Milwaukee
Richard Van Schoonhoven UW Whitewater
Greg Swanson UW Whitewater
Pam Rudesill UW River Falls
Robert Oehler UW Stevens Point
Lois Laux UW Stevens Point
Phil Gilbert UW Stevens Point
3
Future State Mapping Team
4
Combine Campus Objectives
  • Improve Customer Response Time and Satisfaction
  • Reduce Work Order Lead Time
  • Improve Supervisor Accountability
  • Improve Technician Accountability
  • Create a Standard Work Order Process
  • Receive accurate and complete work order
    information from the Customer
  • Improve Facilities Organization credibility
  • Consistently share Best Practices between
    campuses

5
Current State UW La Crosse
6
Current State UW Milwaukee
7
Current State UW Whitewater
8
Current State UW River Falls
9
Current State UW Stevens Point
10
Best Practices
  • Get accurate information from requestor (Onus on
    customer)
  • Make WO requesting electronic (Except for
    Emergency)
  • No work begins without a Work Order (to capture
    time and Materials)
  • Emergency Work must have a work order completed
    directly after the work is complete
  • Use of trouble report or tracking of Failures
  • Must have a work order to procure materials
  • Work Order progress reported daily
  • Partial Billing (finished and/or closed)
  • Finished is any single technician has completed
    his work.
  • Closed is entire job is done and materials are
    assigned.

11
Best Practices
  • Work Hours reported daily
  • Work orders should have Priorities with Timelines
    associated with them and assigned
  • Priorities roll up on a timeline basis to a
    higher priority if the work has not yet been
    completed
  • Maintenance Management (Assigning and Scheduling
    of work from work order backlog to Technician)
  • Have the role of a Planner Scheduler
  • Estimating
  • No Estimating is done for work under 500
    (message to customer they will not get an
    estimate and will only be billed TM)
  • Estimating is done only for Projects

12
Best Practices
  • Work Order and Priority Types Definitions (see
    attachment Lean Process-Proposed Work Order
    Priorities and Definitions)
  • Automated upload of CMMS charges
  • Daily collection of charge backs
  • Informing Customer of Work Order Status as status
    changes
  • Sharing of TMA status reporting (UWW)
  • Customer Survey for satisfaction rating
    information (TMA Automated version UWW)
  • Turnaround time for work order completion is
    determined
  • Method for tracking/capturing Estimating Time
    (Blanket Work Order)

13
Best Practices
  • Takt time measurement of Customer Demand
  • Control the work distribution completion to
    Takt
  • Best Practices must include a strong Preventative
    Maintenance program before Work Order process
    improvements can be realized
  • Need the assurance from the Leadership/CBOs that
    this best practice will be implemented and
    supported as standard operating procedures

14
Future State
15
Future State
16
Future State System Wide Action Items
Item Action Item Priority Start Date Champion Finish Date
1 All work requests are received electronically (no work completed without W.O.) 1   Each Campus  
2 Customer Training on Electronic Customer Interface 1   Each Campus  
3 Customer Instruction at Electronic Portal 1   Each Campus  
4 Assumes Customer/Requestor has approval authority 1   Each Campus  
5 Conduct 5S(Sort, Set in order, Shine,Standardize and Sustain) in Maintenance Operation (Stores, vans etc.) 3   System sponsored 5S events  
6 Assign Scheduler Estimator Role 2   Each Campus with FTE funding  
7 No estimates for any work under 500 1   Each Campus  
17
Future State System Wide Action Items
8 Electronic Notification flagging when electronic Work Request is received 4   UWW- Richard
9 Build Electronic Matl ordering history between scheduler procurement to prevent stockouts 2   Each Campus
10 Develop a effective PM Program 3   Each Campus
11 Campus/System commit to In-House IT support for TMA/CMMS 1   Each Campus with FTE funding
12 One Button (Electronic) posting interface (UWSP) 4   UWSP- Phil
13 Real-Time Management Dashboard of Operations 4   Each Campus with funding
14 Develop Customer Survey (UWW) with Auto Posting to customer dashboard (on Web) 4   UWW- Richard
18
Future State System Wide Action Items
15 Best Practice implementation action must be supported by Leadership/CBO Absolutely essential 1   Each Campus/UW System support  
16 Opportunity and funding for collaboration conferencing and education events for Value Stream Mgt to include CMMS 5S 1   UW System  
17 Group to convene again to conduct Project VSM 2   UWSP- Bob  
19
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 198.5 hrs 48 hrs 62 hrs 150.5 hrs 136.5 hrs
Process Time 125 min 110 min 531 min 15 min 406 min
Complete and Accurate 36 95 94 59 58
of Process Steps 22 steps 16 steps 9 steps 6 steps 13 steps
UW La Crosse Includes Backlog Maintenance time
20
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 304 hrs 236 hrs 62 hrs 68 hrs 174 hrs
Process Time 326 min 176 min 531 min 150 min 167.49 min
Complete and Accurate 85 87 94 2 7
of Process Steps 26 steps 24 steps 9 steps 2 steps 15 steps
UW Milwaukee Includes Backlog Maintenance time
21
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 44 hrs 34 hrs 62 hrs 10 hrs -18 hrs
Process Time 219 min 99 min 531min 120 min -312 min
Complete and Accurate 93 94 94 1 1
of Process Steps 12 steps 12 steps 9 steps 0 Steps 3 Steps
UW Whitewater Includes Backlog Maintenance
time
22
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 189 hrs 56 hrs 62 hrs 33 hrs 27 hrs
Process Time 102 min 47 min 531 min 55 min -429 min
Complete and Accurate 39 61 94 22 55
of Process Steps 15 steps 10 steps 9 steps 5 steps 6 steps
UW River Falls Includes Backlog Maintenance
time
23
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 408.5 hrs 210.6 hrs 62 hrs 206.5 hrs 346.5 hrs
Process Time 101 min 66 min 531 min 35 min 430 min
Complete and Accurate 66.5 84.8 94 18.3 27.5
of Process Steps 31 step 26 steps 9 steps 5 steps 22 steps
UW Stevens Point Includes Backlog
Maintenance time
24
Benefits to Date
  • We now are able to apply Value Stream Mapping to
    other processes
  • We have a better understanding of process
    differences between campuses
  • Best Practices at each Campus have been
    identified
  • This has been an opportunity to network with
    peers at other Campuses to share ideas about
    mutual concerns

