lean process solutions report to committee ms. kimberly zeich march 10, 2011
TRANSCRIPT
Lean Process Solutions Report to Committee
Ms. Kimberly ZeichMarch 10, 2011
Page 2
PL Process Top Lean Solutions
Objective: Improve PL end-to-end cycle time
Original Solutions:• Accept and encourage PL Addition Requests
earlier in the cycle (before the last option year)• Improve “Impact” determination process• Improve flow of info from NPACNACommittee• Reduction in NPA costing/pricing cycle time
Additional Solution:• Solicitation “Strategic Sourcing” with AbilityOne –
related to, but separate from, early addition solution and improving impact process
Page 3
Early Add Lean Solution
Description:• To accept and encourage PL Addition Requests earlier
in the contract cycle (before the last option year)
– Developed process, ground rules to address suitability (including impact) and price 2 years before contract start date
– Proposed pilot test (approved with modifications)
– Identifying up to 5 projects for pilot test
Page 4
Early Add Projected Benefits
How Will This Improve PL Add Process?
• May decrease lost opportunities, thus increasing jobs
• Helps smooth Procurement List workload
• Increases customer satisfaction
– Able to work together immediately
– Fewer delays of contract start
– Alignment with customers’ PALT
• More preparation & transition time (obtain security clearances, execute quality start-up, etc.)
• Helps Contracting Office and NPA w/ advance budgeting
Page 5
Description:• To eliminate unnecessary IT transactions when business
rules do not require advance impact determination
– Proposed “pre-determined impact codes” to enable addition requests without advance transaction
– Proposed pilot test (approved)
• To share cumulative impact “watch list” with CNAs for improved management of preliminary impact analysis at the CNA level.
Impact Lean Solutions
Page 6
How Will This Improve PL Add Process?
• Reduction in administrative processing time for both Committee and CNAs
– Research shows 15 business circumstances where advance impact transaction is submitted as a formality, accounting for 47% of total processed.
– 25% reduction in transactions will indicate success
• Removes discussion point with customer
Impact Projected Benefits
Page 7
Info Flow Lean Solutions
Description:
• To decrease returned or rejected Procurement List submissions due to data errors or omissions
– Identified causes, initiated standardization and training
• To reduce or eliminate forms required in PL additions
– Identified forms to consolidate; others are no longer needed because data is now provided in the IT transaction
• Implement these changes/improvements in early 2011 (approved)
Page 8
How Will This Improve PL Add Process?
• Reduce cycle time for this part of the process*
• Provide consistency program-wide
• Reduce review time by Committee Staff
• Reduce time spent by CNA employees entering packages into their information systems
• Increase customer satisfaction (Gov’t, NPAs)
* Mean cycle time for this part of the PL Add process was approx. 10 days
Info Flow Projected Benefits
Page 9
CNA / NPA Pricing Solutions
Description:
• To establish a timeline template for costing/pricing applicable to Procurement List additions and renewals
– Establish expectations and standardize across program.
• Proposed series of pilot to reduce delays (approved)
• Identified other opportunities to reduce standard negotiating time with customers
Page 10
CNA / NPA Pricing Projected Benefits
How Will This Improve PL Add Process?
• Improve communication, understanding across locations and projects
• Manage expectations by identifying process steps and lean / likely completion times
• Support obtaining early commitment (at NPA selection) to work toward maintaining timelines
• Identify impact of any deviations on overall cycle time
• Identify opportunities for “Leaning” in the whole process and increase credibility that AbilityOne has streamlined
Page 11
Solicitation “Strategic Sourcing” Idea
Description:• Solve short notice and/or severe impact scenarios:
Contracting Activity states in solicitation that AbilityOne will be procurement strategy following the immediate contract cycle
– Early warning interpreted as neutralizing impact
– Developed guidance for implementing approach
– Recommended early add after commercial award
– Drafted pilot process approach
– Requires Stewardship Subcommittee coordination
Page 12
“Strategic Sourcing” Projected Benefits
How Will This Improve PL Add Process?
• Allows CAs to follow government directives earlier without concern of protests or other repercussions
• Commercial contractor has fair and early warning, and can plan accordingly
• Decreases lost opportunities – increases jobs
• Adds to pipeline – adds certainty
• More time for transition / preparation (security clearances, etc.)
• Helps CA and NPA with advance budgeting
Page 13
Lean PL Add Cycle Time
Projected Reduction in PL Add Cycle Time
0 200 400 600 800
Lean Solutions
FY10 Est (Data 11/15/10)
FY09 Est
# Days
Stage 1
Stage 2
Stage 3
Stage 4
Stage 5
Stage 6
Stage 748%
Reduction(vs FY09 Est.)
610
462
316