Transcript: Environment Develop a handout with contact information that Code Officers can provide to neighbors and HOAs Improve collaboration with the Fort Lauderdale Police Department (FLPD) Vision "We Are Community" We are a neighborhood of neighborhoods Strategic Plan NE Goal 5: Be a community of strong, beautiful, and healthy neighborhoods Objective 5-2: Enhance the beauty, aesthetics, and environmental quality of neighborhoods Initiative NE 5-2.4: Implement findings from the Code Compliance Process Improvement (CAAP 14) Objective: Ensure well-maintained private and public property. (NE 5-2) Challenges Years of staffing transitions Economic recession; Foreclosure crisis Shifting violation priorities Rigid structure Opportunities New tools and technologies Utilizing data to make management decisions Passionate staff with drive to make a difference in the community Evaluation Code PI Process Management Process People Team Leader: Skip Margerum, Code Supervisor 2 3 items (33% Complete) Code Compliance Process Improvement Key Performance Indicators Jeri Pryor, Code Services Administrator Overall appearance of the City 66% Overall enforcement of City ordinances 54% Cleanup of litter and debris on private property 54% Mowing/cutting of weeds/grass on private property 48% Enforcing maintenance of business property 48% Enforcing the maintenance of residential property 46% (74% national, 70% state) 4 Items (25% Complete) Legislation Team Selection & Training Path Forward (55% national, 50% state) Strategic Connection 2 Items (0% Complete) Develop internal training to ensure operational consistency Clarify Lot Clearing Outcomes Process Improvement Results Continuous Improvement Potential Restructuring Technology 74 Yellow Belts trained 20 Green Belts Next week Standardize response time by violation type Improve Civil Citation Process Establish compliance time frame and re-inspection maximums Code Compliance Division Pre-Work & Data Analysis Neighborhood Walk PI Team Event Implementation Neighbor focused, data based decision making Reducing the time between customer request and service delivery Identifying and eliminating sources of waste Reducing the variation of a process FY2012: 3PI FY2013: 6PI FY2014: 1 PI Purchase new laptops for Code Officers Standardize data entry information Define foreclosure criteria Revise the City's Ordinance to develop appropriate minimum housing codes/ordinance 4 Items (25% complete) Ishikawa Process Improvement Connecting the dots to become a high performance organization 10 Items (20% Complete) Planning Foundation Project Champion: Jenni Morejon, Sustainable Development Deputy Director Project Manager: Terry Burgess, Building Services Manager 5 sub-categories: Technology, Legislation, Environment, People, Process 23 Action Items 1 This measure is benchmarked by the Florida Benchmarking Consortium (FBC). The FY 2011 reported average is 59.7%. 2 This measure is benchmarked by the International City/County Managers Association (ICMA). The FY 2010 reported average is 8,251. 3 This is benchmarked by ICMA. The FY 2010 reported averages are 56.6%. 4 This measure is benchmarked by ICMA. The FY 2010 reported average are 2.8. Team Leader: Skip Margerum, Code Supervisor What do our Neighbors Think? Team Leader: Valerie Mahle, Senior Technology Strategist Team Leader: Ingrid Gottlieb, Senior Code Compliance Officer FL Process Improvement Cycle
Transcript: Standarize Shine Sustain Sort Set in order Shine Standardize Sustain Awareness Time Structure Transport Inventory Movement Waiting Over Production Over Processing Defects 5s philosophy Identify MUDA Zero changeovers Zero defects Zero waste Zero delays Zero complaints lower costs reliable deliveries safety better equipment availability greater confidence and trust corporate growth Keep things in condition so they are ready when you need them Plan a realistic "Shine" schedule Inspect Make a habit of quality at work Assign roles and responsibilities Inspect and apply preventive maintenance as much as possible Benefits Honda Trading Europe Process improvements solutions
Transcript: In which we will base to manage the portfolio of projects? ADD VALUE impact on business objectives: financial, social, ecological. To stay. PROCESS IMPROVEMENT A ultra-quick and ultra-expensive Porsche 918 Spyder is a range-topping gasoline-electric hybrid super car that acts as a rolling display of Porsche's engineering know-how. Like the Carrera GT and the iconic 959 before it, the 918 is a limited-edition halo car whose technology will trickle down to all of Porsche's upcoming models over the next decade. Portfolio of proyects Is all the proyects you have. To give greater value to the company 2015 Porsche 918 Spyder... BUT WHAT HAPPEN WHEN YOU HAVE A LOT OF PROJECTS..? SO NOW LET'S PLAY OR.. Lamborghini Huracan SV THANK YOU! SO YOU NEED TO KNOW BEFORE.. Lamborghini Huracan SV Porsche 918 Spyder $230,000 $929,000 SPEED 201 mph (325 kph) 214 mph (344 kph) PRIORITIZE When you have a portfolio with several projects you pick the importance based on company profits.