25
Anticipated Benefits
  • Shorter Work Order Lead Time
  • Improve Customer Satisfaction
  • Reduce stress frustration of staff
  • Increase Facilities Operation Efficiency and
    Quality
  • Have the ability to follow a consistent Work
    Order process throughout the UW System

26
Resources Time
  • How to accomplish the Future State?
  • Get management approval and continued support to
    go ahead with the improvement plan
  • Value Stream Manager to keep the Campus
    CBOs/Steering Team updated on progress
  • Time and resources to implement
  • Allow the team time to meet on a regular basis
    to
  • implement the remaining actions
  • drive continual improvement
  • DELIVER THE FUTURE STATE

27
Thank You
  • Questions?
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Value Stream Mapping Event

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Value Stream Mapping Event . UW-System Future State. Maintenance Work Order Process. July 8th-31st, 2009. Participants. Participants: Campus; Hank Klos. UW La Crosse ... – PowerPoint PPT presentation

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Transcript and Presenter's Notes

Title: Value Stream Mapping Event


1
Value Stream Mapping Event UW-System Future
State Maintenance Work Order Process July
8th-31st, 2009
2
Participants
Participants Campus
Hank Klos UW La Crosse
Tom Fell UW La Crosse
Sherry Goggans UW Milwaukee
Robert Rozanski UW Milwaukee
Richard Van Schoonhoven UW Whitewater
Greg Swanson UW Whitewater
Pam Rudesill UW River Falls
Robert Oehler UW Stevens Point
Lois Laux UW Stevens Point
Phil Gilbert UW Stevens Point
3
Future State Mapping Team
4
Combine Campus Objectives
  • Improve Customer Response Time and Satisfaction
  • Reduce Work Order Lead Time
  • Improve Supervisor Accountability
  • Improve Technician Accountability
  • Create a Standard Work Order Process
  • Receive accurate and complete work order
    information from the Customer
  • Improve Facilities Organization credibility
  • Consistently share Best Practices between
    campuses

5
Current State UW La Crosse
6
Current State UW Milwaukee
7
Current State UW Whitewater
8
Current State UW River Falls
9
Current State UW Stevens Point
10
Best Practices
  • Get accurate information from requestor (Onus on
    customer)
  • Make WO requesting electronic (Except for
    Emergency)
  • No work begins without a Work Order (to capture
    time and Materials)
  • Emergency Work must have a work order completed
    directly after the work is complete
  • Use of trouble report or tracking of Failures
  • Must have a work order to procure materials
  • Work Order progress reported daily
  • Partial Billing (finished and/or closed)
  • Finished is any single technician has completed
    his work.
  • Closed is entire job is done and materials are
    assigned.

11
Best Practices
  • Work Hours reported daily
  • Work orders should have Priorities with Timelines
    associated with them and assigned
  • Priorities roll up on a timeline basis to a
    higher priority if the work has not yet been
    completed
  • Maintenance Management (Assigning and Scheduling
    of work from work order backlog to Technician)
  • Have the role of a Planner Scheduler
  • Estimating
  • No Estimating is done for work under 500
    (message to customer they will not get an
    estimate and will only be billed TM)
  • Estimating is done only for Projects

12
Best Practices
  • Work Order and Priority Types Definitions (see
    attachment Lean Process-Proposed Work Order
    Priorities and Definitions)
  • Automated upload of CMMS charges
  • Daily collection of charge backs
  • Informing Customer of Work Order Status as status
    changes
  • Sharing of TMA status reporting (UWW)
  • Customer Survey for satisfaction rating
    information (TMA Automated version UWW)
  • Turnaround time for work order completion is
    determined
  • Method for tracking/capturing Estimating Time
    (Blanket Work Order)

