FY11 & FY12
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Design. Build. Ship. Service.
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Objective:
1. Identify the 8 wastes at Office area using VSM for further Kaizen opportunity.
2. Secure “engagement” of leadership and team through Kaizen participation.
2. Establish Best Practices to share and yokoten for further Office productivity improvement.
Scope:
Office functions : IT, Finance and HR.
Measurement:
1.
Measured on a Quarterly Basis
2.
Measured at a site level (Reported by Business Excellence)
3.
Must be HR led to count towards HR Lean Office
4.
Only HR participants involved can get credit for their site
Design. Build. Ship. Service.
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Embedded as a part of current Operation LMT , Element Number 5- VSM (Changes are highlighted in Red)
The score for VSM element as a part of Operation LMT in turn will become Office LMT score. Our target remains to take the same >= 3.
Design. Build. Ship. Service.
4 4

Objective:
1.
Develop more efficient and effective HR Operation processes.
2.
Work with Sites to meet the GBE Lean Office Strategy requirement.
3.
Develop VSM’s and road maps for Regional Key HR processes.
4.
Increase level of Lean activity
5.
Embed Lean in HR’s DNA.
6.
Trystorm
Scope:
USA-Canada. Processes that are driven or supported by HR Operations.
Regional Deliverables:
1.
HR List of Regional Lean projects for US-Canada/ Prioritize Lean List of HR Activities
2.
Identification of training requirements for all HR Operations
3.
VSM (Roadmap) Key Processes
4.
Lean activities through the remaining FY11 & FY12 to support site goals.
Design. Build. Ship. Service.
5

9/30/10
• HR List of Lean regional projects for the USA-Canada
• Identification of HR Lean Training requirements for HR Operations
10/19/10
• Assign HR Lean Training to HR Operations
• Prioritize Regional Lean List of HR Activities
10/30/10
• Communicate to sites the HR Lean Office Strategy and HR requirements for site level participation
November-
March
• VSM (Roadmap w/ list of potential Kaizen(s) and SGA(s) Key Regional Processes
(November 8 th & 9 th : HR Steering Team, Charlotte, NC)
• HR Operations Complete Training by December 31 st or before Kaizen event
• Sites work with local Business Excellence to identify Site Level SGA & Kaizen (Metric reported through site BE and HR Steering Team has visibility to the tracking)
• Shinghi – Austin (February – TBD)
FY12
• Launch Regional Kaizen and SGA activity FY11 & FY12
• Track metrics against Lean Office Strategy for HR
Site Goals for All
Office Areas per quarter:
1 VSM
2 Kaizen
Design. Build. Ship. Service.
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Improve efficiency of LOA
(Return to
Work)
•
Result: Current State VSM
•
Opportunity: Kaizen (3)
• Opportunity: SGA (1)
Performance
Rating NE
Employees
•
Result: Current State VSM
• Opportunity: Kaizen (1)
• Opportunity: TBD (1)
VSM
11/8-11/9
Termination
Process
•
Result: Current State VSM
• Opportunity: Kaizen (2)
• Opportunity: SGA (1)
All Opportunities will incorporate lean tools including Future State VSM
Design. Build. Ship. Service.
Hiring
Process
Grade 25 and Below
• Result: Current State VSM
•
Opportunity: Kaizen (3)
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Ite m
Intake Process
Employee/Employer Response Plan
Validate Entry
Taking Leave
Return to W ork/ Activate Systems
Ite m
Termination Processing & Prep
LOA
Opportunity
Do not have consistent Process
Cheat Sheet or Check List
Redundancy (Multiple Owners)
Instructions Unclear
Timeline not clearly defined
Payroll and Benefit Deduction Issues (Triggered)
Too Many Touches
Employee is unclear on timeline and actions
Systems Input
Overpayment Issue
Underpayment Issues
Poor Communication - systems (Standard, Payroll & Ben)
PTO - systems????
Leave Type Changes
Medical Release to RTW (W orkers Comp & ADA)
Compliance - no clear process
FMLA Conversion to Medical (1 year) - Cobra
Communication unclear to employee
Systems Access - Productive Employee
Type
TBD
SGA
Eastern
Kaizen
Western
Kaizen
Central
Kaizen
Te rmina tion
Opportunity
W ho initiates systems Entry in W orkday (Mgr/HR)
No true ownership of process duplicate documents located in different areas of FlexIntranet & eRoom (Document Control & Management)
Termination Packet Creation
Exit Interview (In-Person, Mail, Address?) & how is it used
Make sure all reimburseables are captured (Sign-On, Tuition, Relo, etc.)
Escort to door (Roles & Responsibility)
Communication to IT, Security & Facilities
Asset Identification and Retreival (Headsets, Laptop, etc.)
Imaging Critical Files (Not handing over computer)
Type
Kaizen
Canada
SGA
Kaizen
Va lue
Indirect Labor Time
Clear Process
Delivery Time
Reduce Touches
Customer Satisfaction
Hard Savings
Customer Sat
Clear Roles & Responsibility
Hard Savings
Compliance
Reduce Touches
Clear Roles & Responsibility
Va lue
Reduce Touches
Leadtime
Compliance
Systems
Soft Savings
Termination Delivery & Exit
Assets
Compliance
Attrition
Costs
Hard Savings
Ite m
Interim: Standardized NE
Performance Review Process
Final: Non-Exempt Performance
Rating Form & Tracking
Ite m
Initial Request
HR Smart
Sourcing
Non-Ex e mpt Pe rforma nce Ra ting
Opportunity
Consistent Communication on Deadlines & Non-Exempt Process
Manager training for NE Process
Callibration? (Some Sites do and Some Sites don't)
Review of Performance Reviews for Compliance
Common Spreadsheets and Tools
Need future state & standardization
Hiring 25 & Be low
Opportunity
Clear Process for Manager/Guide
Easy Access to information to complete requisition properly
Approval Process for Requisition (Confusion on who approves, timing, manual, etc.)
Interaction with Tool (HR Smart)
Training on Tool
Applicant Tracking/OFCCP
Roles & Responsibility
Candidate Disposition
Roles & Responsibilities
Close Requisition
Sourcing - all passive (no search capability - saved searches)
Internal Job Applicant Form Confusing
Design. Build. Ship. Service.
Type
Kaizen
Format, Spreadsheet, Tool, etc. (Similar to Exempt - More efficient) TBD
Type
Kaizen
Kaizen
Mini-Kaizen
Va lue
Compliance
Reduce Touch Time
Consistency
Va lue
Reduce Touch Time
Customer Satisfaction (HM)
Consistency
Compliance
Reduce Touch Time
Reduce Touch Time
Customer Satisfaction (HM)
8

Design. Build. Ship. Service.
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•
Best Practice Shared through differing processes and in some cases we realized that we didn’t have a process just had to accomplish the task.
• Streamlining the process touches and working together helped us identify the opportunity for improvements.
Design. Build. Ship. Service.
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 Approve HR Regional Lean Office Charter
 Approve HR Lean List Priority (Select Regional VSM) – Selected LOA and Termination as priority then as time is available complete any or all of top 5
 Approve VSM Option (Steering Team or Within Regions) – Approved Steering Team meeting on November
8 th & 9 th in Charlotte, NC
 Communicate during regional Staff Calls Lean Office Strategy and Site Level Participation
 Review Outcome of VSM for Priority SGA & Kaizen Opportunities
 Approve Priority List for SGA and Kaizen Opportunities from VSM exercise
 Communicate Opportunities to the HR Ops Organization
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11 Design. Build. Ship. Service.