Transcript: Steps to provide a guide to achieving a lean service identify key process in organization select most important processes, order by importance analyze how to improve process towards perfection ask what changes will be needed to sustain "better" process determine what to do with excess people and assets start cycle again and consider downstream/upstream processes with other organizations Six Sigma Customer Satisfaction Management by facts Respect for people ISO 9000 Lean Service Check Sheet Run Chart Histogram Pareto Chart Flowchart Cause and Effect Diagram Scatter Diagram Control Chart W. Edwards Deming Key Points 1. Create consistency of purpose for improvements of product and service. 7. Institute modern methods of of supervising 8. Drive out fear 13. Institute a vigorous program for education and training. Global certification Requires businesses to implement a cycle: 1. planning 2. control 3. documentation You What exactly is Six Sigma? How it is implemented Organizational Roles DMAIC Model Philosophy Three guiding principles satisfy need of customer by performing only activities that add value in eyes of customer define "value system" by flow charting value added and non value added activities eliminate waste Baldridge National Quality Award Foundations of Continuous Improvement Quality Tools for Analysis & Problem Solving Starts with employees 1. Individual Development 2. Management Training 3. Human Resource Planning 4. Standards of Performance 5. Career Progression 6. Opinion Surveys 7. Fair Treatment 8. Profit Sharing Goals the right purpose the best method the highest sense of accomplishment Lean Service Continued Given Annually to recognize U.S. Companies Graded on certain criteria 1. Leadership 2. Strategic planning 3. Customer and market focus 4. Measurement, analysis, and knowledge management 5. Workforce focus 6. Process management 7. Results Plan-Do-Check-Act Cycle (PDCA) Cycle Plan Do Check Act Thank Personal Programs for Quality Assurance Trevor Keys Drew Kramer Jake Hayes Benchmarking What is it? 5 steps Different types of Benchmarking Why is it used? Quality Tools for Analysis & Problem Solving Deming's 14 points Process Improvement
Transcript: We Are Already Doing It! Process Improvement It packages Process Improvement as a tool offered by the department Answers about funding are already laid out prior, so the marketing collateral 'only' focuses on the outcomes: Process Improvement Partners are already aligned to support - reduces bureaucracy Companies find an easy solution to complex issues - with one stop Divisions work in a coordinated approach to deliver one final product Manufacturing takes the lead Innovation assists with certain programming and works with clients Regional offices help with programming and find perceptive companies Trade with Supplier Development evaluates needed process improvements for intentional markets Investment Attraction takes FDI requests and matches with pre-qualified partners Staff - they are actually doing this work right now Financing - programming already exists. We'll just develop a system of Q&A and a template to determine which program helps with each aspect of Process Improvement Marketing - a brochure/email/website text can all be developed in-house What will the initiative focus on? With minimal effort, we can package Process Improvement as a Strategic Initiative of the Department without adding more resources! Why will this Benefit the department? Our companies need to take advantage offered by the Natural Resource sector now! We are already losing contracts to international firms as NL companies cannot meet demands offered by IBAs The marketing initiative will position the Department as leader in industrial development through Process Improvement - good press! good will! FDI is easy with qualified companies! Foreign marketing is easier with certifications! What Will this Look Like? Lean and process efficiency Green certifications Health, Safety, Environment certification Quality Assurance planning ISO, CWB, and other industrial certifications Our Opportunity to Brand the Department with Work We are Already Doing! Thank You Companies become more efficient (more with less) Companies become more competitive better margins better marketing better supply chain capabilities Increased capacity Companies become targets for FDI smaller companies partner for larger projects What resources already exist? How is this different than what we are already doing? How? Why Process Improvement?
