Transcript HR_Lean_Strategy

HR Lean (US & Canada)
Project Owner: Leslie Thompson
Project Sponsor: Jeff Minyard
Project Team: Ana Abina, Monica Ek,
Martin Morales
FY11 & FY12
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HR Lean – Agenda
Overview Lean Office Strategy (HR, IT, & Finance)
Overview Project Charter
Key Milestones
Regional HR Lean List
Next Steps
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Lean Office Strategy (HR, Finance, & IT)
Objective:
1. Identify the 8 wastes at Office area using VSM for further Kaizen opportunity.
2. Secure “engagement” of leadership and team through Kaizen participation.
2. Establish Best Practices to share and yokoten for further Office productivity improvement.
Scope:
Office functions : IT, Finance and HR.
Measurement:
1.
Measured on a Quarterly Basis
2.
Measured at a site level (Reported by Business Excellence)
3.
Must be HR led to count towards HR Lean Office
4.
Only HR participants involved can get credit for their site
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Lean Office Strategy (HR, Finance, & IT)
Embedded as a part of current Operation LMT , Element Number 5- VSM (Changes are
highlighted in Red)
The score for VSM element as a part of Operation LMT in turn will become Office LMT
score. Our target remains to take the same >= 3.
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HR Lean Charter (US & Canada)
Objective:
1.
Develop more efficient and effective HR Operation processes.
2.
Work with Sites to meet the GBE Lean Office Strategy requirement.
3.
Develop VSM’s and road maps for Regional Key HR processes.
4.
Increase level of Lean activity
5.
Embed Lean in HR’s DNA.
6.
Trystorm
Scope:
USA-Canada. Processes that are driven or supported by HR Operations.
Regional Deliverables:
1.
HR List of Regional Lean projects for US-Canada/ Prioritize Lean List of HR Activities
2.
Identification of training requirements for all HR Operations
3.
VSM (Roadmap) Key Processes
4.
Lean activities through the remaining FY11 & FY12 to support site goals.
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HR Lean Charter (US & Canada) – Key Milestones
9/30/10
• HR List of Lean regional projects for the USA-Canada
• Identification of HR Lean Training requirements for HR Operations
10/19/10
• Assign HR Lean Training to HR Operations
• Prioritize Regional Lean List of HR Activities
10/30/10
• Communicate to sites the HR Lean Office Strategy and HR requirements for site level
participation
NovemberMarch
FY12
• VSM (Roadmap w/ list of potential Kaizen(s) and SGA(s) Key Regional Processes
(November 8th & 9th: HR Steering Team, Charlotte, NC)
• HR Operations Complete Training by December 31st or before Kaizen event
• Sites work with local Business Excellence to identify Site Level SGA & Kaizen (Metric
reported through site BE and HR Steering Team has visibility to the tracking)
• Shinghi – Austin (February – TBD)
• Launch Regional Kaizen and SGA activity FY11 & FY12
• Track metrics against Lean Office Strategy for HR
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Site Goals for All
Office Areas per
quarter:
1 VSM
2 Kaizen
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Regional HR Lean List (Priority)
Improve
efficiency
of LOA
(Return to
Work)
• Result: Current State VSM
• Opportunity: Kaizen (3)
• Opportunity: SGA (1)
Performance
Rating NE
Employees
• Result: Current State VSM
• Opportunity: Kaizen (1)
• Opportunity: TBD (1)
Termination
Process
• Result: Current State VSM
• Opportunity: Kaizen (2)
• Opportunity: SGA (1)
VSM
11/8-11/9
All Opportunities will
incorporate lean tools
including Future State VSM
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Hiring
Process
Grade 25
and Below
• Result: Current State VSM
• Opportunity: Kaizen (3)
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Item
Intake Process
Employee/Employer Response Plan
Validate Entry
Taking Leave
Return to Work/ Activate Systems
Termination Processing & Prep
Termination Delivery & Exit
Assets
Item
Interim: Standardized NE
Performance Review Process
Final: Non-Exempt Performance
Rating Form & Tracking
Initial Request
HR Smart
Sourcing
Overpayment Issue
Underpayment Issues
Poor Communication - systems (Standard, Payroll & Ben)
PTO - systems????
