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PROJECT DESCRIPTION PROBLEM STATEMENT :

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PROJECT DESCRIPTION PROBLEM STATEMENT :

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  1. Six Sigma Project : Visa Processing: Project No. OAS-06-005(2W)Project Title : Improvement of 9(e), 9(a) and other visa processing within the Government & Community Relations Unit.Team Leader : Eleonora WindischChampion : Cecile GregoryMentor : Andrew Villanoy Team Members : Antoniette Bihis; Sheila Sanga; Nerissa Loria; Therese Chin; Recel Santiago (Amex Manager); Mercy Canuel (Amex)Date : 26 July 2006

  2. Problem and Goal Statements DEFINE DEFINE • PROJECT DESCRIPTION • PROBLEM STATEMENT : • The processing of 9(e), 9(a) and other visas requires a series of internal • and external steps, involving three internal processing units (GR, TA and • TS), and up to two government agencies (DFA, BID). • Customers feel that the processing time is too long and that special • requests are difficult to entertain. • GOAL STATEMENT : • Target: 30% reduction of staff time and aggregated turn around time; • Optimize use of resources to improve visa processing; • Reduce duplications and streamline internal processes; • Increase efficiency and customer satisfaction.

  3. Problem and Goal Statements DEFINE DEFINE PROJECT DESCRIPTION (continued) BUSINESS CASE : OAS is constantly striving to improve operational efficiency and customer satisfaction. The Government and Community Relations Unit, in cooperation with the Travel Section and the in-plant travel agency, is responsible for the processing of Philippine 9(e) and 9(a) visas and the facilitation of foreign visa issuance to ADB staff and guests in third countries. On 31 Dec. 2005 the visa officer within the Gov. & Com. Rel. Unit retired. With the support of other OAS business units, the GR Unit absorbed the duties at current staff level and capacity. This in turn led to process inefficiencies. Improvements had to be made at various stages of the process, including the detailed collection of data of all visa requests in order to reduce staff time and enhance costumer satisfaction.

  4. Timeline DEFINE DEFINE PROJECT TIMELINE: In absence of adequate data and the cyclical pattern of visa applications, a baseline was established covering the months from January – March 2006. D M A I C Nov.–March Jan.-March March-May May-June July 2005/2006 2006 2006 2006 2006

  5. High Level Process Map DEFINE DEFINE

  6. Detailed Process Map DEFINE

  7. SIPOC S P O I C Customer Input Output Supplier Process CTQs DEFINE DEFINE

  8. Output Characteristics/ Project Y Relationship Matrix DEFINE DEFINE

  9. Critical to Quality DEFINE DEFINE

  10. Data Collection MEASURE DEFINE

  11. Data Collection MEASURE DEFINE

  12. Data Collection MEASURE DEFINE

  13. Data Collection MEASURE DEFINE

  14. Data Collection MEASURE DEFINE Problems at DFA

  15. Data Collection – Problem Areas MEASURE DEFINE

  16. Data Collection MEASURE DEFINE

  17. Specification Limits and Process Sigma Levels ANALYZE DEFINE

  18. Specification Limits and Process Sigma Levels ANALYZE DEFINE

  19. Specification Limits and Process Sigma Levels ANALYZE DEFINE

  20. Specification Limits and Process Sigma Levels ANALYZE DEFINE

  21. Cause & Effect Brainstorming ANALYZE PEOPLE PROCEDURES Lack of appropriate training and poor client handling skills - Lack of competence - Communication problem - Insufficient team work - Lack of responsiveness - Inexperienced and ineffective staff - No leverage with government - Impatience and arrogance - Impolite and demanding - Ignorance & lack of awareness - Mistrust - Approval process takes too long - Bureaucratic (too many layers)- Confusion about responsibilities - Lack of procedures or not updated - Procedures not known or not communicated well - Wrong communication tools- OAS website not user friendly - Ineffective communication plan - No back up procedure in place - PROCESSING STAFF Time of request in office and overall staff time STAKE -HOLDER Lack of electronic transmittal to DFA - Email connection - Frequency of trips to DFA - Offices are dispersed (info flow) - Inadequate signs for office location - Staff workload – no provision for overtime - EQUIPMENT ENVIRONMENT

  22. Cause & Effect Prioritized ANALYZE 1. Lack of appropriate training and poor client handling skills - 2. Communication problem (language barriers) - 1. Ignorance & lack of awareness - 2. Impatience and arrogance - 3. Impolite and demanding - PEOPLE PROCEDURES 1. Bureaucratic procedures (too many layers) - 2. Ineffective communication plan - PROCESS ING STAFF Time of request in office and overall staff time STAKE -HOLDER 1. Lack of electronic transmittal to DFA - 2. Frequency of trips to DFA - 1. Offices are dispersed (info flow) - 2. Inadequate signs for office location - EQUIPMENT ENVIRONMENT

  23. Quick Win ANALYZE DEFINE • Streamline process by cutting layers (number of processing units) and reducing the number of steps involved: • Travel Section Assistant: work will be taken on • by Government Relations Unit; • Validation and proofreading for NV to be • eliminated.