Transcript: Process Improvement Assess Issues Propose potential solutions Establish final solution Communicate results and potential solutions to team Create Playbook/Manual Collections Process By: Ivanna Soto & Vanessa Betancourt Problem Statement Collections Cycle 15 days: ensure client has been provided with invoice and return has been delivered 15 days: send payment reminder 30 days: courtesy call/generate statement 45 days: courtesy call/ collection email 60 days: collection call by manager/partner client account is freezed- notify client suggested pay plan 75 days: 90 days: Implement procedures Monitor implemented procedures Finalize documentation Control plan Training team members Method of Improvement MEASURE Define the problem, improvement activity, opportunity for improvement, the project goals, and customer (internal and external) requirements Measure process performance Analyze the process to determine root causes of variation, poor performance (defects) Improve process performance by addressing and eliminating the root causes Control the improved process and future process performance ANALYZE Questions? Findings Clients not provided with invoice Collection efforts are resulting in stress on Account Manager High involvement of production staff in collection process, which delays billing process Contact information missing, incorrect, and not being updated consistently Client not introduced to collection team member Delivery and tracking of return is weak and also delayed Collection process is manual and should be automated Collection team member focuses more on payment processing & has not developed a strong relationship with billing contacts Billing and collection policies are not clear and could be improved Statements don't provide invoice detail No system for alert and notices to clients about their past due account Only one type of collection letter used for all aging receivables System limitations: difficult to track client promises, preferences & future payments; lack of visibility amongst departments Clients are not contacted consistently throughout the month No training being provided Main three reasons why clients don't pay: 1.Not satisfied with service or deliverable provided 2. Cash flow problems. 3. Bad paying clients Collection methods vary by Account Manager Controller A/R Admin Operational Excellence Manager Accounting Services Manager IMPROVE Billing Cycle Ensure that billing information is up to date Establish structured billing policies and procedures Production/Service Partner Contact client to collect Analyze A/R & collection reports Manage collection goals & performance Deliver Tax Returns Production/Service Tax Advisor Deliver tax returns Review A/R Reports Collection calls Collection emails Monitor collection goals & performance Ask for retainer Collect payment info (cc/ACH forms) DEFINE Sales Cycle Attach Payment Terms - CRM Payment Guidelines Per Service -CRM Welcome Letter (Billing Contact Information and Payment Preference) - CA Collections Controller A/R Process Payments Print/mail/email invoices Print/mail/email statements Respond to collection inquiries Correct wrong emails/addresses Contact client to collect Distributes A/R report Delivery Cycle Centralize tax return delivery process - potentially have collections team member responsible for task Implement system that will allow for better tracking of tax return status Production/Service Situation Room Deliver tax return Analyze A/R & Collections Reports Collection drive emails Monitor collection hour After analyzing the firm's internal processes it was determined that one of the processes affecting the firm's efficiency is collections CONTROL Sales CRM Collecting Retainers Sending Engagement Letters Collect Data Processes and roles Process improvement interviews Create Process Flowcharts After analyzing different improvement methods, it was decided that the DMAIC Six Sigma methodology would be the most applicable for the firm Client Onboarding Admin Setting up billing contact info Setting up recurring billing Invoicing Production/Service Cycle Existing Clients Client payment history Billing Contact Info Payment Preference Changes or process Add billing contact information to accounting & tax flowsheet If during accounting review, it is discovered that client has cash flow issues. Suggest progress billing options to allow client to pay in installments. Production/Service Account Manager Collection calls Deliver tax return Collection emails Collect payment information (cc/ach forms) Review A/R Report Define Roles CRM Account Manager Tax Advisor Partner Define Collections Process
