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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)

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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

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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

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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

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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.

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