  24. Detailed Process Map ANALYZE

  25. Implementation Plan IMPROVE DEFINE

  26. Implementation Plan IMPROVE DEFINE

  27. Further Process Improvement – May IMPROVE

  28. Implemented e-Solutions IMPROVE DEFINE EmCS icon OAS website OAS e-Newsletter Signature block

  29. Implemented e-Solutions IMPROVE DEFINE EmCS – ADB Portal What’s New?

  30. Implemented e-Solutions IMPROVE DEFINE EmCS – ADB Forum May Edition

  31. Implemented e-Solutions IMPROVE DEFINE EmCS – Revised Alerts

  32. Implemented e-Solutions IMPROVE DEFINE EmCS – Additional Fields for Dependents Before After

  33. Implemented e-Solutions IMPROVE DEFINE EmCS – Additional Fields for Dependents Announcements in ADB Today 22, 26 June

  34. Implemented Solutions IMPROVE DEFINE EmCS – Banners and Inserts

  35. Implemented e-Solutions IMPROVE DEFINE 9(e) and 9(a) visa OAS e-Newsletter ADB Today

  36. Specification Limits and Process Sigma Levels CONTROL DEFINE

  37. Specification Limits and Process Sigma Levels CONTROL DEFINE

  38. Specification Limits and Process Sigma Levels CONTROL DEFINE

  39. Specification Limits and Process Sigma Levels CONTROL DEFINE

  40. Specification Limits and Process Sigma Levels CONTROL DEFINE

  41. Control Procedures CONTROL DEFINE • Failure Mode and Effect Analysis (FMEA) • Objective • Save overall staff time • Lower aggregated internal turnaround time • Key Failure Causes • Bureaucratic procedures • Lack of training and knowledge about process • Ineffective communication tools

  42. Control Procedures CONTROL DEFINE • FMEA – (cont.) • Control measures and actions • Ensure that knowledge is not lost at staff turnover • Team meetings and continuous training • Templates, check lists to minimize mistakes • Automated processes • * EmCS alerts, webpage • * Electronic signature • Continuous information flow: case studies • Briefings, newsletters, announcements

  43. Control Procedures CONTROL DEFINE • How to move forward and sustain gains? • Continue data gathering using a simplified data • collection sheet • Fully implement communication plan • Keep up team meetings • Monitor staff training requirements • Ensure regularly that procedures in place are • adequate (templates, spot checks, alerts)

  44. Improved Detailed Process Map – July CONTROL

  45. High Level Process Map CONTROL DEFINE

  46. Control Procedures CONTROL DEFINE • Process FMEA • Objective • Control procedures in place for all process steps • Key Failure Causes • Lack of training and knowledge about process • Change in staff • Control Measures • Training, awareness raising, coordination, process • automation, increased teamwork & communication

  47. Taking Stock CONTROL DEFINE • Gains since implementation of improvements • Time • Reduction of aggregated turn around time by over 30% • Reduction of over all staff time by 25% and of average • time/request by 4% • Efficiency • Reduction of total number of requests handled by 20% • Elimination of bottlenecks, layers, duplications • Improved competence through training • Clear division of roles and responsibilities

  48. Taking Stock CONTROL DEFINE • Gains - (cont.) • Increased internal and external communication • Strengthened teamwork betw. Gov. Rel. and AMEX • Improved management of expectations • Fine tuning of communication tools: alerts, emails, • website, briefings • Responsiveness and immediate feedback • Address quality system at source

  49. Taking Stock CONTROL DEFINE • REDUCTIONS • Overall staff time by 25%. • Average time per request by 4%. • Total number of requests handled by 20%. • Aggregated turn around time by over 30%.

  50. Lessons Learned CONTROL DEFINE Six Sigma forces project team to make decisions based on collected data only. We often make assumptions about a process which are not supported by data. Assumptions may be unfounded and divert resources. Buy-in from project members, open communication and active participation are essential. Critical thinking and basic understanding of process are key in moving a project forward and applying the appropriate tools. Inconsistency and sloppiness in data collection, lack of understanding of scope and importance of project, and tardy submission of data cause unnecessary delays.

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