Berea College Key Request Process ReportCameron CohranBerea College LEAN Greenbelt CandidateApril 28th, 2016

MissionTo maintain an efficient key record system that documents access to

locks on campus

VisionPublic Safety strives to continually improve the safety and security of

the Berea College campus

Charter1. Mission –Public Safety strives to continually improve the safety and

security of the Berea College campus2. Burning platform – Inefficient process that has low

customer satisfaction3. Process Description – Public Safety enables faculty, staff

and students to access building and rooms upon request by providing the with keys

4. Problem Statement –The key request process had never been reviewed from a continuous process improvement point of view and therefore container excessive waste and many nonvalue added steps.

5. Sponsor – Dr. Reid & Richard Smith6. Process Owner – Lavoyed Hudgins7. Team Lead – Shemekia Hampton8. Facilitator – Cameron Cohran9. Team – Erin Powers, Damon Rosenbarker, Aaron Beale, Brad

Cole, Richard Smith

SIPOCSuppliers Inputs Process Outputs Customers

.

Faculty

Staff

Students

Keys supplied to requestors

Accurate data of key holders

Matrix of security level for buildings

Approve key Request

Cut Keys

Deliver Keys

Internal Policies

Distance between PS and FM

Key Request forms

Work order Forms

Purchase orders

Key Vendor

Student

Staff

Faculty

Hi-Level Process Map

Requestor picks up key

Key request is approved Key is made

Key is delivered to

Public Safety for pickup

Request for key is

submitted to Public Safety

Key request is approved

Current State

Intermediate State

Ideal Future State

Kaizen Events

• Inventory - Complete• Key waiting period -

Complete• Post Key storage -

Complete• Validation - Incomplete• Yellow Card -

Incomplete

Kaizen Event: InventoryStatus: Completed

Problem Statement: Blank key inventory can run out in times of high demand and be excessive in times of low demand because inventory level doesn’t match demand. This inconsistency is caused by lack of a standardized process of control over the inventory.

Waste Observed : Waiting, Inventory, Motion

Solution: Standardize procedure of storing key in store room, setting up a buffer stock, coordinating forecast with supplier

Waste Eliminated: Waiting, Inventory, Motion

Kaizen Event: Key Waiting PeriodStatus: Completed

Problem Statement: Processed keys would be delivered to Public Safety and never used because the requestor never picked up the key. The keys were not picked up because of user decided that the key was no longer needed. Extra time was needed to reorganized keys after deliver because of the lack of standardized inventory control process.

Waste Observed : Waiting, Space, Inventory, Over Processed, Motion

Solution: Create a standard of work which included disposing the key after two weeks. Eliminate one of the inventory files so the keys would not need to be reorganized.

Waste Eliminated: Waiting, Over Process, Motion

Kaizen Event: Post Key StorageStatus: Completed

Problem Statement: Unused keys were being held in an overflow inventory but these keys were not stored in a good inventory control process consequently the keys were never reissued. This resulted in inventory that is constantly growing.

Waste Observed : Waiting, Inventory

Solution: Create a standard of work which included disposing the key after two weeks

Waste Eliminated: Waiting, Inventory

Kaizen Event: ValidationStatus: Incomplete

Problem Statement: Validation of key request is not timely because of poor room labeling, multiple forms, and miscommunication with customers

Waste Observed : Waiting, Over Process, Defects, Motion

Solution: Relabel campus to match Keystone,

Waste eliminated: Defects, Over Process, Motion

Kaizen Event: Yellow CardStatus: Incomplete

Problem Statement: Public safety keeps a record of who has a key in Keystone and on paper. The paper copies are kept just in case PS needs to know who checked out a key. Additionally, PS finds it difficult and timely to use Key Stone.

Waste Observed : Over process, Inventory (yellow Cards), Motion

Solution: Remove the need for yellow cards and only use Keystone key management system to manage keys.

Process Improvements

Current State After Kaizen Events % Change

Cycle Time 44,773 min 5,820 min -87%Process Time 2,057 min 1,984 min -4%

Wait Time 42,716 min/ 6,611 min 3,836 min -91%/-72%

Total Touches 23 21 -10%Non-Value Added Touches 21 19 -10%

Project Savings• Reduced cycle time from 24 days to 3

days

• Hard savings key inventory reduction = $50

• Soft savings for labor reallocation = $18,007

• Unrealized savings from remaining kaizens

• Hard savings from the elimination of printed cards = $40

• Soft savings from reallocation of labor = $9,250

Questions