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2007 OAFA-SE Six Sigma Project Project Number: OAS-07-009 (3W)

2007 OAFA-SE Six Sigma Project Project Number: OAS-07-009 (3W) Project Title : Optimum Utilization of Bank Drive and Guadix Visitor Reception Centers (VRCs) and Gates Champion : Richard Jacobson

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2007 OAFA-SE Six Sigma Project Project Number: OAS-07-009 (3W)

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  1. 2007 OAFA-SE Six Sigma Project Project Number: OAS-07-009 (3W) Project Title : Optimum Utilization of Bank Drive and Guadix Visitor Reception Centers (VRCs) and Gates Champion : Richard Jacobson Team Leader : Jun SablayanAsst. Team Leader : Flor Vargas and Beth EscalanteTeam Members : Andrew Vilanoy, Vanny Manuel Nice Kagaoan (Det.Commander-SSSI) Ruem Zamudio (Admin Officer-SSSI)

  2. PROJECT CHARTER DEFINE DEFINE BUSINESS CASE One primary concern security practitioner are constantly faced with is the establishment of a safe and secure facility via the optimum utilization of security access control system that is effective, practical and convenient. There are numerous considerations in order to attain this objective, among them: (i) the degree of the prevailing security threat, (ii) factual utilization of the access control system, and (iii) stakeholder needs & expectations, etc. Currently, the annual cost of security services contract is Php 64.4M or Php5.3M per month for 188 security personnel. Of the 188 security personnel, there are 158 assigned for security guarding, 75 of which are deployed at the perimeter including VRCs. The ratio for the security personnel against the ADB personnel, contractor and consultant is 1:23. To determine the optimal use of the security access control system and to maintain the cost effectiveness of the security services contract, it is necessary for us to revisit, rationalize, and where necessary revise our current practices and procedures in the utilization of our VRCs and gates.

  3. PROJECT CHARTER DEFINE DEFINE • PROBLEM STATEMENT • At present Bank Drive and Guadix VRCs and gates are open on a 24/7 basis. The number of security personnel deployed at these VRCs and gates total 59 during the three shifts. Thus, ADB is accruing cost for the security personnel deployed thereat. • GOAL STATEMENT • Optimum utilization of the Bank Drive and Guadix VRCs and gates • Contribute in the goal of the second wave Six Sigma project of • rationalizing the deployment of security personnel (OAS-07-004) • and attaining a 5% cost reduction in the outsourced security • services. • PROJECT SCOPE • Operation of VRCs and gates at the Bank Drive and Guadix Street

  4. DEFINE DATA COLLECTED 1/Pedestrian gate - refers to the express lane/pathway where ADB personnel, dependents, retirees, long-term consultants and selected contractors (with red ID cards - doctors, managers of commercial banks) can pass through. 2/ VRC - where visitors and other contractors with yellow ID cards can pass through.

  5. DEFINE BANKWIDE SECURITY PERSONNEL DEPLOYMENT BY WORK SHIFT On a Bankwide basis, the 3rd shift has the lowest number of security personnel deployment. The monthly security services contract cost of Php5.3M is allocated between: - security personnel cost of Php4.3M for 158 security guarding - administrative cost of Php1.0M for 30 non-security guarding

  6. DEFINE SECURITY PERSONNEL DEPLOYMENT at the BANK DRIVE, GUADIX GATES and VRCs Focusing on the security personnel deployment at the Bank Drive and Guadix VRCs and Gates, the 3rd shift has the lowest number of security deployment.

  7. S P O I C Customer Input Output Supplier Process CTQs DEFINE SIPOC • Soliman Security Services Inc (SSSI) • ADB Staff • Dependents • Retirees • Long term consultants • Selected contractors • Visitors • Others • Number of security deployed at the Bank Drive and Guadix VRCs and gates • Data on volume of usage of the Bank Drive and Guadix VRCs and gates • Security requirement and need to access the building • Number of personnel, vehicle and visitor’s use at Bank Drive and Guadix VRCs and gates • Number of security personnel deployed at the VRCs and gates • Security threat level awareness • Compliance with ADB policies and procedures on Security matters • Access to HQ premises through regular operation of the Bank Drive and Guadix VRCs and gates. • Regulated HQ access through the deployment of Security personnel at the Bank Drive and Guadix VRCs and gates.. • ADB Staff • Dependents • Retirees • Consultants • Contractors • Retirees • Visitors • Others • Best operating hours for the Bank Drive and Guadix VRCs and gates. • Optimum utilization of security personnel at the Bank Drive and Guadix VRCs and gates. • Reduce security cost related to security guarding cost.

  8. DEFINE HIGH LEVEL PROCESS MAP Bank Drive and Guadix Gates ADB Personnel / Vehicle approaches Bank Drive or Guadix Gate ADB Personnel / driver presents ID to Security personnel deployed at the Bank Drive or Guadix Gate Start ID presented is ADB issued*? Security personnel allows ADB personnel or vehicle to enter Bank Drive or Guadix Gate Security personnel validates ID presented by personnel or driver Yes No Security personnel disallows entry of vehicle Pedestrian? End No Security personnel redirects ADB personnel to the VRC for issuance of temporary ID Yes A * ID issued to ADB personnel, dependents, retirees, long-term consultants and selected contractors.