13
Best Practices
  • Takt time measurement of Customer Demand
  • Control the work distribution completion to
    Takt
  • Best Practices must include a strong Preventative
    Maintenance program before Work Order process
    improvements can be realized
  • Need the assurance from the Leadership/CBOs that
    this best practice will be implemented and
    supported as standard operating procedures

14
Future State
15
Future State
16
Future State System Wide Action Items
Item Action Item Priority Start Date Champion Finish Date
1 All work requests are received electronically (no work completed without W.O.) 1   Each Campus  
2 Customer Training on Electronic Customer Interface 1   Each Campus  
3 Customer Instruction at Electronic Portal 1   Each Campus  
4 Assumes Customer/Requestor has approval authority 1   Each Campus  
5 Conduct 5S(Sort, Set in order, Shine,Standardize and Sustain) in Maintenance Operation (Stores, vans etc.) 3   System sponsored 5S events  
6 Assign Scheduler Estimator Role 2   Each Campus with FTE funding  
7 No estimates for any work under 500 1   Each Campus  
17
Future State System Wide Action Items
8 Electronic Notification flagging when electronic Work Request is received 4   UWW- Richard
9 Build Electronic Matl ordering history between scheduler procurement to prevent stockouts 2   Each Campus
10 Develop a effective PM Program 3   Each Campus
11 Campus/System commit to In-House IT support for TMA/CMMS 1   Each Campus with FTE funding
12 One Button (Electronic) posting interface (UWSP) 4   UWSP- Phil
13 Real-Time Management Dashboard of Operations 4   Each Campus with funding
14 Develop Customer Survey (UWW) with Auto Posting to customer dashboard (on Web) 4   UWW- Richard
18
Future State System Wide Action Items
15 Best Practice implementation action must be supported by Leadership/CBO Absolutely essential 1   Each Campus/UW System support  
16 Opportunity and funding for collaboration conferencing and education events for Value Stream Mgt to include CMMS 5S 1   UW System  
17 Group to convene again to conduct Project VSM 2   UWSP- Bob  
19
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 198.5 hrs 48 hrs 62 hrs 150.5 hrs 136.5 hrs
Process Time 125 min 110 min 531 min 15 min 406 min
Complete and Accurate 36 95 94 59 58
of Process Steps 22 steps 16 steps 9 steps 6 steps 13 steps
UW La Crosse Includes Backlog Maintenance time
20
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 304 hrs 236 hrs 62 hrs 68 hrs 174 hrs
Process Time 326 min 176 min 531 min 150 min 167.49 min
Complete and Accurate 85 87 94 2 7
of Process Steps 26 steps 24 steps 9 steps 2 steps 15 steps
UW Milwaukee Includes Backlog Maintenance time
21
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 44 hrs 34 hrs 62 hrs 10 hrs -18 hrs
Process Time 219 min 99 min 531min 120 min -312 min
Complete and Accurate 93 94 94 1 1
of Process Steps 12 steps 12 steps 9 steps 0 Steps 3 Steps
UW Whitewater Includes Backlog Maintenance
time
22
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 189 hrs 56 hrs 62 hrs 33 hrs 27 hrs
Process Time 102 min 47 min 531 min 55 min -429 min
Complete and Accurate 39 61 94 22 55
of Process Steps 15 steps 10 steps 9 steps 5 steps 6 steps
UW River Falls Includes Backlog Maintenance
time
23
Project Metrics Goals
Metric Current Future (Short Term) Future (Goal) Net Improvement
Lead Time 408.5 hrs 210.6 hrs 62 hrs 206.5 hrs 346.5 hrs
Process Time 101 min 66 min 531 min 35 min 430 min
Complete and Accurate 66.5 84.8 94 18.3 27.5
of Process Steps 31 step 26 steps 9 steps 5 steps 22 steps
UW Stevens Point Includes Backlog
Maintenance time
24
Benefits to Date
  • We now are able to apply Value Stream Mapping to
    other processes
  • We have a better understanding of process
    differences between campuses
  • Best Practices at each Campus have been
    identified
  • This has been an opportunity to network with
    peers at other Campuses to share ideas about
    mutual concerns

25
Anticipated Benefits
  • Shorter Work Order Lead Time
  • Improve Customer Satisfaction
  • Reduce stress frustration of staff
  • Increase Facilities Operation Efficiency and
    Quality
  • Have the ability to follow a consistent Work
    Order process throughout the UW System

26
Resources Time
  • How to accomplish the Future State?
  • Get management approval and continued support to
    go ahead with the improvement plan
  • Value Stream Manager to keep the Campus
    CBOs/Steering Team updated on progress
  • Time and resources to implement
  • Allow the team time to meet on a regular basis
    to
  • implement the remaining actions
  • drive continual improvement
  • DELIVER THE FUTURE STATE

27
Thank You
  • Questions?
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