Problem statement
The department of about 30 personnel was consistently failing to meet data submission deadlines set by the regulatory authority.
Objective
The objective of this engagement was to document current processes, identify risk of failure to meet regulatory deadlines, root cause the risks and fix process failures.
Lean Ireland consulting/training work
The Lean Ireland consultant, who had already been engaged in several consulting and training activities on site, surveyed the client’s department structure and process mapped key processes with client teams.
A cause and effects exercise was carried out with all employees to discuss potential root causes of failures. The headings on the fishbone were: people, process, information systems, data, environment and measurement. this exercise was carried out in the absence of managers or supervisors. It proved to be very enlightening for the consultant and group alike.
The process mapping activity, together with team based cause and effects analysis, enabled identification of the root cause of departmental issues. Plans were put in place, with the agreement of management, to fix both process and personnel issues.
The Lean Ireland consultant was onsite for 10 days per month, over a 3 month period.
Detailed results of the client work
- A new process was implemented and standardised across the department.
- A visual service progress tracker was put in place and performance guidelines established.
- The department was restructured towards a more customer friendly cellular structure.
- Performance increased as 100% compliance with regulatory deadlines was achieved.
- Morale increased as personnel were actively involved in discussing the department restructure.
- In addition the credibility of the department in meeting deadlines was restored, which provided a great uplift in confidence.
- The organisation avoided potential costly penalties arising from late submissions.