  9. DEFINE HIGH LEVEL PROCESS MAP Bank Drive and Guadix VRCs ADB personnel? ADB Personnel or Visitor approaches Bank Drive or Guadix VRC Security personnel issues temporary ID to ADB personnel. Yes A No Security personnel allows ADB personnel / Visitor to enter HQ premises. Visitor presents ID to Security personnel to secure temporary ID ID presented is acceptable? Yes Security personnel disallows entry of visitor End No * ID issued to ADB personnel, dependents, retirees, long-term consultants and selected contractors.

  10. DEFINE PROJECT TIMELINE D M A I C • Define 16–31 Aug 2007 • Measure 01-15 Sep 2007 • Analyze 15-30 Sep 2007 • Improve 15-30 Sep 2007 • Control 01 Oct 2007

  11. DEFINE BASIC DATA ON ADB SECURITY SERVICES CONTRACT & ADB COMMUNITY Ratio (Security personnel vs. ADB personnel/consultants & contractors): 1:23

  12. DEFINE ADB HQ SECURITY THREAT AWARENESS LEVELS GREEN: The security situation in the Metro Manila area & most other parts of the Philippines is relatively stable with no specific or credible indicators of a possible threat to the general population, the ADB community or facilities. YELLOW:The security situation in the Metro Manila area & most other parts of the Philippines is relatively stable with credible but nonspecific indicators of security threats to the general population, the ADB community or facilities. RED:The security situation in the Metro Manila area & most other parts of the Philippines is questionable with specific and credible indicators of a possible security threat to the population, the ADB community or facilities. REDis the highest alert level and will be used only in extreme emergencies and after a careful assessment of the information available at the time.

  13. DEFINE SECURITY THREAT LEVELS – MINIMUM SECURITY REQUIREMENTS* * Note: The number of security personnel deployed is affected by security threat level.

  14. MEASURE SECURITY THREAT AWARENESS LEVEL AT ADB HQ IN THE LAST FIVE YEARS * The security situation in the Metro Manila area and most other parts of the Philippines is relatively stable with credible but nonspecific indicators of security threats to the general population, the ADB community or facilities.

  15. Output characteristics/ Project Y Relationship Matrix MEASURE - Strong Relationship - Moderate Relationship - Weak Relationship

  16. MEASURE SAMPLE DATA – Bank Drive, May and August 2007 Please see attached excel worksheetsfor the data collected.

  17. MEASURE SAMPLE DATA – Guadix, May and August 2007 Please see attached excel worksheets for the data collected.

  18. ANALYZE CAUSE & EFFECT Diagram Major Cause Categories Environment Pedestrian volume N • Security threat level • Natural disasters • Human made • disasters • Staff • Dependents • Consultants • Selected contractors • Visitors C N C C N C N Operating hours of Bank Drive and Guadix VRCs and Gates • Staff vehicles • Dependents’ vehicles • Deliveries • Consultants’ vehicles • Selected contractors’ • vehicles C • Current practice and policies C C C C C Control C N Noise Vehicular traffic Procedures/Practices

  19. ANALYZE PEDESTRIAN, VEHICLE and VISITORS’ VOLUME at Bank Drive and Guadix Gates (May 2007) and the VRCs (August 2007) During 3rd Shift (10:00 pm to 6:00 am) SUMMARY: Bank Drive Guadix Daily Average (3rd shift - 8hrs.) 49.13 101.81 Ratio (Guard vs. Volume of Entries) 1:10 1:20

  20. Pie Chart – Volume of Pedestrian and Vehicles Using the Bank Drive ANALYZE Indicates low volume of pedestrian and vehicle usage during 3rd shift at Bank Drive gates.

  21. Pie Chart – Volume of Visitors Using the Bank Drive VRC ANALYZE Indicates low volume of VRC usage during the 3rd shift at Bank Drive.

  22. Time Series Plot of Gate Usage at Bank Drive Pedestrian ANALYZE Data on the daily volume of pedestrian indicates low usage of the Bank Drive during the 3rd shift.

  23. Time Series Plot of Gate Usage at Bank Drive Vehicles ANALYZE Data on the daily volume of vehicles indicates low usage of the Bank Drive during the 3rd shift.

  24. Time Series Plot of Gate Usage at Bank Drive Visitors ANALYZE Data on the daily volume of visitors indicates low usage of the Bank Drive VRC during the 3rd shift.

  25. Bar Graph – Volume of Pedestrians and Vehicles Using the Guadix Gate ANALYZE Indicates low volume of pedestrian and vehicle usage during 3rd shift at Guadix gate.

  26. Bar Graph – Volume of Visitors Using the Guadix VRC ANALYZE However, for the VRC usage, the 2nd shift indicates low volume of usage than the 3rd shift at Guadix.

