Post on 22-Feb-2016
description
www.disability-federation.ie
Efficiencies Achieved through Specialist Diploma Project Work
The Utilisation of Lean Thinking Tools and Techniques to Implement Process Improvement Activities in a
Non Profit Disability Services Organisation
Patricia Beirne, Manager of Cork Centre for Independent Living (CIL)
www.disability-federation.ie
Disability Services in Context
• €1.7 billion spent on disability services 2011• >200 non profit specialist disability service
providers• 75 providers delivering majority of
residential, respite day and personal assistant (PA) services.
www.disability-federation.ie
www.disability-federation.ie
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• Cork CIL not for profit organisation• A company limited by guarantee, without
share capital • With charitable status• Started 1996 grass roots organisation• Advocating for supports for people with
disabilities • Supporting 7 people in Cork
www.disability-federation.ie
www.disability-federation.ie
Section 39 Funding for provision PA services on behalf of HSE in south Lee area or Cork city and county.
• 64,400 hours pa (2011) • 117 Service Users (primary physical +/- sensory disabilities)
• 121 Personal Assistant Staff (PA)
DFI and UL Joint Symposium 29th November 2013
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Project Objective
• Reduce Assisted Living Service cost by 3% through implementation of lean methods to review re-design payroll process
www.disability-federation.ie
www.disability-federation.ie
.• Economic climate
• Reduction in core funding 11.4% (2010-2013)
• Efficiency ‘saving’ - € 43,1033.24 (2012)
• Reduce time spent on Payroll – release resources
• Eliminate process errors
www.disability-federation.ie
www.disability-federation.ie
Lean Tools
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• Culture /Team/Communication• Complex /complicated process:
• Staff» Pay» Premia» Paid non worked hours» Calculate leave» Absence monitoring
• Service User» Utilisation versus allocation» Cancelled hours
• HSE/ SLA» Minimum Data Set
• Multiple Process Errors
Gemba
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• Reintroduce PQASSO • Plan Project
• Specific Outcomes• Payroll Project Value Stream
Map • Payroll Process Map• Payroll Process Future State
Map• Prioritised short term work
plan - PAYROLL PROCESS
Kaizen
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• Review & Revise Payroll Process
• Standardise Payroll process• Reduce Non Added Value • Reduce payroll process cost by
20%• Zero payroll re-run• Zero payroll complaints
• Reduce late notice cancellation• Reduce paid non worked
hours by 33%• Review information system
Project Deliverables
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• Pay roll team - 4 cell unit • New Payroll Process
• Process flows - pull and push• Role clarity
• Change from • 1/52 to 2/52 pay• Post to e-mail
• Focus on the management of cancellations
Inputs
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.Average Time spent on payroll process
2011 2012 ‘Saving’
Per pay run 19 hours 12 hours
Per annum 988 hours 312 hours 676 hours
Cost p a (pay) €22,531.00 €9,891.00 €12640.00
Results
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• Short notice cancellation 34% • Payroll process errors 94% • Saturday premia• Sick Leave • Staff errors in timesheet
Results 2
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2010 2011 2012 2013 (P) €0.00
€5,000.00
€10,000.00
€15,000.00
€20,000.00
€25,000.00
€30,000.00
€35,000.00
€40,000.00
Cancelled By LeaderSick LeaveSat Premia
Figure 3: Costs 2011-13
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The utilisation of Lean tools and techniques to implement process improvements to promote efficiency, identify and eliminate waste and improve customer satisfaction is a focussed way to embark on and sustain continuous improvement.
www.disability-federation.ie