7c supp
ITEM NO. _______7c_Supp______ DATE OF MEETING October 9, 2012 Leading for Performance Metrics and CPI Implementation Briefing to the Port of Seattle Commission October 9, 2012 Port Challenges and Opportunities 2 Challenges Diverse business lines, customers, stakeholders Competing and conflicting priorities Limited time and resources versus demands Opportunities 1,666 employees focused on the vital priorities Common language for strategy and one port alignment Creative tools that leverage one another's learning & experience Metrics and CPI 3 These two initiatives are inter-related. Metrics will help align Port internal activities to help us all pull forward in the same direction. CPI improves work efficiency and strengthens internal capability for better performance on key metrics. Both support Century Agenda and Port Strategies Both are making meaningful progress Today's Briefing Objectives: Increase awareness Reinforce Commission support Metrics Progress to Date 4 Benchmarked with UW, King County, PDX Top Tier Metrics for divisions are defined Good progress to date in defining Second Tier metrics within Departments Dashboard for metrics is operating and continues to be populated by departments & functional teams Common definitions and language are in place for clarity of understanding Starting to incorporate into annual budget work Metrics current activities 5 Improving ties to budget process including quarterly financials Improving ties to divisions strategies with 2013 budget cycle nd and 3rd Departments assessing and improving 2 tier metrics Cascading metrics will ensure more employees are pulling in the same direction and better connected to Century Agenda and various Port strategies Metrics Cascade Example 6 Commission Division Department Department Department Department Metrics Benefits to Strategies 7 Many small metric improvements can provide tangible Port benefits: Increase International Flights Century Agenda Facilities Customer Cost per Reliability Service Enplanement Aviation Up-Time Reduces Gate Operational Costs Strategies Availability Defers Capital Costs Aviation Maintenance Crew Time Efficiency at PLB Metrics Dashboard Site 8 http://collab.portseattle.org/sites/metrics/default.aspx CPI - Improve the Process ! ! ! 9 CPI is about the processes: The Port uses thousands of processes to transact its business. Many processes have not been reviewed and improved for years. CPI will: Improve our processes by removing wasteful steps Simplify processes and make them more efficient Examine processes from the customer's perspective Utilize employees knowledge to improve work flow CPI - Who is Successfully Using it ? 10 CPI - The 'What' and 'How' 11 Waste: Waiting, Motion, Overprocessing, etc. Voice of the Customer Teamwork Workshops and employee engagement Walk the process and map it Current state measurements, then future state Team report outs and celebration CPI - Universal Principles 12 Waste exists within processes Processes apply to all organizations Service and Manufacturing Private and public Salaried and represented Hybrid Enterprises like CPI - Trial Success #1 PLB Preventative Maintenance Process 13 CPI - Trial Success #1 PLB Waste of Motion 14 CPI - Trial Success #1 Estimated PLB Results 15 Estimated increase in overall PLB capacity of 3% Reduced process time by 15 minutes per bridge From 51 to 12 Work Orders per week From 102 to 24 pieces of paper per week Reduced Foreman administration time by 3 hrs./week Less walking distance, fuel usage, mileage on truck CPI - Trial Success #2 CPO Consultant Evaluation Phase 16 Time Scope Development & Queuing Phase 18% Negotiation & Procurement Contract Phase Planning Phase 38% 11% Evaluation Phase 24% Solicitation Phase 9% CPI - Trail Success #2 Procurement Mapping Future States 17 CPI - Trial Success #2 Procurement Mapping Results 18 Estimated reduction in days from 62 to 34 days. Reduced documentation requirements Elimination of rework - eliminated the "do-loops" Addition of Team Consensus Meetings now being tested for added time savings CPI - Trial Success #3 Employee Time Tracking 19 CPI - Trial Success #3 Employee Time Tracking 20 Estimated savings of over $6,000 in material and labor in the first year. Reduced the number of steps in the process from 13 down to 7. Reduced paper and walking distance to 0. Pilot process being tested in Aviation Facilities and Infrastructure group. Most Important Part of CPI & Metrics 21 Moving Forward 22 The port's senior leaders have given us the go-ahead CPI aligns with port-wide metrics, airport strategies, employee development and engagement, etc. Tay has announced the program via email to employees Topic of discussion at Port Retreat Next 12 months are planned Each division's first workshop event CPI Specialists CPI Information Sessions CPI Employee Reactions 23 Placeholder for CPI Video 24 Questions ?
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