  27. Time Series Plot of Gate Usage at Guadix Pedestrians ANALYZE Data on the daily volume of pedestrians indicates low usage of the Guadix gates during 3rd shift.

  28. Time Series Plot of Gate Usage at Guadix Vehicles ANALYZE Data on the daily volume of vehicles indicates low usage of the Guadix gates during 3rd shift.

  29. ANALYZE Time Series Plot of Gate Usage at Guadix VRC Data on the daily volume of visitors at the VRC indicates low usage of the Guadix gates during 2nd shift.

  30. IMPROVE Pareto Chart of Volume at Bank Drive Data on the volume of Bank Drive gate and VRC indicates low volume/usage during the 3rd shift.

  31. IMPROVE Pareto Chart of Volume at Guadix Data on the volume of Guadix gate and VRC indicates low volume/usage during the 3rd shift.

  32. IMPROVE Based on Pareto Chart SUMMARY OF FOCUS AREAS • Baseline data gathered: • Prevailing security threat • The security situation in the Metro Manila area and most other parts of the Philippines for the last five years (i.e. 2003–2007) is YELLOW or relatively stable with credible but nonspecific indicators of security threats to the general population, the ADB community or facilities. • Under this level the minimum security requirement at the HQ is: • - Regular guard force complement is maintained • - Peaceful but guarded security posturing • - Normal Bank operations • Volume of gate utilization • - Based the data gathered, the bulk of gate utilization in the pedestrian, vehicle and VRCs • are during the 1st and 2nd shifts, while the 3rd shift has the lowest volume of utilization. • - The Guadix Gate indicated a higher one month total of 3,156 as opposed to the Bank Drive • gate of 1,523 entries. • Security deployment • - The number of security personnel deployed: • 1st shift – 7; 2nd shift – 6 and the 3rd shift – 5 for both the Bank Drive and Guadix gates. • - The Guadix Gate indicated a higher ratio of 1 security personnel for 20 entries (i.e. pedestrians, • vehicles and visitors) as opposed to Bank Drive ratio of 1 security personnel for 10 entries.

  33. IMPROVE Based on Pareto Chart • SUMMARY & ANALYSIS OF RESULTS • Based on statistics presented, between the Bank Drive and Guadix VRCs and gates, the Bank Drive VRC and gates are the least busy during the third shift (10:00pm to 6:00am). • The Guadix gate can accommodate delivery trucks. • The gates as against the volume of pedestrian and vehicular traffic appear within the tolerable ratio. • The closure of Bank Drive gate for the period 10:00pm to 6:00am and the transfer to Guadix gate of all its utilization and access requirement appear “practical and applicable” as to address its current requirements and in consideration of the current ADB HQ security threat level (Yellow - stable though guarded).

  34. IMPROVE • Using the computation of OAS-07-004 under the Second Wave (details shown below) for the cost of each security personnel: • For this project OAS-07-009 (3W) reduction of 5 Security personnel @ the Bank Drive • gate will result to US$ 25,009 (US$ 5003 x 5 security personnel) savings per annum. • Financial savings of US$ 3,500.00 will also be generated minimizing power consumption – • electricity, computer and air-conditioning due to the closing the Bank Drive VRC during the • 3rd shift. • Reference: COMPUTATION used for OAS-07-004 (2W) • Contract Price: Php5.3M/mo. x 12 mos. = Php 64.4M annually • ($115T/mo. x 12 mos. = $ 1.4M annually) • Cost of ordinary guard: Php19,179.59 /mo. x 12mos = Php230,155 annually($417/mo. x 12mos = $5,003 annually) • Projected Cost Reduction: 5% of $1.4M annual cost = $70,000 • Projected No. of Guard Reduction: 11 from External Perimeter Patrol Posts • Projected Hard Financial Savings: $55,000 (11 guards x $5,003 p/a)

  35. IMPROVE Proposed Solutions

  36. IMPROVE Completion Dates of the Action Plans

  37. CONTROL FMEA FMEA worksheet

  38. CONTROL POTENTIAL PROBLEMS ON THE CLOSURE OF THE VRC AND BANK DRIVE GATES FMEA Legend: SEV (Severity) and OCC (Occurrence): Rating 1-10 (1 as least and 10 as most). For DET (Detection), 1 is likely to detect and 10 is unlikely to detect RPN (Risk Priority Number) = SEV x OCC x DET

  39. CONTROL Corrective Actions on the Proposed Solution

  40. CONTROL Financial Savings Matrix of Financial Savings for the Options Presented $26,780

  41. LESSONS LEARNED • It is worthwhile to revisit, review, and revalidate processes that has been practiced for a long time and uncover opportunities to improve on them. Because there is always a best way of doing things. • For measuring and analyzing results reliance should always be based on facts and data and never on assumptions or presumptions. • Teamwork, commitment and open communication amongst OAFA-SE and the service provider are essential to achieve our common goal. • Strong support of VP F&A and OAS management will help us achieve our goal. • A problem well stated is a problem half solved already. • We can achieve our goal of optimizing the utilization of the Bank Drive and Guadix VRCs and gates.

  42. END

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