Transcript: What would a mentor look like to a new hire. What information would they give them? Would it be different than regular training and more of what to look for and be aware of in their new position. 1. What would have been good to know when current staff were on-boarding? What were there struggles? Veterans Community Outreach - VET's What a day in the life look like? "No formal SOP’s when I started" "It would have been good to know that all of these programs work together. All programs collaborate together" The Need for Change creating a needs assessment Develop an advisory council What are the goals Develop questions How many people will be surveyed? 5,600 monument total 19,132 Montrose total Community Needs Assessment (Cont.) Strategic Planning 2015 Mentoring/On-Boarding Contact Fort Carson Peak Military one Network Army One Source "Job highlights that would explaining the position" "It has evolved into an on-boarding that is more user friendly" Mentoring/On-Boarding GOAL! "A mentor would work within the program you are working in?" "The military provided a mentor that showed everything you needed to know. They were the go to person" Community Needs Assessment Monument/Montrose Process Improvement Mentoring/On-Boarding A preset set of questions They have a pre-determined sample of the number and types of people to answer these questions chosen in advance They are done by personal interview, phone, or by written response (e.g., a mail-in survey) The results of the survey are tabulated, summarized, distributed, discussed, and (last, but not least) used Strategic Planning Initiatives What is a community Needs Assessment?
Transcript: Objectives - enables positive change and innovation by providing continuous improvement leadership through framework, tools, processes and advising to advance Carleton's strategic goals and departmental objectives. The services provided by the Office of Quality Initiatives are supported by the Organizational Excellence Steering Committee. This committee, chaired by the Vice-President (Finance and Administration) Duncan Watt. Customer - is the person whose life is changed through your work! Mapping the process allows us to see exactly WHERE value is being added along the process Transform a request into a deliverable with the shortest turnaround without compromising quality of product or service, or the safety of staff Only ever work at the pace of the customer Everyone who works the process has an understanding of what the customer values and needs... therefore everyone who works with the process has control over making improvements Waste Pure Waste Any activity that does not add value and is not necessary to meet the needs of the customer Types of Waste Let's try that again... Project Journey Identify the Customer what are their needs what do they value Role of the team share expertise and ideas challenge the 'status quo' collaborate be inquisitive be the customer Role of the Sponsor encourage the process support implementation connect stakeholders Get started current state analysis, measurement future state implementation Mapping exercise Final Thoughts Thank you! Melanie Dow Quality Advisor Office of Quality Initiatives firstname.lastname@example.org Lean Principles Map Flow of Value Value Added Work The interaction with the customer that results in the product or service delivery Incidental Work Any activity that does not add value but is currently necessary to deliver the product or service Process Improvement Pull from Downstream Instructions Transportation Inventory Motion Waiting Over-production Over-processing Errors Reprioritization What is Lean? A methodology that understands value from a customer perspective by focusing on improving processes that deliver value. The goal of Lean is to provide value to customers through effective processes with minimal waste. "Lean is a journey, not a destination" Office of Quality Initiatives Lego Simulation Part 1 Introduction to Process Improvement Lego Simulation Part 2 Project Journey Process Mapping Wrap up Types of Activities Welcome Strive for Excellence Specify Value We need volunteers for 5 builders 5 suppliers 1 quality controller 1 manager What is Lean Lean Principles, Value and Waste How Lean can be of value to you, the Library and Carleton Lego Make Value Flow
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