Lean Jpf Process Map the \"Current\" Situation

Lean JPF

Process map the "current" situation or process for completing new JPF policy applications. Highlight and color code the different kinds of MUDA that exist(ed) in the process and describe how the MUDA impacted quality, cost and customer satisfaction.

Transportation -- the processes were set up in functional departments as opposed to trying to create a value chain. As a result, office mail had to move files to various floors creating inefficiencies in file transportation.

Inventory -- Inventory (applications for service) was processed in large batches and contained a mix of different complexities of applications. Thus inventory would build up and not flow.

M: Motion -- Due to the large batches, the motion of the process was intermittent and ineffective. There was no flow through the processes until this was recognized.

W: Wait -- Since some applications required more work than others and these were not separated, the easier applications suffered large wait times.

O: Over-processing -- Individuals and management were focused more on their own outputs and metrics than concentrating on the throughput. As a result some operations over-processed while others under-processed.

D: Defect -- Since there was originally a large error rate, many applications would have to return to previous processes for re-work.

2. Identify and describe the various Lean tools and techniques used by JPF to "lean out" the new policy applications process. Analyze the impacts these tools and techniques had on the process. Identify and describe other Lean tools and techniques your team would have used to further improve the performance of the process.

The three tools that seemed to be the most effective were standardization, proximity, and concentrating on the motion in the workflow and reducing batch size. Standardization was important because various employees had unique systems that created inefficiencies in the process and were difficult to substitute when the employees were absent. Moving the process stations so that the workflow is in proximity with its relative stage in the workflow so that the throughput rate could be reduced and the process could flow more like water.

Since this team really did a good job of setting a foundation for lean integration, my team would subsequently work to further refine the processes and continue addressing the new bottlenecks that arose in the new system until throughput became even further refined.

3. Process map the "new" Lean process for completing new JPF policy applications highlighting the value-added steps. Describe the specific performance improvements (productivity, cost and quality) that JPF was able to achieve due to its lean transformation efforts.

4. Identify and describe the changes that Jefferson Pilot Financial made to its culture and people value stream during its lean transformation.

JPF was able to change the culture by getting the different departments as well as the individual employees to view themselves as more of a team or part of a greater system. Having both individual as well as group metrics really reinforces this perspective.