Leave Type Changes
Medical Release to RTW (Workers Comp & ADA)
Compliance - no clear process
FMLA Conversion to Medical (1 year) - Cobra
Communication unclear to employee
Systems Access - Productive Employee
Termination
Opportunity
Who initiates systems Entry in Workday (Mgr/HR)
No true ownership of process
duplicate documents located in different areas of FlexIntranet &
eRoom (Document Control & Management)
Termination Packet Creation
Exit Interview (In-Person, Mail, Address?) & how is it used
Make sure all reimburseables are captured (Sign-On, Tuition, Relo,
etc.)
Escort to door (Roles & Responsibility)
Communication to IT, Security & Facilities
Asset Identification and Retreival (Headsets, Laptop, etc.)
Imaging Critical Files (Not handing over computer)
Item
Item
LOA
Opportunity
Do not have consistent Process
Cheat Sheet or Check List
Redundancy (Multiple Owners)
Instructions Unclear
Timeline not clearly defined
Payroll and Benefit Deduction Issues (Triggered)
Too Many Touches
Employee is unclear on timeline and actions
Systems Input
Non-Exempt Performance Rating
Opportunity
Consistent Communication on Deadlines & Non-Exempt Process
Manager training for NE Process
Callibration? (Some Sites do and Some Sites don't)
Review of Performance Reviews for Compliance
Common Spreadsheets and Tools
Need future state & standardization
Type
Value
SGA
Indirect Labor Time
TBD
Eastern
Kaizen
Clear Process
Delivery Time
Reduce Touches
Customer Satisfaction
Western
Kaizen
Central
Kaizen
Type
Kaizen
Hard Savings
Customer Sat
Clear Roles & Responsibility
Hard Savings
Compliance
Reduce Touches
Clear Roles & Responsibility
Value
Reduce Touches
Leadtime
Compliance
Systems
Soft Savings
Canada
SGA
Compliance
Attrition
Costs
Kaizen
Hard Savings
Type
Value
Kaizen
Compliance
Reduce Touch Time
Consistency
Format, Spreadsheet, Tool, etc. (Similar to Exempt - More efficient) TBD
Hiring 25 & Below
Opportunity
Clear Process for Manager/Guide
Easy Access to information to complete requisition properly
Approval Process for Requisition (Confusion on who approves,
timing, manual, etc.)
Interaction with Tool (HR Smart)
Training on Tool
Applicant Tracking/OFCCP
Roles & Responsibility
Candidate Disposition
Roles & Responsibilities
Close Requisition
Sourcing - all passive (no search capability - saved searches)
Internal Job Applicant Form Confusing
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Type
Value
Kaizen
Reduce Touch Time
Customer Satisfaction (HM)
Consistency
Compliance
Reduce Touch Time
Reduce Touch Time
Mini-Kaizen Customer Satisfaction (HM)
Kaizen
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VSM Activity
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VSM Activity: Benefits of Coming Together
• Best Practice Shared through differing
processes and in some cases we realized
that we didn’t have a process just had to
accomplish the task.
•Streamlining the process touches and
working together helped us identify the
opportunity for improvements.
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Next Steps
 Approve HR Regional Lean Office Charter
 Approve HR Lean List Priority (Select Regional VSM) – Selected LOA and Termination as priority then as
time is available complete any or all of top 5
 Approve VSM Option (Steering Team or Within Regions) – Approved Steering Team meeting on November
8th & 9th in Charlotte, NC
 Communicate during regional Staff Calls Lean Office Strategy and Site Level Participation
 Review Outcome of VSM for Priority SGA & Kaizen Opportunities
 Approve Priority List for SGA and Kaizen Opportunities from VSM exercise
 Communicate Opportunities to the HR Ops Organization
 Schedule Kaizen’s, Leaders and Participants
 Launch Kaizen Activity in Creedmoore – January (TBD)
 EXECUTE
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