Case Study Number
3
This
project improved the time it took for a cable company to bring new subscribers
on line while reducing errors in that process and making it more reliable
and customer-friendly.
The
client is a cable and telephone service provider to multiple family properties.
There are approximately 450 employees nation wide, most of those at two
main sites. In addition to those two sites, there are technicians
scattered around the country who work out of a home office or company truck.
Currently, services are provided to over 500 properties.
The
purpose of the project was to:
 |
• |
Ensure
that new properties go on-line smoothly, on time and within budget |
|
• |
Streamline
and standardize work processes including ownership and hand-off for each
step |
|
• |
Reduce
hand-offs |
|
• |
Reduce
total process time by 30% |
|
• |
Bring
new technology online flawlessly in the eyes of the customer |
|
• |
Upgrade
operational procedures to align with new technology |
The
project team included 14 employees plus the consultant. Included
in the employee group were the Process Improvement Manager, Engineering
Project Manager, Director Construction Projects, a Project Coordinator
and several representatives from Technical Operations, Billing and Customer
Service.
The
Rapid Service Improvement methodology was used to analyze current processes
and involve employees in the definition and implementation of the new processes.
Two workshops were held over a period of six weeks to complete the work.
The
first task was to clarify the existing process. This was done by
the group and posted on the wall. The group was astounded to learn
that the process involved 18 departments and had 186 steps! It had
never been examined as a whole process, people were familiar only with
their parts and did not know how their work was connected to others upstream
and down stream in the process. Once the process was defined the team redesigned
it to remove waste and opportunities for error. Management approved the
design and gave the go-ahead to implement. The team divided into
sub-teams to complete the remaining tasks: communicating new processes
to employees and customers, writing Standard Operating Procedures, developing
templates and forms for use in the new system, developing measures to track
progress and course-correct.
The
team redesigned the process, implemented a work-cell, developed communication
and education materials to explain the new process to employees and customers
and developed tools and templates for use in the process.
The
management team was particularly happy that the new streamlined process
was clearly defined with clear ownership and accountability for quality
and schedule at each step. The steps in the process were reduced
by 63% and the hand-offs reduced by 76%. It was not possible to do a test
run during the week of the workshop, but participants estimated that the
total process time had been reduced by 60%. In addition to a standard process,
standard forms were created for use nation-wide along with a communications
package to inform employees on how the process works and what their role
is.
Getting
all the players in the room at the same time is powerful. This was
the first time that they had all been together and had an opportunity to
problem-solve. As soon as they saw the process depicted on the wall,
they were able to identify waste, and negotiate for change to eliminate
the waste without degrading the function of the process. In fact,
they improved it. The participants had known that the process was
inefficient, and until the workshop had felt powerless to do anything about
it. They are now strong proponents of change and waste elimination
in their various locations.
Rowney
Consulting
10910
S. Bremer Road
Canby,
OR 97013-6705
Phone:
503-266-5492
Fax:
503-266-3610
Cell:
503-989-1897
Email:
mike@rowneyconsulting.com
|
|
Home | Lean |E-Commerce
| Competitiveness | Tools
|
| Allocate & Manage Products | Leadership
& Direction | Case Studies | Bios
|
For help with this website contact: mike@rowneyconsulting.com
Copyright © 2000 Rowney Consulting Inc.
Designed by One Dog
Designs
|